Underfunding in the Canadian Criminal Justice System Essay -- Criminal

Underfunding in the Canadian Criminal Justice System Underfunding is the greatest Challenge that is faced by the Canadian Criminal Justice System. This paper will discuss the Police Forces aging population and the challenges to replace them when they retire, it will also look at the insufficient quantity of officers needed to investigate all crime. The underfunding of the legal aid program and the effects on the courts and family law will be discussed. Finally the effects of long-term underfunding of the countries prison system and its effects on the most vulnerable inmates will also be measured. Not Enough Police Officers Baby Boomers One of the challenges the Canadian justice system faces is lack of personnel, specifically police officers. The baby boomers are approaching retirement and there experience and sheer numbers will be missed. According to Macleod (2009) half of the senior police officers will be eligible to retire within 5 years. Considering the shrinking labour pool this will make it difficult to replace these officers all at once. Macleod (2009) further states that without doubling or tripling the hiring rate of officers, the police will have to start cutting back some duties they currently perform. Normally 2000 new officers are hired across Canada every year; however by 2012 in order to replace the baby boomers, 5000-6000 will need to be hired. This might be more difficult than it sounds, considering most youth do not seem that interested in policing according to a recent survey of 1521 youths aged 16-27, that found only four percent would think about becoming officers (Macleod, 2009). The lack of funding and cutting of police budgets has left Canada in a serious dilemma when it comes to ability to deal wi... ...Weekly: http://www.lawyersweekly.ca/index.php?section=article&articleid=1281 Lunau, K. (2010, March 30). What's the agenda behind the tory prison budget boost? Retrieved December 02, 2010, from Maclean's: http://www2.macleans.ca/2010/03/30/whats-the-agenda-behind-the-tory-prison-budget-boost/print/ Rybak, J. (2009, September 16). Down by law. Retrieved December 02, 2010, from Maclean's : http://www2.macleans.ca/2010/03/30/whats-the-agenda-behind-the-tory-prison-budget-boost/print/ Macleod, I. (2009, November 13). Canada needs more police officers, says policing council boss. Retrieved December 02, 2010, from Canada.com: http://www.canada.com/Canada+needs+more+police+officers+says+policing+council+boss/2221364/story.html Wallace, M. (2008). Police reported crime statistics in Canada, 2008. Retrieved December 02, 2010, from Statistics Canada Catalogue no.85-002-X.

In Love With Shakespeare :: Poetry Literature Papers

In Love With Shakespeare "About any one so great as Shakespeare, it is probable that we can never be right; and if we can never be right, it is better that we should from time to time change our way of being wrong." --T. S. Eliot (Eliot 107) Like all great artists, William Shakespeare is thoroughly conscious of his medium. His plays consistently call attention to the theatrical. "With Shakespeare the actable and the theatrical are always what come first" (Frye 5). In fact, the metaphor of performance is central to the Shakespearean canon. "When we are born we cry that we are come To this great stage of fools," Lear declares to Gloucester (IV.vi. 178-179). "All the world’s a stage, And all the men and women merely players; They have their exits and their entrances, And one man in his time plays many parts" (As You Like It, II.vii. 139-142). This self-referentiality reflects a concern that the audience not be passive in its participation, and that the boundaries of the theatrical experience not be restricted to the stage. Shakespeare layers connotations and meanings into his plays that reward the self-conscious auditor. Though much of our modern entertainment seeks to make the auditor oblivious of the medium, Shakespeare’s plays demand a sophisticated self-consciousness on the audience’s part. Part of the pleasure of viewing a Shakespearean play such as A Midsummer Night’s Dream is in recognizing the irony of its self-contained mini-dramas. In the "Pyramus and Thisbe" scene, Shakespeare satirizes theatrical convention. At the same time, however, he satirizes the naivetà © of the audience that doubts the transforming power of the imagination. As Shakespeare continually points out, the acts of performing and viewing are not confined to the theatre. Life reflects the theatre just as the theatre reflects life. Furthermore, when taken seriously, great theatre can change its audience. For this reason, Shakespeare seeks to make viewing a conscious act. The full benefit of the theatrical experience is felt only when the auditor recognizes his role. Clearly, in Shakespeare’s view, life is very much like a play. For one thing, all human beings are actors, or as Hegel says, "free artists of themselves" (Bloom 6). As "real" as we perceive ourselves to be, Shakespeare’s great characters demonstrate that personal identity is an assumed role, a fabrication. We are all playing characters. When the mad and weather-beaten King Lear declares himself "every inch a king," his exclamation is a melancholy reminder that power and authority are based upon image and ceremony.

