Applying Theory to Practice Essay Example for Free

Applying Theory to Practice Essay Theory offers procedure and arrangement to nursing knowledge and provides a methodical way of collecting data to define, clarify, and forecast nursing practice (McEwen Willis, 2011). Nurses use nursing theory to develop a certain outlook about patient care. Nursing theories serve as a shared groundwork for nursing practice across all settings to develop better patient care outcomes. This paper will explore childhood obesity and then apply to practice a mid-range and a borrowed nursing theory to the practice problem. Childhood obesity is a national problem that crosses all economic and social lines. Overweight children and adolescents are in jeopardy of having heart disease, such as hyperlipidemia or hypertension. In a varied group trial of 5- to 17-year-olds youths, 70% of overweight youth had at least one risk factor for heart disease (Freedman, Zuguo, Srinivasan, Berenson, Dietz, 2007). Overweight youth are at higher risk to develop Type II diabetes (Li, Ford, Zhao, Mokdad, 2009). Type II diabetes increases the risk of long term complications such as renal disease, visual impairment, cardiovascular disease, amputation, neuropathy, up to and including death. Youth that are overweight are also at higher risk for musculoskeletal issues, sleep disorders, socio-economic problems due to families inability to obtain medications and treatment. Overweight youth are also at risk of psychological problems such as being bullied in school, depression, suicide, and poor self-esteem (Dietz, 2004). Children and adolescents who are obese often carry this into adulthood and become obese adults. This sets them up for the likely hood of adult health problems such as heart disease, diabetes, stroke, and osteoarthritis (Guo Chumlea, 1999). Some of the long term ramifications of childhood obesity include but are not limited to many types of cancer, including cancer of the breast, colon, endometrium, esophagus, kidney, pancreas, gall bladder, thyroid, ovary, cervix, and prostate, multiple myeloma and Hodgkin’s lymphoma (Kushi et al., 2006). There are so many short term and long term emotional and physical ramifications associated with childhood obesity that it warrants research and study. Childhood obesity is preventable and treatable. As a society it is time that measures were put into place to reduce the ever increasing numbers of children dealing with childhood obesity on a daily basis. There also seems to be a tendency for obesity to be passed down from generation to generation not because of genetics alone, but because of the learned lifestyle of the family. To treat children and adolescents for obesity it is going to take educating and treating the entire family unit. References Dietz, W. H. (2004). Overweight in childhood and adolescents. New England Journal of Medicine, 350(), 855-857. Freedman, D. S., Zuguo, M., Srinivasan, S. R., Berenson, G. S., Dietz, W. H. (2007). Cardiovascular risk factors and excess adiposity among overweight children and adolescents: the Bogalusa heart study. Journal of Pediatrics, 150(1), 12-17. Guo, S. S., Chumlea, W. C. (1999). Tracking of body mass index in children in relation to overweight in adulthood. American Journal of Clinical Nutrition, 70(), 145-148. Kushi, L. H., Byers, T., Doyle, C., Bandera, E. V., McCullough, M., Gansler, T. (2006). American cancer society guidelines on nutrition and physical activity for cancer prevention: Reducing the risk of cancer with healthy food choices and physical activity. CA: A Cancer Journal for Clinicians, 56(56), 254. Li, C., Ford, E. S., Zhao, G., Mokdad, A. H. (2009). Prevalence of prediabetes and its association with clustering of cardiometabolic risk factors and hyperinsuline mia among US adolescents. Diabetes Care, 32(). McEwen, M., Willis, E. M. (2011). Theoretical basis for nursing (3 ed.). Philidelphia, PA: Wolters Kluwer .

