McCain Foods Essay Example for Free

McCain Foods Essay 1. Which four Ps make up the marketing mix? Answer: †¢ Product †¢ Price †¢ Place †¢ Promotion †¢ Product this has to look and taste good and be made from wholesome ingredients. †¢ Price the price has to be attractive to ensure enough sales to generate a profit. †¢ Place the place and position of the product in the market is important to compete for market share. †¢ Promotion this has to fit the company’s objectives for the product. 2. Explain the different product categories in the Boston Matrix. Why is this a useful tool for businesses? Answer: The Boston Matrix identifies four types in a company’s product portfolio: †¢ Stars. These products have a high market share in markets that are growing quickly. For example, the Playstation was a star when it was first introduced into the games market. †¢ Question Marks. These products have a low market share in a growing market. Costs are more than returns as the company tries to increase market share. An example of a Question Mark could be a newly launched fashion item or a new car model. †¢ Cash Cows. These products have high market share in established markets, for example, cornflakes in the breakfast cereals market. †¢ Dogs. These products have low market share in a low growth market. A company may look to get rid of these products or invest in marketing to improve sales. For example, DVD recorders have replaced video recorders 3. Analyse how McCain Foods’ promotional strategies tie in with its message ‘It’s All Good’. Answer: Promotion A further demonstration of the ‘It’s All Good’ ethos is McCain Foods’ ethical stance on promotion. McCain makes a Commitment not to advertise to children under 12 years old. It also ensures that the retail labeling on its products carries clear information on levels of fat, saturated fat, salt and sugar to help shoppers choose healthier options. Its labeling is in line with the Food Standards Agency (FSA) traffic light scheme and the food industry’s Guideline Daily Amounts (GDA). McCain also takes part in different types of sponsorship, such as: †¢ TV show Family Fortunes. This brings the McCain brand to a wide audience through a popular family programme. †¢ McCain Athletics Networks which encourage young people to get involved in the sport through local clubs. This further supports the company’s approach to balancing calories in with calories out. 4. Consider other promotional strategies McCain could use and say whether they are above- or below-the-line. Answer: Above-the-line promotion is paid for and includes traditional advertising routes such as television, radio and the press. These are good for carrying marketing messages to a large audience. However,it is less easy to measure the impact of these channels, for example, whether a TV advert has increased sales. Special displays or positioning in stores or advertising on supermarket trolleys are also examples of McCain’s above-the-line promotional activity. Below-the-line promotion can take many forms and is usually more under the control of the business. Typical examples include events or direct mail. McCain uses a combination of below-theline activities including: †¢ door-to-door leaflet drops or books of vouchers which give customers discounts over a period of time. These help to attract consumers and establish brand loyalty so the consumer buys the product again. †¢ email newsletter for consumers. This creates a relationship with consumers, which is unusual for a B2B organisation. It not only allows McCain to communicate directly with and listen to consumers, it also enables the business to collect information, for example, about their lifestyles and product choices. This is used for feedback, research and promotions.

The company aims and objectives

The company aims and objectives 1 Introduction Strategic management is the way a business will formulate, implement and evaluate its decisions across the departments in order to help the company to achieve its objectives. It means using the company aims and objectives to develop policies and plans, allocate resources in order to implement the plans and then evaluate whether this has been successful. Strategic Planning ensures that an organisation is doing the right things. If a business needs to change the way it runs its business operations then a strategic plan explains what the organisation is changing to. Once it has determined the right things to do, it devolves accountability for doing them right to one or more business plans (Guest 1989). Every organisation has a mission statement setting out its aims and objectives and strategy can be defined as â€Å"The determination of the basic long-term goals and objective of an enterprise and the adoption of courses of action and the allocation of resources necessary for carrying out these goals† (Alfred Chandler, 1963). Johnson and Scholes (2002 p13) suggested that a company needs a mission and mission statements; a vision or strategic intent; goals; objectives; unique resources and core competences, strategies and control. Strategy was ‘the direction and scope of an organisation over the long term: ideally which mat ches its resources to its changing environment, and in particular to its markets, customers or clients, so as to meet stakeholder expectations. To continue in business and be profitable every business needs a strategy and according to McGee et al (2005)strategy is the ability of a company to thrive and survive. The report will outline the stages, steps and procedures that should be implemented to carryout a strategic analysis as part of the strategic management process. The New Vintage Car Company is a specialist organisation which has a small niche in the specialist car market and a mission statement, objectives and strategic intent. 1.1 Aims and Objectives of the report The aim of the report is write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. 1.2 Objectives To understand the importance and characteristics of strategic management to all forms of organisation To investigate a range of strategic management models and their strengths and weaknesses To consider the relevance for strategic management of organisational culture and ethics To analyse and evaluate a range of strategic management models To apply and to tailor models of strategic management as appropriate 2 Stage One Strategic analysis Generally there are two main approaches to strategic management the organisational approach dealing with competitive advantage, resource allocation and economies or scale and the the human approach. According to Arieu (2007), ‘there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context. Strategic management can be bottom-up, top-down, or collaborative processes which means that in the bottom up approach employees send in proposals to their managers who choose the best ideas which are assessed through capital budgeting processes such as return on investment or cost benefit whilst the top-down approach is where the CEO and the planning team make the decisions. Johnson (1999 p154) advised that strategic planning was the ‘process of drawing up long-term, wide ranging plans in accordance with the organisations main aims and will involve analysing customer expectations, competitive pressures and overall changes in the market. Operational planning on the other hand was the development of plans for a specific operation within the organisation whether it was for a product or a service. He added that although organisations used information from analysis, quantified objectives which became the organisations targets for a planned period of time, could be based on ‘ guesswork. Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment. (Lamb, 1984:ix). As the New Vintage Car Company is a small specialist business it is very much a very collaborative style of strategic management with the 10 main employees taking part in management decisions. 2.1 Strategic management theories Strategic management was a concept which was developed in the 1950s and 1960s which theorised that gathering all the functions under one strategy and coordinating the different departments. Chandler (1962) showed that a long-term coordinated strategy was necessary to give a company structure, direction, and focus stating that ‘structure follows strategy. Selznick theorised that an organisations internal functions should be matched to any external environmental circumstances through SWOT analysis which was developed by the Harvard Business School General Management Group. Anscoff developed a strategy grid to compare market penetration strategies, product development strategies, market development strategies, horizontal and vertical integration and diversification strategies and a gap analysis. Druckers (1969) management by objectives (MBO) meant that companies set objectives and then monitored if they had been achieved and suggested the use of team work. Function strategies incl ude marketing strategies such as new product development strategies, human resource strategies, financial strategies, legal strategies, supply-chain strategies, and information technology management strategies dealing with short and medium term plans. However, Mintzberg (1988) thought of strategy as a process or pattern of behaviour which has evolved over time and necessitated fluidity and the realization that there were unpredictable issues which could arise. 2.2 Analysis Part of the planning process for a company would be to analyse the current market place and the companys position in it. This could be done through various analysis techniques such as PEST, SWOT, Gap analysis, Porters generic strategy analysis. 2.2.1 PEST analysis The PEST analysis could be used by the organisation to look into market growth or decline whilst investigating the position of the company, its potential for future growth and the direction the business should take. PEST stands for Political, Economic, Social and Technological factors, and can be used in conjunction with SWOT which are the Strengths, Weaknesses, Opportunities and Threats analysis. PEST can be extended to PESTLE by adding Environmental and Legal or even adding any Political and demographic issues as STEEPLED (Grundy 2006). 2.2.2 SWOT analysis In order to see where the company is in the market place, a SWOT analysis will need to be undertaken. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Strengths would be the type of business and whether is has been well established in the area and has a loyal customer base Weaknesses are anything which may hinder the company in achieving its objectives and which may need to be changed such as financial constraints. Opportunities are the things a companies can use to progress Threats are the issues which affect a company and could potentially threaten the companys futuresuch as thecredit crunch with suppliers closing down, transport costs rising and banks not lending money (Armstrong 1982 p198 Hill Westbrook 1997). 2.2.3 Gap analysis The company will need to judge where there is a gap in the market, either a place for their product or where the company is at the moment and where they would like to be and so the difference is the gap. After this analyis the company needs to decide how to bridge the gap either through a strategic approach or a tactical/operational approach. The tactical operational approach would make use of the Marketing Mix Product, Place, Price, Promotion 2.2.4 The value chain Porter (1998) also theorized that a company could be successful if it contributed to the industry it was in via a value chain which meant that everything a company does should be questioned in terms of what value it adds in the eyes of the final customer. In 1993,John Kay stated that ‘adding value is the central purpose of business activity. 2.3 Competitor analysis A company needs to analyse what its competitors are doing, how well they are doing it and whether they are a real threat. 2.3.1 Competitive advantage and Porters 5 Forces theory Porters 5 Forces Model New entrants, Industry competitors, Suppliers, buyers and substitutes is a useful theory can help for an organisation to formulate the appropriate strategies to be successful in their market (Thurlby, 1998). Porters theory takes 5 elements which can influence a business such as New Entrants to the market and Industry competitors are there any new or similar companies setting up in business which could be a threat and which customers will choose instead of the original company; Suppliers who may be powerful enough to put up prices which the company has to pay or even refusing to do business with the company; Buyers how customers can put pressure on the company to lower prices or alter product lines; Substitutes customers changing to alternative products from another company if there is a product price increase; the use of price cutting and aggressive marketing by other similar rival companies; (Porter 1998). 