Is Schizophrenia A Challenging Brain Disorder - 1555 Words

Imagine having to always be in fear that your child is trying to commit suicide and self-harm, or hearing voices and seeing things that tell them to kill their own family. Schizophrenic people often have a loss of contact with reality, in turn effecting the person as well as the family. The disorder affects a person’s ability to distinguish between what is reality and what is fantasy, people diagnosed with the disorder are affected by delusions, hallucinations, social withdrawal, disturbed thoughts and unusual behavior. It interferes with a person s ability to think clearly, express emotions, make decisions and relate to others. They may see or hear things that are not there, speak in odd or confusing ways, believe that others are trying to harm them, or feel as though they are constantly being watched. Unfortunately, a single, simple way of schizophrenia treatment does not exist. Schizophrenia is a challenging brain disorder that affects the way a person thinks, acts and sees the world. Research has connected schizophrenia to many possible causes, including aspects of brain structure, environmental, and genetic causes. Schizophrenia is a serious mental illness that affects 300,000 Canadians (3). Although it affects both men and women equally, it tends to be more severe in men than in women (1). Schizophrenia most often appears in men in their late teens or early twenties, while it appears in women in their late twenties or early thirties (3). Finding the causes forShow MoreRelatedFive Categories of Schizophrenia1068 Words   |  5 PagesLaing has stated, â€Å"Schizophrenia cannot be understood without understanding despair† (â€Å"Schizophrenia Quotes† 1). In his statement, he reveals a side of schizophrenia that is more than a mental disorder, he shows how vulnerable and painful the disorder can be for those who are diagnosed. 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Since these diseases are hereditarily linked, the rise of childhood onset Schizophrenia and Bipolar disorder has also had increased diagnosed cases. Through new medical research and availability of new treatments and medication, scientists and doctors are now uncovering new reasons as to why these mental diseases are on the come up. Human studies administered by various research facilitiesRead MoreSymptoms And Treatment Of Depression1230 Words   |  5 PagesMood disorders are illnesses that describe a serious change in mood, it is a mental illness that occurs in the brain. A person with a mood disorder can have a hard time living normally in their everyday life; from feeling hopeless, drowsiness, lack of good energy and low self-esteem. It creates a big impact on a person’s decisions and actions and sometimes can even make them go insane and suicidal. However, some mood disorder are really common and can seek treatment but some can be really rare andRead MoreSymptoms And Treatment Of Schizophrenia Medication Treatment934 Words   |  4 PagesSCHIZOPHRENIA MEDICATION TREATMENT Introduction Schizophrenia is a disease of brain which disturbs the way brain cell communicate with each other and function, which is commonly caused by excessive production of dopamine. Furthermore, it cause serious psychotic symptoms which disrupts an individual quality of life, social deficit, abnormal social behaviors which often due to doubting and adapting unrealistic cases to realistic situations, and as a result, social isolation. For treatment of schizophreniaRead MoreSymptoms And Treatment Of Schizophrenia1553 Words   |  7 PagesAbstract Many people around the world may have Schizophrenia in their genes and won’t even realize it until it’s too late. Stress can trigger the gene and cause the person to become schizophrenic. 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He basically took what he learned from HaslamRead MoreThe human brain is a very complex organ which has conquered the minds of many for the wonders it800 Words   |  4 Pages The human brain is a very complex organ which has conquered the minds of many for the wonders it consistently propagates in terms of rationality, morality, sociol functioning, executive functioning and other attributes. A simple definition taken from the oxford dictionary 2014 defines schizophrenia as a long-term mental disorder of a type involving a breakdown in the relation between thought, emotion, and behaviour, leading to faulty perception, inappropriate actions and feelings, withdrawal fromRead MoreMental Health1329 Words   |  6 Pagesor physical illness. It can also be used to describe long-term psychiatric conditions, which may have significant effects on an individual’s functioning. 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Leadership Styles, Theories, And Servant Leadership. Leading

Leadership Styles, Theories, and Servant Leadership Leading is the last of four functions that Henri Fayol believed could be found in all management levels in different types of organizations (Satterlee, 2013, p.65). Leaders are the people that get others to work together to complete a task(s). Leadership can be defined by the effectiveness of the leader. The elements that make someone an effective leader have not been agreed upon by all researchers. Different theories, trait and behavior, have attempted to explain what makes someone a successful leader but ultimately, a success leader is one that follows the model of servant leadership. Three Concepts The three most important concepts learned this week were the concepts of leadership†¦show more content†¦Ã¢â‚¬Å"Some of the traits central to the lists of almost all the researchers studying trait leadership over the years are intelligence, drive, integrity, and sociability† (Khan, 2013, p.831). 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No matter which leadership style is chosen or displayed, an important concept to consider is the concept of servant leadership developed by Robert Greenleaf. Greenleaf cites how a typical Bible concordance lists over 1,300 references for â€Å"servant†, even though his essays on servant-leadership are notShow MoreRelatedLeadership Theory And Theory Of Leadership1346 Words   |  6 PagesLeadership is a state of being a leader/head of a group of people, organization, and/or country. Ken Blanchard state that As leader, we hold the lives of others in our hands, and these need to be gentle, caring and always available to provide support (pg.2). Every leader has different styles or different ways of leading his people to achieve their common goal. Thi s paper will talk about leadership theory and will compare and contract each theory from the each other. 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Food Retail in Europe Free Essays