Editing Within Digital Filmmaking Essay Example for Free

Editing Within Digital Filmmaking Essay Lori Landay elucidates that in the present age of digital transformations, communications and storytelling, the saying of McLuhan that the medium is the message can be further said that the media is the mix. Digital forms of narrative are not only characterized by their mixed, hybrid forms and content, but by their recombinations. It is used to draw the spectator into the mix in many different ways. It is through the mixing of the different degrees of non-linearity and interactivity that digital narratives are able to form different kinds of digital spectatorship. She looks at three films and states that in different yet interconnected ways, these ways can tend to divert the spectator from the traditional ways of finding meaning to one’s narrative. Different modes are able to elicit different ways of storytelling and fresh ways of looking, thereby, editing scenes in the process. Source 2: Tsai, Tabitha and Czarnecki, Kelly . Digital filmmaking for the 21st century. Library Journal, 2/1/2008. Machinima Goes Mainstream. Article Retrieved June 9, 2008 http://journal. media-culture. org. au/0104/trans. php Machinima is a filmmaking genre that is used in order to shape video for the 21st century. It is a new term that is coined from the words machine and cinema and is a genre of filmmaking that was originally conceived by gamers in the 1990s. During the past years, machinima has gone more mainstream and creativity has been maximized to the limits. Machinima is filmmaking that is done within a real-time, 3-D kind of environment. Basically, machinima uses real-world filmmaking techniques within an interactive virtual environment where characters and events are controlled by humans, scripts, or artificial intelligence. The video games are the ones that provide the settings, props, costumes, and characters which are needed to be able to tell an original story. Filmmakers are able to capture actual footage as MTV Central and video games like Sims 2 have in-game recording options which help the filmmakers to capture footage. For this to be accessed, there is a need for a screen capture software program in order to import game environments where there are no built-in machinima tools. Remixing audio and video content is also among the newer gadgets available among budding machinimists. Source 3: Theodosakis, Nikos. How Digital Filmmaking Develops Higher-Order Thinking Skills. Article Retrieved June 9, 2008 at: http://www. vste. org/publications/journal/attach/vj_1602/vj_1602_08. pdf This article posits that in the classroom, the process of filmmaking entails that students must be able to imagine what they will need in order to come up with a movie. They need to develop a strategy that involves managerial skills such as planning, production and editing where they will start gathering a logical series of events. The author logical lays out what is entailed in the planning stage emphasizing that feature films are rarely shot in a sequential order in order to save time, money and effort. As part of editing, the scenes are grouped according to location or actors or even according to equipment availability. Analytical skills must also be present to a large measure so that during the editing process, one can see multiple takes of the same shots and multiple shots of the same scene and then decide which information best illustrates the message being set forth (Theodosakis). The author wants to point out that the goal of filmmaking in the classroom must be executed so that students will be able to experience these skills in preparation for the future use in their own worlds beyond the classroom.

The History Of Payless Shoesource Inc Marketing Essay

The History Of Payless Shoesource Inc Marketing Essay Payless ShoeSource Inc. is a self-serve fashion-focused low cost shoe retailer.   The company was founded in 1956 in Topeka, Kansas and has expanded significantly within the domestic and international markets to almost 4,500 stores.   On their website, the stated mission is to democratize fashion and design in footwear and accessories.   Payless seeks to compete effectively by bringing to market differentiated, trend-right merchandise before mass-market discounters and at the same time as department and specialty retailers but at a more compelling price.  [1]  Payless is a subsidiary of Collective Brands, which a holding company for three business units: Payless ShoeSource,  Collective Brands Performance  + Lifestyle Group,  and Collective Licensing International. These units function separately, but have significant business relationships especially in brand licensing for Payless. In 2009, Payless reported $2.576 billion in sales and capture a large percentage for the cost-leader footwear market.  [2]  Payless is represented in all 50 states.   Internationally, Payless has multiple locations in Central and South America, Canada, and the Caribbean.   In 2009, Payless opened stores in the Middle East and has signed agreements to franchise into Russia, the Philippines, Israel, Malaysia, Singapore, Mexico and Indonesia.  [3]  Ã‚   When Payless was founded, it was based on being a low cost provider of shoes for families in a self-service format.   During the 50 years since, Payless has evolved from a low cost distributor to a low cost producer to an on-trend fashion, cost conscience producer and provider while retaining the self service format.   This evolution was a result of changing customer demands and increased retail competition.   Payless retooled their strategy when other low-cost shoe providers such as Wal-Mart and Target entered the shoe market.   This increase in competition on the cost-leader strategy forced Payless to examine their core competencies and their position in the marketplace.   As a result, the emphasis on fashion and design became a priority which is reflected in both their shoe and retail store design.  [4]  Ã‚   Over the past fifteen years, Payless has been increasing the fashion level of their products and have now repositioned themselves as an on-trend fashion outlet with trendy names at reasonable prices.   Payless has formed several partnerships with designers to create capsule collections exclusively at Payless that comprise one season; however due to the success of these designer collections Payless has been expanding these designer relationships.  [5]  Ã‚   The partnerships with designers started in 2007 with Abaetà ©, as a seasonal collection.   The success of the Abaetà © collection leads Payless to develop other partnerships with designers like Lela Rose, Alice + Olivia as well as Zack Zoe.   The most recent guest designer, Christain Siriano, has been a success due to both his design and his popularity of winning season four of Project Runway.   With the immense success of the show, there was instant name recognition and the target audience of the show is in line wit h the target market of Payless.   In fact, Christian Sirianos capsule collection contract was recently extended to be a multi-year contract to its immense success in the market.  [6]   External Analysis When looking at the external analysis for Payless ShoeSource, the general environment is composed of elements that influence the shoe industry and the companies within it. These elements group into six different environmental segments: demographic, economic, political/legal, sociocultural, technological, and global. Demographics for Payless have always played an important role in their overall strategy. Targeting women 16-49 with an income lower than $75,000 USD is their key to success.  [7]  This target market is ideal because individuals within this demographic express themselves through fashion. The economic factors for their general environment are a major downfall. With a target segment on a middle-class income, economic hardships are going to be devastating for Payless. Consumers will spend less on non-necessity goods in hard times, shoes being one of those items. The economy will also influence Payless because they compete based on lower priced fashion items to gain market share. However, since Payless is an international business, economies in other countries such as Latin America or the Middle East can offset these issues in the domestic market. International expansion is where political and legal elements can comes into play for Payless. Currently Payless has 643 international stores with plans to expand heavily in the years to come. By executing joint ventures and franchising, Payless is able to mitigate some of the political and legal risk it could encounter in foreign markets. The sociocultural environment for Payless externally is again positive. Since they are well known in the United States and Canada for keeping up with the latest trends, they can leverage this strategy worldwide. Each country is researched constantly for new trends or looks in the footwear and accessory industry. This research combined with knowledgeable local partners helps Payless with product selection to meet local demand. By researching and overcoming the sociocultural factor, Payless has gained market share each year, even in rough economic times in the United States.    When looking at the technological external environment for Payless, the company is far beyond its competition. Although Payless is based in Topeka, Kansas, all of their shoe manufacturing is completed in the Unites States and 13 other countries around the world. Their main warehouse is 807,000 square feet designed with a state of the art coordination system. These systems keep all the stores replenished with new supply at least twice a week based on style, color and size of the shoes. The global environmental factor for Payless is also a significant part of their strategy. Global factors influencing business are legal, political, social, technological and economic. Each country Payless enters, these influences will change. Moving into global markets via joint ventures or franchising helps lessen the risk for Payless because the partner understands the market and environment the store is operating in. When looking at the supplier power for Payless, 85% of their footwear comes from Chinese factories, 10% from Vietnam and the other 5% from Brazil, India, Indonesia and Thailand.  [8]  Since Payless depends on third parties to manufacture and supply their products, this could cause several problems. There could be a shortage of raw materials, inadequate manufacturing and shipping capacity of the product. In addition, the third parties price fluctuations of raw material, skilled labor as well as currency exchange risk could impact the low price strategy of Payless. Payless also has risk in transportation since it relies on third parties to transport and deliver its products. These third party relationships impact the ability to deliver footwear on time and at a low cost. The buyer power for Payless is a significant threat. Given their current fashion strategy, Payless could one day overcome buyer power, but as of now, they still compete on price and focus this incentive to benefit the consumer. With this buyer power, the threat of substitution is very high for Payless. The footwear industry is all about the latest styles, colors and looks. If Payless did not have a research team focused on implementing new products, substitution would be high for Payless. Bringing in Christian Siriano, Lela Rose and Isabel Toledo as new designers has given Payless a more upscale look at a cost effective price for the consumer. Though there are substitutions for their brands in each product category, Payless is less expensive overall. Competitive rivalry in the footwear industry is never ending. Payless has to compete with the big box stores such as DSW, Famous Footwear, J.C.  Penney, Kohls, Macys, Marshalls, Ross Stores, Target, TJ Maxx, and Wal-Mart. All of these competitors have the capability to hurt Payless in a cost leadership strategy. However, Payless competes in fashion at a lower price point. This fashion focus aligns with their target market that will buy these designer shoes with Christian Siriano, Lela Rose and Isabel Toledo.  [9]   The threat of new entry for Payless is currently small. Although Payless has many competitors in their industry, it would be almost impossible to compete with their net sales and store locations around the world. The startup costs would be high and the sourcing for factories would be time consuming. Designers would need to be experienced and willing to work with foreign factories. New competition could compete on price, but not on quality fashion footwear. Payless has a very favorable position and it should be easy to defend against new entrants. Internal Analysis Payless ShoeSource is dedicated to democratizing fashion and design in footwear and accessories to the world and inspiring fun fashion possibilities for the family.   We provide our customers with the style they want at a great price, and our nearly 4,500 store locations offer an engaging, easy-to-shop experience and outstanding customer service.  [10]  The current mission of Payless ShoeSource has not been long-lived in this form.   After the company experienced it is first lost in 2003, the company worked hard to turn things around.   Beyond working to increase sales and correct the inventory problems, the company revised its mission statement, vision, and company strategy in 2005.  [11]  Ã‚  The current mission has driven the company to develop strategies, which have led the company to exhibit internal strengths and prevailing weaknesses. The most obvious overlying strategy for Payless is cost leadership.   This can be determined not only by the mission statement,  [12]  but also by the name of the store.   As the mission statement states, Payless wants to provide their customers with the style they want at a great price.   Also, the title Payless gives the impression that customers will pay less when buying their shoes at Payless Shoe Source.   This name not only exhibits the goals of the company but what customers can expect by shopping at any of Payless ShoeSources 4470 locations. With the major changes made in 2005, Payless developed new strategies to expand their customer base, which would in turn lead to more sales. These strategies developed in 2005 will be focused on in this analysis as 2005 was a monumental year for strategy development and will be compared to the 2009 annual report analysis of the success of such strategies. One of these new strategies was that Payless would go forward with an offer of on-trend, differentiated products.  [13]  Ã‚  With this, it would increase its accessories and offer a larger athletic footwear section.  [14]  In the 2009 Annual Report, Payless stated that they advanced their strategy to grow beyond footwear as broader and deeper product offerings drove dramatic improvement in the accessories business at Payless ShoeSource.  [15]   Another strategy developed in 2005 was to strengthen and reposition Payless by introducing a house of brands available to the consumer at a discounted price,13 which would fall directly in line with their overlying cost leadership strategy.   This house of brands allowed customers to have access to a variety of brands within Payless, which, according to Matt Rubel, CEO of Payless, would fulfill their focus of democratizing design and fashion in footwear and accessories and their goal to inspire fun fashion possibilities for the family.   Acquiring brands like American Eagle à ¢Ã¢â‚¬Å¾Ã‚ ¢, according to Mr. Rubel, is an important step in achieving this and to our ability to connect with young consumers.   The house of brands includes American Eagleà ¢Ã¢â‚¬Å¾Ã‚ ¢, Champion ®, Airwalk ®, Spalding, and Shaquille ONeal endorsed Dunkmanà ¢Ã¢â‚¬Å¾Ã‚ ¢ .  [16]   The third strategy developed in 2005 was to enhance the customer experience by hiring friendly, helpful employees to improve customer service.  [17]  The 2009 annual report confirmed that one aspect of this customer service included measuring childrens feet, which helped increase the sales of the childrens shoes segment.  [18]  Ã‚  Beyond this, there is no data shown as to how successful this strategy has been. The last change in strategy added in 2005 was to improve the efficiency of the business by introducing better technology including a POS system in order to shorten checkout time and keep better track of sales.   In addition, a logistics network would be introduced to improve the companys inventory system and also to improve flexibility in the inventory.13 As far as efficiency goes, the 2009 annual report stated that an added U.S. distribution center shorted replenishment times and lowered costs, improving the gross margin by changing how sizes were assorted and defined store clusters, improving productivity and profitability in 2009.  [19]   Beyond the 2005 strategy developments, a more recent development for Payless is its newly defined international expansion strategies as outlined in the 2009 annual report. Looking at Payless specifically, Collective Brands began franchising Payless internationally 18 months ago and predicts that it will have about 700 locations abroad within the next five years, including 300 of those in Indonesia.  [20]  Ã‚  In the 2009 annual report, it was stated that Payless opened a significant amount of stores in Columbia within the year.  [21]  Ã‚  In 2010, the store introduced a new franchising business model to expand internationally in a quick, low-risk, capital-efficient manner.  [22]  Although the strategy was introduced in 2010, the first three franchised stores opened in the Middle East in 2009.  [23]   Ownership strategy differs by geographic regions.   In North America, mainly the USA and Canada, Payless stores are company-owned.   In Central and South America, stores have been opened as joint ventures with a multitude of partners.   As stated above, franchised stores have existed thus far in the Middle East with franchising as a strategy for future expansion, mainly focused on the Middle East and Asia.  [24]   The last strategy to be assessed in this analysis is a method Payless developed just this year.   