The Impart of the French Revolution In Europe - Free Essay Example

Sample details Pages: 2 Words: 715 Downloads: 3 Date added: 2019/06/26 Category History Essay Level High school Tags: French Revolution Essay Did you like this example? The political crisis: The tension between the monarch and also with the aristocracy, there were 13 sovereign courts in the French judicial system, all their seat were in Paris and a dozen provincial sectors, each magistrate member of each were from the aristocracy the parliament chose to remove taxation on the nobles and commoner alike. They argued that the king was attacking the liberty of his subjects by trying to also tax those subject who we excluded from tax by virtue of their privileged status. The French revolution or the Great revolution is known as a time of creation and discovery. The revolution cut across all the segment of the society, the overthrow of absolutist monarchy brought with the new theories, symbols, and behavior, the excitement of a state of lawlessness was match by the terror. The revolutionary had to fight with the crisis of that was going on all over Europe. This change that occur in the French had also its terrible side there were also violence and instability; in the wake of came about also in internal discord, civil war, and violence repression. The establishment of the Napoleons dictatorship at the end of the century show that the revolution has ended, The triumphs and contradiction of the revolutionary experiment in democracy show that the old system and the stating of the modern history, it also shows that politics can not be the same again. The Terror was a short and also deadly period of time whereby Maximilien Robespierre, the Committee of Pub lic Safety and also the Revolutionary give a dead sentence to thousands of people under the falling blade of the guillotine. The real scene of the Terror was very much complicated. this incident was not started by a particular man, neither was it by a body or by a certain policy that was created in times past; nevertheless it was actually likened to a lot of parent with just a particular child , sparked by several actions and factors. whatsoever, might have trigger this terror it was the most violent time during the Great Revolution. Don’t waste time! Our writers will create an original "The Impart of the French Revolution In Europe" essay for you Create order Napoleon ruled for about fiftteen year, which close out the french revolution his very own aim were to creat a solid dynasty in france and also to dominate the france empire in Europe Napoleon firmly planted his personal power, calling himself emperor and making a new sketch of the new aristocaray. He was always at war with the Britain but with the Prussia an Austria going into a Coalitions. Till 1812, the campaigns of napoleon were always successful. Napoleon still made misake regulary on his strategy most especially in the concentration of troops and the deployment of artillery. His empire stirred vastly, and in captured Spain, a new coalition formed among the other dominant power in 1813. the nation of afrance fell into an invading force of this alliance in 1814, he was exiled and later came back only to be defeated at waterloo in 1815 which finally ended his reign According to an article written by (Cantoni .D., 2009)This paragaphy, we will see a very short aspect of the French Revolution and the consition in some neighboring states and cities before the effect of this Great revolution that are important to our research. We also restated how expansion by the French Revolutionary armies and later by Napoleon affected these regions. The Great Revolution was trigger by a very long-running fiscal crisis which led to the summoning of the Estates-General in 1789 for the very first time since 1614. Majorityy of the radical institutional changes were taken by the seizure of the Revolutionary armies of France. with the removal of all the remaining vestiges of serfdom and quasi-feudal land relations, the grip of the clergy toward the area economic and political power, the sovereignty, of the guilds in urban areas, and legal changes with the creation of equality before the law (Cantoni .D., 2009). Finally: There are many effect of the revolution though there were serious damages and lots of destruction and lost of life and property in the French Revolution the positive ffct at weight the negative one monarch was removed and the liberal system of government which is democracy was introduced and developed. the civic rights were adopted. It also permitted and accept the freedom of speech, worship, association, press and also land ownership.

The Morning of December 8, 2014 Free Essays

The mischance happened the morning of Dec. 8, 2014. The examination by the U. We will write a custom essay sample on The Morning of December 8, 2014 or any similar topic only for you Order Now S. National Transportation Safety Board (NTSB) reasoned that the reasonable justification was â€Å"the pilot’s direct of a methodology in basic icing conditions without turning on the plane’s wing and flat stabilizer deice framework, prompting ice amassing on those surfaces, and without utilizing the suitable landing execution speeds for the climate conditions and plane weight,† (National Transportation Safety Board 2014). In light of the discoveries of the examination, the NTSB required the improvement of hardware for single-pilot flies that cautions the pilots when the ice-insurance frameworks ought to be actuated. The security load up likewise suggested the advancement of preparing past what is presently required to pass a sort rating check ride in such planes. The pilot, 66 years of age, was a doctor and CEO of a clinical think-tank. He held a carrier transport pilot authentication and an EMB-500 compose rating, which he had gotten around seven months previously the mischance. As it flew through Northern Virginia and into Maryland, different pilots were announcing ice endeavoring to shape on their wings as they flew through mists between 4,000 feet and 5,500 feet height. Mr Rosenberg, the pilot turned on the plane’s de-icing framework for over two minutes as it achieved its 23,000-foot cruising elevation, yet then he flicked if off again for the rest of the flight. It stayed off as he plummeted toward Gaithersburg, in spite of flying through mists once more. The NTSB said that may have been a