PINTING Essay Example | Topics and Well Written Essays - 750 words

PINTING - Essay Example The painting was created during the Dutch Golden Age. Its current location is Kunsthistorisches Museum, in Vienna. This type of painting can be described as oil on canvas. The dimensions of the painting are 51 inches by 43 inches or 130 centimeters by 110 centimeters. This painting was created after Vermeer completed working on The Procuress painting. The composition as well as the iconography applied while working on the painting makes it one of the complex works by Vermeer. Such characteristic make it one of the most famous paintings by Vermeer. The painting has been passed through generations since Vermeer died. In spite of the fact that the artist was in debt even during the time of his death, he did not sell it to settle such debts. This shows that the painting had attachment with the painter. To prevent its sale, Vermeer’s widow willed the painting to her mother. Although it is not clear who owned the painting during the 18th century, it was acquired by Gerard van Swieten and later inherited by his son. Before 1860, the painting was believed to have been the work of Pieter de Hooch who forged his own signature into the painting to make it look legitimate. The intervention of one of Vermeer’s scholars, Thore Burger, prompted the recognition that the painting was indeed Vermeer’s own original work. In 1940, Hitler bought the painting, which was later found at the end of the Second World War. Since then, the painting had been in the possession of Americans until it was presented to Austria in 1946. It has remained there to present day. The painting, Painter in His Studio, portrays a painter painting a woman in a room that appears to be his studio. The artist is seated on a stool looking at the woman and hiding a painting tool. At the present point, the artist is painting the upper part of her head. On the other hand, the female subject is

Solid State Hard drive Research Paper Example | Topics and Well Written Essays - 1000 words

Solid State Hard drive - Research Paper Example Thus, it offers faster access time than a disk since the data can be randomly accessed and does not depend upon a read/write interface head synchronizing with a moving disk. In addition, it also offers better material flexibility to physical vibration, noise and excessive temperature change/variation. However, there is a problem with it that is its higher cost per MB of storage (StorageSearch) and (Crothers). Kyrnin (2009) states that fundamental principle of solid state drive’s working is that there should be no circulating or moving disk parts. In other words, these disks have no moving heads or spinning platters. Additionally, in solid state hard drive data is spread over numerous word length pieces and stored in memory. In addition, the data from the hard drive is accessed instantly using a technique unique system-wide addresses searching. Moreover, this action has been employed in computer RAM (Random Access Memory) for several years, however for a long time it was too costly for companies that manufacture SSD (Kyrnin). According to Rankin (2009), the solid state disks employ either SDRAM (volatile and non-volatile storage respectively) or NAND flash. Though, NAND flash is acknowledged as the NAND-gate technology that is widely used in USB flash drives as well as in a lot of different memory cards. Additionally, the NAND flash is based on the drives that are persistent as well as are able to successfully replicate a hard disk drive. On the other hand, SDRAM (synchronous dynamic random access memory) is a volatile memory and needs an additional power source if it is to function separately from a computer (Rankin). According to Kyrnin (2009), the solid state hard drive basically looks similar to the traditional hard drive and has no apparent difference from traditional hard drive. On the other hand, the new solid state hard

Fast Imaging Techniques (MRI) Essay Example | Topics and Well Written Essays - 1500 words

Fast Imaging Techniques (MRI) - Essay Example Consequently, the shortened duration of flat top reduces both ESP and the geometric distortion of the image (Jezzard and Balaban, 1995, p.71). Another consequence of increasing the receiver bandwidth is faster imaging. Although increasing the receiver bandwidth allows faster imaging, it may also significantly reduce the SNR, and this often leads to more noise outside the spectrum (Parrish, 2000, p.927). For example, as the bandwidth range is gradually increased, the system may begin to sample more inherent noise together with the generated echo signal, thereby resulting in the fall of SNR. There are a number of ways that can generally be used to help recover the signals lost as a result of a wider bandwidth during the optimization of image. Some of the choices include acquisition of more signal averages and improving the receiver coil technology. The first option is, however, counter-productive because it may increase the amount of time needed to perform the overall scan while the se cond option if often preferred because it helps maintain the original objective of choosing EPI. Lastly, with regard to the required T2 weighted image, increasing the receiver bandwidth may reduce the effects of chemical shift artefacts on the image. According to Ra and Rim (1993, p.145), this is because higher receiver bandwidth results in a wide range of resonant frequencies on which the distortion is spread in order to cover a smaller pixel range and minimize the geometric distortion. 2. Discuss the advantages and disadvantages of using segmentation in EPI. Segmentation is a new concept that has significantly made it possible to use EPI on most of the conventional imaging systems where constraints related to signal to noise would have otherwise prevented EPI. Segmenting EPI is increasingly becoming more important to a number of its properties that ensure improved image quality as compared to the conventional single shot EPI. For example, one of the potential benefits of segmentat ion is that it allows EPI to be able to effectively run on the conventional systems where single short EPI can not be used. This is because segmentation ensures less stress is placed on the gradients as opposed to single short EPI and is therefore critically important in situations where by the available SNR and hardware makes it difficult to acquire all the necessary k-space data before the elimination of the MR signal by the traverse relaxation (McRobbie et al., 2003, p.75). Another important advantage of segmented EPI is that it helps reduce the magnetic susceptibility of various artefacts. This is because phase errors often have less time to build up when segmented EPI as compared to single shot EPI. The shortening of echo train length also allows segmented EPI to be less prone to the effects of artefact variations. Segmentation can also be used to help reduce imaging distortion and enable higher image resolution as compared to single shot EPI. The other key benefit of segmentat ion of EPI is the fact that it can be used to increase resolution. This is particularly attributed to the fact that segmented EPI have relatively short echo train length, thereby leading to increased spatial resolution. On the other hand, normal single shot EPI usually have lower spatial

The Importance of Being Earnest Essay Example for Free