Ã‚  This strategy is to develop a recognition of the company as social responsible in order to lure in the socially conscious consumers.   Payless has teamed up with Airwalk   for The Good Shoe Project to allow shoppers to Buy-One-Give-One to a child in need where customers can buy a pair of Airwalk shoes for $19.99 and Payless will give a pair of kids shoes to a child in need through their new partner, World Vision.   Payless plans to give a minimum of 100,000 pairs of shoes to children in South America this Christmas season.  [25]   The core competencies and strengths of Payless ShoeSource exist in its store presence, financial stability, and its ability to keep prices low.   Store presence encompasses the fact that it has already established itself in all 50 states plus a growing number of international locations.  [26]  Ã‚  This presence includes 4470 stores total in 19 countries as of 2009, with 18.6% of stores abroad, or 873 total in 2009.   According to many sources, Payless can be considered one of the largest footwear retailers in the Western Hemisphere selling 140 million pairs of footwear and over 40 million accessories in the US, Canada, Caribbean, Central America, and South America in 2009.  [27]   Financially, Payless has grown its gross margin regardless of the 3.9% decrease in sales due to the recession.   This includes a 5.2% increase in gross margin in 2009, increasing the gross margin to 34.5%.   However, this is primarily due to a low gross margin in 2008 attributable to pre-tax charges of $88.2 million related to the impairment of trade names, $45.1 million due to pre-tax litigation expenses, and $13.2 million of pre-tax charges related to the tangible asset impairment and other charges.   However, the higher gross margin can also be attributed to lower product costs and higher initial mark-on prices of footwear in 2009.  [28]  Ã‚  Though all of these additional charges decreased the gross margin in 2008, a better representation of gross margin improvement is to compare to the 2007 32.6% gross margin.   From 2007 to 2009, the gross margin was improved by 1.9%, or 0.95% per year. Lastly, Payless has been rather successful in their skill to encompass a wide variety of skills including supply chain management and sourcing to keep prices low while also focusing on fashion.   This has allowed Payless to capture the market of moms and middle-class people who care about both fashion and their budget, which is considered to be a success factor of 2009 in the annual report.  [29]   The supply chain management procedures of Payless assist in keeping prices down by making the company more efficient.   This includes the strong supply chain management (SCM) system satisfying the 2005 strategy to improve inventory levels.  [30]  Ã‚  In 2009 annual report, Payless manages inventory through the use of a variety of systems and models related to planning, forecasting, pricing, and allocations to help align promotions, product flow, and pricing with customer shopping patterns.   Although the annual report does not give technical details on these systems, it is clear that the organization of Payless SCM systems have proven to increase the efficiency of the company, and improve the gross margin as previously stated.    One way it has done this on a large scale is by reducing markdowns through using intelligent SCM tools which have been able to stock stores by use of customer clusters, or customer profiles based on lifestyle, demographics, shopping behavior, and appetite for fashion.   Also, the systems keep track of seasonality and climate considerations by geography which have improved the timing of inventory distribution.   The SCM systems have the ability to track historical data to use as a precedent of stores sales volumes and categories that stores tend to sell well along with specific proportions for inventory forecasting.   The high amount of data stored in this system also involves a size assortment matrix tool. This data has reduced old product markdowns by analyzing sizes that could have been avoided in initial purchasing.  [31]  Ã‚   On a smaller scale, the supply chain management systems have provided store-level data management which allows for pricing and inventories to be adjusted on a per-store basis based.   Product pricing is performed per store in order to price products appropriately on a smaller scale rather than one corporate or regional price.   Size variations are also taken into account on a per store basis in order to produce sales forecasts for ordering inventory, optimizing gross margin dollars and reducing markdowns by giving each store individualized attention.  [32]   Another resource advantage of Payless is its sourcing capabilities.   Payless sources out 72% of production to large factories which serve as their manufacturers, consisting mainly of 26 core factories which account for 75% of Collectives footwear purchases.   These factories are given specification and performance standards and then bid for jobs on a competitive basis.  [33]  Ã‚  This network of factories allows Payless to manufacture their products at low prices with companies that they know and trust.   This is a core asset in its ability to keep prices low in its overall strategy of cost leadership. Other than supply chain management and sourcing, other factors providing key assets and skills to Payless are listed in the 2009 annual report.   These factors are the companys ability to develop fashionable, high-quality merchandise in an assortment of sizes, colors, and styles appealing to their target customers; the ability to anticipate and respond to changing customer demands in a timely manner; creating an acceptable value proposition for customers; providing an inviting, customer friendly shopping environment; and, providing effective marketing support.  [34]   Resource disadvantages, or assets and skills that are lacking at Payless, mainly include its lack of knowledge in a few key markets, its marketing resources, its financial resources, and its lack of independence.   