Sustainable Accounting and Strategic †Free Samples for Students

Question: Discuss About The Sustainable Accounting And Strategic? Answer: Introduction The content of this paper is a report to the senior management team of Premier Investments operators in concern with the future strategic position of the organization. The content of the paper further addresses how the company can employ the recommended strategy within this content to increase the performance of some of their brands within the group. The content also exploits the sound business management knowledge to explain how Premier Investments operators can grow as firm through the international and online sales expansion (Batholomeusz, 2017). The firm operates in the global market with other firms which offer stiff competitions and should therefore exploits various opportunities, improve on their strengths and work on the weaknesses in order to remain relevant in the retail industry. The content of this report with regards to the stiff competition within the global market therefore analyses the performance of Premier Investments operators using the SWOT analysis as well as potters strategy to evaluate the performance of the organization in the market as well as within the firm. The paper also contends on various financial and non-financial measures to identify how the firm will perform in relation to the developed and recommended strategy (Chang, 2015, October 10). Premier Investments Operators Competitive Advantage Premium Investments operators as firm have been enjoying various advantages as revealed in the case study which have enabled the firm to stay on top of other retail firms in the global market (Chang, 2015, October 10). The firms as revealed in the case study have various abilities which it has gained through attributes as well as resources to perform at a better level compared to other firms as follows: Stable Financial Health The Premium Investments operators have strong financial health ratings which is one of the competitive advantages in relation to other retail and rag investments.in relation to other investments such as Myer, Premium Investments operators have accumulated large funds which have enabled it to acquire various stalls and construction retail centers all over the world such as Hong Kong, Malaysia, Singapore, Australia and New Zeeland(Chang, 2015, October 10). The company has got a lower total liabilities in comparison to the total tangible assets ratio, this ration implies that Premium Investments operators has got a greater ability to weather various changes in their operations. The company is therefore less susceptible to financial challenges compared to other retail rag investors in the global market such the Myer who is also one of the firms which offer stiff competition to Premium Investments operators. The organization according to the proper analysis, Premium Investments operators has over the past showed that it has high cash reserves placing the firm on top of operations in the global market compared to its close competitor known as Myer (Batholomeusz, 2017). Strong financial health offers the organization a strong ground to operate smoothly within the competitive global market compared to other organization. The strong financial health has further enabled Premium Investments operators a firm ground to expand their operations to various parts of the globe as indicated (Low, 2017, March 22). Premium Investments operators with the help of the financial health is currently running an online operation which is a strategy for bettering the poor performing brands such as Just jeans and others. Many firms in the industry over the current past have not been able to formulate an online brand promotion method, thereby making a strong financial health the main competitive advantage compared to other firms in the global market. The firm as per 15Th May this year had the highest shares pricing to $12.70 which resulted into the total market capitalization of AUD$ 2.0billion (Low, 2017, March 22). According to the case study given, the firm has got stro ng financial ability as the main competitive advantage over other firms operating in the same industry such as Myer, HM and Uniqlo. SWOT Analysis for Premier Investments Strengths Quality management Premium Investments operators according to the analysis are one of the firms with the best management team. Availability of proper management is therefore clear strength to the firm as best management strategies can be made (Hollensen, 2015). The firms chairman Mr. Solomon Lew based on the current information has become the first person in Australia to join Congress Hall Fame. Financial stability The firm as revealed in the case study in the year 5th may 2017 is financially stable compared to other firms and is therefore able to expand to various opportunistic regions such as UK and North America. With stable finance, Premium Investments operators able to manipulate the products prices and secure the raw materials. Increased profit margins Premium Investments operators in the year ended 2017 has accumulated a great profit margin as revealed within the case study (Li, et.al, 2016). High profit margins are considered a strength to the firm as Premium Investments operators is able to play with prices in relation to the market in order to remain at the top. High performance of Smiggle and Peter Alexander brands The high performance of the two above mentioned brands is strength to Premium Investments operators as it results into an increase in the margin of the profit obtained from the general and the strong financial health of the company. Weaknesses Poor performance of the majority brands The poor performance of the majority of the brands being offered by Premium Investments operators is a weak point of the firm which can be utilized by other firms in the global market. Insufficient strategies The firm as revealed in the case study seems to be lacking perfect strategies in order to ensure that all their brands are performing well in the global market. Constant pricing The organization has not been able to play with the prices of their products in order to control the market and this is a weakness of the firm. Focus on two brands Premium Investments operators has shown a weakness by only being able to focus on two brands in the global marketing leaving other brands not performing good. The company sales team should in this case come up with appropriate methods to ensure good performance of all brands rather than only focusing on two brands. Opportunities Online sales According to the presented case study, most of the brands being sold by Premium Investments operators can do well when sold online more so Smiggle and Alexander suits. Differentiation Differentiation is one of the opportunities which exist in the global rag market which should be exploited by the firm. Premium Investments operators should therefore exploit this kind of opportunity to design their brands to suit the customer needs. Price lead and control Price leading and control is one of the best strategies firms with strong financial health like Premium Investments operators can exploit in order to remain at highest level in the global market. Opportunities in UK and N. America Premium Investments operators being financially stable has the ability to expand in all regions of the Asia then move in to various parts where opportunities exist such as North America and in the UK. The two regions UK and N. America do not have best retailers offering brands being offered by Premium Investments operators. Threats Stiff competition within the global market Premium Investments operators being in the global market faces a threat stiff from various firms within the same industry. The company should therefore come up with an appropriate strategy in order to beat firm such as Myer and HM who are some firms rising so first in the global rag retail industry. New venture by new firms on online sales of various brands They are various firms who are currently joining the industry but majors on online sales which will see these firms beating Premium Investments Operators in sales of Smiggle and Peter Alexander suits. Poor performance of majority of the brands The poor performance of the majority of Premium Investments Operators brands is a threat to the operations and existence of the firm in the industry(Li, et.al, 2016). Most of the brands such as Just Jeans, Jay Jays, Dotti, Portmans and Jacqui E being offered by Premium Investments operators in the global market do not perform well thus imposing threat of existence of the firm in the market due to low sales. Rise of Myer operators Even though Premium Investments operators is still leading in the rag retail operations, the organization is currently facing challenge from Myer which in this year is rising so fist in the global market (Li, et.al, 2016). Myer according to various resources is currently having almost close assets to that of Premium Investments operators thus a threat to the organization. Porters Strategy That Can Be Adopted by Premium Investments Operators Focus Strategy The firm such as Premium Investments operators can identify their relative position within the global firm as to whether the firm has a profitability margin which is lower or above the industry average profitability (Palmer,Wright Powers, 2015). In order for Premium Investments operators to ensure constant profitability and remain at the top level in the industry, the team of management of the firm should come up with an appropriate, sustainable and long run strategy. The most appropriate and sustainable long term strategy recommended by Premium Investments operators is the focus strategy. Focus as a strategy is one of the generic strategies that are divided into two segments and narrow competitive scope within the rag retail industry (Palmer,Wright Powers, 2015). The main purpose of the focuser is to selects a segment within the global retail market and tailors the identified strategy to exclusion serving the segments. The focus strategy has two