lethal oversight: â€Å"That puts the plane in noticeable dampness, a basic component for ice, for around 15 minutes. Mr Rosenberg was a very qualified pilot, with 4,500 hours signed responsible for a flying machine. He was guaranteed as a business pilot and as a flight educator. He likewise was appraised to fly the Phenom, a refined six-traveler stream that costs more than $4 million and can fly more than 400 mph. In any case, the 2014 occurrence was the second time that Rosenberg slammed while endeavoring to arrive at the Gaithersburg airplane terminal†, (NTSB 2014). Four years sooner, slow down admonitions sounded as he contacted a solitary motor turboprop plane down on the runway. â€Å"At the point when the plane floated to one side of the 75 broad runway, Mr Rosenberg endeavored to lift off again to circle the airplane terminal for a second arrival endeavor. Rather, the plane went around 100 feet to one side and collided with trees. He got away with minor damage. The NTSB inferred that the reason was pilot blunder†, (NTSB 2014) In excess of 1,000 little planes crash in the United States each year, and many those accidents result in fatalities, yet few accomplish the unpleasant qualification of what occurred in Gaithersburg on the Monday morning of Dec. 8, 2014. Discoveries from National Transportation Safety Board are as per the following: † The plane was appropriately certificated and furnished as per government controls†, (NTSB 2014). â€Å"Examination of the plane destruction uncovered no preimpact breakdowns or disappointments that would have blocked typical activity of the plane†, (NTSB 2014). â€Å"The pilot’s activities previously departure for the mishap flight were reliable with resistance with standard working techniques†, (NTSB 2014).   Ã¢â‚¬Å"In spite of the fact that the pilot’s utilization of off base tenant and freight weights had no impact on the plane staying inside EMB-500 Airplane Flight Manual weight and parity constraints, it influenced the arrival speeds he chose in anticipation of the way to deal with Montgomery District Airpark, which were slower than those that compared to the plane’s real landing weight†, (NTSB 2014). â€Å"The pilot’s utilization of the slower landing rates in anticipation of the way to deal with Montgomery Region Airpark is reliable with his referencing the Normal (non-icing) agenda, which does not require the initiation of the wing and flat stabilizer deice framework, and brought about band signs on the velocity show that did not suitably demonstrate the slow down speed†, (NTSB 2014). â€Å"For something like 15 minutes amid the plummet and way to deal with Montgomery County Airpark, the pilot was working in a domain helpful for auxiliary icing without either plane ice insurance framework actuated†, (NTSB 2014). â€Å"Not utilizing the plane’s ice insurance frameworks amid the way to deal with Montgomery County Airpark was in opposition to the pilot’s preparation and distributed standard working methodology and was conflicting with the pilot’s past conduct amid the mishap flight†, (NTSB 2014). â€Å"The pilot’s inability to utilize the wing and level stabilizer deice framework amid the methodology to Montgomery County Airpark prompted ice collection, a streamlined slow down at a higher velocity than would happen without ice aggregation, and the event of the slow down previously the aural slow down notice sounded or the stick pusher actuated. Once the plane slowed down, its height was too low to recuperate†, (NTSB 2014). † Providing pilots of turbofan planes that require a sort rating and are confirmed for single-pilot tasks and trip in icing conditions with programmed alarming about the need to actuate ice assurance frameworks would strengthen this basic strategy while working in potential icing conditions—particularly in single-pilot tasks†, (NTSB 2014). National Transportation Safety Board proposals as pursues. To the Federal Aviation Administration: â€Å"Work with the General Aviation Manufacturers Association to build up a framework that can naturally alarm pilots when the ice insurance frameworks ought to be actuated on turbofan planes that require a sort rating and are ensured for single-pilot tasks and trip in icing conditions†, (NTSB 2014/A-16-12). To the General Aviation Manufacturers Association: â€Å"Work with the Federal Aviation Administration to build up a framework that can consequently ready pilots when the ice security frameworks ought to be initiated on turbofan planes that require a sort rating and are confirmed for single-pilot tasks and trip in icing conditions†, (NTSB 2014/A-16-13). To the National Business Aviation Association: â€Å"Work with your individuals that are makers and preparing suppliers of turbofan planes that require a sort rating and are confirmed for single-pilot activities and trip in icing conditions to create improved pilot preparing rules relating to chance administration in winter climate activities, including the utilization of ice assurance frameworks and adherence to agendas, with uncommon accentuation given to insufficiencies in pilot execution recognized in this mischance, and attempt accessible to the network of pilots who fly these planes†. (NTSB 2014/A-16-14). The synapsis of this whole incident was determined by National Transportation Safety Board that, â€Å"the probable cause of this accident was the pilot’s conduct of an approach in structural icing conditions without turning on the airplane’s wing and horizontal stabilizer deice system, leading to ice accumulation on those surfaces, and without using the appropriate landing performance speeds for the weather conditions and airplane weight, as indicated in the airplane’s standard operating procedures, which together resulted in an aerodynamic stall at an altitude at which a recovery was not possible,† (NTSB 2014). How to cite The Morning of December 8, 2014, Papers

Research Strategies for Small Business Tourism MyAssignmenthelp.com