2.4 The Competitive-positioning approach Companies need to be aware of the competitions own strategies at all times. A competitive advantage can be attained by organisations if the current strategy is value-creating, and not currently being used or activated by competitors or future competitors (Barney, 1991, p102). Choosing the correct market level is important as too high will lose customers and too low may see to many competitors. Porter (1995) thought that there were three routes to competitive advantage. A firm either (1) focused on a particular customer group (2) Specialised in skills competitors cannot match or (3) became the lowest cost producer. Having the competitive advantage means that a company must outperform its competitors by delivering superior value to customers and, in doing so, earn an above average financial return for the company and its stakeholders. Doing this successfully over a long period is sustainable competitive advantage which requires that they outperform their competitors for a long period in a way that customers are prepared to purchase at a sufficiently high price. Campbell et al (2007) argued that there were 8 areas which need to be considered for competitive and sustainable competitive advantage to continue for a company. They need to have a strategic intent to stretch the organisation in the future and be willing to work at continuous improvement which includes inputs, processes and outputs of products and services. They would need to work in a different way to their competitors and importantly they need to be perceived to be better by their customers who need to believe that they are the main r eason for the company being in business to serve their customers. The company must build on their core competences by continuous internal review and keep communication channels open both internally and externally. Its core competency is the restoring of classic cars and all the skills which go with this. The management must be aware that the business environment is constantly changing and they must be prepared to change with it especially during the current recession They need to be aware of their competitors but also know when collaboration and co-operation with competitors through strategic alliances is a necessity. 3 Stage Two Strategic formulation The New Vintage Car Company has formulated a strategy through the planning and analysis of companys SWOT and the gap analysis as well as having looked at the competition which is a few other similar small businesses. Strategy formulation is the process of determining appropriate courses of action for achieving organizational objectives and staying a profitable business. Johnson and Scholes (2002 p11) theorised that there were different levels of strategy: (1) corporate dealing with the ‘overall purpose and scope of an organisation and how value can be added to the business areas of the company and when a company has decided on its products and the market it should compete in (2) business unit strategy deals with how a company can achieve an advantage over its competitors and what opportunities can be identified or created and competitive strategy which is when the company sets out the framework for success in the market it has chosen with goal setting, commitment of resources a nd the monitoring or strategies and (3) operational strategy is how the different areas of a company deliver the corporate strategies with reference to resources, people and processes. Once the strategy has been formulated, the company needs a mission statement, set the aims and objectives and conduct the internal and external analyis of the niche in the market. The company would then implement the strategy by undertaking certain steps such as entering into a partnership or expanding distribution outlets. The strategy will then need to be reviewed. The strategy formulated by a company should reflect an environmental analysis as well as the organisaitonal vision, mission statement and organisational objectives. The way to formulate strategic plans is to use three steps which find out where the company is now, determine where the company wants to go, and then determines how to get there. This may require to take certain precautionary measures or even to change the entire strategy. Johnson and Scholes (2002) strategic model looks at three criteria suitability and whether it will work; feasibility and whether it is possible to make it work and acceptability and whether the strategies will be successful. 3.1 Suitability The strategies for the company need to be suitable for that company and its current and future position in the market. The question to ask is is it economical to pursue the strategies and would there be any cost advantages for the business due expansion (economies of scale) referring to efficiencies associated with supply-side changes, such as increasing or decreasing the scale of production, of a single product type? The company needs to also address the question of economies of scope which means efficiencies primarily associated with demand-side changes, such as increasing or decreasing the scope of marketing or distribution. A company which sells many product lines, sells the same product in many countries, or sells many product lines in many countries will benefit from reduced risk levels as a result of its economies of scope. If one of its product lines falls out of fashion or one country has an economic slowdown, the company will, most likely, be able to continue trading. Thin king of its customers the company needs to look at the experience economy and what their customers will get and how they will feel they receive not only value for money but are getting something extra and feel part of the company experience. This encourages company loyalty. The New Vintage Car Company has a loyal customer base in the UK and has overseas customers in countries where the current financial downturn has not had such as great impact. The company would make use of decision tree analysis and what if analysis. 3.2 Feasibility Feasibility is concerned with the resources required to implement the strategy and whether they are available now or need to be developed or obtained. The resources which would need to be looked at would be (1) finance and funding and whether the company would have enough capital without taking on a loan or issuing more shares; (2) people and whether there would need to be a recruitment drive to employ more skilled craftspeople or even take on apprentices; (3) time and whether the length of time it would take would be prohibitive or whether the time scales involved would be acceptable and (4) information and whether the company has enough expertise and knowledge to expand using the strategies. For this the New Vintage Car Company would need to undertake a cash flow analysis and forecast as well as a break even analysis and a deployment analysis. 