These factors keep Payless from optimizing its ability to compete in the market of footwear and accessories. Payless lacks significant knowledge in operating in South American markets.   According to the 2009 annual report, the firm closed 26 Payless stores in Peru and Chile and were categorized as discontinued operations in the report.   The closing of these stores eliminated 200 management and administrative positions, concerning the company with its failure in these markets and the reduced employee morale based on the elimination of these positions.  [35]   Next, the report states its lack of marketing and financial resources as compared to competitors such as Wal-Mart, Target, and other department stores.   Payless is concerned in their ability to continue to compete against these low-cost retailers which provide more of a one-stop-shop for consumers and who also have much larger marketing budgets.   Beyond this, Payless lacks financial ability to withstand reduced shoe sales whereas these competitors have the ability to withstand fluctuations in the market.   High fixed costs in proportion of operating expenses cause declines in operating performance to be magnified with sales shortfalls.   Major fixed costs include leasing costs of stores, debt service expenses, and labor expenses which will all remain regardless of sales.   Labor expenses in particular remain the same as the stores generally employ minimum employees regardless of sales volume.  [36]   The last resource disadvantage to be concerned with in this analysis is the lack of independence from third parties to manufacture and distribute products.   Though this is somewhat an external concern, it is also a problem internally as the company is weak in its ability to withstand factors affecting the manufacturing line.    Overall, the internal analysis of Payless is strong in many areas, mainly its ability to follow execute its mission statement and strategies following directly in line with this mission.   A competitors analysis will get more into the analysis of Payless ShoeSources ability to compete in the footwear and accessories market on both a short and long-term basis. Comparison to Competitors   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The retail footwear and accessories industry is highly competitive. It is comprised of department stores, footwear specialty stores, discount mass-merchandisers, sporting good stores and on-line competitors. In addition, many retailers that have not carried footwear have added footwear and accessories lines to their stores.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   For Payless Domestic, they compete mainly with DSW, Famous Footwear, J.C. Penney, Kohls, Macys, Marshalls, Ross Stores, Target, TJ Maxx, and Wal-Mart and they seek to compete effectively by coming into the market with differentiated, trend-right merchandise before mass-market discounters. Besides the timing of producing new merchandise, Payless also requires their trend-right merchandise to be priced below department stores and specialty retailers. In the worldwide footwear industry, Payless faces various competitive challenges from retailers and wholesalers since their financial and marketing resources are less than some competitors. Although under high pressure of increasing competitiveness, Payless still focuses on the following points as bases of enhancing their low cost on trend-fashion competitive advantage: Developing fashionable, high-quality merchandise in an assortment of sizes, colors and styles that appeal to their target consumers: For example, Dyelightsà ¢Ã¢â‚¬Å¾Ã‚ ¢ is exclusively offered by Payless ShoeSource stores. It is a unique feature that sets Payless apart from the competition. The shoes are dyed to the customers specifications and are available for pick up in about 10 days at the Payless ShoeSource store or delivered to the customer for an additional shipping fee.  [37]  As previously mentioned, Payless also has strategic partnerships with designers that emphasis high fashion for under $60. With their extensive licensing Payless is also able to have a house of brands that appeals to fashion focused consumers. Ensuring product availability and optimizing supply chain effectiveness: Payless uses different systems and models to ensure timely delivered to meet customer demand, which drives sales and margin growth. The company creates targeted assortments based on localized demand and specific product lifecycles. Payless also prices their products at the store level to manage aged inventory. Payless has a global supply chain structure that integrates their design, product development and sourcing functions. Coordinated transportation is also a vital component of efficiency for Payless. They employ the just-in-time model and each distribution center only has eight days of supply for store replenishment.  [38]   High quality assurance and low price:   Payless contracts with factories that meet their specified quality and safety standards for shoe production; minimum capacity requirements; production control processes; and agree not to use forced or child labor.  [39]  Payless also provides technical design support for their direct purchasing functions. For example, Payless locates their field inspection personnel close to the factories and freight consolidation facilities that they use throughout the world. By concentrating on quality, Payless is able to reduce rework costs. Shopping environment and customer service: Payless uses a customer focused sales staff to provide attentive, product knowledgeable service. Payless also offers customers a self-selection shopping environment, which allows customers to select their shoes freely. Shoes and accessories are displayed neatly and grouped by type of shoe ensuring self-selection is easy.  [40]  Customers can seek help from trained and professional associates if they need any help. In addition, Payless executes an easy and convenient return policy even if the shoes are worn. This emphasis on cost containment through efficient supply chain management helps Payless maintain its historic low-cost position. This, when combined with its retail product selection optimization, increases profit margins. Payless is focused on the customer experience through excellent customer service and accessible on-trend fashion. Their competitors compete on cost or brand, but are unable to combine the strategies efficiently. Payless has developed a competitive advantage by leveraging their house of brands, designer partnerships, efficient supply chain, and optimized product mix. Recommendations Although Payless has made some bold and aggressive steps in recent history in order to further strengthen their position in the marketplace, we feel Payless needs to initiate changes on four unique planes. Continued and expanded efforts in pricing strategies and product differentiation, a refined domestic retail system, new strategic marketing initiatives, and a revised overseas expansion policy are all necessary for Payless to realize sustainable competitive advantages in

Daniel Defoes Robinson Crusoe Essay -- Daniel Defoe Robinson Crusoe E

Daniel Defoe's Robinson Crusoe The balance between agency and the challenges to it proposed by unexplained or supernatural occurrences is of central importance in Daniel Defoe’s Robinson Crusoe. Additionally, the question of human control over various surroundings seemingly develops commensurate to the title character’s increased reliance on and understanding of his faith. That particular conflict is a replication of the overall theme of the narrative — Crusoe’s finding increasing discomfort the more familiar he becomes with his environment. For Defoe, then, familiarity is nothing if not problematic. Crusoe’s at times prosperous (and later at least tolerable and regimented) routine is interrupted at almost regular intervals throughout the text, raising issues of the importance of temporality and ultimately the role of individual hegemony in the surrounding world, whether that world is England, Brazil, the lonely island or the ship that leaves Crusoe there. The underlying reason for Crusoe’s suffering, and one to which he continually refers and bemoans, is his filial disobedience. This defiance is treated by Defoe as a representation of Adam’s fall, especially since he opens the narrative in the fashion of Genesis, focusing on Crusoe’s beginnings as a way to contextualize his later dire straits. By defying his father, Crusoe initiates the chaos that will come to define most of his adult life — undergoing a physical and spiritual disembarkation from England and the relative safety it represents. During his time in Brazil as a plantation owner, Crusoe foreshadows a later paradox; that futile are attempts to reinvent civilization after rejecting a preexisting model such as the father, whether that of religion or family... .... Perhaps, then, Crusoe is not an exception to the supernatural; like Poll and the vision of a black figure, much of Crusoe’s success on the island goes unexplained in terms of so-called normality. Poll, who is transplanted mysteriously across the island, is a smaller version of Crusoe, and the language he is able to speak mirrors that of Crusoe early during his captivity. By the same account, the black figure who comes to kill Crusoe but refrains from doing so is representative of a later Crusoe, who hedges between killing and sparing new human inhabitants on the island. As important as is Crusoe’s transformation from a figure around whom the supernatural operates to the embodiment of its prophecies, however, equally vital to the narrative is merely the fact that Crusoe has the agency to undergo that change despite constant challenges to temporal structure.

Hemingway :: Hemingway Postmodernism Essays

Hemingway [1] Postmodernist discourses are often exclusionary even when, having been accused of lacking concrete relevance, they call attention to and appropriate the experience of "difference" and "otherness" in order to provide themselves with oppositional political meaning, legitimacy, and immediacy. Very few African-American intellectuals have talked or written about postmodernism. Recently at a dinner party, I talked about trying to grapple with the significance of postmodernism for contemporary black experience. It was one of those social gatherings where only one other black person was present. The setting quickly became a field of contestation. I was told by the other black person that I was wasting my time, that "this stuff does not relate in any way to what's happening with black people." Speaking in the presence of a group of white onlookers, staring at us as though this encounter was staged for their benefit, we engaged in a passionate discussion about black experience. Apparently, no one sympathized with my insistence that racism is perpetuated when blackness is associated solely with concrete gut level experience conceived either as opposing or having no connection to abstract thinking and the production of critical theory. The idea that there is no meaningful connection between black experience and critical thinking about aesthetics or culture must be continually interrogated. [2] My defense of postmodernism and its relevance to black folks sounded good but I worried that I lacked conviction, largely because I approach the subject cautiously and with suspicion. Disturbed not so much by the "sense" of postmodernism but by the conventional language used when it is written or talked about and by those who speak it, I find myself on the outside of the discourse looking in. As a discursive practice it is dominated primarily by the voices of white male intellectuals and/or academic elites who speak to and about one another with coded familiarity. Reading and studying their writing to understand postmodernism in its multiple manifestations, I appreciate it but feel little inclination to ally myself with the academic hierarchy and exclusivity pervasive in the movement today. [3] Critical of most writing on postmodernism, I perhaps am more conscious of the way in which the focus on "otherness and difference" that is often alluded to in these works seems to have little concrete impact as an analysis or standpoint that might change the nature and direction of postmodernist theory. Since much of this theory has

