Integrating Security and Usability into the Requirements and Design Research Paper

Integrating Security and Usability into the Requirements and Design Process - Research Paper Example The user interface design of the touch screen register has features that enable it to attain security. First, the new system enforces access controls by requiring that every cashier supplies a matching pair of user-id and password in order to log in to the register. It is not only helpful in preventing non-legitimate access to the register, but also provides a good avenue to introduce role-based authentication. Moreover, it will be possible associating a given cashier with a certain workstation, and in certain instances, it is possible associating a cashier with a certain workgroup. Second, the registers ability to lock after four unsuccessful login attempts is a good strategy to suppress the efforts of brute force attackers and malicious insiders who will constantly use trial and error in a bid to gain unauthorized access to the system. Further, the safety of information stored therein is enhanced by the condition that only the managers can use a keycard to unlock the register follo wing unsuccessful login attempts. Finally, unauthorized access is also prevented by the registers ability to lock if the screen does not get touched for a period of three minutes. The system also features certain security utilities that to some extent collide with the usability. First, the restriction that only the cashier who was authenticated before the system locked will be in a position to unlock it is a feature that prevents the idea of other end-users performing malicious acts on other peoples account profile. Otherwise, new cashiers would need to restart the system. The tool also increases accountability whilst enhancing the systems intention to associate every action with a particular user (Wysocki, 2013).  

Compare and contrast the biological processes underlying innate and Essay - 1

Compare and contrast the biological processes underlying innate and adaptive immunity - Essay Example However, it is notable that the reactions also differ with aspect to the response they facilitate, as well as, how they facilitate the same towards the pathogens (The Open University, 2006, p 137). Other differences of activity also major along the effect or cells and specificity of the varied classes of the microbes. Nonetheless, these immunity reactions remain key in facilitating health to the human body. The innate immunity is for the nonspecific defense mechanisms that react to the entry or appearance of the antigen to the body immediately or within hours. The components of the innate immunity reactions include the physical barriers such as the skin, the chemicals in the blood and the all immune system cells that engage the foreign cells in the body (The Open University, 2006, p 138). Thus, it is notable that the innate response activation is from the chemical properties of the antigens. The adaptive immunity, on the contrary, refers to all the antigen specific responses of the immune system. It entails a complex immune response reaction compared to the innate immunity. The adaptive immunity requires that the antigen be processed and recognized (The Open University, 2006, p 139). Once the antigen processing and recognition ends, then the system creates a new system of immune cells that specifically fit the antigen processed. The adaptive immunity entails a memory, which makes the r esponse possible in the future against the antigen or even more specific antigens. The adaptive immune system, is emergent from the existence of the pathogen. The illustration of the vaccine process is a good example of the adaptive immune system in action. The cells and proteins that are always present in the body and ready to mobilize and launch a defense against the microbes at the infection site constitute the innate immune systems. The innate immune system does have several core components making the entire defense army of the body. The

Coffee Stand Essay Example for Free

Coffee Stand Essay The proponents thought of a coffee business since Filipinos are known to be coffee – lovers. To satisfy consumer cravings, they came up with other blends of coffee, these blends will surely fulfill the cravings of the buyers. 1. 1 Project Proponents The proponents are composed of three (3) students from the College of Business taking up Hotel and Restaurant Management. The proponents have undergone series of brainstorming in order to come up this kind of business. Table 1: Proponents NAME| ADDRESS| NATIONALITY| OWNERSHIP| Paringit, Jerick U. | 78 Peras St. Bagong Barrio Caloocan City| Filipino| 33 1/3%| Lacabra, Elisha Grace V. | 43 Ero Bernardino Seminary St. Bagbag Novaliches| Filipino| 33 1/3%| Viloria, Vanessa DC. | 7 Pangako St. Bagong Barrio Caloocan City| Filipino| 33 /3%| 1. 2 Proposed Name of the Project The proponents named the business â€Å"Kofilicious† a combination of the words Coffee and delicious. It is a place where you can satisfy your coffee cravings at affordable prices. Kofilicious aims to serve blended coffees that are suited to the tastes of the customers. 1. 3 Type of Business Organization The proponents agreed to form a General Partnership with all three (3) partners. All of them will manage and participate in the business operation; each partner is subjected to contribute their share to come up with the required capital for the initial operation of the business. All of the proponents would be general partners with 33 1/3% shares each in capital requirement. 1. 4 Location of the business The Kofilicious will be located at the Walter Mart, North EDSA at the ground floor area. It is close to the LRT station, in front of Jackman. 1. 5 History of the business Initially, the proponents would like to start a Pizza Shop, a Restaurant or a Bar. However there is a difficulty in finding demand and supply of the main product. As time goes, the proponents have noticed that Filipinos are coffee lovers. So proponents were inspired by the idea of having a coffee shop. About the location, one of the proponent suggested to put up a business inside SM City San Lazaro at Felix Huertas St. Lacson Ave. Santa Cruz, Manila, but when they visited the said mall, the proponents found out that there are many direct and indirect competitors, so they searched for another location and found Walter Mart in North EDSA, Quezon City. It is a commercial place where it can achieve profitability through mall goers, students, employees. The most crucial factors that influenced the proponents in choosing what type of business project to establish and manage are (1) the need to obtain the necessary capital needed in establishing the business, (2) the marketability of the chosen project to ensure profit, and (3) the percentage and time needed to have return of investment in order to maintain and sustain the business project. Since the proponents are all students, capital is a limitation. The scale with which the business project will operate depends largely on the amount of money the proponents are able to commit to business. Nowadays, marketability of the product depends on the demand for the product. The project proponents chose food as their product because the marketability of beverages never decreases. As long as people drink, beverages will always be a top commodity. A survey conducted by the proponents showed that coffee is one of the most in-demand beverages. A little twist and little experiment, and the team came up with Kofilicious, coffee blended with other ingredients topped with whipped cream and wafer or wafer stick. CHAPTER 2 MANAGEMENT AND PERSONNEL The Kofilicous has a Stall Manager, Accountant, and two Store Personnel. Each personnel will work for eight hours a day, from Monday to Sunday. The term of payment will be given 15th and 30th of the month. The proponents choose personnel who have experienced and capability to work. 2. 