The Importance of Being Earnest Essay We live, as I hope you know, Mr Worthing, in an age of ideals what are these ideals in the context of the play in Act One, and how does Wilde present them to the audience?  In The Importance of Being Earnest, ideals are a dominant theme, and to that end are critical in determining the actions of the characters. Wilde is typically subtle in his presentation of these ideals, and consequently many of them come to be used as a means for satirising the society depicted. It is important to establish from the outset that Wildes presentation of ideals utilizes the different characters as bastions for the various ideals, and in doing that subjects them to scrutiny when ridiculing their respective characterizations. One of the most important ideals presented is fittingly one of the first to become apparent; that being the division of the classes and the social status that they entail. On line 1 of the play, Algernon asks Lane, after playing the piano in the adjoining room: Did you hear what I was playing. Lane? Lanes response: I didnt think it polite to listen, sir is indicative of various aspects of his position. Firstly, his butlership requires that he should abstain from partaking in any activity considered to be distracting to his duties, of which listening to the piano would be one. Secondly, his position in society, that of one of the lower classes, demands utter obsequiousness, hence any comment on Algernons playing would be risky in case it appeared to be unflattering. The ideal of social standing being absolute is immediately challenged by Wilde, as it is quite preposterous that Lane should think it not polite to listen, a distinctly ironic and seditious undertone is palpable. In this instance, Algernon represents the foppish dandy without a brain, whereas Lanes quiet obedience, representative of the downtrodden worker, whilst not perhaps admirable is at least sensible. Thus, Wilde establishes certain connections between the tenets of proper society, and its greatest protagonists, and hence weakens the establishment. The fact that this is done through the means of an implicitly comic exchange helps to alleviate any graveness associated with the matter. Connected to the ideal of status and society is the position of women, which is also a prevalent theme in Act 1. During the Victorian Age and before, it was considered proper practice that woman have an inferior position in society to men. This was effected by their disenfranchisement and their inability to ascend to high positions, whether it is in society or in the work place. It is therefore a shock to the system when Gwendolen challenges Jacks natural authority when speaking to him about their marriage. Whereas he is vacillating and circuitous in what he says: I do mean something else Personally, darling, to speak quite candidly, Gwendolen is forceful and direct: I thought so. In fact, I am never wrong I would certainly advise you to do so. By being so controlling, Gwendolen reverses the accepted patriarchy, and in doing so challenges the ideal. In this case in point, Wilde is quite prepared to dispose of any comic vignettes in order to make a point; instead the dialogue itself provides ample means for dismissing the given principle that women should be subordinate. The character of Lady Bracknell is another example of a dominating woman; a slightly more matronly persona gives some precedence for such commands as: Mr Worthing! Rise, sir, from this semi-recumbent posture however her assumption of authority is still contradictory to the established social norms. Her verbose and eloquent manner of speaking is also out of the ordinary, as it challenges the demure image normally associated with women. Lady Bracknell challenges the patriarchal society in a more forceful and deliberate way than does Gwendolen, as seen from her interviewing Jack: You can take a seat, Mr Worthing. Although this matronly caricature is somewhat trite by todays standards, at the time of writing it would have served to provide an original attack on the males dominance of the running of society.

Grapes of Wrath Essay: From Self-focus to Concern for Mankind :: Grapes Wrath essays

From Self-focus to Concern for Mankind in Grapes of Wrath    At one point in the novel, The Grapes of Wrath, it was stated that a farmer lost his farm. As this man’s family picks up their belongings and heads west they meet up with another family dealing with a similar situation. Now these two families share a common bond. A brotherhood is forming. This is the catalyst. No longer is it one farmer saying he lost his land but two farmers united saying they lost their land. The transformation from self-focus to a concern for mankind can be seen in the characters of Ma Joad, Tome and Rose of Sharon. Ma Joad’s main concern at the beginning of the story is her family. She wants to keep the unit together and works diligently to achieve this goal. However, one by one, family members leave the group for various reasons leading to the slow but sure disintegration of the Joad clan. The first to go is Noah; then Grandpa and Grandma die; Connie walks off and leaves Rose of Sharon; Young Tom leaves because he has gotten into trouble again; and Al becomes engaged and decides to go with his fiancà ©e’s family. Ma deals with each loss as best she can. As the story progresses, we find Ma Joad becoming more and more concerned with people outside the family unit. She feels the need to share whatever meager food and belongings her family has with other families enduring hardships. She saw the needs of her own family at the beginning of the story and by the end of the novel, she sees the needs of her fellow man. Young Tom appears to be self-centered when he if first introduced. He has just left prison after serving four years for murder. Tom wants to enjoy life to the fullest and to be with his family. He is very disturbed to find the family home deserted and almost destroyed. He, by this time, has reacquainted himself with Jim Casey, an ex-preacher. The more Tom listens to Jim and his views on life, the soul of man, and the fellowship of mankind, the less he focuses on himself and his needs. He then begins to focus on the plight and abuse of the homeless farmers.   Tom begins to realize that in order for the migrant workers to survive and succeed they must unite.

Chalillo Dam

FORTIS INC. AND THE CHALILLO DAM Professor Robert Sexty wrote this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization.To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [email  protected] uwo. ca. Copyright  © 2011, Richard Ivey School of Business Foundation Version: 2011-04-29 The executive offices of Fortis Inc. overlooked the harbour in St. John’s, Canada. Ships could be seen entering and exiting through the Narrows, the outlet to the North Atlantic Ocean. It had snowed and the trees on the Southside Hills were covered with a light dusting of white.H. Stanley Marshall, President and CEO, and John Evans, chief engineer, turned away from the view and began discussing the main issue the board of directors would confront at its next meeting in January 2002. Marshall and Evans were planning a presentation on the company’s Chalillo Dam project in Belize. They believed the project should proceed, but they had to convince the board of directors. The task was to make a recommendation including supporting arguments with a defence to counter the attacks being made on the project by international environmental non-governmental organizations (ENGOs).Fortis had to prepare for the negative publicity that would most likely occur if the project was approved. If the company was unable to make a convincing argument, it was unlikely the project would proceed. FORTIS CORPORATION Fortis Inc. was a diversified electric utility holding company headquartered in St. John’s, Newfoundland, Canada. Fortis is a Latin word meaning strong, powerful, and firm. The Fortis international banking and insurance financial firm headquartered in The Netherlands and Belgium was not associated with Fortis Inc.In 2001, Fortis wholly owned Newfoundland Power Inc. , the principal distributor of power in the province of Newfoundland, and Maritime Electric Company, Limited, the main distributor in Prince Edward Island. Other financial interests included: ? ? ? FortisUS Energy Corporation, which operated four hydroelectric generating stations in upper New York state. Fifty per cent of Canadian Niagara Power Company, which sold energy to Canadian and U. S. customers. Twenty per cent of Caribbean Utilities Company Ltd. , the sole supplier of electricity on Grand Cayman, Cayman Islands.This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. S ? ? ? 9B11M026 Sixty-seven per cent of Belize Electricity Limited (BEL), the only distributor of electricity in Belize, Central America. One hundred per cent of Belize Electric Company Limited (BECOL), which owned a hydroelectric plant on the Macal River in Mollejon, Belize.A non-utility subsidiary, Fortis Properties, with investments in commercial properties in Atlantic Canada. 