INDUSTRY PROFILE Food Retail in Europe Reference Code: 0201-2058 Publication Date: June 2010 www. datamonitor. com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor. We will write a custom essay sample on Food Retail in Europe or any similar topic only for you Order Now com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: eurinfo@datamonitor. com Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: datamonitormena@ datamonitor. om Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: apinfo@datamonitor. com Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The European food retail industry grew by 8. 5% in 2009 to reach a value of $1,663. 1 billion. Market value forecast In 2014, the European food retail industry is forecast to have a value of $2,477. billion, an increase of 49% since 2009. Market segmentation I Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food re tail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry’s overall value. Market segmentation II Germany accounts for 14. 1% of the European food retail industry value. Market rivalry The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty, luxury or organic food outlets. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 2 CONTENTS TABLE OF CONTENTS EXECUTIVE SUMMARY MARKET OVERVIEW Market definition Research highlights Market analysis MARKET VALUE MARKET SEGMENTATION I MARKET SEGMENTATION II FIVE FORCES ANALYSIS Summary Buyer power Supplier power New entrants Substitutes Rivalry LEADING COMPANIES Metro AG Carrefour S. A. Lidl Dienstleistung Tesco PLC MARKET FORECASTS Market value forecast APPENDIX Methodology Industry associations Related Datamonitor research Disclaimer 2 7 7 8 9 10 11 12 13 13 15 17 18 19 20 21 21 25 29 30 34 34 35 35 36 36 37 Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 3 CONTENTS ABOUT DATAMONITOR Premium Reports Summary Reports Datamonitor consulting 38 38 38 38 Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 201 – 2058 – 2009 Page 4 CONTENTS LIST OF TABLES Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16: Table 17: Europe food retail industry value: $ billion, 2005–09(e) Europe food retail industry segmentation I:% share, by value, 2009(e) Europe food retail industry segmentation II: % share, by v alue, 2009(e) Metro AG: key facts Metro AG: key financials ($) Metro AG: key financials (â‚ ¬) Metro AG: key financial ratios Carrefour S. A. : key facts Carrefour S. A. : key financials ($) Carrefour S. A. : key financials (â‚ ¬) Carrefour S. A. : key financial ratios Lidl Dienstleistung: key facts Tesco PLC: key facts Tesco PLC: key financials ($) Tesco PLC: key financials (? ) Tesco PLC: key financial ratios Europe food retail industry value forecast: $ billion, 2009–14 10 11 12 21 22 22 23 25 27 27 27 29 30 31 31 32 34 Europe – Food Retail Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 5 CONTENTS LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Europe food retail industry value: $ billion, 2005–09(e) Europe food retail industry segmentation I:% share, by value, 2009(e) Europe food retail industry segmentation II: % share, by value, 2009(e) Forces driving ompetition in the food retail industry in Europe, 2009 Drivers of buyer power in the food retail industry in Europe, 2009 Drivers of supp lier power in the food retail industry in Europe, 2009 Factors influencing the likelihood of new entrants in the food retail industry in Europe, 2009 Factors influencing the threat of substitutes in the food retail industry in Europe, 2009 Drivers of degree of rivalry in the food retail industry in Europe, 2009 Metro AG: revenues profitability Metro AG: assets liabilities Carrefour S. A. : revenues profitability Carrefour S. A. : assets liabilities Tesco PLC: revenues profitability Tesco PLC: assets liabilities Europe food retail industry value forecast: $ billion, 2009–14 10 11 12 13 15 17 18 19 20 23 24 28 28 32 33 34 Figure 8: Figure 9: Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 6 MARKET OVERVIEW MARKET OVERVIEW Market definition The food retail market includes the retail sales of all food products, both packaged and unpackaged, as well as beverages (including retail sales of all alcoholic and non-alcoholic beverages). All on-trade sales of food and beverage are excluded. All currency conversions are calculated at constant average 2009 exchange rates. For the purposes of this report, Europe consists of Western Europe and Eastern Europe. Western Europe comprises Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, and the United Kingdom. Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Ukraine. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 7 MARKET OVERVIEW Research highlights The European food retail industry had total revenue of $1,663. 1 billion in 2009, representing a compound annual growth rate (CAGR) of 7. 4% for the period spanning 2005-2009. Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry’s overall value. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 8. % for the fiveyear period 2009-2014, which is expected to drive the industry to a value of $2,477. 4 billion by the end of 2014. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 8 MARKET OVERVIEW Market analysis The European f ood retail industry has experienced very strong growth in recent years and the forecast is for this to gently accelerate towards 2014. The European food retail industry had total revenue of $1,663. 1 billion in 2009, representing a compound annual growth rate (CAGR) of 7. 4% for the period spanning 2005-2009. In comparison, the German and UK industries grew with CAGRs of 2. 1% and 4. 2% respectively, over the same period, to reach respective values of $234. 8 billion and $186. 1 billion in 2009. Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry’s overall value. In comparison, convenience stores and gas stations generated sales of $381. 3 billion in 2009, equating to 22. 9% of the industry’s aggregate revenues. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 8. % for the fiveyear period 2009-2014, which is expected to drive the industry to a value of $2,477. 4 billion by the end of 2014. Comparatively, the German and UK industries will grow with CAGRs of 2. 5% and 3. 4% respectively, over the same period, to reach respective values of $265. 5 billion and $219. 4 billion in 2014. Europe  œ Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 9 MARKET VALUE MARKET VALUE The European food retail industry grew by 8. 5% in 2009 to reach a value of $1,663. 1 billion. The compound annual growth rate of the industry in the period 2005–09 was 7. 4%. Table 1: Year 2005 2006 2007 2008 2009(e) CAGR: 2005–09 Source: Datamonitor Europe food retail industry value: $ billion, 2005–09(e) $ billion 1,248. 6 1,321. 6 1,412. 4 1,533. 3 1,663. 1 â‚ ¬ billion 897. 9 950. 4 1,015. 8 1,102. 7 1,196. 1 % Growth 5. 8 6. 9 8. 6 8. 5 7. 4% DATAMONITOR Figure 1: Europe food retail industry value: $ billion, 2005–09(e) Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 10 MARKET SEGMENTATION I MARKET SEGMENTATION I Hypermarket, Supermarket, Discounters is the largest segment of the food retail industry in Europe, accounting for 48% of the industry’s total value. The convenience stores gas stations segment accounts for a further 22. 9% of the industry. Table 2: Category Hypermarket, Supermarket, Discounters Convenience Stores Gas Stations Food and Drinks Specialists Drug Stores Health and Beauty Stores Cash Carries Warehouse Clubs Other Total Source: Datamonitor Europe food retail industry segmentation I:% share, by value, 2009(e) % Share 48. 0% 22. 9% 14. 9% 3. 4% 1. 4% 9. 4% 100% DATAMONITOR Figure 2: Europe food retail industry segmentation I:% share, by value, 2009(e) Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 11 MARKET SEGMENTATION II MARKET SEGMENTATION II Germany accounts for 14. 1% of the European food retail industry value. France accounts for a further 13. 5% of the European industry. Table 3: Category Germany France Italy United Kingdom Spain Rest of Europe Total Source: Datamonitor Europe food retail industry segmentation II: % share, by value, 2009(e) % Share 14. % 13. 5% 12. 2% 11. 2% 7. 8% 41. 1% 100% DATAMONITOR Figure 3: Europe food retail industry segmentation II: % share, by value, 2009(e) Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 12 FIVE FORCES ANALYSIS FIVE FORCES ANALYSIS The food retail market will be analyzed taking supermarkets, hypermarkets and specialist retailers as players. The key buyers will be taken as end-consumers, and food manufacturers, farmers, agricultural co-operatives as the key suppliers. Summary Figure 4: Forces driving competition in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty, luxury or organic food outlets. In our analysis of the global food retail industry, retailers such as supermarkets, hypermarkets, and specialist outlets, will be taken as industry players and end-consumers will be understood as buyers. With a range of different players within the industry, the size and financial strength of each varies accordingly. With consumers generally facing no substantial switching costs, this buyer mobility forces larger retailers to maintain attractive pricing schemes. Specialist, luxury, or organic retailers do not face the same price sensitivity due to the unique level of product differentiation, yet due to the nature of such products, they exist more as niche markets and are not able to secure a large volume of consumers. Specialist outlets may have no choice but to commit to long term supplier contracts in order to secure a steady supply of quality or specially prepared products. Whereas, supermarkets and hypermarkets have a higher number of options and can hold looser relationships with a larger number of suppliers. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 13 FIVE FORCES ANALYSIS Where branded products attract loyal consumers, the distribution channel for manufacturers is protected and retailers face pressure to stock the popular items. With established supermarkets and hypermarkets present, potential new entrants may struggle to compete with aggressive marketing and pricing policies. Nonetheless, relatively low entry and exit costs within the industry and the emergence of thriving health and ethical niches offer examples of possible niches in which new entrants may flourish sheltered from direct competition with current players. Food service (takeaways, vendors and restaurants) can be seen as a substitute to food retail products however for the vast majority of people it currently exists as an occasional accompaniment rather than a wholesale alternative. Subsistence farming is a more direct substitute, sometimes replacing standard retail behavior outright, yet it is no longer common. The absence of switching costs for consumers ensures a competitive climate within the food retail industry. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 14 FIVE FORCES ANALYSIS Buyer power Figure 5: Drivers of buyer power in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Retailers range widely in size with large chain supermarkets or hypermarkets such as Tesco and Metro AG wielding power over smaller specialty, luxury or organic food outlets whose grip on the industry is significant but currently limited. Accordingly, the financial muscle of industry players differs depending on the type of player. The sheer volume of potential customers in key areas of the food retail industry diminishes the standing of any individual customer. The revenue generated by any particular consumer is minimal, but collectively they represent wider consumer interests and retailers cannot afford to disregard the sensitivities of buyers. Price and convenience are two central concerns however they are not necessarily the principle factors. A rise in health consciousness has driven a growing demand for nutritional quality in food products. The culture of convenience now faces the challenge of a counter-trend in which a shift back towards fresh, simple or traditionally prepared foods undermines the retail position of frozen foods and similar products. The emergence and development of ethical niches adds further momentum to this movement within the industry. The response of food retailers must accommodate such diverse interests. A number of retailers operate incentive schemes for frequent shoppers and this can help secure customer retention. By discouraging movement across retail outlets, consumer mobility is reduced and, in the long term, buyer power can be weakened. Although high brand recognition does not automatically translate into consumer loyalty, if it is supported by a product range in which popular food products are central, the retailer can Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 15 FIVE FORCES ANALYSIS often draw indirectly on the loyalty base that manufacturers have established. Specialty, luxury or organic retailers can, due to the high level of product differentiation, justify price levels that would otherwise be unsustainable yet the limited volume of consumers places restraints on the power of such players. Buyer power overall is moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 16 FIVE FORCES ANALYSIS Supplier power Figure 6: Drivers of supplier power in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Suppliers to the food retail industry include food manufacturers, farmers, and agricultural co-operatives. In order to ensure stability and offset the dangers of local sourcing problems or price fluctuations, large retail companies often maintain relationships with a wide range of suppliers. This diffuses dependency, minimizing the risks to retailers and strengthening their standing in relation to their suppliers. Long term contractual obligations are avoided where possible, and switching costs kept to a minimum. With a firm hold on key distribution channels, the leading retailers can dominate negotiations with certain suppliers. This is often difficult for smaller retailers such as specialist, luxury or organic outlets. The limited number of suppliers in niche areas and the centrality of product quality or preparation type limit’s the available range of sourcing options. With switching costs subsequently higher, the balance of power shifts somewhat from smaller retailers to specialist suppliers. Whilst the need to satisfy consumer demand for popular products bolsters manufacturers, many others face the problem of a high degree of retailer mobility as they switch suppliers in accordance with pricing pressures. The position of many large retail companies has also been strengthened internally with a surge of own brand products sidelining certain suppliers. Suppliers who are able to differentiate their product can wield some power over retailers, should their product be popular with the end consumer. Supplier power overall is moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 17 FIVE FORCES ANALYSIS New entrants Figure 7: Factors influencing the likelihood of new entrants in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Large-scale, established retailers hold a natural advantage in operating businesses that benefit significantly from economies of scale, employing aggressive pricing schemes that cannot be matched by smaller retailers. Strong branding exercises and fast paced expansion deepen this asymmetry. Nevertheless, large retailers are not invulnerable to the threat of new entrants. Exit and entry costs within the industry are relatively low, encouraging potential entrants. The rapid growth of health consciousness and a swell of ethical goods form attractive avenues for new entrants seeking to move into a niche area that offers inbuilt protection from pricing pressures and mainstream marketing. Given the presence of many large-scale retailers, and the security of heavy branding, direct head-to-head competition is extremely difficult for new retailers. Strong growth makes the market attractive to prospective new entrants. Overall, the threat of new entrants is moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 18 FIVE FORCES ANALYSIS Substitutes Figure 8: Factors influencing the threat of substitutes in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR The chief alternative to food retail is food service. Supported by strong marketing campaigns in the case of fast food companies, and cultural traditions with respect to sit-down restaurants, both types represent a relevant alternative for many consumers. However, for the vast majority of people, these accompany food retail rather than replace it. A more direct substitute is found in subsistence agriculture in which individuals or families farm food to provide for their own personal needs. This is no longer common, however, since the emergence of market capitalism and the impact of this substitute on food retail is fractional. Environmental concerns, increasing health consciousness, and fears over political or economic instability may, in the long term, give this substitute a more significant role. However, it is unlikely to threaten food retailers in the foreseeable future being both labor intensive and often involving considerable start-up capital. The threat from substitutes is weak to moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 19 FIVE FORCES ANALYSIS Rivalry Figure 9: Drivers of degree of rivalry in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Competition is often fierce within the food retail industry. The lack of substantial switching costs for consumers places pressure on retailers to secure their custom and loyalty. The limited level of differentiation across the basic product range pushes larger retailers into competitive pricing policies. The close similarity of players increases rivalry as they attempt to differentiate themselves through products and price to attract customers. Whilst some companies operate in other industries and can absorb the temporary impact of declining food sales, or high supply prices, for many, ood retail lies at the heart of the business. This basic dependency gives rise to aggressive competition. Rivalry is strong overall. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 20 LEADING COMPANIES LEADING COMPANIES Metro AG Table 4: Metro AG: key facts Schluterstrasse 1, 40235 Dusseldorf, DEU 49 211 6886 4252 49 211 6886 2001 www. metrogroup. de December MEO G Frankfurt DATAMONITOR Head office: Telephone: Fax: Website: Financial year-end: Ticker: Stock exchange: Source: company website Metro Group (Metro) is a German trade and retail company organized into independent sales divisions. The group operates 2,195 outlets with approximately 12,350,000 square meters of selling space. It has a presence in 33 countries in Western Europe, Eastern Europe, Asia and Africa. The company employs around 300,000 people. Metro operates in four business segments: Metro Cash Carry, Real, Media Markt and Saturn and Galeria Kaufhof. Metro Cash Carry is engaged in cash and carry wholesaling. Operating under the brands of Metro and Makro, it is the group’s biggest sales division. Metro Cash Carry’s assortment of products is aimed at commercial and wholesale customers. It operates 665 stores in 30 countries. Real offers a range of food products and an assortment of non-food items. The selling space of the Real stores ranges from 5,000 to 15,000 square meters, with store assortments including up to 80,000 items. Real is based on a large-format hypermarket concept and operates 333 hypermarkets in Germany and 108 stores in Poland, Romania, Russia, Turkey and the Ukraine. Media Markt and Saturn sell consumer electronics across Europe. Galeria Kaufhof operates a chain of department stores in Germany and Belgium. The department stores offer modern lifestyle apparels for men and women and are present in shopping areas and downtown centers. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 21 LEADING COMPANIES In addition to these divisions, Metro provides real estate management services through its subsidiary, Metro Group Asset Management. The company oversees more than 750 properties totaling eight million square meters of commercial space worldwide. It also operates more than 70 shopping centers. Key Metrics The company recorded revenues of $91,119 million in the fiscal year ending December 2009, a decrease of 3. 6% compared to fiscal 2008. Its net income was $722 million in fiscal 2009, compared to a net income of $776 million in the preceding year. Table 5: $ million Metro AG: key financials ($) 2005 77,482. 1 902. 4 40,000. 8 32,613. 0 246,875 2006 83,266. 6 1,658. 9 44,702. 2 36,293. 7 263,794 2007 89,461. 3 1,366. 9 47,099. 4 38,048. 6 275,520 2008 94,493. 6 775. 9 47,034. 0 38,941. 3 290,940 2009 91,118. 8 721. 7 46,814. 3 46,814. 286,091 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 6: â‚ ¬ million Metro AG: key financials (â‚ ¬) 2005 55,722. 0 649. 0 28,767. 0 23,454. 0 2006 59,882. 0 1,193. 0 32,148. 0 26,101. 0 2007 64,337. 0 983. 0 33,872. 0 27,363. 0 2008 67,956. 0 558. 0 33,825. 0 28,005. 0 2009 65,529. 0 519. 0 33,667. 0 33,667. 0 Revenues Net in come (loss) Total assets Total liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 22 LEADING COMPANIES Table 7: Ratio Metro AG: key financial ratios 2005 1. 2% 4. 2% 1. 5% (0. 2%) 81. 5% 2. 3% $313,851 $3,655 2006 2. 0% 7. 5% 11. 8% 11. 3% 81. 2% 3. 9% $315,650 $6,289 2007 1. 5% 7. 4% 5. 4% 4. 8% 80. 8% 3. 0% $324,700 $4,961 2008 0. 8% 5. 6% (0. 1%) 2. 3% 82. 8% 1. 6% $324,787 $2,667 2009 0. 8% (3. 6%) (0. 5%) 20. 2% 100. 0% 1. 5% $318,496 $2,523 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Figure 10: Metro AG: revenues profitability Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 23 LEADING COMPANIES Figure 11: Metro AG: assets liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 24 LEADING COMPANIES Carrefour S. A. Table 8: Carrefour S. A. : key facts 26 quai Michele, TSA 20016, 92695 Levallois-Perret Cedex, FRA 33 1 55 63 39 00 www. carrefour. com December CA Paris DATAMONITOR Head office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Source: company website Carrefour is one of the leading grocery and consumer goods distribution groups in the world. The group operates more than 15,000 stores. Carrefour’s primary grocery formats includes hypermarkets, supermarkets, hard discount and convenience stores. Carrefour primarily organizes its business segments based on geographic presence: France; Europe excluding France; Asia; and Latin America. In addition, the group’s business operation can be segmented on the basis of its store formats (as mentioned in the previous paragraph). Carrefour is the leading hypermarket retailer in the world. The group operates about 1,302 hypermarket stores across the world, of which 228 hypermarkets are in France, 494 in European countries outside France, 288 in Latin America, and 292 in Asia. In Brazil, the group operates its hypermarket business under the Atacadao brand name; these hypermarkets offer a range of competitively priced companyowned and branded products in both food and non-food categories. In addition, the hypermarkets also offer services like insurance, financial services, home computer support, travel and entertainment reservations and mobile phones. The group operates approximately 2,919 supermarket stores in 11 countries under the banners Carrefour Express, Carrefour market, GB, GS and Champion. The supermarkets offer a wide selection of mostly food products and some non-food products related to apparel, culture and leisure, and tableware. Carrefour’s hard discount segment, Dia, operates about 6,252 hard discount stores in Spain, France (under Ed and Dia brands), Portugal (under Minipreco brand), Greece, Turkey, Argentina, Brazil and China. The group’s hard discount stores offer a range of food, basic health, and cleaning products at discounted rates. Europe – Food Retail Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 25 LEADING COMPANIES The group’s other activities comprise convenience stores, cash and carry foodservice stores, and ecommerce retail format. Carrefour operates about 4,813 convenience stores and 144 cash and carry sto res. Convenience stores are mainly operated by the franchisees under the banners Marche Plus, Shopi, 8 a Huit and Proxi in France; DiperDi in Italy; Carrefour Express and Carrefour GB in Belgium; Carrefour 5 Minut stores in Poland; Carrefour City stores in Spain; and Carrefour Convenient Buy in Thailand. These stores primarily offer a wide selection of food products; these also offer a range of services such as home delivery, dry cleaning, 48-hour photo development, ticket distribution, photocopying, stamps and newspapers. Cash and carry foodservice stores provide wholesale and retail self-service mainly intended for businesses. Carrefour operates cash and carry foodservice stores under the trade name Promocash. Most of the cash and carry stores are operated by franchisees. In addition to the above mentioned store formats, Carrefour also sells its products through various ecommerce websites. Carrefour operates an online grocery store, Ooshop, a leading French online supermarket in terms of sales. It allows customers to shop on the Internet, and select from product listings including fresh and frozen items, at the same price as they would pay in Carrefour’s hypermarkets, with the added benefit of home delivery. Carrefour France hypermarket’s non-food website, CarrefourOnline. com, offers products such as leisure products (DVDs, games, software, music, books and more), audio and video, household electrical goods, as well as music downloads and even flower and bicycle delivery. Carrefour. es, the group’s e-commerce website in Spain, offers both food and non-food products. Key Metrics The company recorded revenues of $119,533 million in the fiscal year ending December 2009, a decrease of 2. 