1 Personnel The proponents formulate the policies, objectives and strategies to make the business productive and successful in its operation. The proponents will hire Stall Manager, an accountant, and store personnel. 2. 2 Personnel Requirements A. Stall Manager * Must be 21-35 years old * Must be a graduate of four year course which is related in Management, Hotel Restaurant Management or any other business course * Must be willing to work on shifting hours * Must have passion about coffee. B. Store Personnel * Must be 18 to 25 years old * At least 54 in height (male) or 52 (female) * With pleasing personality * Must have at least college level of education * Must be hardworking flexible * With skills in coffee mixing C. Accountant * Preferably a certified public accountant * With experience in financial statements preparation. 2. 2 Duties and Responsibilities A. Stall Manager * Oversees all the activities, * responsible for ensuring that the coffee shop maintains adequate supply levels, * maintains relationships with customers and staff, * identifies and estimates quantities of supplies to be ordered, * schedules staff work hours and activities, * organizes, plans, * bears the responsibility of ensuring that the coffee shop is adequately staffed, * makes sure employees are trained, * must handle all the advertising and promotion, * must manage the store and maintain the work flow and. * Must train the crews, and implements all the rules and policy. B. Store Personnel * are responsible for the preparation of coffee, * responsible for cleaning duties, * discover customer needs and appropriately suggest products with every customer to enhance service and meet sales goals, * Demonstrate the Just Say Yes behavior by taking care of customer needs, * Take responsibility to learn all aspects of the store personnel position, * are responsible for self-initiated learning, * enter purchases into cash register to calculate total purchase price, * accept cash payments, * count money, give change and issue receipt for funds received, * maintain sufficient amounts of change in cash drawer. * Keep register area neat and stocked with necessary supplies, * are responsible for inventory count, and * summarize daily sales and expense activities. C. Accountant * reports all financial matters to the owners, * prepares the business financial statements, * maintains of transaction records and the books of the firm, * manages the financial account of the business, * prepares the payroll. D. Proponents * oversee all work flow of the establishment, * Whenever the stall manager is not present, one of the proponents will be doing the after work inventory of sales. 2. 3 Organizational Chart Kofilicious adapted the line and staff organization that provides supplementing arms between the different levels of management. This type of organization is effective for good communication from top management to lower management. This form of organization is simple but helps avoid several organizational problems. FIGURE 1 Organizational chart STALL MANAGER Accountant STORE PERSONNEL 2. 3. 1 Proposed Rate of Salary Store personnel will be compensated on the number of hours and days of work they have ended. All employees will receive their salaries and wages every two (2) weeks. 2. 3. 2 Mode of Payment Payment of salaries and wages will be in the form of cash. Payment to be made twice in a month will be received by the employee on or before the 15th and 30th day of the month. 2. 4 Proposed Business Policies and Programs Be pleasant. Employees must wear a smile at all times. It should be part of daily operation. Be attentive. Employees must listen to every request made by the customers. Employees should exercise respect with customers at all times. Be patient. Employees must be patient in dealing with customers. They must exercise patience in order to please customers. Be accurate. Employees must give exact change at all times; make sure that accuracy is not only extended as to money matters, but in rendering service as well. The order is to be received correctly; the order is always to be repeated to the customer. Be loyal. Employees should give a loyal and honest service to the customer. Be observant. Employees must make it a habit to be on the lookout for little errors in service; and correct this in time. Be prompt. Employees must report for the duty promptly, and remain until relieved or until the manager has arranged for someone else to cover the work. Be clean. Employees must have a neat and clean appearance while on duty. Uniforms should be complete and in good order, properly buttoned and without spots or tear. They should observe proper hygiene daily. Management will not allow flashy jewelry, and excessive use of cosmetics. 2. 4. 1 Store Policies 1. The opening of the store is at 9:00 AM, exactly one hour before the actual opening of the mall, closing is at 10 in the evening. 2. All utensils used must be properly cleaned and sanitized after the operation, including the utility towels. 3. The crew should always wear their respective uniforms, caps, hairnet, and the nameplates provided by the company. 4. When the customer orders a product, the customer should be entertained and served in accordance with the span of time of making a blended coffee. 2. 4. 2 Uniforms All employees are required to wear their uniforms during working hours. The uniforms will be charged to the employee’s salary. The store uniform includes the following. a. Store shirt b. Pants c. Hairnet d. Cap and nameplate e. White socks and white clog shoes. 2. 4. 3 Attendance and Absences The company employs the strict observance on the attendance and absences of the employees or the following: 1. â€Å"No work, no pay policy† is strictly implemented. 2. Employees must work within the required hours and even during holidays, if necessary. 3. There will be a logbook and time card to have a record of the employees’ attendance. 4. Employees who intend to absent should inform the manager three hours prior to opening. 5. Employees who are absent for a day without any notice or permission to or from his/her manager are subject to: a. 1st offense- verbal warning b. 2nd offense- three-day suspension c. 3rd offense- six-day suspension d. 4th offense- discharge 6. Employees must be on time. A 15-minute grace period is allowed. Store hours will open at 10:00 a. m. as previously mentioned, but personnel are expected to be at the workplace one hour before opening time. 7. There will be a one-hour break per personnel, but this must be alternately done, that is, one personnel takes break, and the other one will be in-charge of the store, and vice versa 8. There is a one day-off, but it must be assigned and plotted by the manager. 2. 5 Proposed Management Style and Practices. The proponents will manage and supervise the operation of the business with the help of other people as their employees, and agreed to implement situational style of management in the supervision and operation in running the business. Considering the workers are one of the most valuable assets on our business, they must be treated fairly and with respect for them to work efficiently, effectively and productively. 