The Golden Greek :: Running Yiannis Kouros Papers

The Golden Greek One April morning Spring became intoxicated She is intoxicated and is singing and is dancing madly She has become intoxicated by her joy, by her flowers the bee hive too has buzzed, oh! this spring intoxication. One afternoon in April, you fell in love, oh heart! You fell in love and you are weeping, you're ashamed but don't admit it You became intoxicated by the moon and your intoxication does not subside, you became intoxicated by the nightingales by the sweet swallows, One eve in April I will turn into a night bird so that I can see your shadow and all your carryings on. So that I can become intoxicated with you and discover your soul so that I can remember your gaze and the taste of your kisses. -y kouros "There's the world class, the elite, then there's Yiannis." Trishul Cherns For those of you out there who know who Yiannis Kouros is, but cannot believe a normal person could do what he has done (so you call it talent) open your eyes right now and realize that Yiannis is a man who has overcome many things throughout his life and has learned from each of them, has made something good out of virtually nothing. He is just a man, he is not a "Greek God," but he has done many great things which many of us cannot even comprehend. The funny thing is that Yiannis couldn't comprehend them before he did them, either. Yiannis is a very special person who has a deep understanding of his own existence. That understanding is why he can run as he does, as a Golden Greek gone Australian. Yiannis Kouros holds world records for 12, 24, and 48 hours, 6 days, and 1,000 miles. He is also the owner of many Greek and Australian records, along with the many course records he has set along his way. To state it this simply tells nothing of Yiannis himself. One can say, for lack of understanding, that it is pure talent that this man has. That each of his records was set by him with complete ease, as if he were exempt from experiences every runner goes through in any ultra race. Yiannis obviously has talent, as do all of the world class ultra runners. It is what is in his mind that pulls him so far above that level.

Distribution Strategy Essay

Introduction The core of this presentation is to discuss the theory of distribution strategy with the underlying real life examples of McDonald’s fast-food restaurants in Australia. In other words, the aim is to discuss McDonald’s distribution channel, the way this fast-food restaurant gets its products to the market. Nonetheless, this presentation will demonstrate that McDonald’s distribution strategy is effective in many cultures. In the theory of marketing mix, place (distribution) determines where the product will be sold and how it will get there. In fact, McDonald’s is the leading global foodservice retailer, with more than 30,000 local restaurants serving nearly 46 million people each day in 121 different countries. Approximately 80 percent of all McDonald’s restaurants worldwide are owned and operated by independent franchisors. Furthermore, at the essence of place decisions, Kotler (et al., 2001, p. 513) claims that, â€Å"retailers, particularly image fast foods chains often state their seven P’s of marketing to be, that is location, location, location, location, location, location and location.† Hence, a retailer’s location is the key to attracting customers. The costs of the building or leasing facilities is a major factor on the retailer’s profits. Thus, site location decisions are among the most important the retailer make (Kotler, et al., 2001, p. 513). Intensive Distribution On the other hand, McDonald’s opened its first restaurant in Australia in December 1971. Today there are more than 690 restaurants throughout Australia and serving in excess of one million customers per day and employing over 55,000 staff. Therefore, you can find them everywhere in Australia, where some of the McDonald’s are open 24 hours per day which satisfy people’s needs and wants, especially for exists their hunger. This kind of distribution strategy is called â€Å"intensive distribution†, means marking the product available for sale through all possible channels of distribution. As defined by Kotler (et al., 2001, p. 487), â€Å"intensive distribution is stocking the product in as many outlets as possible.† In addition, this strategy must be designed to reach the consumer wants at  anytime and anywhere. Vertical marketing network (VMN) Furthermore, to quote Kotler (et al., 2001, p. 482), a franchise organization is â€Å"a contractual vertical marketing network in which a channel member called a franchisor links several stages in production-distribution process†. McDonald’s has adopted the service-firm-sponsored retailer franchise network, in which a service firm licenses a network of retailers to bring its service to consumers (Kotler, et al., 2001, p. 482). Nevertheless, McDonald’s caters to a large consumer market with varying tastes and thus cannot afford to introduce products without familiarizing itself with provincial preferences in food. For this reason, McDonald’s distributes its products in foreign locations with the help of franchisors who are well aware of what works in their country. Moreover, these franchisors also provide insight to the company on its diverse customers and helps McDonald’s achieve its vision of â€Å"being the world’s best quick service restaurant experience.† In brief, this is an extremely intelligent distribution method since it helps in providing people with the kind of products they desire, maintaining the franchise reputation worldwide. To encourage repeat customer visits, McDonald’s are intensifying the efforts to ensure the restaurant interiors and exteriors are clean and welcoming. Moreover, McDonald’s intends to regain the status as the gold standard for clean restaurants. Furthermore, McDonald’s are giving the business a fresh edge in many places by rebuilding, renovating and re-imaging the restaurants. The experiences in Australia demonstrate that doing such can result in improved sales and profitability. McDonald’s ensures consistent products by controlling every stage of the distribution. In addition, regional distribution centres purchase products and distribute them to individual restaurants. On the other hand, when designing its channels, a company needs to consider competitors’ channels. Yet, it may want to compete in or close to the same outlets that carry competitors’ products (Kotler, et al., 2001, p. 486). Thus, food companies  want their brands to be displayed next to competing brands. Meanwhile, McDonald’s adopted this setting channel objective as a view and therefore wants to locate near KFC. On the other hand, McDonald’s uses essentially the same competitive strategy in every country as be the first in a market and establish the brand as rapidly as possible