Question: Discuss about the Research Strategies for Small Business Tourism. Answer: Introduction In the recent past, young entrepreneurs have had myriad of huddles and challenges in their various enterprises. This has made it very difficult for majority these businesses to realize their expansion objectives (Romano, 2009). The major contributing factor to this situation is the flooding of the market by many business operations which deal in one line. This therefore has led to stiff competition being witnessed in the market (Mowlana, 2003). This cut-throat competition has compelled young businesses to develop mitigation strategies that can allow them survive in the market amidst the prevailing unfavorable conditions. Businesses may decide to resort to internal or external ways to face the problems in the market the major one being competition. Internal ways may include reducing their human resource so as to cut down on expenses such as salaries and wages and instead use the difference in product awareness (March, 2009). Others revert to external measures such as hitting campaign trails about their products and services in areas they think the product is not quite known. Apart from this the businesses use the electronic media, print media and social sites to market their products. And the games becomes doing what your competitor does to the customers better or even do what your competitor is not doing so as to cut the edge well above contemporary businesses (Kotler, 2012). In the city of victoria is a small business enterprise that owns a farm and also manufactures wine. The business venture is known as Grivellia Ridge Company. It has not been an exception as it has also faced the wrath of competition in an equal measure just as other businesses. Since its establishment in the town Grivellia Company has enjoyed broad customer base due to its high quality wine and good customer service. However, it the recent month, the company has realized that there is a paradigm shift. Many of its clients who used to patronize the outlet are no longer seen. The company believed that this was an indication that there are very strong competitors who have entered into the wine business and are doing better than them. For this reason, the company resorted to serious marketing and sales strategies that could see them reclaim their lost status. The strategies included remarketing their products and services afresh in Victoria town and other towns within the region such as SA, VIC, QLD and NSW. To lure customers, they offered after sales services such as bearing the transportation cost for those customers that bought goods in bulk. They also extended credit discounts in certain months. For example in the month of February, the company was giving a discount of 15% to all its customers who bought goods during that month. An online platform was also created by the company so that its loyal customers could get updates in their smartphones regarding various offers that the company could be having at particular times. All these were mitigation strategies to help the company remain competitive in the market. Figure 1 above is a graphical representation of the number of products that were bought before marketing and other strategies were done and prices of the products after. In all the products, the number after were always higher than the number that was bought before doing campaigns. The most bought product and which had a great difference between the two periods of time is 2016 pinot grigio. The quantity bought was about 225. The lowest differences were observed in single vineyard 2014 chardonnay and 2015 pinot. According to the pie chart above, it can be seen that customers who got discount on prices were many compared to those who did not enjoy any price discount. Seventy one percent (71%) received the discount while twenty nine percent (29%) did not enjoy any discount. It is very clear from the results presented by the graph above that the quantity of cases purchased on discount were far much more (681) than those that were not purchased on discount (117). The pie chart above indicates that majority (61%) of those who buy from them come from Victoria. This is followed by 21% who hail from NSW. The least number (1%) hailed from QLD. The reason for carrying out this short research by Grivellia Ridge Company was so as to determine if the marketing campaigns the conducted about their products and services had an impact. To be able to determine the impact, elements such as increase in the sales volume were taken into account. This increase was realized by comparing the sales volume before and after marketing. It is common to realize an increase in the sales especially after a rigorous marketing exercise. This was the case with Grivellia Ridge Company which experienced an increase in the sales volume. The evidence to this are confirmed by figure 3 in the results section where the quantity of cases bought on discount was far much higher (681) than those that were not discounted (117). This short study had factors that led to the results being the way they are. Other than these there are other factors which the study could not analyze such as the geographical positioning of other cities in the region in relation to Victoria where the company is situated. Due to the distance, the prices of the commodities might be a little higher due to the cost of transportation. This in turn causes the demand for various brands of wine to go down thereby reducing their sales volume. The contrary to this fact is also true. The other factor could be government policies which are always strict on alcohol and its affiliate products. This makes the company incur more expenses and passes the same to consumers and this tend to discourage the customers hence low sales volume. Conclusion If the results of this study are anything to go by, then companies experiencing various challenges in the market such as low sales volume and stiff competition should try to go the Grivellia Ridge Company way since it is a testimony that robust marketing campaign can lead to positive impact. This positive impact can be manifested in the increase in sales volume among others. This study therefore recommends that the more resources be added towards marketing so as to increase awareness and therefore increasing the level of sales. References Romano, C. (2009), ``Research strategies for small business: a case study'', International Small Business Journal, Vol. 7 No. 4, pp. 35-43. Mowlana, H. and Smith, G. (2003), ``Tourism in a global context: the case of frequent traveler programs'', Journal of Travel Research, Vol. 33 No. 3, pp. 20-27. March, R. (2009), ``Tourism marketing myopia'', Tourism Management, Vol. 15 No. 6, pp. 411-15 Kotler, P. (2012), Marketing Management: Analysis, Planning, Implementation and Control, Prentice-Hall, Englewood Cliffs, NJ.