2. 5. 1 Vision Kofilicious is committed to excellence. The partners are dedicated to offer not only the quantity but the quality of the proponents’ product, and the unparalleled service and love rendered to the people. 2. 5. 2 Mission To make Kofilicious a premium coffee house and to be competitive in coffee industry and its market. To be known through an excellent quality of coffee at affordable price with a strong reputation and consistent high growth in sales and profit. CHAPTER 3 MARKETING FEASIBILITY Coffee drinkers in the Philippines are among the most demanding ones. They favor well-brewed coffee drinks and demand great service. Kofilicous will strive to build a loyal customer base by offering a great tasting coffee located close to LRT Station. Our market research shows that 80% are the customer groups that are most likely to buy coffee. Since coffee consumption is universal, proximity to area of Walter Mart will provide access to the targeted customer. 3. 1 Market Description One of the major assumptions of this study is that the product can be patronized by all target market, since the proposed business is only small in scale. The target market population that the project covers is defined as the total estimate of people visiting the mall yearly. Since these people visit the mall and are free to go to any place at the mall, including the location of the project; all these people are potential customers. 3. 2 Demand. The computed demand was based from the survey the proponents conducted. The demand for the past five years and the projected five years are as follows: The survey showed that 80% of the respondents drink the traditional coffee. The respondents were also asked how frequent they drink coffee (given choice every day, once a week, twice a week). Respondents who chose â€Å"everyday† comprised 10% of the total subjects, â€Å"twice a week† comprised 30%, and â€Å"once a week† comprised 48%. The remaining 12% drink coffee for a frequency of â€Å"thrice a week to six times a week† – almost every day. This table illustrates the estimated demand for the product as defined by the percentages shown by the survey and the estimated population for the past five years Table 2 Frequency of Customer Demand for Possible Purchase Year| Total population| Interested to buy (80%) | Drinks coffee everyday(10%)| Once aWeek(48%)| Twice aWeek(30%)| Thrice to sixa week(12%)| 2011| 7,786| 6,229| 622| 2,990| 1,869| 747| The proponents conducted a survey at Walter Mart, North EDSA, Quezon City. This survey helped the proponents to know the number of respondents, target market and the total demand for coffee that the proponents need in the project. Based on 100 survey sheets that the proponents distributed, 80% of those people are willing to buy the product and 20% are those who are not willing to drink coffee. 3. 2. 1 Historical Demand Year| Total population| Interested to buy (80%)| Drinks coffee everyday(10%)| Once a week(48%)| Twice a week(30%)| Thrice a week(12%)| | | | | | | | 2007| 7,218| 5,774| 577| 2,772| 1,732| 692| 2008| 7,354| 5,883| 588| 2,824| 1,765| 705| 2009| 7,495| 5,996| 599| 2,878| 1,799| 719| 2010| 7,639| 6,111| 611| 2,933| 1,833| 733| 2011| 7,786| 6,229| 622| 2,990| 1,869| 747|. Year| Interested to buy(80%)| Total Demand(Annual)| 2007| 7,218| 607,004| 2008| 7,354| 618,441| 2009| 7,495| 630,299| 2010| 7,639| 642,409| 2011| 7,786| 654,771| Year| Total population| Interested to buy (80%)| Drinks coffee daily(10%)| Once a week(48%)| Twice a week(30%)| Thrice a week(12%)| Total Demand(Annual)| 2012| 7,935| 6,348| 634| 3,047| 1,904| 761| 667,301| 2013| 8,087| 6,470| 646| 3,105| 1,941| 776| 680,084| 2014| 8,242| 6,594| 659| 3,165| 1,978| 791| 693,119| 2015| 8,400| 6,720| 672| 3,226| 2,016| 806| 706,406| 2016| 8,561| 6,849| 684| 3,287| 2,055| 821| 719,945| 3. 2. 2 Projected Demand The Statistical straight line method was used to obtain the projected demand and based on the computed projection values, the proponents’ assessment is that there is a growing demand for coffee for the next five years. 3. 3 Supply Supply is the quality of goods that sellers are willing to sell out of given prices at a particular time and place. 3. 3. 1 Historical Supply The coffee may have a fixed price that could bring profile to the proponents or they have to sell it at whatever price it will fetch depending on the packaging. It is unlikely, however that they will continue to supply it if the price remain below the required amount to cover the cost and give the least profit. Competitors| Quantity sold per day | Zagu| 80| Coffee Break| 45| Tea Zone| 60| Competitors| Quantity sold per day in pcs. | Operating days| Total Supply| Zagu| 80| 360| 28,800| Coffee Break| 45| 360| 16,200| Tea Zone| 60| 360| 21,600| Annual Supply| | | 66,600| 3. 3. 2 Historical Supply Year| Competitor| Quantity sold/day in pcs| Operating days| Total Supply| 2007| -| -| 360| | 2008| -| -| 360| | 2009| 3| 179| 360| 193,320| 2010| 3| 182| 360| 196,560| 2011| 3| 185| 360| 199,800|. 3. 3. 3 Projected Supply Year| Competitor| Quantity sold/day in pieces| Operating days| Total Supply| 2012| 3| 188| 360| 203,040| 2013| 3| 191| 360| 206,280| 2014| 3| 194| 360| 209,520| 2015| 3| 197| 360| 212,760| 2016| 3| 200| 360| 216,000| 3. 4 Demand Supply Analysis 3. 4. 1 Historical Demand Supply Gap Year| Demand| Supply| DS Gap| % Unsatisfied| 2007| 607,004| -| 7,218| 100%| 2008| 618,441| -| 7,354| 100%| 2009| 630,299| 193,320| 436,979| 69%| 2010| 642,409| 196,560| 445,849| 69%| 2011| 654,771| 199,800| 454,971| 69%| Year| Demand| Supply| DS Gap| % Unsatisfied| 2012| 667,301| 203,040| 464,261| 69%|. 2013| 680,084| 206,280| 473,804| 69%| 2014| 693,119| 209,520| 483,599| 69%| 2015| 706,406| 212,760| 493,646| 69%| 2016| 719,945| 216,000| 503,945| 70%| 3. 4. 2 Projected Demand Supply Gap 3. 5 Proposed Marketing Practices Marketing practices include the practices that affect the relationship between the wholesaler, distributor, manufacturer and the retailer. 3. 6 Proposed Marketing Program and Strategy Kofilicious main purpose is to satisfy customers’ needs specifically on their taste preference, and to provide quality and friendly service. In order to achieve the business mission, the proponents constructed different strategies. Marketing mix elements are price, place, product and promotion. A. Price Price is the one that creates sales revenues. The pricing strategy of Kofilicious is set to determine if the market is capable of purchasing. The product having affordable prices is a must. A buffer of 10% and a mark up 40% were added to the Total Food Cost to get the selling price. B. Place Proponents proposed project will be located inside Walter Mart North EDSA, this site is chosen in order to capture the target market. Walter Mart is known for being one of the most visited mall in the country. C. Product. This refers to tangible service. The brand name has a connection to the product, and in sense, customers will hopefully be back for more. There will be a variety of products for the customers to choose from to satisfy their wants and needs. Below are the following nutrition facts of each coffee blend: Cafe Vanilla Frappuccino Calories 270| Calories from Fat 100| Total Fat 11g| | Saturated Fat 7g| | Calories 220| Calories from Fat 25| Total Fat 2. 