variants that are cost focus and differentiation. Premium Investments operators is therefore advised to employ the use of the focus strategy where the firm is recommended to use cost focus to seek cost advantage in various target segments in order to stay at top of the industry (Ruiz Kowalkowski, 2014). Another variant that Premium Investments operators should employ is differentiation where the firm should seek differentiation in its identified segments. It is from the case study that most of the Premium Investments operators customers have unusual needs and not able to buy other brands such as Just jeans, Jay Jay and other brands (Palmer,Wright Powers, 2015). The firm should therefore adopt the focus strategy and serve their customers in relation to their needs and desires. Financial and Non-Financial Measures to Evaluate the Focus Strategy The recommended focus strategy success can be identified through application of financial and non- financial measures as follows: Financial measures Investment analysis Investments analysis is one of the best financial measures which can be exploited by Premium Investments operators team of management (Zaman, 2017). The management team are require to conduct investment analysis in various segments are identified and new products invested by Premium Investments operators in relation to varied consumers demand. Investment analysis is performed in the books of accounts to ensure the financial performance of the firm as increased as a result of the focus strategy adopted(Zaman, 2017). KPIs KPIs are one of the most utilized strategy performance measures which should be adopted by Premium Investments operators in order to evaluate the performance of the recommended focus strategy (Sauaia, 2014). KPIs are a combined measure which utilizes both financial and non-financial measures can be used to evaluate focus strategy. Non-Financial Measures These are some of the qualitative matrix that cannot be expressed in terms of monetary value units as follows: Innovation Innovation is the ability of the Premium Investments operators to bring new brands into to the global market in relation to the created segments identified by the focus strategy (Fullerton Wempe, 2009). Identification of new innovations in the industry by the firm suggests the effectiveness of the focus strategy adoption. Take Rate The success and failure of the developed focus strategy can be evaluated using take rate of the strategy by the consumers (Sauaia, 2014). The success will therefore be used take rate as measure of the success of the strategy. Where there is high take rate by the consumers on the strategy then the company can be considered perfect. Company reputations The firms success in relation to the focus strategy recommended can be evaluated with regards to Premium Investments operators reputation in the industry which is only through its level at the global market (Christensen Nikolaev, 2013). The strategy recommended should results into increased firm reputation as compared to before the adoption of the strategy. Conclusion The reports finally concludes with the analysis of the of the impact of the international business environment, socio-cultural requirements and global competitiveness in relation to the management accounting multinational, national, and regional organizations that, establishment of a working strategy is crucial for the growth of the any firm. It is therefore recommended for Premium Investments operators to adopt the best focus strategy as discussed within the content in order to increase all their brands performance and remain at the top of the rag retail industry References Batholomeusz, S. (2017, March 21). Solomon Lews Premier Investments swims against the retail tide. The Australian. Retrieved from https://www.theaustralian.com.au Cardinaels, E., van Veen-Dirks, P. M. (2010). Financial versus non-financial information: The impact of information organization and presentation in a Balanced Scorecard. Accounting, Organizations and Society, 35(6), 565-578. Chang, O. (2015, October 10). Smiggle is going global. Business Insider Australia. Retrieved from https://www.businessinsider.com.au/ Christensen, H. B., Nikolaev, V. V. (2013). Does fair value accounting for non-financial assets pass the market test?. Review of Accounting Studies, 18(3), 734-775. Fullerton, R. R., Wempe, W. F. (2009). Lean manufacturing, non-financial performance measures, and financial performance. International Journal of Operations Production Management, 29(3), 214-240. Grant, R. M. (2016). Contemporary Strategy Analysis Text Only. John Wiley Sons. Hollensen, S. (2015). Marketing management: A relationship approach. Pearson Education. Li, C. Z., Hong, J., Xue, F., Shen, G. Q., Xu, X., Luo, L. (2016). SWOT analysis and Internet of Things-enabled platform for prefabrication housing production in Hong Kong. Habitat International, 57, 74-87. Low, C. (2017, March 22). Premier pegs Smiggles next international territory. The Sydney Morning Herald. Retrieved from https://www.smh.com.au Palmer, J. C., Wright, R. E., Powers, J. B. (2015). Innovation and competitive advantage in small businesses: Effects of environments and business strategy. Journal of Small Business Strategy, 12(1), 30-41. Ruiz, C. A. D., Kowalkowski, C. (2014). Market representations in industrial marketing: Could representations influence strategy?. Industrial Marketing Management, 43(6), 1026-1034. Sande, E. (2014). Competitive strategies . Unpublished MBA Project. Sauaia, A. C. A. (2014). Evaluation of performance in business : financial and non financial approaches. Developments in Business Simulation and Experiential Learning, 28. Yuan, H. (2013). A SWOT analysis of successful construction waste management. Journal of Cleaner Production, 39, 1-8. Zaman, M. (2017). The role of financial and non-financial evaluation measures in the process of management control over foreign subsidiariesempirical evidence in Slovene multinational companies. Management: journal of contemporary management issues, 9(2), 53-73.

Morale Perfection free essay sample

Moral Perfection: Tranquility What is Moral Perfection? I believe that Moral Perfection is to live your life without committing any fault at any time and always be committed to do the right thing. Benjamin Franklin, a wise man and one of the founding fathers of our country, devised a well thought out plan to try and obtain moral perfection. In his Autobiography, Franklin defined moral perfection as the ability to do the right thing at all times.He enumerated 13 virtues in which he believed would help him in his quest to achieve moral perfection. These certain virtues are: Temperance, Silence, Order, Resolution, Frugality, Industry, Sincerity, Justice, Moderation, Cleanliness, Tranquility, Chastity, and Humility. Franklin himself believed that by following these 1 3 virtues, he would be able to achieve moral perfection. In an attempt to achieve Moral Perfection I followed Franklins plan for a week by focusing specifically on the virtue of tranquility.I used Franklins definition of the virtue Tranquility which Is, Be not disturbed at trifles, or at accidents common or unavoidable and focus on not being disturbed or angered at certain situations that are unimportant or unavoidable. We will write a custom essay sample on Morale Perfection or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The week that I practiced the virtue of Tranquility was fairly easy. Throughout the entire week made sure to check every three hours to ensure my virtue log would be as accurate as possible. Would have been proud of myself if I had achieved Moral Perfection, but unfortunately I was unable to do so. Throughout most of the week it was extremely easy to stay morally perfect, but there were several occasions when I was unable to do so. For example, on Friday September 30, 2011, which Is when I started my quest for moral perfection, as I was exiting the locker room, one of the soccer player pushed me and I hit my chin against the steel lockers, and unfortunately I got angry, and ended up pushing him back. But overall, the week that attempted to achieve moral perfection was fairly easy. Throughout the entire week that I practiced my virtue I stayed faithful most of the time.One example would have been on October the , while I was getting ready to go to a party, my little brother bumped into me and spilled milk all over my shirt and beans, but Instead of yelling at him. I just patted him on the head, gave him a towel to dry up the rug and changed my clothes. I believe that I didnt get mad at him because on that day I was in a fairly good mood due to the fact that I had finished up the bike had been working on for quite some time. I also believe I was successful because I know that hes Just a little kind and little kids cause chaos and mishaps all the time.Although I was successful throughout most of the week, there were a few occasions where my temper got the best of me. On Friday, September , I was in my first period and my friend was poking me with his pencil while I was wearing a white shirt. I continuously told him to please stop, but he gradually started to poke me even faster. After a while, I looked at where he was poking me and I noticed that there was a big black smudge on my shirt from his pencil. Once I noticed that, I 1 was slightly difficult to practice my virtue was because people were constantly bugging and annoying me.In an attempt to achieve Moral Perfection I followed Franklins plan for a week by focusing specifically on the virtue of Tranquility. I dont think that Franklin achieved Moral Perfection because no one is perfect. I believe that it is in our nature, as humans, to constantly make mistakes. I was unable to achieve moral perfection for one week. I learned that depending on my mood, it would affect how susceptible I was to going against my virtue. I do not believe that anyone is capable of achieving Moral Perfection. When you reflect on the things that you have been doing wrong, you can look at those wrongdoings and improve your behavior.