3pl Report Essay Example

3pl Report Essay Outsourcing Logistics Report Outsourcing Logistics – The latest trends in using 3PL providers January 2005 For further details please contact: Laura Goddard [emailprotected] com US Toll Free: 1 800 814 3459 ext 321 Rest of World: +44 (0) 207 375 7231 Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 1 Outsourcing Logistics Report Table of Contents: I II III IV V VI VII Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Survey overview †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Overall use of 3PL services †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦.. 4 Key drivers in outsourcing lo gistics to a 3PL †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. 5 Overall performance of 3PL providers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. †¦. 6 Will companies increase their use of 3PLs †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦ 7 What percentage of companies not currently using 3PLs are planning to use a 3PL in the future †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 VIII IX Overall industry implications and conclusions †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. †¦. 9 Outsourcing Logistics 2005: Best Practices for Managing 3PL Relationships Conference †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦ 11 Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 2 Outsourcing Logistics Report I Introduction The 3PL industry has been growing at a steady rate, and it’s clear that more and more industry verticals are seeing real benefits from outsourcing their logistics operations to a third party. Manufacturers and retailers are continually pressured to reduce transportation costs, which has created an opportunity for companies that are able to provide more favorable rates and increase overall supply chain efficiency. Recent statistics have even shown that shippers’ logistics costs have been reduced when outsourcing to 3PLs at an average of more than 15% in North America! However, it is still a difficult decision for many to outsource. So what are the key reasons ‘shippers’ choose to outsource and how do they rate the value of their contracts? eyefortransport conducted the Outsourcing Logistics Survey from December 2004 to January 2005. This survey was timed to coincide with the eyefortransport Outsourcing Logistics 2005: Best Practices for Managing 3PL Relationships conference, April 25-26 2005 in Chicago. We will write a custom essay sample on 3pl Report specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on 3pl Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on 3pl Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Much of the data gathered in this report will be discussed and debated at the conference. For more information on the eyefortransport survey results or the conference, contact Laura Goddard at [emailprotected] com, 1 800 814 3459 ext 231 or +44 (0) 207 375 7231. II Survey overview 173 logistics professionals from manufacturing and retail companies responded to the survey, which was conducted by eyefortransport. Responses were solicited in a targeted email campaign that included select trade associations, industry related databases, and other highly specific groups. Respondents were asked a number of questions, to establish: the percentage of companies currently using 3PL services, what percentage of their overall logistics operations are outsourced, what the key drivers were and the overall performance of 3PLs. They were also asked how much they plan to increase logistics outsourcing in the future and whether they see 3PLs as supply chain suppliers (service providers) or supply chain partners. Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. yefortransport. com/outsourcelog 3 Outsourcing Logistics Report III Overall use of 3PL services Based on the responses to the survey, it is clear that manufacturers and retailers consider 3PL services to be a viable option. A strong 79% are currently using 3PL services for their logistics operations, which is in line with other industry reports. However, it is interesting to see that shippers rarely outsource 100% of their logistics operations to a 3PL provider. % of total logistics operations outsourced to a 3PL 0% 25% 20% 15% 10% 5% 0% 0-20% 20-40% 40-60% 60-80% 80-100% N/A Only 14% of respondents said that they outsource 80-100% of their total logistics operations, while 34% use 3PLs for between 40 and 80%. Overall, 1 in 4 respondents outsources less than 20% of their logistics operations to 3PLs. Is this is a sign that shippers are hesitant to allow too much ownership of their supply chain to outside companies, or that they prefer to bring the expertise into their own logistics division? Concerns over integrating the two businesses into a successful working relationship and ensuring mutually viable contract terms could also be factors in the decision against outsourcing a large percentage of key business operations. Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 4 Outsourcing Logistics Report IV Key drivers in outsourcing logistics to a 3PL Given that 4 out of 5 companies are using 3PL services, what are the key reasons behind using a 3PL? The survey aimed to uncover some of the common drivers for outsourcing logistics. Key drivers in choosing a 3PL Relevant Very Important Reduce Costs Increasing customer satisfaction Increasing speed of services Improving Supply Chain Management Reducing staff headcount Globalising your supply chain Increase efforts on core competencies Lack of in-house skills 0% 5% 10% 15% 20% 25% 30% 35% The percentage of respondents who selected â€Å"reducing costs† as either â€Å"relevant† (14%) or â€Å"very important† (17%) in their choice to outsource logistics was equal to the objective of â€Å"increasing customer satisfaction†. Although the need to increase the speed of services wasn’t as high as the first two drivers, it still ranked as â€Å"very important† (15%). This confirms that shippers continue to predominantly view 3PLs as tools for reducing costs and improving their basic logistics services. On the other hand, the aim of â€Å"improving supply chain management† only rated â€Å"very important† for 10% and the need to concentrate on core competencies was â€Å"very important† to only 12%. This seems to suggest that, despite many 3PLs now marketing themselves as total logistics providers with a range of capabilities and supply chain expertise, these are not yet the core reasons shippers use 3PLs. The opportunity to improve overall supply chain management systems and give shippers more time to concentrate on the non-logistics related aspects of their business, have yet to become the top reasons for contracting a third party. Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 5 Outsourcing Logistics Report V Overall performance of 3PL providers Once the decision has been taken to outsource to a 3PL, shipper satisfaction levels are good. A total of 81% of respondents selected â€Å"good’, â€Å"higher than expected† or â€Å"outstanding (4%)†. In comparison, only a total of 19% were less than pleased with their 3PL contract. Overall performance of current 3PL Outstanding Higher than expected Good Lower than expected Poor 0% 4% 12% 65% 15% 4% 10% 20% 30% 40% 50% 60% 70% Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. yefortransport. com/outsourcelog 6 Outsourcing Logistics Report VI Will companies increase their use of 3PLs Given the relatively low number of businesses using 3PLs for a large percentage of their total logistics needs, it is useful to try to predict if this may change in the future. Since the majority of those currently using 3PLs ar e getting a â€Å"good† to â€Å"outstanding† service, it would seem natural that they plan to increase their reliance on 3PLs. Increasing use of 3PL services Possibly, 54% Very likely, 19% Unlikely, 27% Although 27% of respondents said it was â€Å"unlikely† that they would increase their use of 3PLs, a total of 73% were at least considering this move, with 1 in 5 rating it as â€Å"very likely†. Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 7 Outsourcing Logistics Report VII What percentage of companies not currently using 3PLs are planning to use a 3PL in the future For those companies that have chosen not to outsource to a 3PL, the survey asked if this current status was likely to change within the next 5 years. Respondents who currently favor in-house logistics, were also asked if they had previously used a 3PL and decided against future outsourcing as a result. If you dont currently use a 3PL, do you plan to outsource your logistics operations to a 3PL in the future? Previously outsourced, now favour in-house, 21% Within a year, 32% Not likely, 26% Unsure, 11% Within 2-5 years, 11% In total, 43% of respondents were considering using 3PLs for their logistics operations and the highest percentage of the group (nearly 1 in 3) are looking into using a 3PL â€Å"within a year†. With 11% of respondents being â€Å"unsure† just over 1 in 4 said they thought it â€Å"unlikely† that they would outsource in the future (26%). Nearly 1 in 5 respondents who have used 3PLs in the past are now favoring inhouse logistics operations. This could reflect companies that used 3PLs at some stage but found very little value gained, or the complexity of the contract and ownership of the supply chain meant 3PLs could not offer enough (in terms of savings or expertise to risk another contract). Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. yefortransport. com/outsourcelog 8 Outsourcing Logistics Report VIII Overall industry implications and conclusions The over-arching theme is consistent with other industry reports and points to an increasing market for companies that are able to provide third party logistics for the purpose of reducing costs and increasing customer satis faction. 3PL customers are generally happy with the level of service they’re getting, with the majority keen to outsource more of their logistics to 3PL providers in the near future. In fact, across the board the rapid growth of 3PLs is clear, with nearly 3 out of 4 of current 3PL customers considering an increase in outsourcing. Just under half of those not currently using a 3PL are also showing an interest in 3PL services for the future. Despite a largely positive feedback on 3PL performance, there are clearly still some reservations on outsourcing. Of those who currently don’t outsource their logistics operations, just over 1 in 5 were companies who were previously 3PL customers but, for undisclosed reasons, now choose not to use 3PLs. This could reflect a failure from either side on expectations. If the initial terms in the contract are clear but then those objectives are not met, there is an obvious drop in satisfaction from 3PL customers. In addition, where the manufacturer or retailer is looking for a total supply chain logistics provider but the 3PL does not fulfill this expectation, the fault could be on the side of the customer. Obviously 3PLs must be sure they can meet their contract objectives and shippers must be clear on their demands. The survey pressed the respondents one step further and asked them if they saw 3PLs as an integral part of their operations and a real supply chain partner or if they simply viewed 3PLs as supply chain suppliers (service providers). The results of the grapgh on page 10 reflect the 3PL-users’ understanding of this business relationship and the 3PL’s role. Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog Outsourcing Logistics Report Do you see your 3PL as a service provider or a supply chain partner? 60% 50% 40% 30% 20% 10% 0% Service provider Supply chain partner 56% 44% The largest percentage (56%) selected â€Å"provider†. This could indicate some hesitancy on the part of the 3PL-user to fully integrate 3PLs into their supply chain strategy, preferring to maintain strict boundaries. It could be argued, however, that both sides would get mor e out of the relationship if they focused on a closer business strategy. Given the range of services that 3PLs now offer and the satisfaction from current 3PL-users, perhaps those companies who set up strategic partnerships with 3PLs will benefit most for the future of the third part logistics provider. Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 10 Outsourcing Logistics Report IX Outsourcing Logistics 2005: Best Practices for Managing 3PL Relationships Conference The eyefortransport Outsourcing Logistics 2005: Best Practices for Managing 3PL Relationships conference will take place April 25-26 in Chicago. This event will bring together senior logistics executives from different industry verticals to discuss 3PL adoption, selection, contract negotiation and relationships. Topics up for discussion, analysis, and questioning will include: †¢ Assessing if outsourcing is the right choice for your company †¢ Top tips on RFQs and industry advice on tackling the selection process to ensure the best 3PL for you! Setting incentive schemes and remuneration profitable contracts and ROI †¢ The benefits of using a 3PL for supply chain technology and tips for smooth integration †¦and much more! Learn from special, exclusive presentations and executive panels and join in the discussions at intimate round table sessions. Attend the Chicago event to benchmark your current 3PL contracts against your peers and make the most of the unpreceden ted networking opportunities with speakers from leading manufacturing and retail companies – such as Target, Rolls Royce, Owens Corning, Nestle, Intel, Kellogg, Levi Strauss, Sysco, Supervalu, Ingersol Rand. See the website for full speaker details. For more information on attending, exhibiting or sponsoring this event, contact Laura Goddard at [emailprotected] com, 1 800 814 3459 ext 231, or +44 (0) 207 375 7231 Outsourcing Logistics 2005: Best Practice for Managing 3PL Relationships April 25-26 2005 Hyatt Regency McCormick Place, Chicago, IL www. eyefortransport. com/outsourcelog 11 Register NOW and SAVE $300! Outsourcing Logistics 2005 25 26th April †¢ Hyatt Regency – McCormick Place, Chicago, USA Come away with the answers you need! Industry Presentations, 6 Panels, 9 Roundtables, 2 Workshops 7 hours Networking time! Best Practices for Managing your 3PL Relationships The must-attend event for logistics executives working with 3PLs! Learn to successfully select 3PLs, negotiate contracts, ensure smooth operations and evaluate performance The ONLY event to give you in-depth knowledge of the 5 KEY topics! 