1 Exhibit 1 is a summary of Fortis’ financial performance for the years 1997 through 2001. FORTIS’ BELIZE OPERATIONS The Fortis operations in Belize embroiled the company in a social responsibility issue that consumed substantial costs, time, and energy. Belize Electricity Limited (BEL) had been owned by the government of Belize and was the main supplier of electricity in th e country. In October and November 1999, Fortis Inc. acquired 67 per cent of the company for $36 million in cash.It later acquired BECOL and a proposal by this company to develop a hydroelectric project in Belize received international attention and became a sensitive issue for management. At the time of acquisition, BEL served about 53,000 customers. It was able to meet the country’s peak demand of 44 megawatts from the Mollejon hydro plant, its own diesel-fired generation, and purchases of energy from Comision de Electricidad, the Mexican state-owned power company. During 2000, the company conducted a quarterly Customer Satisfaction Survey and received an average 85 per cent satisfaction rating.Several initiatives improved BEL’s performance, including expanded service, improved reliability, monthly visits to customers, and the implementation of convenient payment options for customers. 2 BEL enhanced its corporate image in several other ways. It reduced electricity r ates by seven per cent — a move targeted at commercial customers to assist in stimulating economic activity. 3 The company deployed operational teams from Newfoundland Power and Maritime Electric to repair damage caused by Hurricane Keith in the northern coastal regions of Belize on September 30, 2000.A safety program was implemented to reduce the risk of injury to employees and the public. This included the promotion of public safety and sponsorship of safety awareness campaigns. 4 BEL was concerned about the environment and initiated a program to meet compliance with the ISO 14001 environmental standard. It completed environmental cleanups at its generating plants and some diesel plants were decommissioned. The company signed a Memorandum of Intent to purchase excess capacity from Belize Sugar Industries, which had proposed construction of an electrical generation facility fuelled by sugar cane residue. BEL continued to improve its operations during 2001. Automated billing was introduced for its now 57,000 customers. Rural electrification projects continued in partnership with the Belizean government. These projects would eventually result in the closing of the remaining isolated diesel plants. A comprehensive safety audit was conducted and was the basis for a plan to increase employee safety. The 1 Generating Growth 2001 Annual Report, Fortis Inc. , pp. 10-24. Electrifying Growth 2000 Annual Report, Fortis Inc. , p. 16. 3 Ibid. , 35. 4 Ibid. , pp. 4, 16-17. 5 Ibid. , pp. 4, 18. 2This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 2 9B11M026 Customer Satisfaction Index continued high at 82. 5 per cent. The company worked with the government to develop energy resources to meet the demand for energy with the goal of achieving self-sufficiency. 6 BEL was sensitive to environmental concerns and continued to mitigate the environmental impact of its operations.In October, 2,600 customers were impacted by Iris, a Category IV hurricane which damaged 25 per cent of the distribution system, causing $4 million in damage. The company donated about $40,000 to the Belize Red Cross for relief activities and employees donated clothing, helped build shelters, and cooked and served meals to hurricane victims. 7 The economic performance of BEL is summarized in Exhibit 2. The company’s rates and minimum quality service standards were determined by the Public Utilities Commission (PUC). Also, the company had a license to generate, transmit, distribute, and supply electricity until 2015.At that time, it had the right of first refusal on a subsequent license and if its license was not renewed, Fortis was to be paid the greater of market value or 120 per cent of net book value of assets. 8 For Fortis, the major event in 2001 was the purchase on January 26 of 95 per cent ownership in the Belize Electric Company Limited (BECOL) with the Belizean government owning the other five per cent. BECOL operated the only commercial hydroelectric station in the country at Mollejon on the Macal River. The plant produced 25 megawatts and was capable of delivering average energy of 80 gigawatt hours.BECOL’s entire output was sold to Belize Electricity under a 50-year power purchase agreement. 9 Fortis paid $103. 1 million for BECOL and considered it a good strategic fit with its operation of BEL. 10 BECOL planned to build another dam on the Macal River and that became a major issue for BEL and Fortis. THE COUNTRY OF BELIZE Belize was a sovereign, democratic state with a government operating on the principles of parliamentary governance based on the Westminster parliamentary system. Until 1973, the country was known as British Honduras.It became independent from Britain in 1981 but maintained membership in the British Commonweal th of Nations. The country was located on the eastern or Caribbean coast of Central America, bordered by Mexico and Guatemala. A low plain extended along the coast with the land rising in the interior, where mountains rose to 1,124 metres above sea level. Eighty-four per cent of the country was covered with forests and about 10 per cent had arable land. The country was 22,966 square kilometres and the climate was subtropical. The main industries were sugar, citrus, fisheries, and bananas with some timber operations, food processing, and construction.Tourism had become an increasing contributor to the economy. The largest city was Belize City, on the coast, which was the country’s commercial hub. Inland about 75 kilometres was Belmopan, the capital where the seat of government had been relocated from Belize City to escape from the storms that flooded coastal areas. The country’s population was less than 300,000. 11 The government believed that electrification was an imp ortant component in its attempts to improve the country’s economy. The possible development of another hydro plant on the Macal River, known as the Chalillo project, was critical to increasing the supply of electricity. Generating Growth 2001 Annual Report, Fortis Inc. , pp. 6, 17. Ibid. , pp. 3, 18. 8 Ibid. , p. 34. 9 Electrifying Growth 2000 Annual Report, Fortis Inc. , p. 6. 10 Generating Growth 2001 Annual Report, Fortis Inc. , p. 4. 11 â€Å"About Belize,† Government of Belize web site, www. governmentofbelize. gov. bz/about_belize. html, accessed December 29, 2008. 7 This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 3 9B11M026THE CHALILLO PROJECT Fortis, through BECOL, had proposed construction of a dam on the Macal River in the Cayo District of western Bel ize at a cost of about US$27. 3 million. The site was located in an unpopulated wilderness area, part of which was in the Mountain Pine Ridge Forest Reserve and the Chaquibul National Park. These areas covered most of the southern half of the Cayo District (see Exhibit 3). It would produce 7. 3 megawatts of electricity for the Belize network and regulate the water flow of the river. The control over the water flow would increase the productivity and reliability of the Mollejon hydropower station downstream.The Chalillo project included the following: ? ? ? ? ? a 49. 5-metre-high and 340-metre-wide dam on the river a reservoir with a total surface area of 9. 