Why Use A Sample Comparison Essay?

Why Use A Sample Comparison Essay?Sample comparison essay samples, otherwise known as comparative essays or one-page essays, have become an essential component of any course and examination preparation. When it comes to preparing for examinations, you should use a preparation guide to gather information about the type of question that will be on the examination and the areas that you need to study.A sample comparison essay can help you when it comes to preparing for your course. The reason for this is that a comparison essay is something that you can create yourself to learn from. You won't find many courses where the test is not based on a written test and a comparison essay is a good way to prepare for this kind of exam.You can use a sample essay to cover several different types of essays. The purpose is to know the types of questions that will be included in your essay and how to use this knowledge. A number of essay question types are easy to find online and it is important to ta ke the time to look for the types of essay questions that you will need to know. You don't want to be caught without knowing the types of questions that will be asked by the examiner.You can also use comparison essay samples to put yourself in a better position to understand the types of topics that you will be asked to write about. Your knowledge of these subjects is useful when you are completing a survey or a writing project. You will be better prepared to complete a topic that you know well if you have a good idea of what the topic is.As an example, you can use a composition practice test to test yourself on your ability to identify themes in the works of famous writers such as Shakespeare and Hemingway. Both of these authors wrote novels that included themes about family, war, religion, country and work. These themes are representative of the topics that are found in a lot of college and university courses, but it is good to know them and their meanings so that you are better p repared to do well on your essay.The second reason that you should use a written example of a comparison essay is to make sure that you understand your own point of view. This is not just a way to get yourself prepared for the exam, but it is also an opportunity to understand your own writing style and your own personal beliefs. Without having a clear idea of where you stand, you cannot really form your own opinions.In addition, you may find that you are better able to express your opinions if you are in control of the essay. Writing like an observer is a skill that is often developed during college, but it can also be helpful if you want to develop this skill. A good example of a contrast essay will help you to understand what you should expect from a final essay.Finally, a comparison sample essay can be a great place to practice different types of topics. By using the essay to practice on different topics, you can enhance your skills and be more prepared for your examination.

China Department Stores Essays

China Department Stores Essays China Department Stores Essay China Department Stores Essay China Distribution Trading Issue 61 July 2009 Department stores in China, 2009 IN THIS ISSUE : I. Overview II. Operation modes of department stores in China III. Developments of market players IV. Challenges V. Recent developments VI. Conclusion 10 11 19 6 2 4 Overview Department stores in China have enjoyed many years of boom, achieving a compound annual growth rate of 30% between 2003 and 2008. Sales momentum for department stores has deteriorated towards the end of 2008 as consumer cut back on discretionary and luxury spending; but there are recent signs of picking-up growth. Operation modes of department stores in China Department stores operators in China generate revenue from 1) commissions on concessionaire sales, 2) merchandise direct sales, 3) rental income from store tenants, and 4) management fee etc. Commissions from concessionaire sales are the predominant source of income. Developments of market players The competitive landscape for department stores in China is highly fragmented with no significant market leader. Foreign players tend to have wider national footprints and they mainly target the country’s high-income class. Domestic department stores operators mainly focus on regional markets. Challenges Department stores operators in China are often said to be acting like landlords – renting floor space to concessionaires or tenants and paying little attention to differentiation and brand management. Undifferentiated players have resorted to price competition to boost sales, hurting companies’ same-store-sales growth and eroding their margins. Other formats such as specialty stores and retail cannibalization are posing great challenges to department stores. Recent developments Lower-tier cities are the expansion focus. Department store operators focus on upgrading and differentiation. There is growing attention to transform merchandising practices. Export-oriented manufacturers pay growing attention to domestic market brings new potential for department store operators to expand merchandise mix. Department stores operators are grasping attention in the capital market. Many department stores operators have embarked on real estate strategies. Some department stores have explored the â€Å"click-and-mortar† model. Government encourages department stores players to enhance service levels and improve operation environment through awarding players with quality services. Li Fung Research Centre 13/F, LiFung Centre 2 On Ping Street Shatin, Hong Kong Tel: (852) 2635 5563 Fax: (852) 2635 1598 E-mail: [emailprotected] com lifunggroup. com/ Li Fung Research Centre Member of the Li Fung Group China Distribution Trading Issue 61 July 2009 Department stores in China, 2009 Department stores have long been one of the major retailing channels in China; they are the chief distribution channel for discretionary consumption items such as branded apparel, cosmetics, jewelry and watches, etc. In the eyes of many Chinese consumers, shopping in department stores represent quality lifestyle and status. For years, many consumer brands have viewed department stores as their top-of-choice in building their recognition in China. As Chinese consumers become growingly affluent, department stores in China has enjoyed years of rapid development in recent years. However, growth momentum of China’s department stores sales has slowed towards the end of 2008; dampened consumer spirits amid global financial crisis, increasingly fierce competition and immature management mindsets all pose challenges to China’s department stores operators. These have prompted department stores operators in China to evolve to stay competitive. Over the past few months in 2009, as China’s economy begins to demonstrate stabilized growth, sales momentum of department stores has picked up again. We believe, long-term prospect for department store sector in China is rosy, as consumption plays a bigger role in the Chinese economy. I. Overview Department stores1 have been one of the most important retail channels in China with an established history longer than other retailing channels such as supermarkets, hypermarkets, convenience stores and shopping malls. They are an important sales channel for discretionary consumption items such as branded apparel, jewelry, cosmetics and watches, etc, many of them targeting the country’s higher-income groups. Thanks to the increasing affluence and urbanization, department stores in China have enjoyed many years of boom. According to the National Bureau of Statistics of China (NBS), the total sales value of department stores was 180. 