Its Time to Abolish Speed Limits Essay -- Argumentative Persuasive Es

It's Time to Abolish Speed Limits It is 8:45 and Paul has just gotten on the interstate to make his normal commute to Longview from Tyler. About halfway there, Paul notices a state trooper right behind him. He frantically checks his speed! Too late!!!!!! The state trooper turns on his lights. Not only was Paul speeding, but now he will be late to a very important meeting at work. The problem here is that Paul was just driving to work. He was not intentionally speeding just to get away with it. Neither was he driving reckless. He was just carrying on with his life. Every day people go through this very scenario. They are ticketed for driving safely although faster than the speed limit, and minding their own business. The freeways should be a place that people can move about more freely and quickly. The government needs to raise the speed limits on the interstates outside city limits so that people can go about their lives at a more productive pace. According to the U.S. Department of Transportation, â€Å" †¦motorists have ignored unreasonable speed limits.†(Effects of Raising and Lowering the Speed Limits pg.3) The problem is inevitable; it is human nature to want to push the limits given, and when they are unreasonable to start with why should people follow them? Another issue at hand is also time people spend traveling. Being late to everything is uncouth. Every day people get fired or lose their jobs due to being late. Yes, it is their responsibility to plan ahead, but there are always those days when something is forgotten. If everyone could go the speed limit they like, then we would not have as many late persons running about. This issue, as we can see, affects millions of people. On the other hand, having a set speed l... ...bit faster than normal. What should drivers do? Well, there is something we can do that would allow for us to be able to raise the speed limits. We can write to our local representatives and let them know the need for raising the speed limits. Provide good research and valuable information that will help them to make the best possible decision. Of course, we must obey the law until the speed limits are changed. God has commanded us to render unto Caesar what is Caesar’s. (Bible) This was used not only in the aspect of money but also in the aspect of all of Caesar’s laws. The urge is very real to want to break the law, but think about others before yourself. According to Terry Turner we need to think of the why before the how. Basically ask yourself, why do I need to speed? Then after careful consideration of all factors, decide how fast to drive your automobile. 1

Juvenile Justice Essay

Should teenagers accused of violent crimes be tried and sentenced as adults? Why or Why not? Adolescence and the death penalty, two words more commonly seen together as of late. With growing number of young adult being tried and sentenced as adults for violent crimes the question rises why did they commit does age matter to the jury when they are put on trial? According to Paul Thompson, author of the article, â€Å"Startling Finds on Teenage Brains†. In the article Thompson notes a massive loss of brain tissue during the teenage years. While research on brain _ tissue loss can help us to understand teens better it cannot be used to excuse their violent or homicidal behavior. But it can be used as evidence that teenagers are not yet adults and the legal system shouldn’t treat them as such However this research can not excuse teens of violent crimes, it does show that they are not yet adults and should not be treated as such (Thompson) â€Å"†¦Ã¢â‚¬ ¦. Juvenile being tried as adults are not competent enough to stand trial,† quoted from Laurence Steinberg taken from the article, â€Å"Many Kids called Unfit for adult trial,† by Greg Krikorian According to a Sacramento to Bee article written in 2003 youth are â€Å"emotionally or intellectually unable to contribute to their own defense† It may common knowledge that a toddler doesn’t understand complex situations like an adult would, but the truth is around half of the kids in the age range of 14 to 15 don’t either. A study show that when compared with young adults children ages eleven to thirteen were more than three times are likely to be found â€Å"Seriously impaired† in understanding the judicial process and aiding their own defense. But so we as teenage s know right from wrong? As teen we are prone to do things that are frowned upon by adults. We are in the stages of life when we are most susceptible to peer _ pressure. And when more adults were faced with this question of whether or not adolescents should be tried as adults they said they didn’t fell that they had the â€Å"POWER† or right to judge whether someone should die or not. Kent scheidegger legal director of the conservative criminal justice legal foundation said that vast majority of teenagers even young ones know enough to be tried in adult court â€Å" The notion that teenagers are not capable of understanding what is going on I find not credible in the case of â€Å"mentally normal teenagers.† 1. What was most difficulty about this assignment? The most difficult was to truth what the study that the article gave you. 2. What was easiest Easiest about the assignment was the thesis statement 3. What I learn on completing this assignment was that there a lot or evidence and study that people when through to see if teenage and be trial as adults and what the brains tissue in a teenage body. 4. The strengths of my argument were the evidence that I use in the article and quote on what other people say about the argument. 5. My weaknesses in my argument would be the end of the essay. 6. What I learn for this assignment that they a lot of teenage that do stupid things and the crimes that they do and why do they do. This whole assignment was should you trial teenage as adults.