5 square kilometres a powerhouse at the foot of the dam an 18-kilometre transmission line from the powerhouse to the Mollejon plant ancillary requirements including an access road and construction camp. 12 Project Justification As they had been working on the project for months, Marshall and Evans quickly identified its benefits, in particular for the Belizean economy and for the citizens of the country.Most importantly, the project would increase electrical output and raise energy self-sufficiency. The second dam on the Macal River would increase the productivity of the existing electrical plant at Mollejon. The output from the two plants would reduce reliance on petroleum generation, as diesel-fuelled generators could be closed. This would reduce greenhouse gas emissions and the possibility of oil spills. A large portion of Belizean electrical energy was imported from Mexico under a contract that was to expire in 2008.The Mexican system experienced difficulties and was not a stable source, resulting in power outages in Belize. The completion of the Chalillo project meant that Belize would have a more reliable and secure supply of electricity, thus stabilizing and possibly reducing prices. Alternative sources of energy were examined by the government and BEL including thermal options (diesel and gas turbin es), biomass, Battery Energy Storage Systems, and solar and wind power. Studies by BEL determined that power generated from the hydro source was less expensive than any other type of power.However, BEL was committed to purchasing power from a bagasse-fuelled generation facility planned by Belize Sugar Industries Limited (BSI). The facility would produce energy by burning crushed sugarcane and wood waste from nearby sawmills. There were also auxiliary benefits from the project. The dam and reservoir would control flooding on the Macal River with significant economic, health and safety benefits to downstream residents, many of whom lived in the river’s floodplain. Also, there would be a steadier supply of water for residents, especially during the dry season.Employment would be created during construction and there would be economic benefits from supplying goods and services to the project. 13 12 Information for this section was obtained from â€Å"Chalillo Hydropower Project Summary,† brochure published by Fortis Inc. , Belize Electric Company Ltd. , and Belize Electricity Limited, October 2001, p. 10. 13 Most of the information for this section was obtained from â€Å"Chalillo Hydropower Project Summary,† brochure published by Fortis Inc. , Belize Electric Company Ltd. , and Belize Electricity Limited, October 2001, pp. 7, 10, 15-17.This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 4 9B11M026 Environmental Impact Fortis, through BECOL, was sensitive to the need for an environmental impact assessment. A five-volume Environmental Impact Assessment (EIA) report on the â€Å"Macal River Upstream Storage Facility† (technical name for the Chalillo project) was submitted by BECOL to the Belizean government in August 2001. Two portion s of the EIA are discussed below.The Natural History Museum, London, England, conducted a wildlife impact assessment of the proposed Chalillo project in early 2001. The report confirmed that the area which would be impacted contained a rare and discrete floral floodplain habitat. This habitat relied on the flow of oxygenated water and the seasonal flooding following heavy rain. The project would adversely impact a biologically rich and diverse area, as well as many animals inhabiting the area, including jaguar, Baird’s tapir, Morelet’s crocodile, several species of monkeys, the Central American Scarlet Macaw, and various other bird life.The report concluded that mitigation of the negative impacts of large-scale dams on wildlife was usually irreversible and that mitigation efforts were often ineffective. 14 The Natural History Museum report applied conservation criteria to three options: ? ? ? Do not build the Chalillo dam. This was the best opportunity to avoid the imp act on key aquatic and terrestrial wildlife. It stated that, â€Å"This option should be considered seriously, especially if costs identified in reviews of the technical, socio-economic and environmental assessments †¦ re considered to outweigh the benefits of meeting the growing demand and utilization of electrical energy by increasingly criticised hydroelectric projects. † Select an alternative site for damming. If tributaries were dammed instead, they could potentially supply the same volume of water with less damage to the environment. But, this alternative would require technical, economic and environmental surveys. Proceed as planned. If this option were followed, it would not be possible to satisfactorily mitigate against most of the long-term impact to the environment.However, the report did identify measures that would partially alleviate some of the impact of construction and operation. 15 The report identified several measures to mitigate or offset the impact of the project, including: building roads to avoid sensitive wild plant and animal life sites, issuing safe and clear guidelines to drivers, prohibiting all hunting and settling in the area, providing fire protection, maintaining a minimum water flow in the river, and re-aerating water before releasing it downstream. 16 The concluding recommendation of the report was:Based on the rarity of the habitat, and the dependence on this habitat by several endangered species, the â€Å"No Build† option is highly recommended as the most suitable and appropriate option for the long-term viability and conservation of wildlife in Belize. 17 The Canadian International Development Agency (CIDA) hired AMEC, a British engineering and project management consulting firm, to prepare an environmental impact assessment of the Chalillo project. CIDA’s involvement was a form of aid to a developing country.The assessment was performed in accordance with the Belize Environmental Protection Act and the â€Å"Projects Outside Canada Environmental 14 C. M. Minty, â€Å"Preliminary Report on the Scientific and Biodiversity Value of the Macal and Raspaculo: A Wildlife Impact Assessment for the Proposed Macal River Upper Storage Facility† (Executive Summary), The Natural History Museum, London, England, May 24, 2001, http://old. probeinternational. org/catalog/pi/documents/belize/NHM9_05_01Wia15. pdf. 15 Ibid. , p. 49. 16 Ibid. , pp. 46-47. 17 Ibid. , p. 49.This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 5 9B11M026 Assessment Regulations† of the Canadian Environmental Assessment Act. CIDA’s report, dated August 2001, summarized the advantages and disadvantages of the project. Adverse predicted impacts were the risk to plant and animal species. There would be no predicted impact on population, tourism and ecreation, transportation and public safety, heritage and archaeological resources, water and air quality, parks and forest preserves, and aquatic resources. Positive predicted impacts would include labour force, economy, flood control, reliability of power supply, increased power self-sufficiency, and decreased cost of electricity. 18 The report’s conclusions regarding the Chalillo project on the Macal River included: 1. The project is presently the most economical option for generating power in Belize. 2.It is both technically and economically viable and will maximize the hydroelectric power generation of the river. 3. It will help decrease energy reliance on outside sources. 4. The electric utility will have the flexibility necessary to provide better service to its customers. 5. There will be significant flood control benefits to downstream stakeholders. 19 The studies called for a plan to implement the recommended mitigation measures, including the development of a contingency plan prior to construction. Also, a monitoring or compliance plan should be formulated. 0 Marshall and the Fortis management believed that the environmental impact had been adequately studied. Marshall stated that, â€Å"Fortis has undertaken a comprehensive study of the environmental implications of the Chalillo project and the benefits of the project to the people of Belize. †21 Opposition to the Project During 2001, criticisms and opposition were voluminous, some of which are listed in Exhibit 3. In addition, several Canadian print and broadcast media carried stories, there were letters to the editor in newspapers, and protest web sites were established.Numerous environmental ENGOs campaigned against the project, including Probe International (PI), Natural Resources Defense Council (NRDC), Sierra Club, the Sierra Club of Canada, the Belize Alliance of Conservation Non-Governmental Organizations (BACONGO), Humb er Environmental Action Group, Humber Natural History Society, Petitcodiac Riverkeeper, Action Environment, Defenders of Wildlife, Environment Coalition of Prince Edward Island, and Falls Brook Centre. In particular, Probe International carried out an aggressive campaign and coordinated the protests of other ENGOs. 