1 billion yuan in 2007; the 2008 full-year sales value is yet released but the China Chain Store and Franchise Association (CCFA) and Deloitte estimate the value to reach 219. billion yuan, representing a compound annual growth rate of 30% between 2003 and 2008 (see Exhibit 1). Exhibit 1: Total sales value of department stores, 2003 2008 * Estimated value by Deloitte Source: National Bureau of Statistics of China, China Chain Store and Franchise Association and Deloitte 1 Department stores are stores with sales area between 6,000 and 20,000 m2, usually multi-stor ey, selling wide range of merchandises with emphasis on clothing and accessories, footwear, cosmetics, household items and home appliances etc. Special counters and open shelves are the chief sales formats. Li Fung Research Centre Member of the Li Fung Group 2 China Distribution Trading Issue 61 July 2009 However, department store sector has witnessed some challenges over the past year. Amid the global financial crisis, retail sales growth in China has decelerated towards the end of 2008 and sales of discretionary items are more negatively impacted. According to the CCFA, discretionary and luxury retailers were under greater pressure than previous years. Sales momentum for department stores has deteriorated as consumers cut back on discretionary and luxury spending. Exhibit 2 demonstrates the key statistics of different format retailers. As shall be seen, daily transactions for department stores have registered negative growth of 5. 2% in 2008; the decline is the second biggest among other formats. Average ticket consumption also recorded slow growth of only 1. 5% in 2008. In 1Q09, according to CCFA and Deloitte, both sales revenue and profit for department stores was down by about 5% yoy. Exhibit 2: Key statistics of different format retailers, 2008 Sales revenue (million Retail format Hypermarkets Supermarkets Department stores Convenience stores Home electronics retailers Pharmacies 501. 64 37. 06 2. 0 7. 1 729 1,724 -7. 8 -3. 8 1,901. 0 48. 2 2. 3 1. 3 10. 8 23. 1. 0 -0. 7 yuan) 212. 90 72. 42 883. 97 4. 73 yoy growth (%) 12. 4 11. 3 11. 1 12. 3 Number of Daily transactions 10,059 4,554 10,839 758 yoy growth (%) 1. 0 6. 5 -5. 2 -2. 7 Average ticket consumption (yuan) 58. 1 43. 6 226. 4 16. 2 yoy growth (%) 11. 6 4. 5 1. 5 11. 1 Gross margin (%) 12. 9 12. 9 14. 1 16. 4 yoy growth (%) 0. 3 0. 9 0. 3 0. 0 Source: Ch ina Chain Store and Franchise Association and Deloitte The China Commerce Association for General Merchandise (CCAGM) conducted a research study on 60 major department stores operators in China; in 2008, average sales revenue of major department stores operators in China was up by 15. % yoy to 183. 74 billion yuan; the growth was lower than that of 2007 (17. 8%). 86. 7% of the department stores recorded sales growth in 2008. The CCAGM also surveyed 205 of its member enterprises earlier and Exhibit 3 demonstrates some sales statistics of its member enterprises in the department store sector. Exhibit 3: Performance of the 205 membership enterprises of CCAGM, 2002-2007 2007 Sales income growth (% yoy) Sales margin (%) Sales margin growth (% yoy) 17. 8 8. 5 21. 7 2006 13. 7 8. 4 19. 5 2005 18. 0 7. 4 10. 1 2004 12. 7 8. 9. 9 2003 42. 9 7. 7 26. 0 2002 10. 8 8. 2 4. 1 Source: China Commerce Association for General Merchandise (CCAGM) Li Fung Research Centre Member of the Li Fung Group 3 China Distribution Trading Issue 61 July 2009 Despite poorer sales performance at the end of last year, growth momentum of department stores in China is showing some recent signs of picking up. With huge government initiatives to boost domestic consumption, the total retail sales of consumer goods grew by 15. 0% in the first half of 2009, according to the NBS. Consumer confidence in China is picking up as well. Department stores in China have undoubtedly benefited from China’s resilient retail sales growth; experts believe that growth in second half of 2009 will be even stronger. II. Operation modes of department stores in China Compared with many department stores operators in developed economies, which pay huge attention to differentiation and brand-building, department stores operators in China are often said to be acting like landlords – renting their floor space to concessionaires or tenants and paying little attention o differentiation. Department stores operators in China generate revenue from 1) commissions on concessionaire sales, 2) merchandise direct sales, 3) rental income from store tenants, and 4) management fee etc; and commissions from concessionaire sales are the predominant source of income. For instance, more than 70% of the revenue of Hong Kong-listed department stores operators such as Intime Department S tore ( (see Exhibit 4). Exhibit 4: Revenue breakdown of department store operations from selected companies, 2008 New World Intime Commissions from concessionaire sales Sale of goods direct sale Rental income Management fee income from the operation of department stores Source: Financial reports from respective companies ) and Golden Eagle Department Store ( ), come from the commissions on concessionaire sales Golden Eagle 71. 64% 26. 79% 1. 51% 0. 07% Department Store 68. 30% 15. 07% 5. 51% 11. 11% Parkson 56. 78% 37. 93% 4. 33% 0. 95% 70. 02% 23. 41% 4. 93% 1. 64% Concessionaire sales Under concessionaire arrangements, concessionaires are permitted to establish sales counters in designated areas with their own sales personnel and sell their branded merchandise. Department stores charge concessionaires a turnover commission, usually at a percentage of their total sales proceeds (see Exhibit 5). Usually there is a minimum commission based on the minimum turnover target, regardless of whether such target is achieved. Sales amount received from the concessionaire sales is first collected by the department store and later paid to the concessionaires after deducting relevant expenses, fees and commissions. Average payment settlement period ( ) for department stores is 45-60 days, while some can last for 90 days, according to Hong Kong Trade Development Council (HKTDC). For some smaller brands, payment settlement with department stores operators can pose cash flow pressure. Li Fung Research Centre Member of the Li Fung Group 4 China Distribution Trading Issue 61 July 2009 Exhibit 5: Average commission rate for different categories in department stores Product Category Clothes, shoes and leather goods Jewelry Gold Cosmetics Source: Hong Kong Trade Development Council Commission rate (Department Store: Concessionaire) 30:70 15:85 8:92 25:75 Generally, concessionaires are responsible for employing their own staff, but department stores operators often devise sets of detailed guidelines and rules of conduct in relation to the employment, assessment and training of the staff. Structured induction and training programs are offered to new recruits and staff in new stores in order to ensure service quality of department stores. Concessionaire arrangement allows department stores operators to lower inventory risk, as in the case of merchandise direct sales and the development of own store brands would involve. Merchandise direct sales Under direct sales arrangements, department stores purchase merchandise from suppliers and resell them in stores (e. g. merchandise at supermarket and home appliance sections). Those items are usually standardized with higher brand recognition, which are easier for operators to manage. Rental income from store tenants Some department stores also lease designated areas to operators of businesses that are complementary to the shopping experience at department stores, including restaurants, pharmacies and beauty salons etc. in order to offer onsumers an â€Å"one-stop shopping† experience. Fierce competition for floor space in department stores in China According to HKTDC, department stores operators usually require concessionaires to pay an average annual guarantee fee of 30,000 yuan to 80,000 yuan as the minimum entrance fee. There are many other miscellaneous fees to gain a place in department stores, which include advertising fee, promotion fee and ma nagement fee, etc. Concessionaires may also be requested to pay for renovation or move to other locations according to policies of department stores. Typically, brands with good market reputation and proven sales track record would have higher chance to secure a place in department stores. For brands that are new to China or lesser known in the market, entry is more difficult. One chief reason behind the so-called