5g| | Cholesterol 10mg| | Total Carbohydrate 48g| | Sugars 46g| Protein 3g| Vitamin A 2%| | Mocha Frappuccino Trans Fat 0g| Cholesterol 35mg| Sodium 150mg|. Total Carbohydrate 42g| Dietary Fiber 0g| Sugars 40g| Protein 4g| Vitamin A 8%Iron 4%Ricoa’s ChocolateCalories 290 Calories from fat 190 % Daily valueTotal Fat 13g 20%Saturated Fat 7g 35%Cholesterol 45mg 15%Sodium 115mg 5%Total Carbohydrates 39mg 13%Sugars 32gProtein 11gVitamin A 15%Calcium 35%Iron 15%Caffe LatteCalories 150 Calories from fat 50 % Daily valueTotal Fat 6g 9%Saturated Fat 3. 5g 18%Cholesterol 25mg 8%Sodium 115mg 5%Total Carbohydrates 14g 5%Sugars 13gProtein 10gVitamin A 10%Calcium 35%Caramel MacchiatoCalories 180 Calories from fat 45 % Daily valueTotal Fat 5g 8%Saturated Fat 3. 5g 18%Cholesterol 20mg 7%Sodium 100mg 4%Total Carbohydrates 25g 9%Sugars 23gProtein 8gVitamin A 10%Calcium 35%| D. Promotion| One of the Marketing Promotion tools used are tarpaulin, flyers and discount stubs. For the opening of the store there are 50 pcs. discount cards to be distributed, the stall will also distribute of 100 pcs. flyers and will post a tarpaulin besides the stall for the consumer to have the idea what products are being offered. (3. 7 Project Sales, see page 79) CHAPTER 4 Technical/Production Production is a major step in the series of economic process that brings goods and services to people. Producing a product that would cater to high level of customers satisfaction is one of the requirements for the proponents to cope with today’s successful companies. In this part, the proponents will discuss the production flow chart, project site, layouts and production schedule, facilities, floor plan, machine and equipment, utilities and raw materials. 4. 1 Product Description Kofilicious will serve different flavors. Every product is composed of different ingredients. The proponents decided to make a unique blend of coffee to satisfy the customers. These product items and ingredient are as follows: Vanilla Cappuccino. ? c Fresh Milk 2 tsp. Sugar 1 tsp. Vanilla Syrup 2 T Coffee 1 tsp. Cinnamon 2 T Whipped Cream ? c Ice Cubes Mocha Frappuccino ? cFresh Milk 2 TRegular Coffee 2 TWhipped Cream 2 oz. Milk Magic Chocolate 3 TSugar 1 cIce Cubes Ricoa’s Chocolate Drink ? cFresh Milk 120 gRicoa’s Cocoa 3 TSugar 1 tsp. Vanilla Extract 1 cIce Cubes 2 TWhipped Cream Cafe Latte 1 oz. Espresso, brewed 1 oz. Condensed Milk 1cIce Cubes 1 tsp. Cinnamon 2 TWhipped Cream Caramel Latte Macchiato ? cSteamed Milk 1 tsp. Vanilla Syrup 1 oz. Espresso, brewed 1 TCaramel Syrup 2 T Whipped Cream 1 cIce Cubes 4. 2 Production Process. Production process starts with cleaning of the section. Then begin for preparation of the ingredients, followed by the setting of equipment, measuring ingredients, inspection of quality and then storing the ingredients. Vanilla Cappuccino 1. In a blender, put the fresh milk, sugar, vanilla syrup, and coffee. 2. Blend it for a second just to mix all the ingredients. 3. Then add the ice cubes and blend. 4. Put in a cup, top with whipped cream, cinnamon and your choice of toppings (either wafer or wafer stick). Mocha Frappuccino 1. Put the fresh milk, regular coffee, milk magic chocolate and sugar in a blender. 2. Blend it for a second just to mix all the ingredients. 3. Then add the ice cubes then blend. 4. Put in a cup and top with whipped cream and choice of toppings (either wafer or wafer stick). Ricoa’s Chocolate Drink 1. In a blender, put the fresh milk, ricoa’s cocoa, sugar and vanilla extract. 2. Blend it for a second just to mix all the ingredients. 3. Then add the ice cubes and blend. 4. Put in a cup and top with whipped cream and choice of toppings (either wafer or wafer stick). Cafe Latte 1. Put the brewed espresso and condensed milk. 2. Blend it for a second just to mix all the ingredients. 3. Then add the ice cubes and blend. 4. Put in a cup and top with whipped cream, cinnamon and choice of toppings (either wafer or stick-o). Caramel Latte Macchiato 1. In a blender, put the steamed milk, vanilla syrup, brewed espresso, and caramel syrup. 2. Blend it for a second just to mix all the ingredients. 3. Then put the ice cubes and blend. 4. Put in a cup and top with whipped cream and choice of toppings (either wafer or wafer stick). 4. 3 Flow Diagram Operation A production process can be defined as any activity that increase the similarity between the pattern of demand-goods, the quantity form and the distribution of these goods available to the market place. LEGEND * Operation * Transportation 4. 3. 1 Production Process 1. Cleaning the area 2. Setting of the equipment 3. Preparing of the ingredients 4. Mixing the ingredients 5. Presentation 6. Serving 4. 3. 2 Service Flow Customer Kofilicious Personnel 4. 4 Materials Handling Design The materials requested for the daily operation of the business will be purchased by the proponents every week. One of the staff will inspect the process of production. The store will be using FIFO or First- In First Out as its inventory method. Materials are kept in safe and secured storage. 4. 5 Project Site The project is located inside Walter Mart, North EDSA, Quezon City. The project site has a total area of 3 meters by 2 meters. The site was chosen because the business is located near public and private offices and residences. 4. 6 Project Layout The food stand is about 8ft. in height, 4 ft. length and 3ft. in width. For the proponents the area is big enough to meet the production and selling operation of the business, the storage and other equipment could still be accommodated in the proposed area. 4. 7 Plant Size and Production Schedule The proponents chose the proposed business at the first level of Walter Mart, North EDSA Quezon City with a floor area of 3 meters by 2 meters. Table – Personnel Schedule: | Stall Manager| Store Personnel (1)| Store Personnel (2)| Monday| 10:00 a. m -7:00 p. m| 08:00 a. m -04:00 p. m| | Tuesday| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p. m| OFF| Wednesday| OFF| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p. m| Thursday| 10:00 a. m -7:00 p. m| OFF| 10:00 a. m -7:00 p. m| Friday| OFF| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p. m| Saturday| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p.m| Sunday| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p. m| 10:00 a. m -7:00 p. m| 4. 8. Floor Plan The stall has a total area of 3 by 2 meters which will have the operation area and the product display area. It has enough space for three personnel. The lease term is two months in advance and one month deposit. 4. 9 Utilities As for utilities, water supplied by Maynilad and electricity from Meralco will be included in the rental fee. The business will be charged Php 30,000. 00 every month with a 10% increase on rent per year. 4. 10 Coffee Materials Vanilla Cappuccino (8oz/240ml) Quantity| Ingredients| Wt. in g/ml| Product Cost| Unit Cost| Food Cost| ? c| Fresh Milk| 60 ml| P 62. 15/1000 ml| 0. 06| P 3. 60| 2 tsp. | Sugar| 10 g| P54. 00/1000 g| 0. 054| P 0. 54| 1 tsp. | Vanilla Syrup| 5 ml| P 10. 00/30 ml| 0. 33| P 1. 65| 1 tsp. | Coffee, strong| 5 g| P 66. 95/100 g| 0. 67| P 3. 35| 1 tsp. | Cinnamon| 5 g| P 38. 35/30 g| 1. 28| P 6. 40| 1 T| Whipped Cream| 15 ml| P 43. 20/250 ml| 0. 17| P 2. 55| ? c| Ice Cubes| 120 g| P 5. 00/1000g| 0. 005| 0. 60| Total Food Cost P 18. 69 +10% Buffer P 1. 87 Total cost P 20. 56 Mark-up 40% P 8. 22 Selling Price P 28. 78 or P 29. 00 Profit P 10. 00 Vanilla Cappuccino (12 oz./360ml). Quantity| Ingredients| Wt. in g/ml| Product Cost| Unit Cost| Food Cost| ? c| Fresh Milk| 120 ml| P 62. 