by advertising very heavily. However, the strategy has helped McDonald’s develop a strong market share in the fast-food market around the world. Moreover, according to Kotler (et al., 2001, p. 513) store must have a planned atmosphere that suits the target market and moves customers to buy. In addition, McDonald’s determine the locations for reaching a widely spread population. Hence, McDonald’s are turning their stores into theatres that transport customers into unusual, exciting shopping environments that designed to meet the taste of target markets. For instance, McDonald’s Blacktown is one of McDonald’s Australia’s newest restaurants, it has create a locate playgrounds for children to enjoy. Conclusion In conclusion, McDonald’s improve the frequency of their deliveries, form relevant partnerships and implement alternate distribution strategies to effectively capture market and build international brand name based on hygienic, healthy, appetizing fast food consistently worldwide. Adopting market study and focusing on location of franchise, MacDonald’s ensures market niche for food product distribution is a definite success story. References ââ€" ª Kotler, P., Brown, K., Adam, S., & Armstrong, G., 2001, Marketing, 5th Edition, Pearson Education Australia, Frenchs Forest, NSW ââ€" ª http://www.mcdonalds.com

A Data Warehouse Appliance Can Have a Huge Positive Impact on Businesses and Organizations Essay

Businesses and organizations of all sizes are becoming increasingly dependent on data analytics, and data warehouses or business analytic infrastructure has become a business critical application for many (if not most) companies. Indeed, these companies have always searched for better ways to understand their customers, and anticipate their needs. They have longed to improve the speed and accuracy of operational decision-making. Equally important as timeliness is the depth of the data analysis. Generally, the companies want to decipher all secrets hidden within the massive amounts of ever-increasing data. A data warehouse appliance, which is an integrated collection of hardware and software designed for a specific purpose typically involving the high throughput of data and analytic functions, can be used by organizations to optimize various areas of data processing. Its main intent is to supplant conventional business intelligence functions, such as warehousing, extract-transform-load (ETL), analysis and reporting. Due to its cost-effectiveness and efficiency, the data warehouse appliance has become an important segment of the data warehousing market. In this paper, I will examine the data warehouse appliances and describe its positive impact on business enterprises. Introduction Since introduced in the early 1990s, data warehouse (DW) has proven to be the key platform for strategic and tactical decision support systems in the competitive business environment today. See more: Analysis of Starbucks coffee company employees essay It has become a major technology for building data management infrastructure, and resulted in many benefits for various organizations, including providing â€Å"a single version of the truth, better data analysis and time savings for users, reductions in head count, facilitation of the development of new applications, better data, and support for customer-focused business strategies† (Rahman, 2007). The technology has become extremely important in an environment where increasing competition, unpredictable market fluctuations, and changing regulatory environments are putting pressure on business organizations. Data warehouses are also becoming the central repositories of organization/company information for data, which is obtained from a variety of operational data sources. Business applications will find data warehouses more beneficial and rely on them as the main source of information as they progress. These applications are able to perform all sorts of data analysis, with increasing customer demands for having the most up-to-date information available in data warehouses. Improving data freshness within short time frames is essential to meeting such demands. According to Hong et al, virtually all Fortune 1000 companies, today, have data warehouses, and many medium and small sized firms are developing them. The desire to improve decision-making and organizational performance is the fundamental business driver behind data warehouses. DW help managers easily discover problems and opportunities sooner, and widen the scope of their analysis. Hong also mentions that data warehouse is user-driven, meaning that users are allowed to be in control of the data and will have the responsibility of determining and finding the data they need. But however, the data warehouses have to be designed and evaluated from the user perspective in order to motivate users to be responsible for finding the data they need. Data warehouse is said to be â€Å"one of the most powerful decision-support tools to have emerged in the last decade† (Ramamurthy, 2008). They are developed by firms to help managers answer important business questions which require analytics including data slicing and dicing, pivoting, drill-downs, roll-ups and aggregations. And these analytics are best supported by online-analytical processing (OLAP) tools. A data warehouse appliance, which is the main topic of discussion in this research, is referred to as an integrated collection of hardware and software designed for specific purposes involving the high throughput of data and analytic functions. Data warehouse appliance has become an important segment of the data warehousing market, due to its cost-effectiveness and efficiency. A business or organization can use a data warehouse appliance to optimize various areas of data processing. In general, the main purpose of the DW appliance is to supplant conventional business intelligence (BI) functions including warehousing, extract, transform, load (ETL), analysis, and reporting. A data warehouse appliance can have a huge positive impact on a business enterprise. Large organizations are able to staff their data warehouse more efficiently, while assisting mid-level companies in solving business intelligence challenges. Data warehouse is fundamentally changing the way the businesses operate, as they are increasingly adopted across various companies. The purpose of this paper is to present the data warehouse appliances and how they impact businesses and organizations. In the next sections, I present a brief overview of data warehousing and the current state of BI, then I define and discuss DW appliances including its benefits, after which I describe the positive impact of DW appliances on businesses. Data Warehousing A data warehouse can basically be defined a subject-oriented, integrated, non-volatile, and time-variant collection of data in support of management’s