landlord phenomena is fierce competition for sales space in China; as brands rush to build their prominence, many department stores operators in China have little incentives to differentiate from competitors. The concessionaire agreements and supply agreements are typically reviewed every year. Department stores have right to terminate a concessionaire arrangement if the concessionaire does not perform well (e. g. , fail to meet its pre-agreed sales target for three consecutive months); thus department stores operators have lower risks in securing their income. Indeed, some consider differentiation, say nurturing their own store brands, costly and would not wish to take the risks such as bearing inventories. Li Fung Research Centre Member of the Li Fung Group 5 China Distribution Trading Issue 61 July 2009 III. Developments of market players The CCFA has released the ranking of â€Å"the top 100 retail chain operators in 2008† (the Top 100s) earlier this year. Among the Top 100s, there are 23 enterprises chiefly operating the department store format. With a 10% increase in number of stores, their sales value was up by 21% yoy in 2008. Selected enterprises are listed in Exhibit 6. Exhibit 6: Selected department stores operators among the Top 100s in China, 2008 Ranking among the Top 100s 3 5 11 Enterprise Bailian Group Co. , Ltd. Dalian Dashang Group Co. , Ltd. Chongqing Commerce (Group) Ltd. f which: ChongQing Department Store Co. , Ltd. : 14 15 20 Hefei Department Store Group Co. , Ltd. Shandong Commercial Group Corporation ( Limited 21 23 27 28 Wuhan Zhongbai Group Co. , Ltd. Liqun Group Shareholding Co. , Ltd. Changchun Eurasia Group Co. , Ltd. Beijing Wangfujing Department Store (Group) Co. , Ltd. 30 Parkson Retail Group Ltd. 10,691 18. 7 40 -2. 4 14,240 13,869 12,130 12,000** 25. 1 13. 3 21. 3 13. 2 630 866 1 8 17 10. 5 3. 1 63. 6 6. 3 ) 14,800** 5. 7 33 6. 5 New World Department Store China 19,400 18,716 23. 8 34. 8 125 164 26. 3 69. Chinese Mainland Chinese Mainland Hong Kong Chinese Mainland Chinese Mainland Chinese Mainland Chinese Mainland Malaysia Sales value* (million yuan) 94,329 62,555 26,255 8,236 yoy growth (%) 8. 3 24. 6 18. 4 18. 3 Number of stores* 6,418 150 294 115 yoy growth (%) -0. 6 3. 4 11. 8 16. 2 Place of origin Chinese Mainland Chinese Mainland Chinese Mainland Chinese Mainland * Value includes other formats of the department store operators ** Estimated value Source: China Chain Store and Franchise Association (CCFA) Li Fung Research Centre Member of the Li Fung Group 6 China Distribution Trading Issue 61 July 2009 The competitive landscape for department stores in China is highly fragmented with no significant market leader. For example, the Dalian Dashang Group ( ), a very strong department store player in northern China with 52 department stores in China in 2008, accounted for less than 1% of the total number of department stores in China, according to Euromonitor. In China, many department stores do not operate as chains but as single-store independents. Chain operation for department stores is not as popular as other retail formats such as supermarkets and hypermarkets. Indeed, many layers are active in restricted localities only. Foreign players tend to have wider national footprints; targeting the country’s high income class China approved the setting up of the first department store by foreign enterprises in 1992. Shanghai No. 1 Yaohan ( ) from Japan was the first foreign player setting foot in China. Over the past decade, foreign players have been expanding ag gressively in China. With better management expertise, most foreign department stores target China’s higher-income consumers. Today, a number of them have already developed an extensive national network. Different from most domestic counterparts, foreign players tend to have wider national footprints. Exhibit 7 demonstrates the store network of selected foreign players. Today, a number of foreign department stores operators have built their market recognition in China and are battling locals for market share. Hong Kong-based New World Department Store is an example. Having a national coverage of 17 cities, the operator has pursued the expansion strategies of â€Å"multiple presences in a single city† and â€Å"radiation cities† in order to dig deeper into the market. Today the department store operator has built their recognition successfully in cities such as Shenyang and Wuhan. The rationale behind such strategy is to build a critical mass in these cities so that it could expand its influence more easily. This also paves the way for the operator’s further expansion into nearby cities or provinces. Exhibit 7: Store locations of selected foreign department stores operators in China, as of July 2009 Department stores operators Parkson Retail Group Ltd. Place of origin Malaysia Store locations Anshan, Beijing, Chengdu, Chongqing, Dalian, Guiyang, Harbin, Hefei, Kuming, Mianyang, Nanchang, Nanning, Qingdao, Shanghai, Shantou, Shenyang, Taiyuan, Tianjin, Urmuqi, Wuxi, Xi’an, Yangzhou, Yantai, Yueyang, Zhengzhou, Zunyi New World Department Store China Ltd. Hong Kong Anshan, Beijing, Changsha, Chengdu, Chongqing, Dalian, Harbin, Kunming, Lanzhou, Nanjing, Ningbo, Shanghai, Shenyang, Taizhou, Tianjin, Wuhan, Wuxi Aeon Group Far Eastern Group Isetan Co. Ltd Japan Taiwan Japan Beijing, Dongguan, Foshan, Guangzhou, Huizhou, Qingdao, Shenzhen, Yantai, Zhongshan, Zhuhai Beijing, Chengdu, Chongqing, Dalian, Shanghai, Tianjin Chengdu, Shanghai, Shenyang, Tianjin Li Fung Research Centre Member of the Li Fung Group 7 China Distribution Trading Issue 61 July 2009 Department stores operators Ito Yokado Lippo Group The Store Corp. Shin Kong Mitsukoshi Lotte Group Lifestyle International Holdings Ltd. Source: Company websites Place of origi n Japan Indonesia Malaysia Taiwan Korea Hong Kong Store locations Beijing, Chengdu Tianjin, Chengdu Jiaxing Beijing Beijing Shanghai The global financial turmoil has brought unprecedented challenges to consumer markets in many developed economies; while some foreign operators are becoming more conservative in their respective capital expenditure (for instance, Barneys New York Inc has shelved plans for expansion in Beijing), some others with stronger capital strength are accelerating expansion in emerging markets such as China to counter the depression in their home markets. For instance, the UK-based Marks Spencer has made its debut in China by opening a flagship store in Shanghai in October 2008. The Store Corp. ), one of the largest department stores operators in Malaysia, also announced their ) planned to invest US$42. 3 million to expansion plan in China. Japanese department store giant Takashimaya ( launch its first store in Shanghai in 2012. Domestic department stores operators mainly focus on regional markets With stronger local knowledge and connections as well as longer history, domestic operators tend to have stronger footholds in their respective cities of origin (see Exhibit 8). For instance, Dalian Dashang ( Eurasia ( ) and Changchun ) are very successful regional big names in northeast China. Besides, the fact that many domestic layers have already occupied prime locations gives them natural advantage. Nonetheless, when compared to their foreign counterparts, domestic enterprises tend to be more reluctant to expand to other regions, partly due to concerns over regional differences in consumer culture. Li Fung Research Centre Member of the Li Fung Group 8 China Distribution Trading Issue 61 July 2009 Exhibit 8: Department store locations of selected domestic department stores operators in China, as of July 2009 Company Intime Department Store (Group), Co. , Ltd. Golden Eagle Retail Group Ltd. Beijing Wangfujing Department Store (Group) Co. Ltd. Store locations Beijing, Ezhou, Hangzhou, Jinhua, Ningbo, Wenzhou, Wuhan, Xi’an, Xiangfan, Xianning, Zhoushan Huaian, Kunmin g, Nanjing, Nantong, Suzhou, Taizhou, Yancheng, Yangzhou, Xi’an, Xuzhou Baotou, Beijing, Changsha, Chengdu, Chongqing, Guangzhou, Hohhot, Kunming, Luoyang, Nanning, Taiyuan, Urumqi, Wuhan, Xining, Xuzhou Dalian Dashang Group Co. , Ltd. Dalian and 4 