15/ 1000ml| 0. 06| P 7. 20| 3 tsp. | Sugar| 15 g| P 54. 00/1000g| 0. 054| P 0. 81| 2 tsp. | Vanilla Syrup| 10 ml| P 10. 00/30 ml| 0. 33| P 3. 30| 2 tsp. | Coffee, strong| 10 g| P 66. 95/100 g| 0. 67| P 6. 70| 1 tsp. | Cinnamon| 5 g| P 38. 35/30 g| 1. 28| P 6. 40| 2 T| Whipped Cream| 30 ml| P 43. 20/250 ml| 0. 17| P 5. 10| ? c| Ice Cubes| 180 g| P 5. 00/1000 g| 0. 005| P 0. 90| Total Food Cost P 30. 41 +10% Buffer P 3. 04 Total cost P 33. 45 Mark-up 40% P 13. 38 Selling Price P 46. 83 or P 47. 00 Profit P 16. 00 Mocha Frappuccino (8 oz. /240 ml) Quantity| Ingredients| Wt. in g/ml| Product Cost| Unit cost| Food Cost| ? c| Fresh Milk| 60 ml| P 62. 15/1000 ml| 0. 06| P 3. 60| 1 tsp. | Coffee, strong| 5 g| P 66. 95/100 g| 0. 67| P 3. 35| 1 T| Whipped Cream| 15 ml| P 43. 20/250 ml| 0. 17| P 2. 55| 1 oz. | Milk Magic Chocolate| 30 ml| P62. 15/1000 ml| 0. 06| P 1. 80| 2 tsp. | Sugar| 10 g| P 54. 00/1000 g| 0. 054| P 0. 54| ? c| Ice Cubes| 120 g| P 5. 00/1000 | 0. 005| P 0. 60| Total Food Cost P 12. 44 +10% Buffer P 1. 24 Total cost P 13. 68 Mark-up 40% P 5. 47 Selling Price P 19. 15 or P 20. 00. Profit P 7. 00 Mocha Frappuccino (12 Oz. /360 ml) Quantity| Ingredients| Wt. in g/ml| Product cost| Unit cost| Food cost| ? c| Fresh Milk| 120 ml| P 62. 15/1000 ml| 0. 06| P 7. 20| 2 tsp. | Coffee, strong| 10 g| P 66. 95/100 g| 0. 67| P 6. 70| 2 T| Whipped Cream| 30 ml| P 43. 20/250 ml| 0. 17| P 5. 10| 2 oz. | Milk Magic Chocolate| 60 ml| P 62. 15/1000 ml| 0. 06| P 3. 60| 3 tsp. | Sugar| 15 g| P 54. 00/1000 g| 0. 054| P 0. 81| ? c| Ice Cubes| 180 g| P 5. 00/1000 g| 0. 005| P 0. 90| Total Food Cost P 24. 31 +10% Buffer P 2. 43 Total cost P 26. 74 Mark-up 40% P 10. 70 Selling Price P 37. 44 or P 38. 00 Profit P 13. 00 Ricoa’s Chocolate drink (8oz. /240 ml) Quantity| Ingredients| Wt. in g/ml| Product cost| Unit cost| Food cost| ? c| Fresh Milk| 60 ml| P 62. 15/1000 ml| 0. 06| P 3. 60| 60 g| Ricoa’s Cocoa| 60 g| P 52. 85/200 g| 0. 26| P 15. 60| 2 tsp. | Sugar| 10 g| P 54. 00/1000 g| 0. 054| P 0. 54| 1 tsp. | Vanilla Extract| 5 ml| P 10. 00/30 ml| 0. 33| P 1. 65| ? c| Ice Cubes| 120 g| P 5. 00/1000 g| 0. 005| P 0. 60| 1 T| Whipped Cream| 15 ml| P 43. 20/250 ml| 0. 17| P 2. 55| Total Food Cost P 24. 54 +10% Buffer P 2. 45 Total cost P 26. 99 Mark-up 40% P 10. 80 Selling Price P 37. 79 or P 38. 00. Profit P 13. 00 Ricoa’s Chocolate drink (12 oz. /360 ml) Quantity| Ingredients| Wt. in g/ml| Product cost| Unit cost| Food cost| ? c| Fresh Milk| 120 ml| P 62. 15/1000 ml| 0. 06| P 7. 20| 80 g| Ricoa’s Cocoa| 80 g| P 52. 85/200 g| 0. 26| P 20. 80| 3 tsp. | Sugar| 15 g| P 54. 00/1000 g| 0. 054| P 0. 81| 1 tsp. | Vanilla extract| 5 ml| P 10. 00/30 ml| 0. 33| P 1. 65| ? c| Ice cubes| 180 g| P 5. 00/1000 g| 0. 005| P 0. 90| 2 T| Whipped Cream| 30 ml| P 43. 20/250 ml| 0. 17| P 5. 10| Total Food Cost P 36. 46 +10% Buffer P 3. 65 Total cost P 40. 11 Mark-up 40% P 16. 04 Selling Price P 56. 15 or P 57. 00 Profit P 20. 00 Cafe Latte (8oz. /240 ml) Quantity| Ingredients| Wt. in g/ml| Product cost| Unit cost| Food cost| 10 ml| Espresso ,brewed| 10 ml| P 60. 00/60 ml| 1| P 10. 00| ? oz. | Condensed Milk| 15 ml| P 30. 75/300 ml| 0. 10| P 1. 50| ? c| Ice cubes| 120 g| P 5. 00/1000 g| 0. 005| P 0. 60| 1 tsp. | Cinnamon| 5 g| P 38. 35/30 g| 1. 28| P 6. 40| 1 T| Whipped cream| 15 ml| P 43. 20/250 ml| 0. 17| P 2. 55| Total Food Cost P 21. 05 +10% Buffer P 2. 11 Total cost P 23. 16 Mark-up 40% P 9. 26 Selling Price P 32. 42 or P 33. 00 Profit P 11. 00 Cafe Latte (12 oz. /360 ml) Quantity| Ingredients| Wt. in g/ml| ProductCost| Unit cost| Food cost| 15 ml| Espresso, brewed| 15 ml| P 60. 00/60 ml| 1| P 15. 00| 20 ml| Condensed milk| 20 ml| P 30. 75/300 ml| 0. 10| P 2. 00| ? c| Ice cubes| 180 g| P 5. 00/1000 g| 0. 005| P 0. 90| 1 tsp. | Cinnamon| 5 g| P 38. 35/30 g| 1. 28| P 6. 40| 2 T| Whipped Cream| 30 ml| P 43. 20/250 ml| 0. 17| P 5. 10| Total Food Cost P 29. 40 +10% Buffer P 2. 94 Total cost P 32. 34 Mark-up 40% P 12. 94 Selling Price P 45. 28 or P 46. 00 Profit P 16. 00 Caramel Latte Macchiato (8 OZ. /240 ml) Quantity| Ingredients| Wt. in g/ml| Product Cost| Unit Cost| Food Cost| ? c| Steamed Milk| 60 ml| P 61. 80/1000 ml| 0. 06| P 3. 60| 1 tsp. | Vanilla Syrup| 5 ml| P 10. 00/30 ml| 0. 33| P 1. 65| 10 ml| Espresso, brewed| 10 ml| P 60. 00/60 ml| 1| P 10| 2 tsp. | Caramel syrup| 10 ml| P 59. 15/120 ml| 0. 43| P 4. 30| 1 T| Whipped cream| 15 ml| P 43. 20/250 ml| 0. 17| P 2. 55| ? c| Ice cubes| 120 g| P 5. 00/1000 g| 0. 005| 0. 60| Total Food Cost P 26. 30 +10% Buffer P 2. 63 Total cost P 28. 93 Selling Price P 40. 50 or P 41. 00 Profit P 14. 00 Caramel Latte Macchiato (12 oz. / 360 ml) Quantity| Ingredients| Wt. in g/ml| Product Cost| Unit Cost| Food Cost| ? c| Steamed milk| 120 ml| P 61. 80/1000 ml| 0. 06| P 7. 20| 1 tsp. | Vanilla syrup| 5 ml| P 10. 00/30 ml| 0. 33| P 1. 65| 15 ml| Espresso, brewed| 15 ml| P 60. 00/60 ml| 1| P 15. 00| 3 tsp. | Caramel syrup| 15 ml| P 59. 15/120 ml| 0. 43| P 6. 45| 2 T| Whipped cream| 30 ml| P 43. 20/250 ml| 0. 17| P 5. 10| ? c| Ice Cubes| 180 g| P 5. 00/1000 g| 0. 005| P 0. 90| Total food Cost P 36. 30 +10% Buffer P 3. 63 Total cost P 39. 93 Mark-up 40% P 15. 97 Selling Price P 55. 90 or P 56. 00 Profit P 19. 00 Costs for packaging Materials| Product Price| Plastic Cups (8 oz. )| P 47. 50/50 pcs. | Plastic Cup (12 oz. )| P 51. 50/50 pcs. | Straw| P 75. 00/200 pcs. | Tissue| P 40. 00/bundle| TOTAL:| P 214. 00| 4. 11 Equipment, Kitchen Tools Packaging Requirements Equipment Item| Quantity| Unit Cost| Total Cost| Food Kiosk| 1| P 40,000| P 40,000| Blender| 2| P 1,200| P 2,400| Freezer| 1| P 9,847. 00| P 9,847. 00| Coffee Maker| 1| P 2,100| P2,100| | | Total:| P 54, 347. 00| Kitchen Tools Item| Quantity| Unit Cost| Total Cost| Measuring Cup| 2 set| 60| P 112. 00| Measuring Spoon| 2 set| 80| P 160. 00| Plastic Container| 6| | P150. 00| Kitchen Scissors| 1| P 30. 00| P 30. 00| | | Total:| P 452. 00| Packaging Requirement Item| Quantity| Amount| Total| Plastic cup| 50 pcs. | 0. 60| P 30. 00| Plastic straw| 50 pcs. | 0. 18| P 17. 50| Tissue| 1,000 pcs. | 0. 005| P 50. 00| | | Total:| P 97. 50| 4. 12 Man Power Requirements Manpower Requirement Position| No. | Work load| Basic Rate| Stall Manager| 1| Eight hours a day| Share to the capital| Accountant| 1| Twice a month| 1,500. 00/visit*2/month. Php 3,000. 00| Store Personnel| 2| Eight hours a day| 404/day*26days/month. P 10,504. 00| 4. 13 Wastes and Waste disposal Kofilicous will implement proper ways of disposing solid and liquid wastes. Solid wastes include used cups and plastic straws.

Research on Piagets Developmental Psychology Theory