6% compared to fiscal 2008. Its net income was $608 million in fiscal 2009, compared to a net income of $2,140 million in the preceding year. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 26 LEADING COMPANIES Table 9: $ million Carrefour S. A. : key financials ($) 2005 116,399. 7 2,199. 8 64,311. 1 51,259. 436,474 2006 121,561. 3 3,381. 2 66,093. 8 48,356. 4 456,295 2007 128,305. 2 3,447. 4 72,212. 0 57,385. 0 490,042 2008 122,678. 1 2,139. 7 72,420. 6 57,191. 7 495,000 2009 119,532. 5 607. 7 71,685. 0 56,229. 5 495,000 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 10: â‚ ¬ million Carrefour S. A. : key financials (â‚ ¬) 2005 83,710. 0 1,582. 0 46,250. 0 36,864. 0 2006 87,422. 0 2,431. 6 47,532. 0 34,776. 0 2007 92,272. 0 2,479. 2 51,932. 0 41,269. 0 2008 88,225. 2 1,538. 8 52,082. 0 41,130. 0 2009 85,963. 0 437. 0 51,553. 0 40,438. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Table 11: Ratio Carrefour S. A. : key financial ratios 2005 1. 9% 2. 8% 9. 4% 7. 5% 79. 7% 3. 6% $266,682 $5,040 2006 2. 8% 4. 4% 2. 8% (5. 7%) 73. 2% 5. 2% $266,409 $7,410 2007 2. 7% 5. 5% 9. 3% 18. 7% 79. 5% 5. 0% $261,825 $7,035 2008 1. 7% (4. 4%) 0. 3% (0. 3%) 79. 0% 3. 0% $247,835 $4,323 2009 0. 5% (2. 6%) (1. 0%) (1. 7%) 78. 4% 0. 8% $241,480 $1,228 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 27 LEADING COMPANIES Figure 12: Carrefour S. A. : revenues profitability Source: company filings DATAMONITOR Figure 13: Carrefour S. A. : assets liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 28 LEADING COMPANIES Lidl Dienstleistung Table 12: Lidl Dienstleistung: key facts Rotelstrasse 30, 74166 Neckarsulm, DEU 49 732 30 6060 www. idl. de December DATAMONITOR Head office: Telephone: Website: Financial year-end: Source: company website Lidl Schwarz Stiftung (Lidl) operates a chain of grocery stores. The company primarily operates in Europe. Lidl operates about 6,800 deep-discount department stores and no-frills Lidl supermarkets throughout Europe. In Germany it operates about 3, 100 stores. The company offers about 800 different products in its stores mostly under Lidl’s own brand. These include dairy products, frozen foods, sausages, fresh meat and poultry, fruit and veg delivered fresh every day, and a range of breads. Lidl is also expanding its presence into Denmark, Hungary, Norway, and Slovenia. Key Metrics Financial information for this company is unavailable. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 29 LEADING COMPANIES Tesco PLC Table 13: Head office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Source: company website Tesco PLC: key facts New Tesco House, Delamare Road, Cheshunt, Hertfordshire, EN8 9SL, GBR 44 1992 632 222 www. tescoplc. com February TSCO London DATAMONITOR Tesco is a leading food and grocery retailer. The company operates 4,331 stores in 14 countries worldwide. It operates in the UK, other European countries, the US and Asia. The company operates in a single segment: retail. However, Tesco’s operations can be examined by the store formats operated by it: Express, Metro, Superstore, Extra and Homeplus. The company has over 960 Express stores (up to 3,000 sq ft) offering fresh food at convenient locations. These stores sell a range of up to 7,000 products including fresh produce, wines and spirits and bakery products. The company has over 170 Metro stores (approximately 7,000-15,000 sq ft) in town and city centre locations. It offers a tailored range of food products including ready-meals and sandwiches. Tesco operates about 450 superstores (approximately 20,000-50,000 sq ft) at which it offers food as well non-food products such as DVDs and books. Tesco’s Homeplus stores (approx. 35,000-50,000 sq ft) are dedicated to non-food including clothing. Tesco has more than 175 Extra stores (approximately 60,000 sq ft and above) which offer a variety of food and non-food product lines ranging from electrical equipment to homewares, clothing, health and beauty, and seasonal items such as garden furniture. Additionally, about 115 Extra and Homeplus stores have opticians and around 270 of them have pharmacies. In addition to stores, Tesco offers retailing services through its online shopping channels, tesco. com and Tesco Direct. The company also provides broadband internet connections (Tesco broadband) and telecommunications services (Tesco Mobile and Home Phone) through a 50-50 joint venture with O2, a mobile phone company. Tesco also provides financial services through Tesco Personal Finance (TPF) which offers a choice of 28 products ranging from savings accounts and credit cards to car and travel insurance. All its financial products are also available for online purchase. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 30 LEADING COMPANIES Key Metrics The company recorded revenues of $84,676 million in the fiscal year ending February 2009, an increase of 14. 9% compared to fiscal 2008. Its net income was $3,376 million in fiscal 2009, compared to a net income of $3,320 million in the preceding year. Table 14: $ million Tesco PLC: key financials ($) 2005 57,602. 2 3,042. 4 31,811. 6 17,695. 242,980 2006 67,234. 5 3,553. 7 35,167. 3 20,447. 6 273,024 2007 66,461. 4 2,959. 8 38,664. 9 22,188. 6 318,283 2008 73,720. 0 3,319. 9 47,014. 4 28,463. 7 345,737 2009 84,675. 6 3,376. 0 71,779. 5 52,460. 3 364,015 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 15: ? million Tesco PLC: key financials (? ) 2005 36,957. 0 1,952. 0 20,410. 0 11,353. 0 2006 43,137. 0 2,280. 0 22,563. 0 13,119. 0 2007 42,641. 0 1,899. 0 24,807. 0 14,236. 0 2008 47,298. 0 2,130. 0 30,164. 0 18,262. 0 2009 54,327. 0 2,166. 46,053. 0 33,658. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 31 LEADING COMPANIES Table 16: Ratio Tesco PLC: key financial ratios 2005 5. 3% 10. 1% 10. 9% 6. 4% 55. 6% 10. 1% $237,066 $12,521 2006 5. 3% 16. 7% 10. 5% 15. 6% 58. 1% 10. 6% $246,259 $13,016 2007 4. 5% (1. 1%) 9. 9% 8. 5% 57. 4% 8. 0% $208,812 $9,299 2008 4. 5% 10. 9% 21. 6% 28. 3% 60. 5% 7. 7% $213,226 $9,602 2009 4. % 14. 9% 52. 7% 84. 3% 73. 1% 5. 7% $232,616 $9,274 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Figure 14: Tesco PLC: re venues profitability Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 32 LEADING COMPANIES Figure 15: Tesco PLC: assets liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 33 MARKET FORECASTS MARKET FORECASTS Market value forecast In 2014, the European food retail industry is forecast to have a value of $2,477. 4 billion, an increase of 49% since 2009. The compound annual growth rate of the industry in the period 2009–14 is predicted to be 8. 3%. Table 17: Year 2009 2010 2011 2012 2013 2014 CAGR: 2009–14 Source: Datamonitor Europe food retail industry value forecast: $ billion, 2009–14 $ billion 1,663. 1 1,811. 4 1,978. 0 2,161. 3 2,359. 7 2,477. â‚ ¬ billion 1,196. 1 1,302. 7 1,422. 5 1,554. 3 1,697. 0 1,781. 6 % Growth 8. 5% 8. 9% 9. 2% 9. 3% 9. 2% 5. 0% 8. 3% DATAMONITOR Figure 16: Europe food retail industry value forecast: $ billion, 2009–14 Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Pag e 34 APPENDIX APPENDIX Methodology Datamonitor Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed, cross-checked and presented in a consistent and accessible style. Review of in-house databases – Created using 250,000+ industry interviews and consumer surveys and supported by analysis from industry experts using highly complex modeling forecasting tools, Datamonitor’s in-house databases provide the foundation for all related industry profiles Preparatory research – We also maintain extensive in-house databases of news, analyst commentary, company profiles and macroeconomic demographic information, which enable our researchers to build an accurate market overview Definitions – Market definitions are standardized to allow comparison from country to country. The parameters of each definition are carefully reviewed at the start of the research process to ensure they match the requirements of both the market and our clients Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and trends Datamonitor aggregates and analyzes a number of secondary information sources, including: National/Governmental statistics International data (official international sources) National and International trade associations Broker and analyst reports Company Annual Reports Business information libraries and databases Modeling forecasting tools – Datamonitor has developed powerful tools that allow quantitative and qualitative data to be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can then be refined according to specific competitive, regulatory and demand-related factors Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 35 APPENDIX Industry associations Global Food Marketing Institute 655 15th Street, NW, Washington DC, 20005 Tel. : 001 202 452 8444 Fax: 001 202 429 4519 www. fmi. org/ CIES — The Food Business Forum 7, rue de Madrid 75008 Paris FRANCE Tel. : 0033 1 4469 8484 Fax: 0033 1 4469 9939 www. ciesnet. com EuroCommerce Avenue des Nerviens 9-31, B-1040 Brussels, Belgium Tel. : 0032 2 737 0598 Fax: 0032 2 230 0078 www. eurocommerce. be Related Datamonitor research Industry Profile Food Retail in Western Europe Food Retail in Asia-Pacific Food Retail in the US Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 36 APPENDIX Disclaimer All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc. The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Datamonitor can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 37 ABOUT DATAMONITOR ABOUT DATAMONITOR The Datamonitor Group is a world-leading provider of premium global business information, delivering independent data, analysis and opinion across the Automotive, Consumer Markets, Energy Utilities, Financial Services, Logistics Express, Pharmaceutical Healthcare, Retail, Technology and Telecoms industries. Combining our industry knowledge and experience, we assist over 6,000 of the world’s leading companies in making better strategic and operational decisions. Delivered online via our user-friendly web platforms, our market intelligence products and services ensure that you will achieve your desired commercial goals by giving you the insight you need to best respond to your competitive environment. Premium Reports Datamonitor’s premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Summary Reports Our series of company, industry and country profiles complements our premium products, providing top-level information on 30,000 companies, 3,000 industries and 100 countries. While they do not contain the highly detailed breakdowns found in premium reports, profiles give you the most important qualitative and quantitative summary information you need – including predictions and forecasts. Datamonitor consulting We hope that the data and analysis in this profile will help you make informed and imaginative business decisions. If you have further requirements, Datamonitor’s consulting team may be able to help you. For more information about Datamonitor’s consulting capabilities, please contact us directly at consulting@datamonitor. com. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 38 How to cite Food Retail in Europe, Essays