2 PI was an environmental advocacy group that fought to stop ill-conceived aid, trade projects and foreign investments. It worked to give citizens the tools they needed â€Å"to stop these projects using the rule of law, democratic processes, and honest and transparent accounting. †23 It was a division of the Energy Probe Research Foundation, a well-known Canadian environmental and energy policy ENGO created in 1980. Its tactics included letter-writing to public officials, preparation and publishing of reports and articles, media releases, speech presentations, and public demonstrations. 18 Macal River Upstream Storage Facility Environmental Impact Assessment †“ Part 1 Main Report† (Executive Summary), AMEC and Canadian International Development Agency, August 2001, www. probeinternational. org/chalillo/news-andopinion/macal-river-upstream-storage-facility-environmental-impact-assessment. 19 Ibid. , Main Report, p. 18. 20 Ibid. , Executive Summary, ES-2 and ES-3. 21 â€Å"News Article,† Fortis Inc. web site, November 1, 2002, www. fortisinc. com/News/Article. aspx? id=134. 22 Fortis Belize web site, Probe International, www. probeinternational. org/fortis-belize/news_and_opinion. 3 â€Å"About Us,† Probe International web site, www. probeinternational. org/node/5818#tabs-tabset-1. This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 6 9B11M026 The other main opposition came from NRDC, an environmental action group founded in 1970. Its mission was to safeguard the Earth: its people, its plants and animals, and the natural systems on which all life depends.It had offices in seven U. S. cities, staff of about 300 lawyers, scientists and policy experts, and about one million members. Robert F. Kennedy, Jr. , a lawyer, was the main spokesperson for NRDC on the Chalillo project. 24 Probe International maintained an elaborate web site in opposition to the project. Another web site devoted exclusively to the Chalillo project was Stop Fortis! at www. stopfortis. org, which contained extensive information on the project, including photographs. Several environmental groups placed advertisements in Canadian newspapers.The wording in one advertisement included: Look her [a jaguar] in the eyes. Now explain why a Canadian company wants to destroy her home. It won’t be easy. Fortis Inc. of Newfoundland plans to profit from it †¦ with a dam that makes no sense. Look him [Stan Marshall] in the eye s. And tell Fortis CEO Stan Marshall that it is wrong to destroy one of the wildest places left in all of Central America. 25 Readers were invited to visit a web site, www. stopfortis. org, or call toll free 1-866-STOP-FORTIS. The criticisms of Fortis’ practices and the dam’s construction are summarized in Exhibit 4.Fortis, and Marshall in particular, responded to this criticism. A news release was made on November 1, 2001, called â€Å"Decision to Build Hydroelectric Dam in Belize Should Reside with Belizeans. † The main points made in the release were: ? ? ? ? Belizeans should decide on the construction of the dam. Contrary to information from ENGOs, the dam is economically feasible and will ensure a more stable energy supply. Information presented by ENGOs is misleading the media about the environmental impact of the project. Fortis is willing to review its business activities with stakeholders. 6 In a story in The Telegram on November 2, Marshall stated to a reporter that, â€Å"This bombardment in the media of misleading information is putting enormous pressure on me, attacking me personally and inundating the media with lies. † He also said, â€Å"Whatever we do as an electric company will impact the environment, but it’s a question of how well we can manage our activities. On balance, this project is a good one. If I felt personally that we were going to threaten an endangered species and wipe it out — no. I would not propose going ahead with it. †27In mid-2001, the Belizean government’s National Environmental Appraisal Committee began its evaluation of the project. The Committee was comprised of nine government members and two nongovernment members representing the Association of National Development Agencies and BACONGO. In mid-November 2001, the Committee granted the environmental clearance for construction of the Chalillo dam, as the economic and other benefits of the project outweighed the env ironmental costs. Its decision was â€Å"conditional upon the development and signing of the Environmental Compliance Plan (ECP), which 24Natural Resources Defense Council web site, www. nrdc. org/about. â€Å"Look her in the eyes,† advertisement, The Telegram, St. John’s, Newfoundland, October 18, 2001, D11. 26 â€Å"News Article,† Fortis Inc. web site, November 1, 2002, www. fortisinc. com/News/Article. aspx? id=134. 27 Will Hilliard, â€Å"Dam opponents misled: Fortis,† The Telegram, St. John’s, Newfoundland, November 2, 2001, A3. 25 This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012.Use outside these parameters is a copyright violation. Page 7 9B11M026 would incorporate the mitigation measures identified in the EIA in addition to those recommended during the evaluation process. †28 Opponents of the project immediately criticized the decision, claiming that the government was biased. The government members voted for the project and the prime minister had publicly supported the project. Critics also pointed out the lack of public consultation during the evaluation process. They claimed the public hearings being held after the announcement were to present or explain the decision.This approach contravened law that required public hearings with submissions from interested stakeholders. 29 The Decision and Expected Opposition Looking back over the past year, Marshall and Evans were amazed at the extent of the opposition and criticism. Even with the Belizean government’s approval, they realized that the coming year would most likely be more of the same. Some of the circumstances and challenges that Fortis’ management faced were: ? ? ? ? ? ? ? ? ? ? ? Legal action seeking injunctions or stoppage of the project in the Belizean, Canadian and British court systems.Po litical lobbying by ENGOs of government agencies, officials and politicians in Belize and Canada. Pressures to reduce electricity prices and certainly against increasing them. Customer satisfaction measures might decline if lower prices were not delivered. Protests against the project through letters to the editor, demonstrations at Fortis properties, and petitions. More celebrity â€Å"protest† appearances. Newspaper advertising against the project. Shareholders might be concerned and there might be questions from activists at the Annual Shareholders Meeting.The social investing concept was increasing in popularity. Calls for more environmental studies and challenges from ENGOs on the accuracy of EIAs. Constant monitoring and evaluation by ENGOs of everything related to the project. Adverse media coverage. The political environment might change in Belize if a different party was elected to govern. The project had consumed a lot of time, energy and resources and Marshall and Evans wondered whether or not it was worth it. There might be less demanding projects which would add as much value to the company.They turned away from the harbour view and started to draft their report and recommendation to the board of directors. 28 â€Å"Chalillo Dam receives Environmental Clearance,† Press Release, Ministry of the Environment, November 13, 2001, http://sanpedrosun. net/old/01-453. html. 29 â€Å"Chalillo Dam – Who will benefit? † (Editorial), The San Pedro Sun, 11:46, November 22, 2001, http://sanpedrosun. net/old/01-463. html. This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012.Use outside these parameters is a copyright violation. Page 8 9B11M026 Exhibit 1 SELECTED FINANCIAL DATA FORTIS INC. 1997-2001 (In Canadian Dollars) Operating Revenues (‘000$) Operating Expenses (‘000$) Income Taxes (‘000$) Share Earnings (‘000$) Total Assets (‘000$) Book Value per Share $ Dividend per Share $ Share Price (closing) $ 1997 486,662 341,024 29,449 30,006 1,017,396 25. 58 1. 76 42. 00 1998 472,725 339,429 22,998 27,414 1,037,192 26. 09 1. 80 38. 25 1999 505,218 356,227 27,476 29,183 1,238,597 26. 21 1. 81 31. 40 2000 580,197 417,607 17,228 36,759 1,478,596 7. 89 1. 84 36. 