other cities in Liaoning, Daqing and 3 other cities in Heilongjiang, Yanji in Jilin, Kaifeng and 3 others cities in Henan, Chengdu and Zigong in Sichuan, Qingdao Maoye International Holdings Ltd. Beijing Xidan Department Store Co. , Ltd. Fujian Dongbai Group Co. , Ltd. Changchun Eurasia Group Co. , Ltd. Hangzhou Jiebai Group Co. , Ltd. Chengshang Group Co. , Ltd. Shandong Yinzuo Co. , Ltd. Hefei Department Store Group Co. , Ltd. Zhongnan Commercial (Group) Co. , Ltd. Wuhan Zhongbai Group Co. , Ltd. Guangzhou Friendship Group Co. , Ltd. Guangzhou Grandbuy Co. , Ltd. Source: Company websites Chongqing, Shenzhen, Wuxi, Zhuhai Beijing, Chengdu, Lanzhou, Xining, Urmuqi Fuzhou Changchun Hangzhou Chengdu, Mianyang Dongying, Jinan, Zibo Bengbu, Bozhou, Hefei, Huainan, Huangshan, Lu’an, Tong Ling Wuhan Wuhan Guangzhou, Nanning Guangzhou, Zhaoqing, Zhanjiang, Hengyang Li Fung Research Centre Member of the Li Fung Group 9 China Distribution Trading Issue 61 July 2009 A number of domestic players have received huge local government support with their state-owned background. For instance, Nanning Department Store Co. , Ltd. ( ) and Guangzhou Grandbuy are both state-owned. There have been sayings that state-owned department stores are often run less efficiently; these years, though, some have strived hard to improve their operations. For instance, Guangzhou Grandbuy has adopted the Stockholder Rights Plan in 2008, hoping to increase management’s incentives. Indeed, some industry experts believe that a number of state-owned department stores would find themselves hard to survive if they do not upgrade themselves. IV. Challenges As mentioned, department stores in China have witnessed some challenges over the past year. Besides macroeconomic slowdown, there are some other factors hindering the growth of department stores in China. First of which is that many department store players in China have immature operation and management mindsets. Due to the huge market demand of department store floor space in China, many operators have been quite passive in their operation strategy and do not feel the need to differentiate from the rest. Unlike in some developed markets, where many department stores operators have paid huge attention to brand management, such as through unique product assortment and developing private labels to enhance shopping experiences, department stores in China are often said to be acting like â€Å"landlords†. Commission and rental income are the major revenue sources for many. Few department stores have focused on differentiation and brand building. Besides, heavy initial capital outlays, lack of experience in sourcing, long nurturing period for own store brands are also common concerns. In recent years, many department stores in China have frequently reviewed and reshuffled their merchandise portfolio to improve their income. However, the problem of having highly similar brand and tenant mix is still very common. The fact that the market is crowded with a large number of undifferentiated players has made many resorted to price competition to boost sales, especially during more difficult times. Last year, many players have held aggressive promotional activities (e. g. buy-200-get-100 campaigns, anniversary sales events, issuing coupons) to attract footfalls. Discount-driven promotions are hurting companies’ same-store-sales growth and eroding their margins. On the other hand, competition from other format retailers is not to be ignored. According to the NBS, the share of department stores has dropped from 14% in 2003 to 10. 14% in 2007. Specialty stores, in particular, are posing great challenges to department stores as they offer brand owners more flexibility in operations – e. . , brand owners can have more say in product ranges and offerings, store layout designs, thus can better deliver their brand message across. Indeed, Chinese consumers also growingly favor specialty stores as they usually deliver more unique shopping experiences and offer better service levels. Last but not least, many department stores operators have embarked on rapid expansion over t he past years; retail cannibalization has hurt many retailers’ profit margins. Competition is the fiercest in the eastern coastal regions. As a result, many have slowed down their store expansion and put more focus on enhancing same store sales performance, say revamping old stores. Li Fung Research Centre Member of the Li Fung Group 10 China Distribution Trading Issue 61 July 2009 V. Recent developments 1. Lower-tier cities as the expansion focus In view of fierce competition in first-tier cities, many department stores are eyeing the opportunities in China’s lower-tier cities. Indeed, according to AT Kearney, middle class population in China’s second- and third-tier cities will account for 75% of the country’s total in 2017. Although consumers in lower-tier cities are currently much less affluent than those in first-tier cities, their consumption power is growing fast. In view of this, many department stores operators are viewing lower-tier cities as their major expansion focus. For example, Dashang Group has opened new department stores in Kaifeng, Xinyang and Xinxiang in 2008, all of which are lower-tier cities in Henan province; Guangzhou Grandbuy also planned to expand into lower-tier cities including Jieyang and Huizhou in Guangdong province and Chengdu in Sichuan province during 2009. Nonetheless, China is known to be a heterogeneous marketplace and adaptation to local tastes is the key for success. There are already many regional players with strongholds in local markets and have already occupied stores in better locations, making new entries challenging. For instance, Intime Department Store, a successful player in Hangzhou, faced fierce competition with local players when expanding into both Beijing and Wuhan. Beijing Wangfujing Department Store ( ) also quitted Nanning in 2008 after three years of operation. . Department stores operators focus on upgrading and differentiation The department store sector in China is crowded with many undifferentiated players. Today, a growing number of department stores operators are beginning to reinvent themselves in order to differentiate from rivals. Some department stores now adjust merchandise mix more frequently at each local store by monitoring consumer preferences, consumption patterns, spending power and level of comp etition. Some others also seek to â€Å"rebrand† to target specific segments. For example, New World Department Store has embarked on a new dual-concept stores initiative to â€Å"rebrand† its stores to â€Å"Fashion Gallery† or â€Å"Living Gallery† stores. â€Å"Fashion Gallery† focuses on the concept of â€Å"mix-and-match† with the introduction of exclusive private label brands and trendy products; while â€Å"Living Gallery† will introduce more leisure elements with 30% of gross floor area dedicated to dining and leisure services. On the other hand, some operators have upgraded their shop floors to attract more established brands. This is particularly true for the lower floors of the department stores; many operators hope to ride the consumer upgrade trend in China and attract more luxury brands to take up their space has been rising. Many department stores operators have also strived hard to improve customer loyalty, say, expanding VIP customer base. Some have collaborated with banks to issue co-branded credit cards. Credit card co-launched by New World Department Stores and Bank of Communications Co. , Ltd is a case in point. Holders of VIP membership cards and cobranded credit cards can enjoy discounts with their purchases. VIP customers can also accumulate gift points and exchange for selected merchandise in stores. Li Fung Research Centre Member of the Li Fung Group 11 China Distribution Trading Issue 61 July 2009 3. Growing attention to transform merchandising practices As Chinese consumers become more sophisticated, more and more are looking for unique shopping experience. There is growing attention for department stores operators to improve merchandise mix and assortment such as through launching private label brands or increase direct merchandising. For example, Intime Department Store has collaborated with Shenzhen Espresso ( ) to exclusively launch its Justin Time female fashion brand in 2007. The entry of Marks Spencer in 2008 also introduces Chinese consumers the concept of buying private label products. Some department stores operators in China, such as Vans Department Store ( ), are learning from their foreign counterparts and have started training their own merchandisers to bring consumers more exciting merchandise portfolio. However, the nurture period, capital outlays, and inventory risks are still some major concerns. It is believed that more and more department stores operators will experiment with new merchandising practices, but the transformation will be gradual. 