Research on Piagets Developmental Psychology Theory The great contribution of Jean Piaget on developmental psychology is undoubtedly. However, in the past 30 years, there are a number of study criticism his suggestion, which the infant younger than six months do not have the permanent object concept. What follows is a discussion of examining when infant would acquire object concept. First, it will explain the proposition of Piaget on this topic. Then, it will examine Bower’s study which challenges and questions Piaget’s claim of the object concept. After that, it will focus on Baillargeon’s study and found out the flaw and weakness of her study by different recent research. Finally, it will draw a conclusion on the topic. In 60s, Jean Piaget suggested the theory of cognitive development. In Piaget (1963), he started to investigate the age when the infants acquire object permanence. He considers object permanence as the most vital accomplishments. This concept makes human can separate different objects and know permanent existence of an object (Piaget, 1963). Which mean under the object concept human could understand each object is unitary entities and exist independently of third party actions (Piaget, 1963). Piaget suggested that infant younger than 8 month still did not acquire the object permanence concept (Piaget, 1963). In these infant’s mind, an object out of sight is out of mind. Piaget thought that 4–8 months infant start to develop a object concept slowly and gradually on this stage. Also, during this stage they are having a transition from egocentric (just using self-to-object view) to allocentric (could use object-to-object view) (Piaget, 1963). The main changes in this transi tion is that the infant start to use a viewpoint of a third person or object and seen themselves as an independent object. In Piaget’s Blanket and Ball Study, he put a toy under a blanket, meanwhile the infant can watch the whole process (Piaget, 1977). Then observe infant searched for the hidden toy or not. This experiment, Piaget define that if the infant succeeds to discover the hidden toy, then it was an evidence of object permanence (Piaget, 1977). Since he assumed that only the infant had a mental representation can search for a hidden toy. In the result, he found that infant around 8-months-old succeeds to search for the hidden toy (Piaget, 1977). Finally, he concludes that infant around 8 months acquired object permanence, due to they can form a mental representation of the object in their brain. Although Piaget‘s research got a high level of reliability (Harris, 1987), there is a lack of explanation for why the rest of infant (before 8 month) fails in the experiment (Mehler Dupoux, 1994). Diamond (1988) found that the prefrontal cortex of human is related to holding representation in memory and motor response. Base on this finding, Mehler Dupoux (1994) suggested that the infants who fail to search imply rather than the absence of an object concept. They may have an inability to coordinate the movements. Which mean if the research constructs a task that without complex motor demands, it may examine object permanence in the infant who younger than 8 months more accurately. In the study of Bower (1966; 1967), he has used a violation of expectation (VOE) paradigm to examine it. Bower gave object occlusion and reveal events in infant to watch. Some of them were possible (object slowly hidden by another) and some impossible (object slowly dissolving) (Bower, 1966). Bower t hrough measure the changes in heart rate of infant to indicate the differences of their reaction to two events. Then through the response to infer a degree of object permanence in eight weeks old infant. However, there had a confounding effect of novelty in infant which the researcher was not noticed before the experiment (Bower, 1967). As the result, infant just interest in the possible event not impossible event. Whereas the confounding factor, it could not draw any interpretation from the data but it construct a VOE experimental framework to the latter study. After that Bower, Broughton and Moore (1971) kept investigating the topic by using tracking tasks to 20 week-old infants. They leaded the infant track a moving object and recorded the result as it approached and passed behind a blocker. They found that the gaze of infants were disrupted when after the object pass through the blocker and switch to a different one. It implied that infants have an expectation of the original object would emerge again but disrupts by the experiment. In the other word, a 20 week-old infants may also have ability of object permanence and persistent internal representation. Their finding totally contradicted to Piaget theory. After on, Bower and Wishart (1972) used 20 week-old infants again to take part in the experiment which leaded the infants track the object and it will occlude, darkening the room. The result showed the infants continued to track for the object on the trajectory. It supported the result of Bower et al (1971) and continues challenging Piaget’s belief. In 80s, a researcher Baillargeon done a series of studies and experiment to criticize Piaget’s theory. Baillargeon, Spelke and Wasserman (1985) utilize VOE within a habituation method to examine infant’s mental ability. Habituation is assumed to count as the infants start looking away due to loss of interest. Two equivalent test events are shown to them based on the first habituation event. One was consistent with object properties (the possible event), and the other one was not (the impossible event) (Baillargeon et al, 1985). It is vital to note that they also assumed different degrees of dishabituation were indicated by the length of looking time between the test events. Then, of degrees of dishabituation to infer about infants’ object concept. Baillargeon et al (1985) constructed a ‘drawbridge study’ to test the 5 months old infants. For the habituation event, the drawbridge rotated through 180 ° itself. In the test event, a coloured block was placed behind the drawbridge, then, the drawbridge rotated backward to the block. For the possible event, the drawbridge normally stopped at a place which the block supported it. For the impossible event, the drawbridge continue to rotate and pass through the space that occupied by the block. For these events, the drawbridge finally rotate reversed to its original position. In their finding, a youngest 14 week infants had a longer looking time at the impossible event (Baillargeon et al, 1985). Furthermore, the result had appeared several times in the latter study and confirmed by using a variety of stimuli (Baillargeon 1986; Baillargeon Graber, 1987; Baillargeon DeVos, 1991). As above explain. Baillargeon using the dishabituation result on the impossible event to int erpret infants were surprised by the event and imply infants have an expectations about the normal rule of objects. Then, Baillargeon drew a conclusion that these inferences proved infants have a permanent object concept which substantially earlier than 8 month (Piaget’s claim). However, there also lots of study found some flaw of Baillargeon’s study and criticise it. On the research of Bogartz, Shinskey and Speaker (1997), they found a confounding factor on Baillargeon Graber (1987) study, indicated there could have some missed stimulus features on infant’s gaze when habituating. As the consequence, it would increase the attraction of an impossible event and confound to the experimental result (Bogartz et al, 1997). Other criticisms about Baillargeon’s study suggest by Rivera, Wakeley and Langer (1999). They discovered that the habituation event and the impossible event of the Baillargeon’s ‘drawbridge’ studies, both event were scored longer gazing time. They interpreted that infants just prefer the event which involveed more movement and that would gain more attention of infants (remark: impossible event has 180 ° rotation and possible event only has 112 °) (Rivera et al, 1999). Also, Bogartz et al and Rivera et al both found the incompleteness of some VOE experimental designs which were replicating the VOE findings of (Wang, Baillargeon and Brueckner’s, 2004) were without habituation trials. They argued that it is important to complete a habituating events before testing event to produce transient preferences. Furthermore, in the recent Baillargeon’s study, she acknowledged that