3.3 Acceptability Acceptability deals with how the main stakeholders of a company will accept any new strategies. The stakeholders in a company are the shareholders, employees and customers. They will need to know the expected performance outcomes and whether there are risks and what the consequences of a failed strategy would be for the company. The shareholders would want to know that there would be returns on their investments either financial or non financial and the employees would expect improved pay or career prospects and customers would be concerned that they would still get the quality they were used to. An ideal tool for this would be stakeholder mapping. Therefore the formulation of a good workable strategy for the New Vintage Car Company is essential. Strategic formulation allows the company to plan its capital budgeting especially where there are limited funds and capital funds need to be invested where they can be most effective for all the stakeholders. The next stage is implementation. Implementing any strategies will mean a change of some kind. Strategic Planning ensures that an organisation is doing the right things and then doing them right but the strategic plan explains what the organisation is changing to. The Corporate plan would be at the head of the strategic planning with departmental strategic plans and functional strategic plans for other parts of management. What goes into a strategic plan must take into account the needs of the stakeholders, any environmental risks and threats plus the competencies, resources and values that the company has. (http://www.changeperform.com.au/strategic_plan_process.html) 4 Stage Three Strategic implementation and evaluation In order to implement the plans made, there will need to be an allocation of resources including money, people, time and computer support and establishing a chain of command with specific responsibilities given to individuals or groups. This also includes the right training for employees. Strategic management can often be planned or unplanned in that there are unpredictable circumstances as well as those which can be planned for. Once the strategy has been implemented, it will need to be evaluated as to its success or failure once again through SWOT analysis for company strengths, weaknesses, opportunities and threats both internal and external. The changes that could affect an organisation are any Political Changes such as a change in government, legislation, taxation,; any Economic Changes such as inflation, interest rates, unemployment; Social Changes such as population trends Technological Changes such as breakthroughs, new products and technologies, Implementing any strategies will need time and effort but they should not be imposed. The management of change is an important part of strategic implementation. Change cannot be forced on employees or implemented too quickly or there will be industrial problems. The idea of change is opposed for many reasons including job insecurity; fear of loss of status; pay cuts and job losses; breaks in routine; learning new skills and methods; change of work site and work colleagues. As the New Vintage Car Company is a small business it may be able to weather any of the changes which could affect the business. As the business uses a collaborative approach to management, the employees are part of the decision making process and the strategies which would affect them would be discussed collectively The Paton-Johnson model (2007 p109) can be used, as it suggests sequential stages for the management of change through initial conversations about change; diagnosis of what needs to be changes, how and why; the development of a new vision for the organisation and its employees which is shared and a plan to implement the changes. A useful addition to strategic strategies is Warrs Vitamin Model (1987) which considers the well being of company staff and the changes made in the organisation as vitamins to help the health of the company. Healthy minded employees work well and increase production which benefits the company. Employees need to know they are valued and respected within an organisation and if they do not feel this way they are discontent. 5 Conclusions There are many reasons why strategies fail and companies fail with them. Companies need to understand their market and their competition both now and in the future, know their own strengths and weaknesses and be aware of any opportunities which may come and any threats which are looming. The New Vintage Car Company will need to be confident of their employees competence in handling the new strategy and to introduce the changes gradually and with communication, cooperation and participation. Although strategic management is a complex process it can be handled efficiently although too much constraint may be limiting any future visions for the company. As a collaborative company there are just as many pitfalls as for those with top-down management style ‘too many cooks as well as ‘dictatorships. Strategic management consists of interpreting, and continuously reinterpreting, the possibilities presented by changing circumstances for achieving an organizations objectives. Strategic management processes are essential for an organisations success but they need to be paced and not rushed as this is where mistakes are made. The aim of the report was write a report about a chosen firm within the automotive industry (real or invented) indicating the stages, steps and processes involved in the planning and analysis, formulation and implementation and evaluation of the strategic management process. This was achieved through a brief investigation into the strategic levels associated with the New Vintage Car Company. The objectives of the report were o understand the importance and characteristics of strategic management to all forms of organisation and this was achieved through a review of the levels of the strategic management process and the theories and models with strengths and weaknesses. References Ansoff, I (1965) Corporate Strategy New York: McGraw Hill, Argyle, M. (1972, p.201) The Social Psychology of work, Penguin UK Armstrong J S (1982). The Value of Formal Planning for Strategic Decisions Strategic Management Journal 3: 197-211. Axelrod, R. and Cohen, M. (1999) Harnessing Complexity: Organizational implications of a scientific frontier New York: The Free Press, Chandler A (1962) Strategy and Structure: Chapters in the history of industrial enterprise, New York: Doubleday, Chartered Institute Of Personnel And Development. (2005) Managing change: the role of the psychological contract. Change agenda. London: CIPD. David, F (1989) Strategic Management, Columbus: Merrill Publishing Company, Drucker, Peter (1954) The Practice of Management, New York: Harper and Row, Grundy , T. (2006) Rethinking and reinventing Michael Porters five forces model. Strategic Change. Vol 15, No 5, August. pp213-229 Henry A. (2008) Understanding Strategic Management Oxford University Press Hughes, M. (2006) Change Management: A Critical Perspective. London: Chartered Institute Of Personnel And Development. Johnson B (1999) Introducing Management : a development guide for new managers Oxford: Butterworth-Heinemann Johnson A Paton K (2007) Health Promotion and Health Services: Management for Change Oxford: Oxford University Press pp107-128 Johnson G Scholes K (2002) Exploring Corporate Strategy London: Pearson Education Ltd Lamb, R B (1984) Competitive strategic management, Englewood Cliffs, NJ: Prentice-Hall, McGee et al (2005) Strategy: Analysis and Practice UK: McGraw Hill Moncrieff, J. Is strategy making a difference? Long Range Planning Review, vol 32, no2, pp273-276. Michaud C Thoenig J C (2003) Making strategy and organization compatible. Basingstoke: Palgrave Macmillan. Mink/Esterhuysen/Mink/Owen, (1993) Change at Work Action Science Approach cited in Schumacher W D, (1997) Managing