00 2001 628,254 418,347 28,088 53,442 1,642,752 29. 97 1. 87 46. 95 Source: â€Å"Historical Financial Summary,† Generating Growth 2001 Annual Report, Fortis Inc. , pp. 58-59. Exhibit 2 BELIZE ELECTRICITY LIMITED FINANCIAL PERFORMANCE 2000 AND 2001 (In Canadian Dollars) Earnings Energy Sales Revenues Power Expenses Other Operating Expenses Earnings Contributed to Fortis Inc. Capital Expenditures Long-Term Debt 2000 $8. 2 m 229 GWh $63. 6 m $30. 6 m $13. 6 m $5. 5 m $21. 0 m $60. 6 m 2001 $9. 3 m 257 GWh $72. 4 m $34. 8 m $14. 2 m $6. 3 m $27. 6 m $84. 3 mSource: Electrifying Growth 2000 Annual Report, Fortis Inc. , pp. 35-36, and Generating Growth 2001 Annual Report, Fortis Inc. , pp. 3, 33-34, 38, 48. This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 9 9B11M026 Exhibit 3 SELECTED ACTIVITIES OPPOSING THE CHALILLO PROJECT DURING 2001 February 2 May 5 May 20 June 3 August 29 September 20 October 4 October 12 October 18 October 29 October 30October 31 November 1 November 30 December 2 December 4 December 1823 December 31 Belizean newspaper, The Reporter, carries a story about a school teacher allegedly being fired because he opposed the project M. P. Keith Martin requests release of environmental impact assessment in the Canadian House of Commons Oral Question Period The Reporter carries story that proposed dam could flood Maya ruins The Reporter carries st ory claiming Canadians not being told the truth about the Chalillo project Probe International complains to Minister of International Cooperation about CIDA’s secrecyHarrison Ford speaks out against the proposed dam Opposition MP Svend Robinson expresses concern about project to Minister of International Cooperation Probe International and other groups write a letter to the Minister of Foreign Affairs calling for the government to stop supporting the dam Coalition of environmental groups launch a series of â€Å"hard hitting† advertisements in Atlantic Canadian newspapers opposing the dam Probe International writes a letter to Fortis’ board of directors regarding the company’s refusal to meet with citizens groups Greg Malone, St.John’s comedian, starts campaign to save endangered creatures National Post editorial states that what Belize needs is a free energy market rather than an uneconomical dam Harrison Ford, Robert Kennedy, and others lobby aga inst dam that could destroy a forest at a Toronto Stock Exchange press conference Concerned citizens from across Atlantic Canada hold regional day of action in opposition to the project Environmental NGOs announce they will be contacting Fortis’ major shareholders Probe International files a complaint against CIDA’s involvement with the hydro schemeRobert Kennedy Jr. travels to Belize to support citizens opposing the dam Conservation groups claim that the Belizean government’s clearance for the hydro project is illegal Source: Compiled from Belize Fortis Campaign, pp. 13-20, Probe International web site, www. probeinternational. org/fortisbelize/news_and_opinion. This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012.Use outside these parameters is a copyright violation. Page 10 9B11M026 Exhibit 4 MAIN CRITICISMS OF THE CHALILLO PROJECT ? ? ? ? ? ? ? ? ? ? The threat to wild and plant life, especially endangered species. The dam would exacerbate the water quality problems downstream. The dam might flood Maya ruins, destroying the cultural landscape. Limestone caves might drain the reservoir. The claim that the project was uneconomical and not the cheapest option. The only reason the project was viable was because BEL had a monopoly and could recover costs from captive customers.Fortis’ unwillingness to consider alternative sources, denying consumers better and cheaper electricity. The allegation that Fortis asked the Canadian government, through CIDA, to pay for a study justifying the project. It was claimed that the study was biased, involved too much secrecy, and failed to promote and ensure effective stakeholder consultation. According to environmental groups, Fortis denied them access to pertinent information and failed to consult them. Fortis would not make its own geology studies and e ngineering plans public or agree to an independent panel review.There was insufficient information on the impact of the project. Source: Compiled from Belize Fortis Campaign, pp. 13-20, Probe International web site, www. probeinternational. org/fortisbelize/news_and_opinion. This document is authorized to be used only in the BU111- Introduction to Business Organization course by Professor Leanne Hagarty, at the Wilfrid Laurier University from 09/10/2012 until 12/19/2012. Use outside these parameters is a copyright violation. Page 11

Creative educational tools Essay

â€Å"We visualise and develop creative educational tools that provoke inspirational activity and bring positive recurring stimuli for children in their learning process and creative play. We believe on the power of creative education.† – Innospark Our team has chosen Innospark, Lithuania, which is actually a new company who produces educational toys for young children. Education is very important aspect of each persons life, especially in this century, so having the children start their educational journey in the early age is very important. Growing bigger, becoming a competitor on the Lithuanian market, Innospark decides to go outside the local market and take a chance on different European markets. Us being able to choose the market we came to agreement to have two markets, first Poland and second, Scandinavia. Considering that Poland is one of EU’s fast developing countries, which also has a lot of investors coming from around the globe and where the middle i ncome is growing rapidly, we decided that Innospark would have a big chance in conquering the Polish market fast. Also there is almost no competition on the market, on their particular product. Scandinavia on the other hand is developed and open for new companies, giving them new opportunities. Even though, there is one actual competitor, Innospark has different kind of products which can easily compete with the others. Our decision on the entry mode is direct export. It is easy to implement in smaller countries, trade barriers are reduced to minimum, because all the countries are EU members and capital requirement is limited. The potential of getting profits are greater, because of the intermediaries are eliminated. All aspects of the transaction are controlled by us. We know who are customers are, our customers know who we are and business trips are more efficient and effective with meeting the customers face to face, for more confidence and trust. Customer relations are one of the most important part, they will feel more confident and secure with our product, once we establish the worming contact with them. We also have to have a total control over the negotiations and transactions, also the patents, copyright and trademarks. For future plans we are considering bigger improvements and expansions on the markets. We also considered about three employees with standard salary (Poland), proximately 410 euros, which is a normal salary for Poland. Advertisement for our product will be throughout the internet.  First the webpage of Innospark and the possibility of Facebook, opening a page is free and getting more customers will be faster and easier, we also would be able to advertise our page with a very low cost. 1. Market Segmentation As stated in the previous section, the market has been segmented by Innospark into two distinct customers, i.e. individuals and businesses. Individuals: The purchases made by this segment are usually single purchases for own kids or someone known to the individual customer. The demographics of this segment can be classified as: An average household income of 1500 Euros Parents have high aspirations for children with respect to education and development Businesses: This category includes business clients who buy toys for children. These clients are also organizations such as day-care, as well as school-based organizations like pre-school and/or nursery. This segment generally caters for seven to twenty five children. 