her interpretation of her own VOE researches were having some flaw and may be plausible. Due to the development of science was progressing quickly, the method of measuring cognitive thinking also progressed which bring a severe challenge to Baillargeon’s inference. Schà ¶ner and Thelen (2006) constructed the habituation and VOE task base on a dynamic field model. By their method, did not need to invoke any kind of symbolic mental representation. They just utilized the dynamic field model on modelling Baillargeon’s drawbridge’ studies and VOE tasks and treated it as â€Å"a series of perceptual events subject to basic habituation dynamicsâ€Å"(Schà ¶ner Thelen, 2006; p.289). They suggested that assumptions of Baillargeon’s VOE paradigms were misleading and oversimplify the dynamics of habituation in significant which mean there were many interactions of variables were not accounted. Such as they found an order effect on VOE experiment (done by Baillargeon, 1987) when presented the impossible stimulus in order of the second. Therefore it w as unable to use Baillargeon’s study to interpret about infant’s object concept and acquire it at which stage. Although Schà ¶ner and Thelen’s model seemto overturn the result of all pervious VOE studies, some point should be pay attention. First, at the very beginning the dynamic field model is just a mathematical abstraction and it originally was designed for measuring cognitive thinking. Second, when Schà ¶ner and Thelen (2006) model Baillargeon’s study, they had assumed that the impossible event was more similar to the habituation event. Finally, they did not solve the problem of stimulus equivalence in VOE experiment. In this paper, it has explained how Piaget interprets infant cognitive thinking and how they perceive the world and how they process the visual information. Then, it examined the view of different developmental psychologist research, mainly from Bower and Baillargeon. Finally, through a modern perceptive of Schà ¶ner Thelen criticise Baillargeon’s study. However, in the last this paper still cannot draw a conclusion about at what age the infant would acquire object concept. Since scientists still do not have a method that could directly read infant’s or humans mind. If the researcher continues using some indirect method such as habituation VOE and interpretation of infant’s object concept. There are usually having some flaw because in the process of interpreting, it may involve certain extend of guessing (e.g in Baillargeon’s drawbridge’ studies, she observed dishabituation, then she guessed the infant was surprised, then guessed infant might have object concept.) Therefore, in this paper cannot find an exact answer to the topic question. References Baillargeon, R, Graber, M. (1987). Where’s the Rabbit? 5.5-Month-Old Infants’ Representations of the Height of a Hidden Object. Cognitive Development, 2, 375-392. Baillargeon, R. DeVos, J. (1991). Object Permanence in Young Infants: Further Evidence. ChildDevelopment, 62, 1227-1246. Baillargeon, R. (1986). Representing the Existence and the Location of Hidden Objects: Object Permanence in 6- and 8-Month-Old Infants. Cognition, 23, 21-41. Baillargeon, R., Spelke, E.S. Wasserman, S. (1985). Object Permanence in Five-Month-Old Infants. Cognition, 20, 191-208. Bogartz, R.S., Shinskey, J.L. Speaker, C.J. (1997). Interpreting Infant Looking: The Event Set x Event Set Design. Developmental Psychology, 33, 408-422. Bower, T.G.R. Wishart, J.G. (1972). The Effects of Motor Skill on Object Permanence. Cognition, 1, 165-172. Bower, T.G.R. (1966). The Visual World of Infants. Scientific American, 215, 80-92. Bower, T.G.R. (1967). The Development of Object Permanence: Some Studies of Existence Constancy. Perception Psychophysics, 2, 411-418. Bower, T.G.R., Broughton, J.M. Moore, M.K. (1971). Development of the Object Concept as Manifested in the Tracking Behaviour of Infants Between 7 and 20 Weeks of Age. Journal of Experimental Psychology, 11, 182-193.Developmental Science, 12, 670-679. Diamond, A. (1988). Abilities and neural mechanisms underlying AB performance. Child Development, 523-527.Evidence from Violation of Expectation Tasks with Test Trials Only. Cognition, 23, 167-198. Harris, P.L. (1987). The Development of Search. In P.Salapatek L.B.Cohen (Eds.) â€Å"Handbook ofInfant Perception. Vol. 2†. New York NY, Academic Press. Jackson, I. Sirois, S. (2009). Infant Cognition: Going Full Factorial with Pupil Dilation. Mehler, J. Dupoux, E. (1994). What Infants Know: The New Cognitive Science of Early Development. Oxford, Blackwell. Piaget, J. (1963). The Psychology of Intelligence. Totowa, New Jersey: Littlefield Adams. Piaget, J. (1977). The role of action in the development of thinking (pp. 17-42). Springer US. Rivera, S.M., Wakeley, A. Langer, J. (1999). The Drawbridge Phenomenon: Representational Reasoning or Perceptual Preference? Developmental Psychology, 35, 427-435. Schà ¶ner, G. Thelen, E. (2006). Using Dynamic Field Theory to Rethink Infant Habituation. Psychological Review, 113, 273-299. Wang, S-h., Baillargeon, R. Brueckner, L. (2004). Young Infants’ Reasoning About Hidden Objects:

Inspired Eccentricity :: Literary Analysis, Bell Hooks

â€Å"Inspired Eccentricity† is a story of Bell Hooks about her grandparents, Daddy and Baba Gus. The two main characters are described with many contrasts. They are opposite in many ways: physical looks, characters, and even their effects on Hooks. Their marriage seems to be a strange combination, but very few people understand that Daddy and Baba Gus are not only different but also complementary each other. In the beginning of the essay, Daddy and Baba Gus are described oppositely in physical looks. Daddy Gus is a â€Å"short and dark†(421), while Baba Gus is tall and white, which is enough to help her â€Å"easily â€Å"passed† denying all traces of blackness†(421). Their walking styles are also different. Daddy walks â€Å"slow, as though carrying a great weight† (421), but Baba moves â€Å"swiftly, as though there was never time to waste† (421). Daddy Gus is a man of silence, he always â€Å"sit calmly in his chair by the stove, as calm and still as the Buddha sits† (421). Opposing to Daddy Gus, Baba is described as â€Å"talked endlessly† (421), and she usually preaches, yells, and fusses. They contrast each other in almost every thing, also in not sleeping on the same bed because Baba can not stand her husband’s nasty smell. Two people that seem to be made not to each other have been together more than seventy years, mos t of human life. Somebody wonders that their marriage began from love or not, but they overcame all the contrasts, create a big family, and also have many grandchildren. In addition to Hooks, Daddy and Baba Gus are not only different in physical looks, but they also contrast in their characters. Daddy Gus is a calm and religious man. He has strong belief in God and serves as â€Å"right-hand men of God† (422). He is the person whom people feel sorry for because he is controlled by his wife. And although he is thought not to be a â€Å"real man† (422) by his son, but he always refuses to fight back. People respect and â€Å"admired his calmness† (422), and Hooks is strongly effected by her grandfather who is â€Å"not gonna let anybody tell him what to do with his life† (422). In the other hand, Baba Gus is a blasphemer, and she usually curses. She never goes to church, she also does not believe in God, and people think that she will be a bad example for children.