decisions. Unlike the on-line transaction processing (OLTP) database systems, data warehouses are organized around subjects storing historical/summarized data for business requirement purposes. According to O’Brien and Marakas, a data warehouse is a central source of data which have been cleaned, transformed and cataloged so they are usable by managers/business professionals for data mining, online analytical processing, market research, and decision support. These stored data are usually extracted from various operational, external, and other database management system of an organization. DW can be sub-divided into data marts, holding subsets of data from the warehouse that focus on specific aspects, such as department, of a company. In general all data warehouse systems comprises of the following layers; data source, data extraction, staging area, ETL, data storage, data logic, data presentation, metadata, and system operations layer. But the four major components include the multi-dimensional database, ETL, OLAP, and metadata. The dimensional database applies the concept of standard star-schema including dimension and fact tables, hierarchies for drill-down, role models, aggregates and snow flaking. It optimizes database design for better performance. The ETL process involves the extraction, transformation and loading of data with appropriate ETL tools. Data integration is one of the most important aspects of data warehouse, whereby data is extracted from multiple heterogeneous source systems and placed in a staging area where it is cleaned, transformed, pruned, reformatted, standardized, combined, and summarized before loading into the warehouse. OLAP (online analytical processing) tool provides the front-end analytical capabilities including slice and dice, drill up, drill down, drill across, pivoting, and trend analysis across time. And metadata stores information (or data) about the data in the warehouse system. The components of a complete data warehouse architectural system are illustrated in Figure 1 below. Figure 1 An important characteristic about the data in a data warehouse is that they are static, unlike a typical database with constant changes. Once the data are gathered up, formatted for storage, and stored in the data warehouse, they will never change. The restriction is such that complex patterns or historical trends can be searched for, and analyzed, by queries. Data warehouses are also non-volatile in the sense that end-users cannot update the data directly, thereby being able to maintain a history of the data. A major use of the data warehouse databases is data mining, in which the data are analyzed to reveal hidden patterns and trends in historical business activity. Such analysis could be used to help managers make decisions about strategic changes in business operations in order to gain competitive advantages in the marketplace. Data warehousing is a relatively new technology that â€Å"brings the vision of an entirely new (customer-centric) way of conducting business to reality†, and can provide â€Å"environments promising a revolution in organizational creativity and innovation† (Ramamurthy, 2008). Ramamurthy also mentioned that data warehouse generally serves as an IT infrastructure technology, focused on data architecture, as it provides a foundation for integrating a diverse set of internal and external data sources, enabling enterprise-wide data access and sharing, enforcing data quality standards, providing answers to business questions, and promoting strategic thinking through CRM, data mining, and other front-end BI applications. Users of the data warehouses are from virtually every business unit, amongst which information systems, marketing and sales, finance, production and operations, are the heaviest users. Current State of Business Intelligence Business Intelligence are computer based techniques used in identifying, extracting and analyzing business data. Sales revenue by products, department, time, region or income are such examples. The BI technologies provide historical, current and predictive views of business operations. Some common functions of BI technologies include reporting, online analytical processing, analytics, data mining, text-mining and predictive analytics. As BI aims to support better business decision-making, they can also be referred to as a decision support system. BI applications often use data gathered from data warehouses or data marts, however, not all BI applications require a data warehouse. With sources from Wikipedia, business intelligence can be applied to business purposes in order to drive business value. Amongst these business purposes include measurement, analytics, reporting, collaboration, and knowledge management. BI is widely used today, mainly to describe analytic applications. According to Watson, BI is currently the top-most priority of many chief information officers. In a survey of 1,400 CIOs, from Gartner Group, it was discovered that BI projects were the number one technology priority for 2007. Watson further informs that the BI is a process which basically consists of two primary activities; â€Å"getting data in and getting data out†. Getting data in, also referred to as data ware housing, delivers limited value to a business enterprise. Organizations realize the full value of data from data warehouses only when users and applications access the data and use it to make decisions. Getting data out receives the most attention, as it consists of business users/applications accessing data from DW to perform enterprise reporting, OLAP, querying and analytics. The business intelligence framework is depicted in figure 2. Current BI infrastructure is a patchwork of hardware, software and storage that is growing ever more complex. Figure 2 – BI framework BI is continuing to evolve, and several recent developments are generating widespread interest, including real-time BI, business performance management, and pervasive BI. Data Warehousing Appliance A data warehouse is developed to support a broad range of organizational tasks. It can be referred to as an organized collection of large amounts of structured data, designed and intended to support decision making in organizations. The import of information and knowledge from a data warehouse is a complex process that requires understanding of the logical schema structure and the underlying business environment. According to Hinshaw, a data warehouse appliance, applied to business intelligence, â€Å"is a machine capable of retrieving valuable decision-aiding intelligence from terabytes of data in seconds or minutes versus hours or days†. The appliances represent the difference between decision-making using either stale data or the freshest information possible. With sources from Wikipedia, a more standard definition of the data warehouse appliance is an integrated