2. Target Market Segment Strategy Exporting is a method of increasing sales potential for businesses. To go international, a company does not need to be big in size or have a huge marketing department. The Lithuanian market represents enough sales potential for Innospark. However, it is important for the firm to grow and the only way to do so is by exploiting the untapped markets, one of them being Poland. As per Euromonitor, the traditional toys and games market in Poland has been dominated by global brands for many years by companies such as Lego, Hasbro, Mattel and Simba. These companies have dictated general trends in the Poland toys market. This indicates that the Poland toys market represents a good opportunity for Innospark since consumers seem to be accepting global brands. Apart from increasing the customer base, exporting would also mean increased market share, and therefore increased profitability by lowering per unit cost. As per a general trend, an average order from international customer is often large r as compared to that from a domestic buyer. This means that exporting its toys can result in an increase in Innospark’s perceived size and stature. Additionally, it will also improve its competitive position, as compared to other similar-sized  startups in its sector. Through growth in business, Innospark may also look at overseas licensing, franchising, or may even set up its production unit in Poland. Additionally, the educational toys that Innospark is offering are very unique and innovative in nature. This opportunity can be exploited by commanding greater profit margins in Poland than in Lithuania. Although Lithuania helped the export-oriented economy in avoiding exchange-rate fluctuation by pegging the Lithuanian currency (the Lithai) to the Euro in 2002, other fluctuations in the economy and business cycles cannot be avoided altogether. Diversifying the market is therefore a feasible option for Innospark to reduce the risks. Also, exporting the products to Poland will help put the idle capacity at work, which will help Innospark to enjoy pure economies of scale with toys that are more global in scope. These products are also most likely to have a wider range of acceptance globally in the long run when Innospark grows and penetrates into other markets. From consumer point of view, Innospark will have to make sure that it offers products of the highest quality at a competitive price in Poland. If it becomes successful as an exporter, chances are highly likely that the educational toys will have increased acceptance in Poland as well due to Innospark’s heightened efficiency and focus on product quality. Lastly, Innospark also stands to gain from the export activities by a potential gain of knowledge. The myriad experiences and gain of information on new technologies, marketing ideas and product line extension that it will have in Poland can help Innospark to improve and grow not only its export business, but also the domestic business. 3. Entry mode As both countries (Lithuania and Poland) are part of EU, trade barriers are minimal. With reference to this information two the most attractive ways for â€Å"Innospark† to entry the new market has been selected: Indirect exports Direct exports Criteria Indirect exports Direct exports Implementation Find an export agent or freight forwarder from Poland, which could handle exporting and would be responsible for coordinating, could be a good choice, as local employees know their home market (customer’s needs, ways to attract them) better. Directly export products to customers (could be wholesalers or individual consumers) which are interested in purchasing them, without any intermediaries. This could lead to a better representation and protection of company’s trademark. Involvement in process Requires minimal involvement in exporting process. The company would be responsible only for finding any kind of intermediary (export agent or export managing company, freight forwarder, etc.).In that way â€Å"Innospark† would be able to continuously concentrate on Lithuania’s market and at the same time increase its market share in Poland. Requires maximum involvement in exporting process as company becomes responsible for developing understanding of a marketplace, handling logistics of shipment, collecting any kind of payments that might be needed to be paid, implementing support service. The market share in Poland might increase greater; however, domestic market would be a little bit â€Å"neglected†. Risk Almost none. This is the best way to field-test export potential for certain products. It might appear that it takes more time, money, energy than company is able to afford. Responsibility Intermediary would be responsible for failures, because indirect export requires minimal involvement in processes – there would always be someone to point the finger at if something went wrong, or not the way it was expected. The â€Å"Innospark† would be accountable for its failures. Being responsible for all exporting process will demand more effort from every level of the company. Potential profits Profits would be lower. Profits would be greater. Control Company would lose control over foreign sales because of the intermediary’s existence in the exporting-selling process. Company would have a better control of all phases of the transaction (ex. Shipment, selling, etc.) Contact with customers â€Å"Innospark† would have no direct contact with its customers. As a result, company might lose the opportunity to get to know the evolving needs of the consumers. â€Å"Innospark† would have direct contact with its customers. As a result, not only company will be able to get to know its customers and their needs, but also customers will know who â€Å"Innospark† is. Business trips Business trips might seem useless as company would be step removed from actual transaction because only intermediary would be able to know the latest information. Business trips would be efficient, useful and informative. There would be an opportunity to meet customers responsible for representing the products of the company. Long-term goals If suddenly the long-term outlook and goals of the company change, the reorientation of the company will be harder as production would already be in someone else’s hands. The reorientation would be easier as the â€Å"Innospark† would be the only unit responsible for exporting production of the company to Poland. As it is clearly visible from the table above direct exports has both, advantages and disadvantages. Analogue situation is with indirect exports. However, because the one of the main concerns on which is based the decision which entry mode should be selected, is contact with customers, the advantages of direct exports had outweighed advantages of indirect exports. With reference to information mentioned previously, the suggested entry mode for â€Å"Innospark† to entry Poland market is – Direct exports. The â€Å"Innospark† will focus on two types of consumers during this entry: Individual consumers (ex. parents, grandparents, aunts, etc.) Wholesale consumers (ex. kindergartens, daycare centers, etc.) The main and most important question is – why? Why consumers are such an essential part of the entry mode? The table below should answer this question. Reason Explanation Consequences Better margins Despite the fact that sales scope will be smaller, margins will be higher. More profit Closer contact with customers Stronger relationships which lead to loyalty will be developed by selling directly to customers, excluding any kind of intermediaries. This will form a more accurate feedback – better knowledge about evolving consumers’ needs. Products that satisfies consumers’ needs better > Customers’ loyalty > Word of mouth advertising > Increase in the market share > More profit More efficiency Fewer layers involved in distribution Simpler managing of the distribution processes Future plans â€Å"Innospark† will sell direct to the consumers and also to wholesaler purchasers, who will be responsible for representing the trademark and the products of the company. While this entry mode (Direct export) creates more work for â€Å"Innospark† in terms of generating sales, it provides better margins. Additionally, this process will be more costly, having in mind not only money, but also time and energy, for the first few years; however, once loyal relationships will be developed with individual consumers as well as the wholesale purchasers, the marketing expenses will decrease extremely as the customers become familiar with the â€Å"Innospark’s† extraordinary and exclusive products and continue to make purchases. What is more, loyal customers will not only constantly acquire products, but also introduce them to their friends, family members, etc. – company will get free word of mouth advertising. 