3PL selection and contract negotiation – What are the key factors to consider when renewing existing 3PL contracts and selecting new 3PLs? – Hear the secrets to setting up successful contracts Learn from more than 20 industry leaders †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ The Home Depot, Director of Operations, Tim Wilkerson Rolls-Royce, 3PL Program Manager, Jill Barnett Intel, Global 3PL Sourcing Manager, Ashley Hall Ingersol Rand, Global Transport Logistics Director Bob Newcom Target, Business Partner Mgt Group, John Bauer Nestle, Head of Ocean Transports EMEA, Georgios Skopelitis Levi Straus, Distribution Director, Brian Wehner Supervalu, VP Supply Chain, Mark Foster Alcan, Director of Logistics, Linda Green Sysco, GM – Supply Chain Services, Gene Klein Titan Steel, Int. Logistics Manager, Damon Gunter Owens Corning, Global Leader – Transportation Affairs John Gentle Kellogg’s, Director NSD Distribution, Christian Lahti Sara Lee Bakery, VP Supply Chain Optimization, Kevin Krigline Darden Restaurants, Supply Chain Initiatives, Jonathan Zakary Riddell, VP – Supply Chain Operations, Charles Whitmer Oakley, Director of International Operations, Jim Addison Andrew Corporation, Director – Global Logistics Transport, James Lamb Hickory Farms, National Logistics Manager, Matt Alloway Agere, Director – Global Logistics Compliance, Simon Powell Solectron, Senior Director Global Logistics Frederick Hartung Efficient day-to-day operations – What are the secrets to establishing a successful working relationship with your 3PL provider – clear instructions, good communication and sensible expectations Tapping into 3PL capabilities – Hear how Owens Corning and Levi are taking advantage of their 3PL’s technology – How to exploit the newest supply chain technology without the hefty price tag! – Top tips on using a 3PL to increase the efficiency of your overseas operations, help ease you into new profitable markets and overcome infrastructure, cultural and political obstacles Evaluate your 3PL provider Best practices for measuring and evaluating 3PL performance – Find out which KPIs are right for your company – Discover the key warning signs that indicate it’s time to change your 3PL provider The future of your 3PL Relationships – Find out if you are using an optimum number of 3PLs – steps for successfully reducing yo ur number of 3PLs – Should you be using a 4PL/LLP? – Hear from Nestle about a successful and innovative alternative to using 3PLs Get practical advice from industry experts: †¢ †¢ †¢ †¢ †¢ †¢ Cliff Lynch, President, C. F. Lynch Associates Richard Armstrong, President, Armstrong Associates Ken Ackerman, President, K. B. Ackerman Company John Caltigirone, Vice President, The Revere Group John Coates, President/CEO, The Fennimore Group Mike Erickson, President/CEO, AFMS And many more! Official Media Sponsors: Organized and Researched by: Open NOW for the FULL PROGRAM Download SURVEY online at www. eyefortransport. com/outsourcelog/report. shtml Cost reduction remains the largest driver for outsourcing Find out what should be driving YOUR company’s use of 3PLs! A recent eyefortransport industry study noted that despite 4 out of 5 of companies using 3PL providers, only 14% are using them for the majority of their logistics operations. It also noted that the key driver for choosing to outsource logistics remains â€Å"cost reduction†. With 3PLs offering more and more services, are you getting the most out of your 3PL contract and how can you ensure improved operations and performance in the future? Attend eyefortransport’s Outsourcing Logistics 2005: Best Practices for Managing 3PL Relationships conference to learn from the top logistics executives directly responsible for managing their 3PLs in the industrial, hi-tech, retail, food, FMCG and apparel verticals. Letter from the Chairman: Few informed supply chain professionals would suggest that outsourcing is not a meaningful force in their industry, and it is expected that it will become even more so in the future. As the activity increases, however, so do the issues. There is much more emphasis on the outsourcing of supply chain management systems. The list of traditional logistics service providers now contains names of companies that were unheard of a few years ago. After years of discussion and writing about them, we finally have begun to see true global outsourcing arrangements. Up until recently, there were any number of firms that had operations in foreign countries, but in most cases their logistics activities were confined to the countries in which they were located and those in close proximity. Today, we routinely move products back and forth throughout the world. To some firms outsourcing has become more important internationally than it has been in the U. S. Finally, logistics service contracts are becoming more sophisticated and are placing more pressure on the relationships to provide process and cost improvements and share these benefits with the client. Join us in Chicago and gain insights from both users and providers on the implementation and management of successful outsourcing relationships. This April in Chicago you will hear from more than 20 industry leaders, from companies including: †¢ Target †¢ The Home Depot †¢ Levi Strauss †¢ Supervalu †¢ Sysco †¢ Owens Corning †¢ Sara Lee Bakery †¢ Darden Restaurants †¢ Kellogg’s and many more! †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Ingersol Rand Nestle Intel Alcan Titan Steel Rolls-Royce Riddell Oakley Hickory Farms eyefortransport is renowned for providing an environment in which attendees learn and business gets done! Via exclusive presentations, interactive roundtable sessions and unprecedented networking opportunities, the eyefortransport conference will answer all your questions on the key issues for working with 3PLs. Cliff Lynch, President C. F. Lynch Associates Topics up for discussion, analysis, and questioning will include: †¢ What are the key factors to take into account when renewing 3PL contracts or using 3PLs for the first time? †¢ What are the secrets to working efficiently with your 3PL providers and getting the most out of the relationship? The benefits of using a 3PL for supply chain technology and tips for smooth integration †¢ How to take advantage of 3PL’s local knowledge to improve and expand global networks †¢ Best practices for measuring and evaluating 3PL performance †¢ Alternatives to outsourcing! †¦ and much more Main drivers in choosing a 3PL Reduce Costs Increasing customer satisfaction Increasing speed of services Improving Supply C hain Management Reducing staff headcount Globalising your supply chain Increase efforts on core competencies Lack of in-house skills 0% 5% 10% 15% 20% 25% 30% 35% Relevant Very Important Graph taken from the eyefortransport Outsourcing Logistics Report – January 2005 REGISTER NOW! CALL 1 800 814 3459 Day 1: Monday 25th April Morning PANEL: Find out if your business is ready for a 3PL – Determine which aspects of your logistics operations are ripe for outsourcing Statistics in a recent industry survey show that 80% of companies are using 3PL services. However, only 1 in 7 use them for the majority of their logistics operations. This panel will help you assess the extent that your business should engage 3PLs? Hear different perspectives from both retail and manufacturing companies †¢ Tips on evaluating your supply chain to recognize the optimum time to outsource †¢ How to determine which logistics operations are ripe for outsourcing – the key signs to look for †¢ Outsourcing is not always the best policy – how to realize when to keep operations in-house †¢ What external factors should you take into consideration? Find out what influence geography, politics, economics, company culture and technology should have on your outsourcing decision Mark Foster Vice President – Supply Chain, Supervalu Linda Green, Director of Logistics, Alcan Charles Whitmer Vice President – Supply Chain Operations Riddell Matt Alloway National Logistics Manager, Hickory Farms John Caltigirone Vice President and Global Practice Leader – Supply Chain Strategy The Revere Group (moderator) Kellogg’s Case Study: Negotiating 3PL contracts and finding a sustainable coststructure for both parties †¢ Learn from the Kellogg’s experience – Hear how they negotiated their 3PL contracts to ensure a realistic cost-structure, for both them and their 3PLs †¢ Minimize potential problems and conflicts by ensuring your contracts are foolproof and watertight – Make clear who is accountable and responsible for every eventuality, including wage increases, union action and external supply chain disruption †¢ Top tips that will fully prepare you for the negotiating table Christian Lahti Director NSD Distribution, Kellogg’s PANEL: How to assess the performance of your 3PLs and measure the overall success of your outsourcing decision Evaluating the outcome of your logistics outsourcing decision and measuring your 3PL’s performance is different for every organization. However, there are certain best practices and tools that translate across all industries and companies. In this panel you will hear innovative ideas from leading companies across 5 different industry verticals that you can implement in your business †¢ How to clarify objectives, choose the right performance measures and implement them successfully for comprehensive business performance management †¢ Learn to identify any gaps or redundancies in your KPI set †¢ Find out how you can measure company morale †¢ What is a realistic time-frame for reaping significant rewards – how soon can you expect real cost reduction, increased service levels, improved customer services and successful systems integration? How to use your KPIs to determine whether to renew 3PL contracts Tim Wilkerson Director of Operations, The Home Depot Gene Klein, General Manager of Supply Chain Services, Sysco Simon Powell Director of Logistics Compliance, Agere Jim Addison Director of International Operations, Oakley Jonathan Zakary Strategic Supply Chain Initiatives Darden Restaurants Ken A ckerman President, K. B. Ackerman Company (moderator) PANEL: Your guide to pricing and incentive schemes that really work – direct from leaders in the apparel, hi-tech and aerospace industries †¢ Top tips on establishing workable pricing structures, setting realistic goals and implementing gain share techniques †¢ Ensuring that the relationship doesn’t sour! How to set incentives that keep the relationship moving forward †¢ Hear he latest innovations in 3PL pricing and incentive schemes †¢ Renewing contracts: How to ensure you pay the market rate! Ashley Hall Global 3PL Sourcing Manager, Intel Jill Barnett 3PL Program Manager, Rolls Royce Brian Wehner Distribution Director, Levi Strauss Richard Armstrong President, Armstrong Associates (moderator) Ingersoll Rand Case Study: How to select the right 3PL for your needs †¢ Hear firsthand from a global, diversified manufacturer with revenues of $9. billion, how to successfully evaluate and select the perfect 3PL for your sp ecific and complex needs †¢ Find out the tools and strategies Ingersoll Rand used to ensure they made the right decision †¢ Discover the challenges and rewards Ingersoll Rand are currently encountering, as they implement two specific 3PL contracts for a TMS system that will move them forward in 2005 and 2006 Bob Newcom Global Transportation Logistics Director Ingersoll Rand Owens Corning Case Study: How do you evaluate and measure your 3PL providers? Owens Corning employs more than 17,000 people and has manufacturing, sales and research facilities including joint venture and licensee relationships in more than 30 countries on six continents. †¢ Find out the criteria Owens Corning uses to successfully evaluate and measure the performance of multiple 3PLs around the globe †¢ How to constantly revise your KPIs to match your changing business, with the full support of your 3PL providers John Gentle, Global Leader Transportation Affairs, Owens Corning Don’t get distracted by note-taking! Purchase your copy of the Delegate Audio CD (at the special delegate rate of $250 or as part of a conference package) which includes: †¢ Complete audio recordings of every main session, including workshops †¢ Complete set of Presentations †¢ Timed program, attendee list, exhibitor and sponsor information The CD is designed as a user-friendly source of information for yourself and colleagues who are unable to attend – Simply insert the CD and the timed program will appear to walk you through the audio and visual PLACES LIMITED CALL eyefortransport NOW! 800 814 3459 Day 1: Afternoon Roundtables Take this unique opportunity to discuss 9 different crucial topics affecting 3PL users today! Don’t miss out on this chance to ask questions, benchmark and get advice on your key concerns from conference speakers and fellow attendees. Each roundtable discussion will last for approximately one hour and will be led by one to four influential industry experts. These di scussions are completely interactive and will provide you with ample opportunity get the answers you need, in a highly focused, small group environment. Acquiring technology through the use of logistics service providers – Tailored IT systems, RFID, etc Frank Riva Industry Development Director, EPC Global Mark Foster, VP Supply Chain, Supervalu 6 Specific considerations for retailers when selecting and working with a 3PL Richard Armstrong President, Armstrong Associates 7 2 Specific considerations for manufacturers when selecting and working with a 3PL Jill Barnett 3PL Program Manager, Rolls Royce How security-conscious is your 3PL – Who has the responsibility and accountability for security? Gene Klein, General Manager of Supply Chain Services, Sysco 8 3 Specific considerations for food and beverage companies when selecting and working with a 3PL Jonathan Zakary Strategic Supply Chain Initiatives Darden Restaurants How to manage a global outsourcing relationship John Coates, President and CEO, The Fennimore Group 4 5 9 Outsourcing reverse logistics to a 3PL Brian Wehner Distribution