Barriers to Business Reengineering Success (Business Process Management Group) (www.bpmg.org) Pettigrew A. and Whipp R. 1993 p.5 Managing for Competitive Success Oxford: Blackwell Porter, M. (1980a) How Competition Forces Shape Strategy, Harvard Business Review, September-October, pp.137-145. Porter, M. (1980b) Competitive Strategy, New York: Free Press. Porter, M. (1998) Competitive Strategy: Techniques for Analyzing Industries and Competitors, New York: Free Press. Turner S. (2002) Tools for success: a managers guide. London: McGraw Hill. Warr P (1987) Work, Unemployment and Mental Health Oxford: Oxford Unviersity Press http://www.cipd.co.uk/subjects/ corpstrtgy/changemmt/chngmgmt.htm accessed 10 May 09 Harvard Business School (2002) Toward Continuous Change: Staying Competitive Through Change Harvard Business School Press (http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?referral=3035id=7188BC) accessed 12 May 09 Appendix A The New Vintage Car Company is a small specialist car making company which restores old classic cars but it looking to branch out into making new build cars based on the classic models of previous decades through a partnership with another small car company which produces self build car building kits for classic cars such as the MG. The company employs a skilled team of classic car body builders, wheelers, panel beaters, wing makers, and fender manufacturers who are skilled in working aluminium, steel, stainless steel, copper, brass and magnesium alloy as well as restoring ash frames from old cars or fabricating new wooden frames. The company has experience as vintage car coachbuilders has helped with classic car projects, from manufacturers including: Alvis; Amilcar; Auto Union; AC; Alfa Romeo; Aston Martin; Allard; Austro Daimler; Bentley; Bugatti; Bristol; BMW; Cadillac; Cisitalia; Cooper; Daimler; Delahaye; Delage; Invicta; Jaguar; Lotus; Lancia; Lagonda; Lamborghini; Maserati; Mercedes; Morgan; Porcshe; Riley; Rolls-Royce; Railton; Sunbeam; Tojeiro; Vauxhall; Veritas. The company has successfully completed a wide range of car commissions, from simple body repairs on existing bodywork to complete restorations and new bodies, sometimes from the most basic of plans. Commissions are from the whole of world motoring history, from fantastic exotica such as the 1938 Alfa Romeo Bimotore and two 1930s Grand Prix Auto-Unions, to a Mercedes-Benz 300 SLR Gull-Wing Magnesium Coupà ©. (adapted from http://www.rodjolley.com/flash/flashed.html)

Civil War Essay -- American History Civil War

Abraham Lincoln once stated, "A House divided against itself cannot stand. I Believe this government cannot endure, permanently half slave and half free. I do not expect the house to fall. But I do expect it will cease to be divided. It will become all one thing, or all the other". More than anything else, differing interpretations about the Civil War drove the debate over the meaning of the Constitution and of the Union. These were, of course, not new issues. Indeed, as Professor Joseph Ellis has noted in Founding Brothers: the Revolutionary Generation both had been on the minds of the delegates to Philadelphia in 1787. And, significantly, they were considered so controversial that neither the word "slavery" nor the word "nation" appeared in the Constitution. In the late 1800's the Southern states began to slowly secede from the Union on grounds that the federal government was limiting their rights, such as the right to own and regulate slaves, which were at that time considered to be property (Monk 208). Slavery was the South's main reason for secession, among other things. The South also, at that time, chose to remain an agricultural region; therefore, it had strong reasons for seeing that slavery, as an institution, continued without limits or interference. At the same time that all of this angst was going on, the Supreme Court was being appointed a case that would add even more fuel to the alread y raging fire. The Dred Scott Decision of 1856 gave yet another argument to this long debate about the issue of slavery between the North and the South. The case itself would not have reached the Supreme Court in the first place had it not been for the fact that slavery and its extension into new territories had become such a continu... ...from the beginning. In contemplation of universal law and of the Constitution, the Union of these states is perpetual, or everlasting (Lincoln's Inaugural Address). Abraham Lincoln stated in his Inaugural Address of 1860 that, " Perpetuity is implied, if not expressed, in the fundamental law of all national governments. It is safe to say that no proper government ever had a provision in its organic law for its own termination" (Lincoln's Inaugural Address). I agree with Lincoln's theory because if the framers created the Constitution with provisions for its own termination, then they would have implied that there would need to be necessary cause for such an action. No Union would create a constitution implying temporary unity (Ward 34). Lincoln's words and theory of a perpetual union explains the fundamental statement "no state has the right to secede from the Union."

Butterfly Life Cycle

A butterfly collector is studying a species of butterfly that has expanded its range into a new area over the last thirty years. The butterflies in the new area feed on a species of flower that has a deeper throat than the flowers exploited by the butterfly species in its original range. The average length of the proboscis that is used to suck nectar from flowers is also greater in butterflies that inhabit the new area. The butterfly collector makes a very valid hypothesis saying that the butterflies have adapted and evolved to their surroundings by having longer proboscis.Evolution plays a key role in how animals survive, change and evolve according to their surroundings. It is no surprise that if the flowers grew longer, the butterflies would have to adapt their own body in order to reach the nectar. Once the butterflies adapted this trait to live, it was soon passed on to their offspring until all butterflies had longer proboscises which they needed to have in order to survive and live. Also since it was a new area where these flowers were, it is no surprise that the butterflies had to adapt to a new flower.Animals and humans adapt to their surroundings to make life easier to live. Another reason for why the butterflies had a longer proboscis could be because over time the butterflies evolved to have different organs in their bodies to be able to fight off different kind of prey and over time more and more butterflies adapted this trait. Also, over time the butterflies with this trait could use it to collect nectar from these different types of flowers that other butterflies couldn’t which made them the stronger butterflies and the other type slowly died off, only leaving butterflies with bigger proboscises alive.