Business Plan of Computer Business

Question: Describe about the Business Plan of Computer Business? Answer: Executive Summary This report attempts to reflect the business plan of computer technology in a day to day life and modern business organizations. The ideas of business plan for opening of computer stores is came out of the existing gap in the services offered by the existing companies. The name of the store would be Modern computer who will be selecting of the computers, hardware, and software with warranty of 1 year warranty of free services. The company will have customers from the general people to the medium organizations. Apart from that, MC will be also be using the penetration pricing strategies in order to outperform the existing competitors. Moreover, company will be base sole proprietorship with investment worth of the 120,000 for opening of the stores. Lastly, competitors analysis will give the current strategies of the competitors which will help to bridge the gap for the current company. Description of the organization (Modern Computers) In the contemporary business, scenario computers have taught us how to make complex calculations within the shortest possible span of time whether it is calculating the total monthly grocery or electricity bill and etc (Analoui and Karami, 2014). In corporate houses the computers play a major role in maintaining database of the employees, developing payrolls for the employees, storing their appraisals, track each and every transaction. While assessing the opportunity, the sole proprietors has opened new computer store known as the Modern computers. Modern computers will be into selling of the hardware and software to the corporate and general customers (Dess and Lumpkin, 2009). Company will be private limited located in London at Camden lock market where the general footfall is nearly more than 30, 000 each days on weekdays and more than 50, 000 at weekends. Objectives -One of the major objectives of the MC is to generate profit margin by more than 25%. -MC will be providing fast and reliable technical assistance to the customers -Increase in the sales of hardware and softwares by double within 3rd year Products and services Today almost each one of us possesses a personal computer or a laptop at home. It is used for various purposes. Every office whether big or small uses the various computer applications to successfully operates in the short and long run. Hardware Hardware refers to all the physical and tangible components of the computer. These include the monitor, the keyboard, the mouse, the printer, hard disk drive etc. These are the main frameworks which support the software (Massey and gambrel, 2014). Company will be dealing in selling of the hardware such as the motherboards, hard disks, graphic cards, sound cards, RAMs, monitors and peripheral hardware such as the mouse and keyboard are also getting updated daily. The major companies like Intel and AMD are competing with each other in order to develop processors which will be fast and reliable in handling such complex operations. (Lubbe et al. 2014). Fig.1: Various types of hardware (Source: Freeman, 2010, pp-330) Software There has been immense development in the field of data storage and processing (Gazibara et al. 2015). MC will be selling of computers that has storage capacity of over 30 GB of memory with ease. The innovation in various operating system (OS), like Microsoft Windows, Linux, etc have made it possible to handle and process complex data multi tasking for the corporate business houses. Modern computer will also be dealing in installing the various software like Internet Explorer, Chrome, Firefox help us to use the internet. They are also slowly integrated into technologies such as GPS. The software like Microsoft Word, Excel and PowerPoint has made computing fun and easier (Furnell et al. 2014). Fig.2: Software services given by Modern computers (Source: Fifeld, 2012, pp-213) Years Demand of Hardware (million) Demand of Software (million) Demand of assemble Computers (million) 2014 3171 2760 5956 2013 2047 2361 4587 2012 1021 1458 3451 2011 1371 1185 3108 2010 961 1057 2515 Graph 1: Demand of computers in UK market (Source: Bolton and Lemon, 2013, pp- 172) From the above , it has been found that rise in the demand of the assembled computers and hardware and softwares are all time high. This because of the rise in the small and medium scale enterprise in UK from 2,10, 0000 to more than 9,45, 000 (Bolton and Lemon, 2013). Apart from that, the major gap in the computer or peripherals business ins services offered which is been very poorly served by the existing computers company. Figure 3: Pricing strategies of Modern computers (Source: Dess and Lumpkin, 2009, pp-334) One of the major pricing strategies would be by the MP computers would be penetration pricing strategies which would helps the company to gain the large customer base. Pricing strategies of the existing customer are very much price skimming and or economy pricing (Lim and Lusch, 2011). Penetration pricing offered by the modern computers will give them high quality of products with higher guaranteed free services of 1 year would increase the customer base. Place: Segmentation bases Target customers segment of Fast food industry Geographic Region London Density Urban territory (24 million customer base) Age All age category Gender Male, females and others Income High and middle income groups Occupation Employees and professionals Demographic Social status Working class, middle class and higher class Size of customers Family (Single, nuclear, joint family) and corporate houses (includes small and medium size enterprise too) Psychographic Lifestyle Modern business and family Occasions Regular Behavioural Benefits Price advantages and diversify products under one roof. Occasions Any kind of occasion specifically in Christmas and thanks giving special offers will kept Modern computers will be selling its products one of the largest footfall area called Camden market which is very has crowded with more than 30,000 footfall on daily basis on week days and more than 65, 000 at weekends (Lindgreen and Finn, 2010). Besides that, company will have operations presence in Yorkshire , Westen Coyney and at Howden for free services. Promotions strategy Promotional strategies Expenditure (%) Social media (Face Book, Twitter , YouTube) 58.01% Televisions 32.02% Websites 28% Ambient 21.03% Magazines and news paper 14.11% Offers and discounts 9.07% Graph 2: Expenditure on promotional strategies (Source: Bottomley and Doyle, 2014, pp- 367) Social media: With the of sharp rise in the internet users , Modern computers are looking to promote their products in the in social media platform like Face book and Twitter fan page in order to gain the popularity and high brand value (Managementhelp.org, 2015). Online selling: Since 2005, intent users are being rise from 26% to 57% in UK has been one of the reasons for the online selling of computer, hardware and software (Lindgreen, and Finn, 2010). Apart from the above, it has been found that, another major advertisement avenues for the companies are magazines like tech fare and Tech world would helps the company to gain the large customer base. Competitor analysis Since, there are already more than 15, 000 stores of the computer seller in the UK market, therefore, Modern computers has introduce new form of strategies which will help the company to gain the large customer base (Bottomley and Doyle, 2014). With the help of penetration strategies and free service for one year will be one of the major tactic of the create niche market strategies among the existing competitors. Some of the major computer of the MC would be Jennings , tech extra and masters computers has already been able to capture large market base of computers market in London. Besides that, brand stores like Apple, Lenovo and Acer and HP captive stores are some of the other major competitors for the company. Vendors Market share % Electronic Masters 9.35% Jennings computers services Ltd. 7% Tech extra Ltd 6.24% Creative computing 5.4% PC services 4% Mp media 2.7% Graph 3: Market share of the existing competitors (Source: Bolton and Lemon, 2013) From the above , it has been found that, there is huge gap in the exiting market because of the poor services which is why most of the corporate houses and the medium term enterprise are not purchasing the products from these stores. Besides that, general customer are looking for cheaper price products with long duration that is not been supplied by the existing suppliers (Lindgreen, and Finn, 2010). Although Jennings computer uses economy pricing but company uses Chinese and poor parts to sell their brand that has decreases its market value. Therefore, Modern computer will using the penetration pricing to sell their computer with high quality and free services for 1 year which reduce the gap and increase the high brand value for the company in the long run. Vendors Price () (excluding VAT) Electronic Masters 239 Jennings computers services Ltd. 440 Tech extra Ltd 429 Creative computing 450 PC services 380 Mp media 400 Modern computers 299 From the above , in order to capture the large market base , MC Ltd will be using value pricing in order to supply the right kind of materials to right kind of client or the businesses as per their needs and requirements. Reference list Analoui, F. and Karami, A. (2014) Strategic management in small and medium enterprises - Page 74, London: Thomson learning Dess, G. and Lumpkin, G. (2009) Strategic Management: Creating Competitive Advantages. 6th ed. London: McGraw-Hill Education. Fifeld, P. (2012) Marketing strategy: the difference between marketing and markets. 5th ed. Oxford: Elsevier. Freeman, R. E. (2010) Strategic Management: A Stakeholder Approach. 5th ed. London: Prentice Hall. Journals Furnell, S. and Moore, L. (2014). Security literacy: the missing link in today's online society?. Computer Fraud Security, 2014(5), pp.12-18. Lubbe, E., Mentz, E. and Kroon, J. (2014). The Impact of the Integration of Literacy Tasks on the Literacy Test Results of Computer Applications Technology Learners. Mediterranean Journal of Social Sciences. Massey, C. and Gambrell, L. (2014). Measuring Students Writing Ability on a Computer-Analytic Development Scale: Orchestrating the Dance Between Technology and the Teacher. Literacy Research and Instruction, 53(2), pp.101-103. Bolton, R. N. and Lemon, K. N. (2013) A dynamic model of customers usage of services: Usage as an antecedent and consequence of satisfaction. Journal of Marketing Research, 36, 171186. Bottomley, P. A. and Doyle, J. R. (2014) The formation of attitudes towards brand extensions: testing and generalising Aaker and Kellers model. International Journal of Research in Marketing, 13, 4, pp. 365377 Lim, S. C. and Lusch, R. F. (2011) Sales margin and margin capitalization rates: linking marketing activities to shareholder value. Journal of the Academy of Marketing Science, 39:5, 647-663 Lindgreen, A. Finn, W., (2010) Value in business markets: What do we know? Where are we going? Industrial Marketing Management. 34, pp.732- 748. Website Managementhelp.org, (2015). Total Quality Management (TQM). [online] Available at: https://managementhelp.org/quality/total-quality-management.htm [Accessed 14 Jan. 2015]