4. Industry Analysis The toy industry in Poland is characterized by many different domestic toy manufacturers (ex. TUBAN, KANWIL) also as global manufacturers who exports their production to the country (ex. Mattel, LEGO). Nevertheless, there is a  niche of educational toys which „Innospark† can take advantage from as this niche is quite new (within the last five years) and more legitimized nowadays comparing to the situation ten years ago when it was believed that toy can’t have any educational value – it was assumed that toy is just a meaningless way to occupy children giving parents’ a brake from parenthood. Only recently it was proved that there are some special designed toys which not only attracts children’s attention but also teach them constructrive skills at the same time as develop their imagination and ability to concentrate. It would be a great opportunity for „Innospark† to establisth itself while this niche is not overloaded. As it is clearly visible from the table above, competitors mainly focus is on eco-friendly wooden toys or constructors. â€Å"Innospark† would be like a â€Å"gust of the fresh air† in the Poland’s market with its creative solutions applied  to make outstanding educational toys and wide assortment of the products. 5. Staffing policy We decided to start with Warsaw and hire local staff, because, introducing our product, advertising will be more efficient in capital city than in other small towns. The minimum salary will be 405 and more, depending on the work level (Minimum wage in Poland is 404,16 â‚ ¬). The salary will be transferred to their accounts which also can be opened by us in one particular bank, which will be better for the company for not loosing money in transferring etc. We also will have 3 employees, till we expend on the market. Decision is to use local staff. Reasons: Local employees and managers know more of the local market and therefor can build reliable and trustful relationships with the customers. Local customers may prefer interactions with local employees and managers due to the common cultural background and lack of language barriers. Local managers and employees working together can increase employees morale, work satisfaction, organizational commitment and as a result effective performance. 6. Marketing strategy (business scheme) The business scheme will point out the fact that products are absolutely educational tools that are entertaining. This is a meaningful message because parents will desire their kids to play with this kind of toy. The essential feature of the „toyâ€Å", in the product is used to make the kids bound with the product, something mostly hard to do with most educational tools. â€Å"Innospark† create ideas in our minds and develop creative educational devices that provokes developmental activity and makes positive recurring stimulation for kids in their studying process and creative play. â€Å"Innospark† trust in the capability of clever education. Cleverness- clever person is a curious explorer. Let’s create a place where creativity grows Hopes, goals- the first years of children’s life are most important time in the growth of hopes. Let’s have the hopes high. Permitting- a kid so deeply wants to believe his or her wishes can come true. It is our job to help them  build a feeling of inner confidence, fearlessness and toughness. Progress- cleverness has developed into a highly treasured skill in the century. It is an important building block for changes in business, history and nowadays life. Let’s grow clever The business scheme will identify and describe for the fact that there are two definite client groups that must be drawn attention to. To take the awareness of both groups sees that the groups are very dissimilar despite the fact that they are buy identical product. (http://www.edu2.lt/lv/kas-mes-esam/) â€Å"Innospark† will use direct mailings and advertisements. â€Å"Innopark† is a new company, is a little two years old, so for the beginning we recommend choose the „Innospark† website (http://www.innospark.lt/). Will be used like the main tool to spread the product. It will be a cheap and productive way of spreading information regarding and its product. The site will be divided in two fields, one for general information and the other for dealers/traders. The second part will have greater amount of information outside business information like stock. Also, â€Å"Innospark† as a new company, choose the Internet as a cheaper and more effective your advertising apparel and corporate types. To ensure the effective promotion of the search results, one of the ways to register â€Å"Google AdWords†. Next would be placement of advertisements in various, popular international social networks such as â€Å"Facebook†, â€Å"Twitter† etc. Social networks provide advertisements wide spread not only the Internet but also Internet users communicating with each other, as well as commenting on a product on the Internet, writing reviews, etc. Often, when choosing a product, service or business other people’s reviews are crucial selection. Homegrown web sites the opportunity to advertise, is the largest news portals.Like the ad placement site, an important aspect of creating their advertisements, is to choose the advertising audience. Audience determined to run at end-customers, which is a very important part of a successful advertising campaign. The website business scheme is easy to understand and clear, have the webpage shortcuts on all available materials as well as mention it in all talks with clients. To make it easy to find for greater amount of people. Will add the site to more spacious extent of search engineers so even if a specific customer is not informed of but has knowledge of the product category, they will still be pointed to site. 6.1 Sales strategy (Marketing scheme) The marketing scheme will be adjusted for every client group. The marketing scheme for individuals is to make plenty knowledge of. So that clients are asking their dealers to carry for them. To address the marketing part it is future plan that the businesses are not just purchasing one or two of the items but that they are purchasing entire products addressing dissimilar abilities, all of which are valuable. In most cases this is particularly valuable as businesses repeat clients, meaning that if buyer is satisfied with the bought item, they will probably become a long term clients and not search for other dealers. 6.2 Operations strategy (Action plan) Will make manufacture widely popular of all of its products. We choose the publicizing system for many reasons: None of them have been involved in manufacturing action  Popularizing will lower the cost to smallest amount, making all products costs variable Popularizing will make it available for the business team to pay more attention on marketing and new product growth Minimizing the possible financial dangers by not committing to the cost of a manufacturing facility Making business plans sales grow bigger Bibliography Delaney, L. (2014). About Money. Retrieved from http://importexport.about.com/: http://importexport.about.com/od/DevelopingSalesAndDistribution/a/Direct-Exporting-Advantages-And-Disadvantages-To-Direct-Exporting.htm Innospark. (2012, December). Innospark. Retrieved from http://www.innospark.lt/ Martins, R. (2014, November 28). Poland. Retrieved from http://www.tradingeconomics.com/: http://www.tradingeconomics.com/poland/gdp-growth www.eulerhermes.com. (2014). Country Reports. Retrieved from http://www.eulerhermes.com/: http://www.eulerhermes.com/economic-research/country-reports/Pages/Poland.aspx?gclid=Cj0KEQiA-uWjBRChu9ie05m5ipgBEiQAuHIuK_uF1FFr62ciCHwCl1nLspSxhq8sG8r3y0oqDNP-1IQaAsK68P8HAQ www.investopedia.com. (2014). Retrieved from http://www.investopedia.com/: http://www.investopedia.com/terms/m/marketsegmentation.asp