collection of hardware and software designed for a specific purpose that typically involves the high throughput of data and analytic functions. It typically consists of integrated set of servers, operating systems, data storage facilities, database management systems (DBMS), and software that is pre-installed and pre-optimized for data warehousing. DW appliances provide solutions for the mid-to-large volume data warehouse market, offering low-cost performance usually on data volumes within the terabyte range. Due to its cost-effectiveness and efficiency, the data warehouse appliance has become a critical segment of the data warehousing market. A business or an organization can use a data warehouse appliance to optimize various areas of data processing. The main purpose of a DW appliance, in general, is to supplant conventional business intelligence functions, such as warehousing, extract, transform, load (ETL), analysis, and reporting. A true DW appliance is defined as one that does not require fine-tuning, indexing, partitioning, or aggregating, whereas, some other DW appliances use languages such as SQL to facilitate interaction with the appliance at a database request level. With reference to Wikipedia, most data warehouse appliance vendors use massive parallel processing (MPP) architectures to provide high query performance and platform scalability. The MPP architectures consist of independent processors or servers executing in parallel, implementing a â€Å"shared nothing architecture† which provides an effective way to combine multiple nodes within a highly parallel environment. A DW appliance is capable of deploying up to thousands of query processing nodes in one ppliance package, compared to traditional solutions where the cost and complexity of each additional node prevents a high level of hardware parallelism. Leveraging fully integrated data warehouse architecture, a data warehouse appliance can deliver a significant performance advantage, performing up to 100 times faster than general-purpose data warehousing systems. Maturation With reference to Hinshaw, data warehouse appliance is specifically designed for the streaming workload of business intelligence and is built based on commodity components. It integrates hardware, DBMS and storage into one opaque device and combines the best elements of SMP and massively parallel processing (MPP) approaches into one that allows a query to be processed in the best possible optimized way. A data warehouse appliance is fully compatible with existing BI applications, tools and data, through standard interfaces. It is simple to use and has an extremely low cost of ownership. The development of standardized interfaces, protocols and functionality is one of the most important trends in BI. In comparison to about a decade ago, there are a wealth of tools and applications using these standardized interfaces including MicroStrategy, Business Objects, Cognos, SAS and SPSS. And these are coupled with ETL tools having standardized interfaces such as Ab Initio, Ascential and Informatica. The appliances work seamlessly with these tools and other in-house applications. A data warehouse appliance is truly scalable. The bottlenecks are the speeds of the internal buses, internal networks, and disk transfer in BI, whereas in transactional workloads, scalability is limited primarily by CPU. Reliability, which is provided by the homogenous nature of an appliance – all parts of the system coming from a vendor, is also critical. A data warehouse appliance also provides simplicity for the administrators, in that it allows administrators spend a more productive time in troubleshooting complex database systems. And DBAs can be deployed to assist end users doing real-time BI. A data warehouse appliance offers the lowest cost of ownership as it has one source and one vendor, thereby reducing costs associated with support. Businesses and organizations will run more efficiently with the simple, efficient solution provided by a data warehouse appliance. Benefits Data warehouse appliances provide freedom to the business user. With patch-work systems, users are limited in the queries they can run due to the time required to run them. And with the time required to run a complex query reduced to seconds, users can not only run their old analysis with more iterations, but have the time to devise and run entirely new sets of analysis on granular data. With sources from Wikipedia, some researched benefits of DW appliance are briefly discussed as follows; Reduction in costs – As a data warehouse grows, the total cost of ownership of the data warehouse consists of initial entry costs, maintenance costs, and the cost of changing capacity. DW appliances offer low entry and maintenance cost. Parallel performance – DW appliances provide a compelling price/performance ratio. The vendors use several distribution and partitioning methods to provide parallel performance. With high performance on highly granular data, DW appliances can address analytics that could previously not meet performance requirements. Reduced Administration – DW appliances can provide a single vendor solution, taking ownership for optimizing the parts and software within the appliance, thereby eliminating the customer’s costs for integration and regression testing of the DBMS, OS and storage on a terabyte scale. DW appliance reduces administration via automated space-allocation, reduced index-maintenance and reduced tuning and performance analysis. Scalability – DW appliances scale for both capacity and performance. In massive parallel processing architectures, adding servers increases performance as well as capacity. Built-in high availability – Massive parallel processing DW appliance vendors provide built-in high availability via redundancy on components within the appliance. Warm-standby servers, dual networks, dual power-supplies, disk mirroring with fail-over and solutions for server failure are offered by many. Increasingly, business analytics are expected to be used to improve the current cycle, and DW appliances provide quick implementations without the need for regression and integration testing. Also, DW appliances provide solutions for many analytic application uses. Some of these applications include; enterprise data warehousing, super-sized sandboxes isolating power users with resource intensive queries, pilot projects, off-loading projects from the enterprise data warehouse, applications with specific performance or loading requirements, data marts that have outgrown their present environment, turnkey data warehouses, solutions for applications with high data growth and high performance requirements, and applications needing data warehouse encryption. Impact of Data Warehouse Appliances on Businesses and Organization Demand for data warehouse appliances is increasing, and businesses taking