A Summary Of The Color Purple Essays - The Color Purple,

A Summary Of The Color Purple The novel begins with the rape of a young black girl named Celie by her father, Fonso. Her mother gies of mental illness and Celie gives birth to 2 children. Fonso leads Celie to believe he had them killed. Then, one day in town she sees her daughter with another woman. It is at this time that her sister, Nettie gains a boyfriend named Mr.______. He seeks Nettie's hand in marriage but is refused by Fonso. Instead, Fonso offers Celie. Mr.______ acceots and she lives with him and his children miserably. He beats her. It is during this time that Celie learns of Shug Avery, a former flame of Mr.______. Celie finds strength through her picture of Shug Avery to endure her struggles. Then, Nettie runs away from Fonso and lives with Celie and Mr.______ until Mr.______ forces her to leave. Nettie promises she'll write but Celie never receives a letter. During this time, Shug becomes sick and moves in with Mr.______ and Celie. Celie nurses her back to health and they become very good friends. Then, Mr.______'s oldest son gets married to Sofia. Harpo tries to beat her to force her to be obedient but they end up separating. After this, Harpo opens a jukejoint and Shug sings there. Harpo finds a girlfriend nicknamed Squeak. Sofia returns with a husband named Henry Broadnax. It is at this time that Sofia mouths off to the mayor's wife and is thrown in jail. Squeak, Celie, and Shug hatch a scheme to get Sofia out of prison. Sofia ends up working for the mayor's wife as her maid for many years. Her spirit is broken. Shug leaves to go make money and returns later with a new husband, Grady. While Mr.______ and Grady are away, Shug and Celie find letters from Nettie that Mr.______ had been hiding. Celie is enraged and wants to kill him. She finds more letters from Nettie. Nettie writes of the family that took her in and of her trip to Africa as a missionary. After this discovery, Celie goes to live with Shug Avery in Memphis, TN. Celie continues to receive letters from Nettie and responds. Then, she receives word that Nettie has died and she is devastated. Then, Celie starts her own pant-maiking business in her hometown in Georgia. She inherits her old house when her father, Fonso (who is found to only be her stepfather), dies. Shug breaks Celie's heart when she runs off wth a 19-year-old. One day, Celie is sitting on the porch with Mr.______ and she sees her sister and children approach and she rejoices. English Essays

Population Decline in Russia

Population Decline in Russia Russian President Vladimir Putin recently directed his nations parliament to develop a plan to reduce the countrys falling birthrate. In a speech to parliament on May 10, 2006, Putin called the problem of Russias dramatically declining population, The most acute problem of contemporary Russia. The president called on parliament to provide incentives for couples to have a second child to increase the birth rate in order to stop the countrys plummeting population. Russias population peaked in the early 1990s (at the time of the end of the Soviet Union) with about 148 million people in the country. Today, Russias population is approximately 143 million. The United States Census Bureau estimates that Russias population will decline from the current 143 million to a mere 111 million by 2050, a loss of more than 30 million people and a decrease of more than 20%. The primary causes of Russias population decrease and loss of about 700,000 to 800,000 citizens each year are a high death rate, low birth rate, high rate of abortions, and a low level of immigration. High Death Rate Russia has a very high death rate of 15 deaths per 1000 people per year. This is far higher than the worlds average death rate of just under 9. The death rate in the U.S. is 8 per 1000 and for the United Kingdom its 10 per 1000. Alcohol-related deaths in Russia are very high and alcohol-related emergencies represent the bulk of emergency room visits in the country. With this high death rate, Russian life expectancy is low- the World Health Organization estimates the life expectancy of Russian men at 59 years while womens life expectancy is considerably better at 72 years. This difference is primarily a result of high rates of alcoholism among males. Low Birth Rate Understandably, due to these high rates of alcoholism and economic hardship, women feel less than encouraged to have children in Russia. Russias total fertility rate is low at 1.3 births per woman. This number represents the number of children each Russian woman has during her lifetime. A replacement total fertility rate to maintain a stable population is 2.1 births per woman. Obviously, with such a low total fertility rate Russian women are contributing to a declining population. The birth rate in the country is also quite low; the crude birth rate is 10 births per 1000 people. The world average is just over 20 per 1000 and in the U.S. the rate is 14 per 1000. Abortion Rates During the Soviet era, abortion was quite common and was utilized as a method of birth control. That technique remains common and quite popular today, keeping the countrys birth rate exceptionally low. According to a Russian news source, there are more abortions than births in Russia. The online news source mosnews.com reported that in 2004 1.6 million women had abortions in Russia while 1.5 million gave birth. In 2003, the BBC reported that Russia had, 13 terminations for every 10 live births. Immigration Additionally, immigration into Russia is low- immigrants are primarily a trickle of ethnic Russians moving out of former republics (but now independent countries) of the Soviet Union. Brain drain and emigration from Russia to Western Europe and other parts of the world is high as native Russians seek to better their economic situation. Putin himself explored the issues surrounding the low birth rate during his speech, asking What has prevented a young family, a young woman, from making this decision? The answers are obvious: low incomes, a lack of normal housing, doubts about the level of medical services and quality education. At times, there are doubts about the ability to provide enough food.