Broomfield and Childs Essay

When the DVD has finished, I will hand round a script of what they have just watched (Appendix.2). We will read the scene taking turns, rather than giving specific parts to individual children. This allows children to feel involved and reduces pressure on those who are less confident to read. When we have read the script, I will explain that in the next lesson we will be using the text to act out the scene in small groups. Lesson two will begin by dividing the children into groups of 4. My Learning Objective for this lesson will be to perform a scene from a given script using emotion and feeling. The children will be given the responsibility to decide who takes on each role and how the scene will be set. When the children have rehearsed their scene they will share their work with the other groups. Through watching individual interpretations of the scene I will be able to assess the level of expression used both facially and in movement and offer constructive praise and potential areas for development. At this point I will seat the children in a circle and discuss that the film ‘Titanic’ is just one version of the events aboard the ship. I will talk to the children about my Great, Great Uncle who was a steward on board the Titanic and did not survive. I will then read the children a Survivor’s Story and explain that although a lot of people did drown when the ship sank, many escaped on lifeboats. Giving the children a balanced view of the facts will allow them to make informed decisions later in the lesson. The children will then be encouraged to write short scripts for a  final scene of the story. They need to choose a genre for their script based on their learning. The ending could take one of the following forms; tragedy, fantasy, romance, or it may have a happy ending. In groups they are to write a script that they will perform to the class in the next lesson. Through planning for a final performance, children are set a specific deadline which may concentrate their minds and keep their attention. They will have access to the props in the classroom and will be able to bring in things from home if required. Giving the children the freedom to create their own scene will allow them to think independently and apply what they have learned from the topic. Promoting creativity is a powerful way of engaging pupils with their learning. (The Report on Excellence and Enjoyment, 2003) It is essential that I monitor the groups throughout the script writing process and offer guidance where necessary. Some children may need encouragement to offer ideas and reluctant writers may need the help of a scribe. By Lesson three all groups will be finishing their scripts and rehearsing their scene. My learning objective for this lesson will be for the children to analyse the characters portrayed by their peers in a professional manner and offer feedback on the performances given. When the children are ready they will perform their scene to the rest of the class. This will be the finale to our topic of the Titanic and will incorporate additional props such as life jackets, fake blood and background music. When each group has performed the children will be encouraged to discuss how effective the scenes were and which parts were; sad, funny, emotional or thought provoking. Peter (2003:23) states, Drama provokes emotional responses in children that are real, and the chance also to learn about their feelings, responses and the consequences of their reactions to situations that are realistic.  Ã‚  This part of the lesson gives me the opportunity to evaluate to what extent my learning objectives have been achieved and how well the children have grasped the topic. It is important that learning objectives are achievable and can be adapted to suit every child. In this continuation of three lessons my learning objectives have covered areas of character, scriptwriting and peer assessment. Each child will have met these objectives in different ways, but the very nature of drama allows for this flexibility. A good teacher will recognise that there will be differences in ability levels within the class and set work accordingly. All feedback should be positive and productive and be of use to the class as a whole. I will assess how the children give and receive feedback and ensure all comments are constructive. McCrae (2003:32) agrees,  It is essential that the teacher does not compare one group with another, but highlights positives of each piece independently; praise in order to encourage self expression and self evaluation.

An experiment to determine the enthalpy changes using Hesss law Essay Example