4. Export-oriented manufacturers pay growing attention to domestic market brings new potential for department stores operators to expand merchandise mix As China’s exports shrink amid global economic woes, the domestic market is winning the attention of many exportoriented manufacturers. For the first time ever, China’s largest trade exhibition Canton Fair, which traditionally targets only overseas buyers, held a session targeting domestic retailers in end-April this year. Department stores operators in China such as Beijing Wangfujing Department Store and Dalian Dashang Group attended the fair. The made-to-export products, which are usually with higher quality as they need to comply with western quality standards, are reportedly to be very wellreceived. Many believe that domestic demand for these products would be huge. However, the road to tap the domestic potential is not easy. To enjoy autonomy in domestic sales, enterprises engaging in processing/ assembly operations and compensatory trade (TFPs) have to transform their registrations into foreigninvested enterprises (FIEs). In early March, the Ministry of Commerce (MOFCOM) vowed to simplify and speed up the transformation process for troubled Mainland-based Hong Kong TFPs who want to sell their products to domestic buyers. Guangdong province also took a similar initiative earlier. In August 2008, the Guangdong government issued a set of guidelines for the on-site transformation of TFPs into FIEs without production stoppage. The Guangdong government would also provide financial support in the transformation process. It is hoped that, by making the procedure of transforming TFPs into FIEs simpler and more transparent, particularly in Guangdong, policies restrictions will no longer be a barrier to domestic sales. Apart from regulatory issues, many export-oriented manufacturers are still hesitant with domestic sales: the order volume is much smaller in size and it takes longer time and is more difficult for them to collect money from domestic buyers. It also takes time and money for them to familiarize with and develop their domestic sales channels and build their market recognition. Last but not least, manufacturers have to customize their products to meet Chinese consumers’ tastes. Li Fung Research Centre Member of the Li Fung Group 12 China Distribution Trading Issue 61 July 2009 Nonetheless, as China’s consumer market expands, we believe more and more manufacturers will engage in domestic sales. This would have important implications for China’s department stores operators, i. e. , the operators can have more choices in merchandize sourcing; and this may accelerate the transformation of their merchandising practices as well. 5. Department stores operators grasping attention in the capital market China’s department stores operators have received huge investors’ interests in recent years. Riding the tide of investors’ interests in mainland consumption-related stocks, a number of department store players have sought public listings over the past few years. Exhibit 9 demonstrates some of the recent listing activities. Exhibit 9: Selected recent IPOs of department stores operators in China Company Your-Mart Co. , Ltd. Newhuadu Industrial Group Co. , Ltd. Better Life Commercial Chain Share Co. , Ltd Maoye International Holdings Ltd. Guangzhou Grandbuy Co. , Ltd. Times Ltd New World Department Store Ltd. Jiahua Stores Holdings Ltd. Intime Department Store (Group) Co. , Ltd. Source: Li Fung Research Centre, newspaper articles Date of listing 2009/7/17 2008/7/31 2008/6/19 2008/5/5 2007/11/22 2007/7/16 2007/7/12 2007/5/21 2007/3/20 Place Shenzhen Shenzhen Shenzhen Hong Kong Shenzhen Hong Kong Hong Kong Hong Kong Hong Kong Besides, many department stores operators in China view mergers and acquisitions (MAs) as a means to expand their market presence quickly, especially into places they are less familiar with. MAs offer them a fast route to acquire local knowledge and connections. Some recent MAs in the sector include Dalian Dashang’s acquisition of Zhenghong International Department Store ( Store ( the future. Li Fung Research Centre Member of the Li Fung Group ) and Xuchang Hongbao Department Store ( ) in Henan in 2008; the acquisitions of Qinhuangdao Jindu Department Store ( ) and Mianyang Xingda Department Store ( ), Taiyuan Liuxiang Department ) by Maoye International Holdings ( ) in 2008. As China’s department store sector is highly fragmented, we expect the waves of MAs to continue in 13 China Distribution Trading Issue 61 July 2009 6. Department stores operators embarking on real estate strategies Over the past years, there has been stiff competition for prime retail locations in China. To secure retail sites and better control rental expenditure, growing numbers of department stores have embarked on their own real estate strategies. In order to speed up its expansion in China, some department stores operators have sought to collaborate with property developers. For instance, Guangzhou Grandbuy ( ) has partnered with RF Properties ( ) for its entry in Chengdu; Grandbuy would be the anchor tenant in the RF Tianhui Mall ( Mall) in the city. Nonetheless, it is observed that some property developers have used department stores to promote their residential projects, without paying enough attention to the profitability of the stores. Some department stores operators have also taken their own initiatives to transform into shopping malls by incorporating different kinds of retail formats in their floor areas. On the other hand, some department stores operators such as Beijing Hualian Department Store ( benefit from the long-term land appreciation. ) in China have actively considered increasing the number of self-owned properties to control rental expenditure and hopefully 7. Department stores operator exploring the â€Å"click-and-mortar† model Online retailing has been one of the major bright spots in China’s retail sector in recent years. Attracted by the huge online traffic flow, some department stores operators have explored the opportunity online by developing their own shopping websites. For instance, Marui Department Store ( ) from Japan has recently announced the cooperation with Alipay, China’s online payment platform giant. Consumers purchasing on Marui’s Chinese website can now pay via Alipay. The Dashang Group, on the other hand, has committed itself to building a business website which boasts 12 product categories and 500 subclasses of goods. Nonetheless, the â€Å"click-and-mortar† model is yet mature in the department store sector in China. Browse rate is low for many department stores websites. Many operators have yet generated much revenue, let alone profit from the online platforms. For instance, online sales revenue accounted for only 5% of Shuangan Department Store ( Beijing Wangfujing Department Store (Group), since the launch of its online platform ( instance, some online platforms have displayed inconsistent information with the offline stores. ) of the ) in 2007. Besides, some consumers have also expressed dissatisfaction with the websites launched by department stores operators; for 8. Government encourages department store players to enhance service levels and improve operation environment The MOFCOM issued the Circular on the Classification and Grading the Retail Enterprises ( 2008 ) in 2008.