Interracial Dating Explored in Save the Last Dance Essay -- Films Movi

Interracial Dating Explored in Save the Last Dance The movie, Save the Last Dance, goes along with all of our discussions and conversations about the visual difference between the black and white cultures and the stereotyping that Hollywood does of the two cultures. The movie shows the difference in the two cultures, according to Hollywood.you have your typical white middle-class suburban girl (Sarah) and your typical low-class black boy (Derrick). Save the Last Dance is a love story about the pros and cons that comes along with interracial dating. Hollywood displays Sarah as your typical white girl whose forced to move into a low-class neighborhood (with her father, Roy), which is inhabited mostly by blacks, after her mother dies in a tragic car accident on her way to one of her audition. The theme of the movie is really plain and simple. Sarah has always wanted to become a ballerina and attend Julliard, a school of performing arts in New York, however, after the death of her mother, she loses the passion for her dream. Like I mentioned above, Sarah was forced to move with her father, Roy, who lived in an old ratty house deep in a ghetto (inhabited mostly by blacks) in New York City. It had to have been a huge culture shock for Sarah, I mean, here is this white middle-class girl who feels that she?s to blame for her mothers death. And in an instant, she?s taken away from her home, neighborhood, and friends and forced to live and attend school in a black ghetto....

Analysis on Business Marketing

â€Å"Everything is worth what its purchaser will pay for it. † This phrase was said many centuries ago and is still worth today. Any time customer, in fact these customers whose costs are driven by what they purchase, increasingly look to purchasing as a way to increase profits and thus pressure suppliers to reduce prices. A good example beside the one in the article is when you are going to buy a car and you start searching about what car dealer is the best for you to buy yours. How can you decide which of the dealers it's the best for you, it is a good question. A growing number of suppliers have created a customer value models, that is no more than data-driven representations, of the worth in monetary terms, of what the suppliers are going to could do for its customers. I have been talking about values, but what they are and what values are in business is what I'm going to explain right now. In business market values are the worth in monetary form of the technical, economic, service and social benefits any customer receives in exchange for the price it pays for a market offering. An example of value in monetary term is dollars per unit, guilders per liter, or kroner per hour. On the other hand, benefits are no more than in which any costs a customer incurs in obtaining the desire benefits, except for purchase price, are included. And finally value is what a customer gets in exchange for the price it pays. In fact, value is one of the two elemental characteristics of marketing offer; the other one is price. Field value assessments that is the most commonly and accurate method used to build customer value models. This value is used to collect data about customer value models. However, if the field value does not work suppliers use direct and indirect survey question and focus groups. As everything in our life, the first time you do something is the most difficult. To get started with the customer value model the first thing a supplier need to do is to put together the right kind of value research team. In this team should be included the people with the product, engineers in the specified field, and people with marketing experience. This last option is very important because it is really important to have people who know the customer way of thinking. The next step is to know the right market segment. Knowing this, the suppliers create a base with at least twelve customers to build an initial value model. Then it is a good time to generate a comprehensive list of value elements. These elements will be the one that affects the costs and benefits of the offering in the customer's business. The elements could be technical, economic, service or social in nature and will vary in their tangibility. But suppliers have to be very carefully on checking which elements left out, especially those that might make the suppliers' market offering look unfavorable next to the next-best-alternative offering will undermine the projects credibility. By knowing as many elements as possible the team will be able to determine more accurately the difference in functionality and performance its offers provides relative to the next-best-alternative. Most of the time the customers do not know that they have the data information that the suppliers are looking for. Some time the only way to find this data is for the team members to ask around until they come across the person who knows where to find the information. These teams also need to be creative in finding other sources of information. Independent industry consultants or knowledgeable personnel in the supplier company can be good sources of initial estimates. The comfort with which team can establish monetary estimates for its value elements will vary. Actually, most suppliers do not even attempts to assign monetary amounts to social elements. Instead, they put those elements and discuss them with the customer in a qualitative way after presenting quantitative results. An example of this is the Qualcomm Company, that not assign monetary amounts to many less-tangible elements but still includes them in its analysis as â€Å"value placeholders. † In any field value assessments, the suppliers will find that some assumptions must be made in order to complete an analysis. It is critical to suppliers to be explicit about any assumptions it makes. If a customer does not know how or why the team assigned a certain value to an element, the supplier's credibility will be compromised. After building the initial value model the suppliers should validate it, by conducting additional assessments with other customers in the market segment. Doing this the supplier will also learn how the value its offering provide varies across kinds of customers. The supplier will also need to create value-based sale tools. One common sale tool is a value case history, which is no more than written accounts that document the costs savings or added value that a customer receive from its uses of a supplier market offering. Now it is a good time to put an understanding of value to use. A good way to do this is using the supplier knowledge to tailor supplementary service, programs and systems in its current market offering and to guide the development of new offerings. A company's ability to manage flexible markets offerings successfully rest on its understanding of the value each component of an offering creates as well as its associates cost. Identifying and eliminating value drains result in better allocation of resources and improved profitability. Gaining customer is another of the steps of this project. Knowing of how the market offers specifically deliver value to customer enables suppliers to craft persuasive propositions. By providing evidence to customers of the company's accomplishments, suppliers demonstrate their trustworthiness and commitment to customers. In this way customers feel more self-confident with the company they are doing business with. Understanding value in business is the essence of customer value management. It is also good for delivering superior values and obtain an equitable return for it. Now are you ready to choose your car's vendor.