An experiment to determine the enthalpy changes using Hesss law Essay Example An experiment to determine the enthalpy changes using Hesss law Essay An experiment to determine the enthalpy changes using Hesss law Essay The main idea behind this experiment is to find out the temperature difference between the room temperature and the final temperature. Sodium carbonate, sodium hydrogencarbonate and hydrochloric acid were used in this experiment. Sodium carbonate, also known as soda ash is got from the reaction of carbonic acid and sodium hydroxide while sodium hydrogencarbonate (baking soda) is a salt formed by the partial replacement of hydrogen by sodium.Data Collection1) Temperature change by using 3.3g of sodium hydrogencarbonateMass of the container on which the sample was weighed = 11.48gMass of the container and the crystals = 14.98gMass of the container after the crystals were added = 11.70gMass of the crystals that did not react = 00.20gMass of the crystals that reacted = 03.30gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09018.012015.015015.018015.021015.024015.527016.030016.02) Temperature change by using 1.88g of sodium carbonateMass of the container on which the sample was weigh ed = 11.48gMass of the container and the crystals = 13.48gMass of the container after the crystals were added = 13.60gMass of the crystals that did not react = 00.12gMass of the crystals that reacted = 01.88gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09029.012030.015030.018030.021030.024029.527029.030029.03) Temperature change by using 5.66g of sodium hydrogencarbonateMass of the container on which the sample was weighed = 11.48gMass of the container and the crystals = 18.48gMass of the container after the crystals were added = 12.82gMass of the crystals that did not react = 01.34gMass of the crystals that reacted = 05.66gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09021.012021.015021.018021.021021.024022.527022.030022.04) Temperature change by using 3.85g of sodium carbonateMass of the container on which the sample was weighed = 11.48gMass of the container and the crystals = 15.48gMass of the container after the crystals were added = 11.63gMass of the crystals th at did not react = 00.15gMass of the crystals that reacted = 03.85gTime (s)Temperature ( à ¯Ã‚ ¿Ã‚ ½ C)023.03023.06023.09028.512028.515028.518028.521028.524028.027028.030028.0UNCERTAINITIES+/- 0.01g : Digital weighing scale+/- 0.01s : Stop watch+/- 0.05cm3 : Measuring cylinder+/- 0.05à ¯Ã‚ ¿Ã‚ ½C : ThermometerOBSERVATIONS- When hydrochloric acid is added to sodium carbonate, some effervescence (bubbles appear) is observed because of the liberation of carbon dioxide gas. It is completely soluble and in the process it starts getting warmer.- The same thing happens when sodium hydrogencarbonate is added to hydrochloric acid except for the fact it cools down instead of getting warmer.CHEMICALS (QUALITATIVE DATA)1) Hydrochloric acid- It is colorless and odorless. It is a monoprotic acid, that is, it produces 1 hydrogen ion when completely dissolved in water. The molarity of hydrochloric acid used in this experiment is 2M.2) Sodium carbonate- Sodium Carbonate is a white, crystalline com pound soluble in water (absorbing moisture from the air) but insoluble in alcohol. It forms a strongly alkaline water solution. It is also known as soda ash3) Sodium hydrogencarbonate- sodium bicarbonate or sodium hydrogen carbonate, chemical compound, NaHCO3, a white crystalline or granular powder, commonly known as bicarbonate of soda or baking soda. It is soluble in water and very slightly soluble in alcohol.DATA PROCESSING AND PRESENTATIONFinding the enthalpy of reaction for the following equation:2NaHCO3 Na2CO3 + H2O +CO2a) Using 1.88g of sodium carbonate and 3.3g of sodium hydrogencarbonateEnthalpy cycle for the reaction?H12NaHCO3(s) + 2 HCl 2NaCl(aq) +2 CO2(g)+ 2 H2O(l)?H2 ?H3Na2CO3(s) + CO2(g) + H2O + 2 HCL(aq)Heat released during the reaction between HCl and NaHCO3 (Q1)= Mc?TSo, Q1 = 25g * 4.18 * (15-23)Q1 = 25* 4.18 * -8Therefore, Q1 = -836 J= -0.836KJCalculating the number of moles present in 3.3g of NaHCO3Number of moles = mass(g)/ molar massMass (g) = 3.3gMolar mass = 2 3 + 1 + 12 +(16*3)= 23 + 1 + 12 + 48= 84 g/molnumber of moles present in 3.3g of NaHCO3 = 3.3g/ (84g/mol)= 0.039 molesCalculating the amount of energy given out by 1 moleIf 0.039 moles of NaHCO3 give -0.836KJ of energy then1 mole would give out (-0.836/0.039 = -21.44KJ) of energyTherefore, ?H1 = -21.44 KJ/molCalculating ?H3 by the above method, that is, the reaction between Na2CO3 and HClQ2 = Mc?TSo, Q2 = 25 * 4.18 * (30-23)Q2 = 25 * 4.18 * 7Therefore, Q2 = 731.5J= 0.7315KJCalculating the number of moles present in 1.8g of Na2CO3Number of moles = mass (g)/ molar massMass (g) = 1.8gMolar mass = (23 * 2) + 12 +(16*3)= 46 +12 + 48= 106 g/molnumber of moles present in 1.8g of Na2CO3 = 1.8g/ (106g/mol)= 0.018 molesCalculating the amount of energy given out by 1 moleIf 0.018 moles of Na2CO3 give -0.731KJ of energy then1 mole would give out (-0.7315/0.018 = 40.64KJ) of energyTherefore, ?H3 = 40.64 KJ/molIn order to find the enthalpy of reaction for:2NaHCO3 Na2CO3 + H2O+ CO2; we use the Hes ss law which states that 2 ?H1 = ?H2 + ?H3?H2 = 2 ?H1 ?H3so, 2 ?H1 = 2 * -21.44 KJ/mol= -42.88KJ/mol?H3 = 40.64 KJ/molTherefore, ?H2 = -42.88 40.64= -83.52KJ/molb) Calculating the enthalpy change of reaction using 5.66g of sodium hydrogencarbonate, 3.85g of sodium carbonate and 50cmà ¯Ã‚ ¿Ã‚ ½ of HCl.Enthalpy cycle for the reaction?H12NaHCO3(s) + 2 HCl 2NaCl(aq) +2 CO2(g)+ 2 H2O(l)?H2 ?H3Na2CO3(s) + CO2(g) + H2O + 2 HCL(aq)Heat released during the reaction between HCl and NaHCO3 (Q1)= Mc?TSo, Q1 = 50g * 4.18 * (21.5-23.0)Q1 = 50* 4.18 * 1.5Therefore, Q1 = -331.50 J= -0.3135KJ `Calculating the number of moles present in 5.66g of NaHCO3Number of moles = mass (g)/ molar massMass (g) = 5.66gMolar mass = 23 + 1 + 12 + (16*3)= 23 + 1 + 12 + 48= 84 g/molnumber of moles present in 5.66g of NaHCO3 = 5.66g/ (84g/mol)= 0.0674 molesCalculating the amount of energy given out by 1 moleIf 0.0674 moles of Na2CO3 give -0.3135KJ of energy then1 mole would give out (-0.3135/0.0674 = -4.65KJ) of en ergyTherefore, ?H1 = -4.65 KJ/molCalculating ?H3 by the above method, that is, the reaction between Na2CO3 and HClQ2 = Mc?TSo, Q2 = 50 * 4.18 * (28.5-23)Q2 = 50 * 4.18 * 5.5Therefore, Q2 = 1149.5J= 1.1495KJCalculating the number of moles present in 3.85g of Na2CO3Number of moles = mass (g)/ molar massMass (g) = 3.85gMolar mass = (23 * 2) + 12 + (16*3)= 46 +12 + 48= 106 g/molnumber of moles present in 1.8g of Na2CO3 = 3.85g/ (106g/mol)= 0.036 molesCalculating the amount of energy given out by 1 moleIf 0.036 moles of Na2CO3 give 1.1495KJ of energy then1 mole would give out (1.1495KJ/0.036 = 31.93KJ) of energyTherefore, ?H3 = 31.93KJ/molIn order to find the enthalpy of reaction for:2NaHCO3 Na2CO3 + H2O+ CO2; we use the Hesss law which states that 2 ?H1 = ?H2 + ?H3?H2 = 2 ?H1 ?H3so, 2 ?H1 = 2 * -4.65 KJ/mol= -9.3KJ/mol?H3 = 31.93KJ/molTherefore, ?H2 = -9.3KJ/mol 31.93KJ/mol= -41.23KJ/molc) Error analysisDigital weighing scale: 1) 0.01/3.3 * 100= à ¯Ã‚ ¿Ã‚ ½0.3%2) 0.01/5.66 * 100= à ¯Ã‚ ¿Ã‚ ½0.18%Stop watch : 0.01/300 * 100= à ¯Ã‚ ¿Ã‚ ½ 3.3*10^-3Measuring cylinder : 1) 0.05/25 * 100= à ¯Ã‚ ¿Ã‚ ½0.2%2) 0.05/50 * 100= à ¯Ã‚ ¿Ã‚ ½0.1%Thermometer : 0.05/23 * 100= à ¯Ã‚ ¿Ã‚ ½0.22%Total percentage error = 0.22%+ 0.1% + 3.3*10^-3 + 0.18%+ 0.3%= à ¯Ã‚ ¿Ã‚ ½0.8033%Accounting for the error ?H2 = à ¯Ã‚ ¿Ã‚ ½ -41.23KJ/mol= à ¯Ã‚ ¿Ã‚ ½ -83.52KJ/molConclusionThe reaction between sodium hydrogencarbonate and HCl is endothermic, that is, heat is being absorbed in the reaction and the reaction between sodium carbonate and HCl is exothermic because temperature is given out to the surroundings.Also, in the second part of the experiment when the volume of HCl is increased and also the masses of sodium hydrogencarbonate andsodium carbonate is increased, the temperature difference in the reaction is less than before when the mass were less. The enthalpy of reaction is also decreased in the second part.Evaluation:Reasons for shortcoming in the answers are as follows:1) While t ransferring the HCl from the measuring cylinder to beaker, there is a possibility of leaving out some amount of HCl in the beaker itself.2) An analogue thermometer was used so the temperature may not have been accurate.3) Some systematic errors in the equipment might have led to some slight changes in the readings.Solution to the above problems:1) The first problem stated above is a personal error; So it can only be overcome by practice and improving ones concentration while doing the experiment.2) The second problem could have been overcome by the use of digital thermometer which is more accurate than an analogue thermometer.

Percentage and Percentile

Percentage and Percentile Percentage and Percentile Percentage and Percentile By Maeve Maddox The following paragraph occurred in the denunciation of a certain person in a letter to the editor in my local paper: He has obstructed the most wholesome and necessary programs which provide for the common good, and has awarded massive financial advantages to a small percentile of the rich. This erroneous substitution of the word percentile for percentage merits attention. This is not the first time Ive encountered it. Some speakers and writers may feel that percentile sounds more high class than more ordinary percentage; the word may therefore be in danger of catching on as a genteelism, like disinterested for uninterested. A percentage is a part of a whole expressed in hundredths. It can also mean, as the letter writer intended, an indeterminate part of a number. Merriam-Webster defines percentile as the value of the statistical variable that marks the boundary between any two consecutive intervals in a distribution of 100 intervals each containing one percent of the total population called also centile The College Board site explains the use of percentiles this way: Percentiles compare your scores to those of other students who took the test. Say, for example, your critical reading score is 500. If the national percentile for a score of 500 is 47, then this means you did better than 47 percent of the national group of college-bound seniors. (NOTE: An NPR score reports comparative rank among test-takers, not necessarily mastery of a subject.) The only time to use the word percentile is when talking about statistics. For everything else, theres percentage. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Misused Words category, check our popular posts, or choose a related post below:45 Synonyms for â€Å"Food†Yay, Hooray, Woo-hoo and Other AcclamationsHow Do You Pronounce "Often"?