Vietnam history - Rules of Engagement as seen through the different Essay

Vietnam history - Rules of Engagement as seen through the different levels of command - Essay Example There are certain rules of engagement that the Army has to consider during its operation, and while fighting the war it has to take care not to go against any of the international laws or the conditions laid down by their commanders. They are only allowed to use force and power to win the war if they use it within the set discipline and rules. In Vietnam the individual soldiers totally understood the rules of engagement. However, the problem was with them accepting those rules. The ROE led to restrictions on the military because of which their morale went down. The reason behind this was that, metaphorically speaking, one of the hands of the military was tied back and they were fighting in such a position. This was of course difficult for them and was like asking them to waste their lives without any reason since they could not defend themselves freely just due to certain rules. It is difficult for a battalion commander to come to a conclusion as to when his side should win the battl e, and what they would lose in order for that to happen. The rules of engagement, from the point of view the battalion commanders were pretty realistic. The soldiers would totally disagree since they are fighting and anything that hinders them in defending themselves or others would be disagreeable to them. Coming back to battalion commanders, they feel that it is their right to protect the innocent civilians. And that is where the ROE come into play. These rules prevent the soldiers from attacking under certain circumstances as, although they might only be retaliating to the attack they received, they might also hurt some other people around which is just not done (Lt. Col. Douglas Smith). Same was the case with the division commanders. They also felt the same and outlined the rules of engagement that the army was supposed to follow. It is clear that it was the first priority of these commanders to prevent unnecessary casualties and destruction (Holdorf, 1975). General William West moreland was the permanent commander of MACV and all the US forces in Vietnam were under him. His foresight told him that there was going to be a rise in conflict. The plan that he approached was aggressive and can be called â€Å"search and destroy†. What Westmoreland did was make the forces of Viet Cong come out in order that his men could kill them. According to this man, defeating Viet Cong only required great use of weaponry. Westmoreland was pretty optimistic regarding the war and in his speeches he used to report about the success of the American forces in pulling down the Vietnamese Army. It was during the First World War that in Vietnam President Lyndon Johnson decided against mobilizing the National Guards as, from what he thought, doing such a thing would lead to the Soviets and Chinese getting hints which would definitely cause certain effects upon their direct involvement in the war (Doubler, 2008). Secretary of Defense Robert McNamara was responsible for recomme nding to President Johnson to mobilize the National Guards as well as the reserves. This was in the July of 1965. However, according to the President the ground war was going to end soon and there was a requirement of forces to be present in case there was a war in Korea. The reason that McNamara gives for them failing was that they did not take seriously the obstacles and problems they had to face. Also, according to him they had supported the wrong government

Comparative Essay about two short story Example | Topics and Well Written Essays - 750 words

Comparative about two short story - Essay Example The first story, Prisoner on the hell plant, is based on the character Artie who has a lot to suffer in his life. Artie is a loner in this cruel and harsh world, a person who just lost his mother and considers himself to be a reason for the loss. He has a history of mental illness and when he came out of the asylum, Artie had a clear view of life in his mind. He wanted his life to improve and to be successful. Artie had been trying to improve his living standards, to get a good job and to worsk and support his mother. But, one day he receives the news of his mother committing suicide and the life he had been dreaming of shattered and the sky fell upon him as he realized what he had lost. Since the receiving of this new, Artie had been trying to figure out a way to find why his mother committed suicide. He had been making out reasons to make himself feel a little less guilty but, all he was left behind was the guilt that he made his mother commit suicide. Even though he was not, people around him were telling him that and consoling him. They were there for him and telling him that he was not at all guilty but Artie felt like he was going insane again and now that he has lost his only hope in the world, there is no chance for him to be a successful man he had dreamt of. Similar scenario is face by Marjane in ‘The Veil’. Marjane is a young girl with big dreams. Dreams of a world where all would be equal and no person would see the other with a sense of superiority. Marjane studies in the school at a time when revolutionists had called for different schools for the two sexes and wearing the veil was made necessary for the girls in school. This new law was not accepted by many and protests were going around in the country by groups both favoring and against this. Her class fellows did not like wearing the veil that much and most of them would remove it whenever they get a

Compare and Contrast Paulo Feire - William Brickman in APA style Essay

Compare and Contrast Paulo Feire - William Brickman in APA style - Essay Example In other words, he sought to answer the question of how the oppressed in society continues to remain so? If the purpose of education is to enlighten, and in consequence, liberate the individual, then why are human relationships ripe with domination of one party over the other? It is a fair question and the answer lies in the way content, structure and access to education are designed by the dominant class. In this case, Freire’s basic thrust is said to be political economy of education. (Flanagan, 2005, p.22) For this reason his theories were attacked by mainstream institutions whose vested interests it sought to undermine. On the other hand, the emphasis of Brickman’s work was on how culture plays an important role in education. This is especially true with language learning, where social customs and intellectual traditions determine how the language is used. (Silova & Brehm, 2010, p.11) Although the areas of inquiry are divergent between the two educators, they share a common feature. For example, their works are a product of their childhood and personal experiences. This is not to say that their approach is not systematic or that their inferences are biased. What it shows is that they bring valuable insight from their formative years to their research. In the case of Freire, his father’s sudden loss of wealth due to a financial market crash plunged him into poverty. This immediately affected the quality and content of education that he had no choice but to undertake. (Flanagan, 2005, p.22) In the case of Brickman, the fact of growing up in a multi-cultural environment helped shape the direction of his professional work. As a young man he assimilated different cultures through direct involvement in their milieu. For this reason, Brickman believed that the best method to understand various education systems and methods is to experience them first hand. Of course,