advantage of the benefits of this hardware range from a world-wide large-scale business to the smallest individual business. Data virtualization could be a useful partner to appliances, providing a single view of information across multiple appliances. Data virtualization is also useful because it provides a stable reporting layer during normal migration exercises, such as the circumstances during addition of data warehouse appliances to the information infrastructure. As businesses today continue to process extremely large volumes of data, there is always the need to keep data warehousing costs under control while ensuring a superior BI and application performance. Scalability, flexibility, and affordability are essential requirements for designing an infrastructure capable of supporting next-generation BI performance. When asked why the demand for data warehouse appliance is increasing, during an interview, Robert Eve (executive vice president of marketing for Composite Software Inc. ) stated that it is the confluence of three primary drivers at the macro level. The first is â€Å"the well-reported information explosion, and the technical challenges involved in making this information accessible in forms that business decision-makers can easily use†. Secondly, data warehouse appliances are more affordable and appealing, as the costs per terabyte and for support are coming down. And finally, recent advancements in analytics technology, notably in predictive analytics, promise to concur with the massive data volumes. Data warehouse appliances offer numerous advantages some of which are similar to benefits. Amongst the advantages include; more reporting and analytical capabilities – data warehouse appliance are able to handle bigger and more complex query workload, if it executes queries, Cost reductions – data warehouse appliance requires a minimal amount of tuning and optimization of the database server and database design. It is also able to run most queries with a quick speed, Flexibility – it will be easier to implement new user requests if less tuning and optimization is needed. With other database servers, a new query might lead to quite a number of technical changes, such as creating and dropping indexes, repartitioning tables, etc. Sometimes, decision is made not to implement the new request at all, due to the overwhelming work. The need for these additional technical changes is less with a data warehouse appliance. Data warehouse appliances helps support impressive BI deployments. With reference to Hinshaw, real world application examples of the positive impact of DW appliance on businesses are discussed. The rapid growth of call detail records, in the telecommunications industry, creates an imposing amount of data, which makes it difficult for companies to quickly and efficiently analyze customer and call plan information. And traditional approaches have been inefficient in processing queries on even a month’s data, seriously hampering an organization’s ability to perform trend analysis to reduce customer churn and generate timely reports. However, with a DW appliance, the telecom user can analyze customer activity down to the call detail record level over a full year’s worth of detailed data. Another industry where data warehouse appliances have begun to prove their worth, and are poised to play a bigger role in the future, is the retail. Hinshaw states that Brick-and-mortar and online retailers are capturing great amounts of customer transaction and supply chain information, creating a data explosion that threatens to overwhelm an average retail organization and its current IT infrastructure. But data warehouse appliances enable these retailers to manage and analyze the terabytes of information in near-real time. They are able to use the information to effectively forecast buying patterns, quickly generate targeted promotions and optimize their inventory and supply chain. Business intelligence remains the foundation for the success of decision making in any company. And BI, itself, relies on the underlying database architecture. Eve also presents other real world examples of positive business impact among a broad range of industries. A leading worldwide convenience foods business uses data warehouse appliances and analytic applications to acquire major business benefits in two specific areas. One of which the company optimizes its international network of delivery routes, making the system more efficient and ensuring timely delivery of its products. Secondly, it continuously refines its merchandizing mix daily, on a retail basis, in order to maximize sales and margins. Major League Baseball captures information about every pitch, at-bat, and fielding play within a data warehouse appliance, using this data to predict players’ future on-field performance. This can help teams to evaluate current and free-agent talent, refine coaching and development methods, and determine salaries, hence maximizing their wins. Also, a global freight, transportation, and logistics company uses data warehouse appliances to identify behavioral patterns that indicate potential dissatisfaction within its existing customer base. The customer care group then proactively takes steps to improve satisfaction before they lose their customers. Currently, smaller data warehouse appliance vendors seem to be focusing on adding functionality to their products in order to compete with the mega-vendors. However, it is anticipated that all appliance vendors will be impacted by the trend toward an inexpensive, high-performance, and scalable virtualized data warehouse implementations which use regular hardware and open source software. Conclusion In general, data warehouse appliance is a combination hardware and software product specifically designed for analytical processing. In a traditional data warehouse implementation, the database administrator can spend a significant amount of time tuning and putting structures around the data to get the database to perform well for large sets of users. But with a data warehouse appliance, it is the vendor who is responsible for simplifying the physical database design layer and making sure that the software is tuned for the hardware. In this research, a comprehensive examination/review of the data warehouse appliances, their benefits, and how they positively impact businesses and organizations, was presented. Based on this research, the negative impact of DW appliances on businesses are negligible compared to its positive impact. And there is an increasing demand for DW appliances. I believe that, in the near future, the DW appliances will become the sole platform for all business intelligence applications and requirements. I gained much knowledge and insights from researching this topic, and I intend to further my research on future impacts of DW appliance on businesses.