Director, Levi Strauss Specific considerations for the hi-tech industry when selecting and working with a 3PL Ashley Hall Global 3PL Sourcing Manager, Intel Outsourcing logistics accounting functions (Auditing, Inventory, Freight Payment) Mike Erickson, President/CEO AFMS Logistics Management Group For complete speaker details and updates please check the website at www. eyefortransport. com/outsourcelog Does your company provide logistics services to manufacturers and retailers? Sponsorship, Exhibition Advertising Opportunities If you provide third party logistics make sure you attend this event to hear what 3PL customers – and potential 3PL customers – want from you! Find out shipper’s key concerns and demands to better market your services to your customers. Take it a step further and ensure your services are available to the audience by participating in the program as an event sponsor! If you provide technology and consultancy solutions, make sure you attend this event to stay ahead of the market trends. Hear what shippers need, that 3PLs don’t provide. Go one better and get involved in the exhibition or conference sessions to raise wareness of supporting technology and alternatives to using 3PLs. Exhibitors will benefit from a co-locating event – the 7th North American Technology Forum – to give you twice the number of attendees to network with. For more information see www. eyefortransport. com/natech Whether you’re looking to develop new business, maintain relationships or raise awareness of your company’s activities, we have a range of packages to suit your goals. Contact Sid Ladapo for more informa tion at: email: [emailprotected] om call US Toll Free: 1 800 814 3459 ext 335 Rest of the World: +44 (0)20 73 75 7213 SPECIAL OFFER ON REPORT Get 40% off the â€Å"2005 North American 3PL Report† †¢ Normally $1795, Outsourcing Logistics attendees can purchase the report combined with the full conference pass and delegate CD (worth $1845) for just $2790 – SAVE $850 †¢ Book before February 18th to knock an extr

Would You Write Daily If You Got Paid For It

Would You Write Daily If You Got Paid For It A new UK company has launched offering aspiring novelists an alternative to publication: a salary from  £2,000 per month to write novels. De Montfort Literature (DML) will pay writers a salary to write novels which DML will then design, print, publish and promote. After salary, production and marketing costs, authors will receive a 50 percent share of the book sale profits. https://www.thebookseller.com/news/start-publishing-venture-offer-aspiring-novelists-salary-793601 Imagine having to report to work every day, sit at your desk, and produce a certain amount of work. To earn a full-time writing income, you have to write full-time. A lot of people dont like that. They think the rigorous schedule takes the fun out of writing. Well, guess what? When a hob Write every day. You get better. You get stronger. You get faster. You build confidence. You become dependable. You get to the point that whenever your butt hits the chair, your brain kicks into gear and your fingers itch to write. Its called habit. Its teaching your body what to instinctively do. And it makes a mockery out of writers block. Most authors are afraid to write daily. Those who arent, are the ones making more money. Doesnt that just make perfect sense?

How Professing Bible Believing Evangelical Christians View their Thesis Proposal

How Professing Bible Believing Evangelical Christians View their Responsibility to the Great Commission - Thesis Proposal Example Once that has been established, the reasons that the Great Commission has been largely abandoned will be explored in order to seek answers to the reasons that Christians are no longer as vigilant about attending the mandates that would define their personal ministries. One of the important messages that Mathew gave to the followers of Christ was that they should go forth and spread the message of the sacrifice that Christ made for the world.1 In creating and participating in missionary work, the followers of Christ would support the message of love and forgiveness and spread the message that salvation was available through belief. Culpepper writes â€Å"The Great Commission comes to us from the context of a caring community of faith†.2 Missionary work is more than just spreading the message of salvation. It is a method of showing what the love of Christ means and serving the world so that suffering can come to an end. Missionary work is intended to motivate people to think about the world and their culture, putting Christian beliefs into context with how change will make a difference in their lives. This is done by preaching, by witnessing, and by showing the light of Christian care for the troubles of the world. Where many religions tried to make people believe that their suffering was intended by their god or gods, Christians intend to show others that their burdens can be lifted through God. Much of this is through service to the suffering.3 The fact remains, however, that there has not been a continuation of increased numbers, suggesting that the mandate to continue the spread of Christianity has met with less effort. The purpose of this study is to find reasons and excuses that are being used by Christians for not putting significant effort into missionary work. Through an examination of the literature associated to the question, the topic will be explored and examined in order to find answers to the questions that have been put

Public Relations Techniques and Cases Essay Example | Topics and Well Written Essays - 1500 words

Public Relations Techniques and Cases - Essay Example A case study is a preferred strategy when ‘how’ or ‘why questions are being posed when the researcher has little control over events. The focus is always on contemporary phenomena within some real world context (Center et al., 2008). The researcher is enabled to research on real life events that cannot be controlled in the laboratory setting (Yin, 1994).The case study should use multiple evidence sources to increase validity (Jaques, 2008). The case study below highlighted the communication activities in the first phase of Phare and took an in-depth look at the model communication program developed in November 1997. The model was developed by Brussels-based public affairs consultancy to be used by the EU delegation to the 10 EU member countries. The model can apply to many other economic and political situations and cultural variables of a country. It emphasizes on one-on –one communication rather than involving the mass media. In the first years of operation from 1989-1994, the Phare program provided expertise to the member countries from a wide range of organizations ranging from non-commercial, public and even private. It acted as a multiplier by stimulating investments and responding to needs that cannot be met by other organizations. Phare also acted as a powerful catalyst for unlocking funds from other donors studies, guarantee schemes, and credit lines. It gives priority to the development of the private sector, restructuring of state enterprise and environment protection.