The Structure Of Personality Psychology Essay

The Structure Of Personality Psychology Essay Everyone is created unique and special in their own way. Everyone has a personality of their own that is developed throughout ones life. To effectively and efficiently teach and ensure that each learner grasp the concepts, the teacher needs to understand each student and their personality. Personality can be defined as the pattern of behaviour that is enduring, distinctive thoughts, emotions and behaviours that differs from every individual and is used to adapt to the world. The personality of a person is forms with nature and nurture playing an integral role. With reference to the work of Child Dennis (2007:410), posited that personality involves knowledge of the total organization of humans A classroom is not just a cognitive habitat but consist of intricate personal interactions which deeply affect the learning and teaching processes. In classroom there are so many different personalities and characters that one must understand personality so as not to discourage the students because they are different. According to Buskist William (1990:496), personality is a particular pattern of behavior and thinking prevailing across time and situations that differentiates one individual from another.  [1]  No two persons think alike, everyone is different in attitudes, interest, learning abilities as well as thoughts. The personality of each individual develops though their genetics composition as well as their interaction with the environment. Plomin et al (2002:392) stated that from a sample of 24,000 twins his evidence points to genetic factors accounting for 40 percent of the variance and environment factors the remaining 60 percent. This means that the influential environmental factors are experienced by the twins independently of each other.  [2]   The researchers intent to highlight the structure of personality, personality theories, big five factors of personality, personality and the school environment and type A behaviour of students and teachers so that the researchers can emphasis the need to promote education on personality in schools and in the society so that everyone can accept each other with their differences. THE STRUCTURE OF PERSONALITY Personality according to Freud is made up of the Id, ego and superego. They involve in the process of shaping the individuals mind. According to Buskist William (1990:505), the unconscious mind is a perceptual battleground in which the Id, ego and superego are engaged in unending conflict. The result form the battle cause everyone to behave or react differently forming and showing a different personality. According to Freud the Id is the pleasure principal that seeks gratification and the instincts are: food, sexual pleasure and aggression.  [3]  The adolescents are often hungry and teachers would find them eating in class, fighting to get justice they think they deserve rather than complaining to the teachers. To deal with these behaviour teachers need to understand the students personalities. The ego involves cognitive thinking which allows reasoning, reality and process information about the environment. The ego links the individual and the environment and self awareness. According to Santrock (1994:31), Freud states that the Id is an absolute ruler, owed complete obedience; it is spoiled, willful, impatient and self-centered. The ego has the job of getting things done; it is tuned into reality and is responsive to societys demands. The superego is concerned with right and wrong; its role is to tell the greedy Id that nobler purposes should be pursued. The superego is the moral part of the self.  [4]   According to Santrock (1994:33)  [5]  Defense Mechanisms which are unconscious methods by which the ego distorts reality to protect itself from anxiety are: Repression is a powerful and pervasive defense mechanism since it works to push unacceptable Id impulses out of awareness and back into the unconscious mind. Rationalization is the psychoanalytic defense mechanism that occurs when the real motive for an individuals behaviour is not accepted by the ego and is replaced by a sort of convert motive. Displacement occurs when the involvement of unacceptable feelings from one object to another, more acceptable object. Sublimation occur when a useful course of action replaces and unacceptable one. Projection occurs when we attribute our own shorting, and faults to others. Reaction formation occur when we express an unacceptable impulse by transforming it into its opposite. Regression occur when we behave in a way characteristic of a previous developmental level. COMPARING PERSONALITY THEORIES INNATE VS. LEARNED FACTORS The question is; which factors affect the personality more innate or learned? Both of these factors are important in the development in an individuals personality. In the study of fraternal twin who were separated at birth proves that both twin were very different. They had the same genetic composition but their environment was different. One of the twins was in a wealthy environment with everything and the other in a poorer environment and they both turned out so different all because of the environment they were exposed to. The environment or society you belong to will influence your personality since your will be groomed and taught what that society feel is right or wrong. The richer family will provide moral, emotional support, financial security which all human beings need as stipulated by Abraham Maslow in the theory of hierarchy of needs. However, a different society or a poor society will think differently and react differently. If your change the persons environment they wil l adapt to the new environment and change their personality to adapt to their present environment. It is simply our human nature of survival. According to Santrock (1994), Skinner and social learning theorist believe personality is behaviour that is environmentally determined. However, humanistic theories believe that personality is influences by experience and can be changed and people have innate ability to self actualized.  [6]  It can be seen that both heredity and environment plays and important part in an individuals personality development. CONSCIOUS VS. UNCONSCIOUS According to Freud in Buskist William (1990:505), personalities are determined by both conscious and unconscious powers, with the unconscious exerting considerable influence on the conscious.  [7]  Therefore repressed ideas, thoughts and wished influence our conscious way of thinking and behaviour. Also repressed ideas and thoughts can surface in dreams and mistakes of speech known as Freudian Slips. The Conscious mind hold things we are fully aware of, that we can think and rationalize while the unconscious mind is the bulk of the mind. The mind suppresses the things we dont want to remember like pain, hurt, conflict, abuse and things we hid from the world that we hid it so far we ourselves do not remember. According to Freud, our deeply repressed experiences in infancy and early childhood determined what our personality will be in adulthood. While psychoanalytical theorist argues that individuals are unaware of our personality development.  [8]  Students are different and they all have different personality and to understand their needs teachers need to understand personality. Students in our classroom have pain and hurt deep within them causing them to behave reserved or misbehave and the teacher without studying the child plaster a label as indiscipline, pest, dunce without understanding or thinking about what is causing this child to behave this way. INTERNAL VS. EXTERNAL DETERMINANTS The internal dimensions of personality according to Freud are the Id, ego and superego whiles the external determinants being cognitive and social learning. People are prisoners of their past since the problem may have hurt the persons ego before when a similar problem arise the individual struggles with low self esteem and low self confidence. Also the cognitive development, social learning and moral guidance help to make decisions rather than overacting with the Id but the superego controls all the extreme actions and it helps both the internal and external determinants to harmonize. According to Freud (1933:69): The poor egoà ¢Ã¢â€š ¬Ã‚ ¦feels hemmed in on here sides, threatened by three kinds of danger to which, if it is hard pressed it reacts by generating anxietyà ¢Ã¢â€š ¬Ã‚ ¦Thus the ego, driven by id, confined by the superego, repulsed by reality, struggles to master it economic talk of bringing about harmony among the forces and influences working in and upon it, and we can understand how it s that so often we cannot suppress a cry: Life is not easy!  [9]   THE BIG FIVE FACTORS OF PERSONALITY Some individual have a high level of intellect or gifted while some students are slow learners. Some students are social and interact while others are reserved and quiet, some are funny and jolly while some are sad and depress and these are all personalities of people. Everyone deal with situation differently since everyone is being guided differently by their superego. Everyone is taught different values depending on their culture. According to Child (1998), Eysencks big five are Neuroticism-Emotional Stability, Introversion-Extraversion, Openness-Convergence, Agreeableness-Antagonism and Conscientiousness-Undirectedness.  [10]   Extroversion Agreeableness Conscientiousness Neuroticism Openness to experience Low Scorers Loner Quiet Passive Reserved High Scorers Joiner Talkative Active Affectionate Low Scorers Suspicious Critical Ruthless Irritable High Scorers Trusting Lenient Soft hearted Good-natured Low Scorers Negligent Lazy Disorganized Late High Scorers Conscientious Hard-working Well-organized Punctual Low Scorers Calm Even-tempered Comfortable Unemotional High Scorers Worried Temperamental Self-conscious Emotional Low Scorers Down-to-earth Uncreative Conventional Uncurious High Scorers Imaginative Creative Original Curious Table 1:1 The dimensions of personality according to Eysencks (1916)  [11]   http://alleydog.com/images/eysenek-wheel.gif Figure 1.1 Eysencks Wheel of Personality http://alleydog.com/images/eysenek-wheel.gif Temperament according to Galambos and Costigan (2003) as citied by Santrock (2005:192), is an individuals behavioral style and characteristic way of responding and it is the foundation of personality. There are three types of temperament: Easy Child: this child is generally in positive mood, quickly establishes regular routines, and adapts easily to new experiences. Difficult Child: this child reacts negatively to man situation and is slow to accept new experience. Slow-to-warm-up child: this child has a low activity level, is somewhat negative and displays a low intensity of mood.  [12]   With reference to the table and the wheel the researchers have experience with students who behave in all these ways. However, it is seen that not all the time the trouble students are poor performers but sometime the more privilege students have greater pain from pressure and high expectations that they behave differently at home and in school. They can be stable at home and at school the complete opposite and need love and attention. Students when away from home they want to be themselves and live a little and teachers need to help them by showing them how to behave an help them understand life during the period of Adolescence, that they are going through. At this point, students are forming an identity and developing a personality that will define who they are as individual. It is important that teachers understand personality, their own personality so that they can tolerate others so the students will imitate them and tolerate their peers in the classroom and this knowledge about personality can help students to avoid conflict and confrontation among peer because they will understand that everyone is different and is part of our society. PERSONALITY AND SCHOOL ENVIRONMENT A classroom is not just a cognitive habitat, but consists of intricate personal interactions which deeply affect the learning and teaching process. Personality characteristics play an important role when it comes to the learning process and the attitudes and perceptions of learning. Every student views learning differently since their parents and teachers would try to convenience them that learning is beneficial to them in the future. Some students are interested in learning one way while others are not motivated by when teachers utilize multiple intelligence methods students will find what stimulates their interest and will become interests. According to Child and Smithers (1971) reviewed and cited by Child (2007:403): Variations in performance are not entirely a question of intellect, motivation or thinking skills, but may depend on the personal attributes which can enhance or inhibit the quality of that performance. In the classroom and in the teaching profession there are individuals with Type A behaviour personality and they can be difficult individual so that is why it is often a problem that some students and teachers just cannot get along because they dont understand each other personality or even realize they have a Type A behaviour. After the work of two American Heart Specialist Friedman and Rosenman 1974 was reviewed, endorsed and cited in Child (2007:403) the characteristics of Types A behaviour are: Tries to do or think of two or more things at once, (b) Cannot sit doing nothing-feels guilty when not working, (c) Develops ticks, facial movement (eyebrow raising), (d) has a thing about punctuality, (e) gets impatient watching others doing a job he or she thinks can be done better, (f) plays to win- even when playing with children, (g) drums fingers impatiently, (h) does lots of arm waving when talking, (i) hurries others along who are speaking, (j) tries to steer conversations to her or his own interests, (k) tries to pack a lot of work into little time, (l) shows no interest in aesthetic aspect of surroundings (m) gets very cross in queues, (n) has the motto if you want something done properly, do it yourself and (o) pushes other people hard at work Students with this kind of behaviour do not usually get along with their peers since they want everything perfect and bossy. If the students are aggressive and dominant then they will be fidgety and argue with the teachers and be disruptive to prove their points. Also, it is can be very alarming if teachers have that types of behaviour since they can be cold, detach and no-nonsense person with no lenience who the students will fear and this can cause students to underperform since they do not understand what is requires of them from the teacher. These persons will have a high self-esteem and confidence and will work hard and be professions. The students will be hard working striving for only A. This type of behaviour cause stress, frustration and aggression that is not good for the students or the teachers health. Summary Personality can be defined as the pattern of behaviour that is enduring, distinctive thoughts, emotions and behaviours that differs from every individual and is used to adapt to the world. A classroom is not just a cognitive habitat, but consists of intricate personal interactions which deeply affect the learning and teaching process. The unconscious mind is a perceptual battleground in which the Id, ego and superego are engaged in unending conflict. Defense Mechanisms which are unconscious methods by which the ego distorts reality to protect itself from anxiety are: Repression, Rationalization, Displacement, Sublimation, Projection, Reaction and Regression Both heredity and environment plays and important part in an individuals personality development. The cognitive development and social learning and moral guidance help to make decisions rather than overacting with the egos but the superego controls all the extreme actions and it helps both the internal and external determinants to harmonize. Eysencks big five are: Neuroticism-Emotional Stability, Introversion-Extraversion, Openness-Convergence, Agreeableness-Antagonism and Conscientiousness-Undirectedness. Three types of temperament: Easy Child, Difficult Child and Slow-to-warm-up child. Variations in performance are not entirely a question of intellect, motivation or thinking skills, but may depend on the personal attributes which can enhance or inhibit the quality of that performance Type A behaviour personality can cause a person to be difficult to deal with and understand. Conclusion The researchers can confidently conclude that this was the most informative and beneficial researcher that they have ever pursued: understanding personality From the readings the researchers believe that there is still so much yet to uncover about personality. Understanding personality opens the eyes of an individual to accept and tolerate the behaviours, attitudes and cultures of others. The researchers being teachers looked at how the concept of personality can influence their attitudes and behaviours when dealing with the adolescents. Understanding the personalities and difference will help teachers to interact better with the students and also they are better able to counsel the students into tolerating each other and to help students and teacher to better deal with situations. Personality studies will never come to an end because each person is different, complex and sophisticated in their own way.