Ceres Gardening Company Case Study Essay

1. How has the company grown? What is its basic strategy + how has it evolved? What have been the key factors in the company’s growth? The growth of the company has been fueled by the market demand growth in organic products. Ceres increased their revenues by over 75% in just five years, while growing profits by over 25% (based on Exhibits 2, 3 & 4). Ceres’s basic strategy started with its founder, Jonathan Wydown, to promote sustainable organic gardens and landscapes to environmentally conscious consumers. Mr. Wydown has been a proponent of soil preservation, biodiversity, and natural fertilizers and pest control. Mr. Wydown was confident that the same principles behind organic farming would eventually apply to home gardens and lawns. Mr. Wydown’ s vision evolved into the creation and development of a market niche of selected certified organic seeds and seedlings for vegetables, culinary herbs, and flowers – bringing the farm to the home per se. This market niche and products became the company’s differentiator and competitive edge. The key factors that drove the company’s growth are: * Market demand and segmentation – Ceres developed a market niche for organic-conscious consumers who are concerned about the environment. Although products are priced at a higher premium, the value from the company’s environmentally conscious go-to-market strategy and segmentation allowed Ceres to develop a loyal consumer community. * Product Offerings – Ceres expanded its products offerings to include open-pollinated, organically grown, and heirloom varieties of seeds and seedlings for vegetables, culinary herbs, and flowers. The company also added live plants, such as one-year-old trees. * Production Strategy – Ceres’ principal farm was located in central  California. As the demand for Ceres’ products increased, Ceres’s production capability was challenged. To keep up with the increased demand, Ceres developed a network of small, independent organic farms, offering them a commitment to purchase goods in exchange for an exclusive supplier relationship. These further strengthened Ceres’ production capability. * Distribution Channel – In the early years, Ceres operated primarily as a mail-order catalog company. This was their main distribution channel. The operation was ran well and valued for its quality, reliability, and hands-on customer service. Moreover, Ceres provided a free bimonthly company newsletter, which included gardening tips, introduced new products, and created a sense of community among the expanding customer base. This alternative marketing expanded Ceres’ channel from one time purchase to future incremental (post-sale) revenues. Eventually, Ceres expanded its channels to include retail channels, and direct sale through a sales force model. * GetCeresâ„ ¢ Program – enabled the average nursery or garden center to stock a sufficient inventory of Ceres’ products to meet the seasonal demands of the customer. If a retailer ran out of seasonal products, the customer would probably not return later, thus a potential loss of sale. Essentially the program meets the challenge of having the plenty of stock of the right product in the store at the right time based on consumer attitudes, behaviors, and preferences. The program also provided incentives to retail storeowners by offering deep discounts to carry inventory and extended payment plans. 2. Questions 3.1. How is Ceres’ financial health? Which specific items in the supplemental financial statements + which ratios might you calculate/research to help you assess its financial health? The financial health of Ceres is excellent and continues to show a positive trend from 2002 to 2006. (Please refer to Table 1) * Current Ratio shows Ceres’ ability to pay short-term obligations. The current ratio indicates that the company would be able to cover its liabilities in 2002 2 times over. * Quick Ratio measures Ceres’ ability to meet its short-term obligations with assets excluding inventory. The quick ratio indicates that Ceres would be able to cover liabilities 1.6 times over. * Debt Equity shows Ceres’ financial leverage and its aggressive posture in financing its growth with debt. The company could potentially generate more earnings than it would have without this outside financing. This indicates that even with Ceres’ expansion of distribution channels, extension of payment terms, and the creation of a direct sales force, Ceres was able to manage to stay below 1 with a mean average of .74. * Inventory Turnover shows an efficient turnover of inventory. Ceres does not hold inventory for long periods of time, which can incur additional costs by having assets sit without revenue generation. It shows Ceres’ ability to manage inventory in a seasonal cycle and further indicates their ability to forecast demands on product movement. * Accounts Receivable shows Ceres’ effectiveness in extending credit as well as collecting debts. The extended payment terms appear to be working. The prompt collection of debts enables Ceres’ to use the monies to reinvest into the business. 3.2. What should Ceres’ strategic plan be, given the trends in the organic gardening market? A move forward strategy is a renewed focus on market penetration and diversification of product portfolio. As the CMO, Annette O’Connell reported, â€Å"Growth in organic gardening products is strong, and the trends should support long term growth.† Market Penetration – capitalize on the movement from wholesale organic farming to weekend home gardeners and food service industries. While Ceres can continue to cement their market share in organic farming, the weekend gardener and food industry market are prime market niches. To reach these markets, Ceres has to diversify its product portfolio. Product Portfolio Diversification – Ceres’ has to consider diversifying its product portfolio from materials (i.e. seeds, samplings, 1-year-old fruit trees, etc.) to services and solutions to help organic farmers, food service industries, and weekend gardeners on the â€Å"how to’s† of organic gardening. You not only sell the seeds but also help the consumers manage the gardening process thus providing Ceres a â€Å"market differentiator† as a one-stop consumer experience. 3. How would you evaluate Ceres’ marketing efforts? Should the Ceres program be expanded? Why or why not? The GetCeresâ„ ¢ Program is a sound marketing plan but can be fraught with challenges if not managed effectively. The main purpose of the program is to address inventory and â€Å"enable the average nursery or garden center to stock a sufficient inventory of Cere’s organic products† by having the right products in the stores at the right time. Bottom line – help Ceres increase sales by helping business partners manage their inventory. With that said, stores and business partners are not willing to carry inventories on their books if they are not able to churn it appropriately. To alleviate angst and potential cost exposure, Ceres extended their payment terms from 75 to 90 days to 120 days and a 15% discount the storeowner or business partner agrees to hold a minimum stock inventory. To help protect Ceres’ average gross margins, it successfully raised prices slightly on most of its products. 