A Way To Tackle Poverty In Indonesia Economics Essay

A Way To Tackle Poverty In Indonesia Economics Essay Some indicators can be used to measure the development of a country. One of them is the rate of the poverty. Not only how this measurement be used in a developed country but also in a developing country. In other hand, many policies to reduce poverty have been made by the government or the multinational organization such as World Bank or United Nation. The big question is why it is that important to overcome poverty. Then the next question would be whether the policies have significant impact to decrease the rate of poverty. If the answer is ‘not’, are there any other solutions to help people who are still in the poverty lines? Therefore, this paper will provide descriptive issues about the recent condition of poverty and how social entrepreneurship can becomes the solution to tackle the poverty in developing countries specifically Indonesia. Keyword: Social Entrepreneurship, Poverty SOCIAL ENTREPRENEURSHIP PARADIGM: A WAY TO TACKLE POVERTY IN INDONESIA By: Huda Jamilah Poverty at Glance United Nation (1998) defines poverty as violation of human dignity. Usually, the poor does not have sufficient basic capacity to participate effectively in society. In addition, poverty is pronounced deprivation in well-being (World Bank, 2000). Poverty is the deprivation of food, shelter, money and clothing that occurs when people cannot satisfy their basic needs. We can say someone who earns under $2 a day is face absolute or extreme poverty. The proportion of the developing world’s population living in extreme economic poverty fell from 28 percent in 1990 to 21 percent in 2001. Most of this improvement has occurred in East and South Asia. In East Asia the World Bank reported that â€Å"The poverty headcount rate at the $2-a-day level is estimated to have fallen to about 27 percent [in 2007], down from 29.5 percent in 2006 and 69 percent in 1990.† In Sub-Saharan Africa extreme poverty went up from 41 percent in 1981 to 46 percent in 2001, which com bined with growing population increased the number of people living in extreme poverty from 231 million to 318 million   [ 1 ]   . Poverty can be understood simply as a lack of money, or more broadly in terms of barriers to everyday life. But the truth is poverty rate cannot be decreased until zero condition so that policymakers always have poverty on their development agenda for some reasons. Many studies show some aspects that have caused poverty. Specially, economic factor is the main cause of poverty. Chen and Ravallion (2001) revealed that from 150-country level data, the change in mean income can affect poverty rate. It indicates that at least 80% of people earn less than $10 a day   [ 2 ]   . The total wealth of the top 8.3 million people around the world, rose 8.2 percent to $30.8 trillion in 2004, giving them control of nearly a quarter of the world’s financial assets. In other words, about 0.13% of the world’s population controlled 25% of the worldâ⠂¬â„¢s financial assets in 2004 (World Bank, 2008). In Indonesia, although the rate of poverty decrease to 12,49% this year, the sum of pauper still 20 until million people. Besides, they should face the high rate of inflation year to year. There are several majors causes poverty in Indonesia. Low rate of minimum wage, unemployment, difficult to access information, and lack of entrepreneur.

Cell cycle by emphasizing DNA replication Research Paper

Cell cycle by emphasizing DNA replication - Research Paper Example Increase in the number of cells with 2C-DNA content attests that over expression of wild type CDC6 impacts on the cell cycle kinetics. However, this over expression has no effect on cell proliferation. After S phase is complete, CDC6-d2 on the other hand blocks cell cycle progression and inhibits proliferation as cells with 2C DNA pile up; CDC6-d2 does not inhibit DNA replication but it does passage via mitosis. When SCF CDC4 is inactive, dephosphorylation of B subunit can be driven by over expression of the wild type CDC6 in nocodazole arrested cells. This however is not the case as with when the SCF CDC4 is active as over expression of the cells does not lead to dephosphorylation of the B subunit because over expression of CDC6-d2 blocks cells in G2/M by inactivating CDC28-Clb kinase and in a CDC4+ background produces phenotype very much like that produced by the over expression of wild type CDC6 in a CDC4 mutant background. Unlike CDC6-d2 which is stable in nocodazole arrested cells, the wild type protein is not and quickly disappears into the cells thus showing CDC6-d2 as being resistant to mode 3 proteolysis. It is noted however that CDC6-d2 is not affected for mode 1 proteolysis or mode 2 proteolysis but is affected as a substrate for mode 3 proteolysis; a single point mutation yielding transformation from C to T at bp 1103 causing substitution of threonine at amino acid 368 with methionine was pointed out after DNA analysis of the CDC6-d2. There are three glycine and six proline residues in a 50 amino acid residue surrounding this region, triggering belief that this region could be unstructured (Perkins, Lusy & John, 4837). Two other regions were equally examined to check whether their muattions also had some effects on the stability of CDC6. Two CDC6 alleles were constructed using site directed mutagenesis where serine 372 was transformed to alanine (S372A) and in the other, serine 354 was changed alanine

Eternal Sunshine of the Spotless Mind Movie Review

Eternal Sunshine of the Spotless Mind - Movie Review Example The film had mostly viewed in a subconscious mind of Joel as he is struggling to resist in erasing his memories of Clementine. This took place when he was undergoing the procedure of the Lacunar amnesia. Upon reliving in his mind the memories of him and the estranged wife, he suddenly realized that he wanted to keep the memories of her instead. As the doctors and technician of Lacuna were busy on the procedures to him through mind-mapping, he was resisting the unexplainable changes that were happening in his subconscious mind. Human Identity and Memory. The film does set a debate of the ground whether identity and memory are connected to one another. It provided open ended analysis for the viewers of the theoretical issue of identity being embedded in human memory. It appears so in distinctive results of the Lacunar amnesia to the main characters, Joel and Clementine. Clementine had her memories of Joel erased, thus her attitude changed toward her new friendship with Joel, much different from the time she still has a memory of him. It can be assumed in the given case that if a person lost his memory, his identity about the established personality within that memory will eventually lost as well. However, it will be a chance for the person who lost the memory to recreate new personality as his identity as a person. New identity in personality could alter the forgotten one if the memory got totally lost as well - a complete amnesia. However, it is different in the case of Clementine, as she only had a portion in her memory erased. Thus, her identity about herself has not totally altered or forgotten. Joel almost falls similarly with Clementine's case, but his procedure deviated as he opted to retain his memories about her. Although they went to such procedure, their identity is not completely at lost as it's only a part of their memories being erased. They retained the memories of their own self previously before they met each other, at least with Clementine's case. In recent study, it was discerned that human identity is synonymous to personality. Personality is described by neurobiologists and psychologists as "a collection of behaviors, emotions, and thoughts that are not controlled by the I-function" (Trinh 2005). Personality has relevance or significant connection with human memory. It was discovered that memory is being "controlled and regulated by the I-function of the neocortex" (Trinh 2005). In Psychological study, the collection of thoughts and behaviors that make a person distinct from others, which is called personality, is actually restored in a memory. The maturity or development of thought, and self-concept is being reinstated in the memory (Trinh 2005). A man's personality or identity was established and developed through the help of memory, or rather within the memory. In direct sense, without a memory, man has no idea of his established identity, or previous personality. The significance of the memory towards human identity is also affirmed by neuroscientists of University College London. They stated that: "The brain stores all