4. Questions 5.3. In your opinion, did Ceres hire the right CMO? What role did that play in its financial situation? In our opinion, Ceres hired the right CMO. Through the CMO leadership, distribution channels were expanded from mail order catalog to an expanded network of storeowners and retail merchants. The CMO further increased their market reach by developing a direct sales force and the appropriately compensation plan. Inventory was managed efficiently through the introduction of the GetCeresâ„ ¢ Program. Overall, the company’s debt equity, inventory turnover, and accounts receivable ratios showed a positive trend and continue to forecast a better future. 5.4. Why is it important to ensure that you hire someone who is the â€Å"best fit† – for a position? It is important to hire someone who is a best fit because of the notion of a â€Å"shared vision† and â€Å"common values.† A strategy remains to be a strategy without the proper tactical execution. Both Wydown and O’Connell agreed,  Ã¢â‚¬Å"The best way for Ceres to build its competitive position would be to push even more aggressively† to increase profits and lower margins by expanding distribution channels and market footprint. O’Connell had a background in retail and consumer packaged goods. This was the â€Å"best fit† for Ceres’s CEO, Jonathan Wydown whose strategy for growth was to move from a mail order catalog model to building a retail presence. Wydown and O’Connell believed that Ceres’ reputation for quality and customer service would give the company an advantage over the competition. 5. If you were CEO Jonathan Wydown, what would you plan to say during your upcoming meeting with the bank – regarding Ceres’ growth prospects + cash flow projections for 2007 and the near future? During the upcoming meeting with the bank, the focus should be given on the debt equity, inventory turnover, and accounts receivable ratios and how well the company has managed its operations over a sustained period (i.e. 2002 to 2006). From the Balance Sheet provided, it is evident that operational, financing, and investment cash flow is positive. The market-projected growth is 8% to 10% per year. Ceres has kept pace with the overall industry, but Ceres has to review its financing model to sustain their own growth in the market they chose to compete in order to continue having a competitive edge. As such, the bank discussion should center on the increase of revolving credit and capitalization of investments to continue to fund the retail distribution model.

Debates over Immigration Restriction

Name: Trent C. Thurman Course: HIST C175 Debates Over Immigration Restriction The term immigration refers to moving from your native country and coming to a foreign land for the purpose of a permanent residence and searching for greener pastures. There are several arguments by scholars about immigration restrictions to the United States. They had several similarities supporting immigration restrictions. Prescott Hall, Robert Ward, Frank Wright, Frank Fetter and John Mitchell all argued supporting the immigration restrictions. Immigrants from countries other than the United States came in plenty during the 1900s. They were strong and worked in industries during the industrialization era developing the United States at a very fast rate. The Native American saw that the immigrants were highly valuable and so encouraged more and more immigrants. This led to a high population increase and a growing economy. As this high influx of immigrants continued, some issues emerged. The immigrants didn’t bring change in political, social economic and educational matters. They were three times as illiterate as the native whites and those living in Massachusetts were twice as illiterate as the natives. They were very illiterate such that they didn’t see a reason for taking their children to school. Immigrant children were three times as criminals as native Americas. It forecasted that a second generation of immigrants was more objectable to degenerate in future. The immigrants took the jobs of Native Americans but at a very low pay which resulted to cheap labor. The immigrants were very unintelligent, had low vitality and poor physique. They made cheap labor to be very common such that it reduced the standard of living of a worker and led to emerges of poor classes, poor homes and very bad personal customs. It led to socio-economic problems which affected education and charitable institutions. Immigrants were not physically and mentally alert and were unfit for job training. Cheap labor was mainly in railroad, large industries, mining, contractors, and grain growers. They were very arrogant and unskilled such that the towns they lived in were of low standards. They worked as domestic servants in rich Native Americans at very low pay. Illiteracy led to alleged evils on political, social and morals standard of living in communities. The overall effects of a high influx of immigrants’ resulted to more negative effects to native America. For America to prosper, they had to improve their own industrial organization, elevate standard of living and limit the number of immigrants by passing a bill restricting immigration. While others argued supporting immigration restrictions to the United States, other scholars argued against the immigrations restrictions. They were Max Kholer, Sulzberger, Willcox, Bailey, Isaac Horwich, Grace Abbot and Jane Adams. They argued claiming that immigration of foreign persons brought a high influx supply of materials of different characters. Immigrants had the free mind to choose on whether to come or not. They had high intelligence, some financial resource and high levels of energy to work. They were industrious, worthy, courageous, family men, liberty- centered and of high integrity. Those arguing for immigration restrictions should remember that the largest employer of external labor was iron and steel industry. Cigar makers had a high numbers of immigrants from Scotland and English Jews. The company that made direct steamship between china and Japan employed external immigrants from china. The Chinese claim to provide materials for constructing railroads, reclaimed swamp, mining, farming, and fruit culture. Immigrants brought up American civilization by working smart and providing intelligent decisions in industrialization sector. They also brought about assimilative influence in the environment, schools, newspapers, political institutions and social places. A census conducted showed that illiteracy wasn’t found in immigrants but the country they came from and mostly affected their children. In the case of labour, increase in demand led to increase in labour supply, so there is no statistical proof of an oversupply of unskilled labour resulting in displacement of Native Americans by the foreign immigrants. America didn’t have a national system of labour exchange that showed how unemployment is misadjusted on supply to demand and oversupply of labour. From my own point of view, I think the better side is being against the immigration restrictions. They should let immigrants come to a foreign land because he/she carries different, multi- cultural skills and information which have a very positive effect on the native people. It leads to understanding and appreciation of culture, abilities, strengths and weakness of one another.