Pricing and Distribution in Marketing Decisions Research Paper

Pricing and Distribution in Marketing Decisions - Research Paper Example In reference to Blue Mountain Coffee Company and Starbucks Coffee, pricing and distribution strategies will help them acquire these useful utilities for their efficient functioning. This paper aims at contrasting the pricing and distribution strategies of these two products. Though the two companies produce the same products, they are not competitors because they serve different markets. Pricing Strategies The worst mistake that can easily collapse a company lies in decision making that concerns pricing strategies. Wrong pricing decisions are almost a guarantee on damaging the company as well as eroding services tot the community and customers (Florissen, et. al, 2001). In many cases, manager’s cut-off prices so as to fend off new market rivals and then, they launch price wars that are full fledged hoping to compete attackers and hence emerging victorious. At any rate, this is just hope because reality is normally very different. For example, Blue Mountain Coffee Company that mainly specializes in exporting its products bases its decisions on pricing in reference to international market prices. In pricing, companies should take into account the competitor’s prices, cost to serve, switching rates, and customer value in order to ensure profitability. By evaluating these four factors, the two companies can make more reasonable decisions on their pricing decisions in increased competition faces. Instead of blindly undercutting attackers, the companies can safely charge commercial accounts and private customers a premium that will secure their business, do away with costly price wars, as well as preserve the market. To compete against its rivals, the company has established higher prices for its products because they are high in quality and hence, they have won consumer loyalty and captured a wide market in Japan. On the other hand, Starbucks Coffee, that mainly targets the local market, sets prices that will help it acquire a larger market share in th e local market than its competitors. Price reduction for its products is however profitable only in the short run but in the long run, they lead to heavy losses. Good pricing strategy should ensure that the company gets enough profits and is also able to meet its costs. Therefore, though price reduction is important in trying to capture the market or compete out rivals, such decisions should be carefully sought. As Bertini & Luc explains, reducing prices below the cost of production is very risky to the company as it can easily collapse the entire business. Cutting prices means that a company will have to work harder for less because you have to sell more units of the product for the same revenue. However, cutting prices only increases profits when you produce more units and increase sales (Bertini & Luc). Product Distribution Starbucks distributes its products to local consumers while Blue Mountain Coffee Company distributes its products to an international market in Japan. Anonymo us explains different modes of product distribution. For Starbucks Coffee, which distributes its products locally, the coffee can be sold to large scale wholesalers, who then sell it to Retailers. The retailers sell it directly to consumers or to small scale retailers who then sell it to consumers (Anonymous). However, the distribution mode for Blue Mountain Cof

The effectiveness of ( Career Development Plan) in an organization Essay - 1

The effectiveness of ( Career Development Plan) in an organization - Essay Example When they are able to do this, they accomplish two things: 1) they add their talent to the organization and help it move forward and 2) they stay with the organization over the long-term. Central to this discussion is that the organization stands to profit from the work of the leaders in their organizations. "They are the ones who will involve themselves in the making of the organization and they will work towards their won goals at the same time. Career development seems to be important to an organization but how important it is will be the topic of this research. Specifically, this research will explore wither the career development plan is an effective training method to use in an organization to affect the performance of the company. A secondary aspect of this research is to define how career development planning can help the organization. For the purpose of this research, a qualitative study will be conducted. The research will use telephone interviews and online questionnaires. The questionnaires will be designed to begin at the awareness level that trainees may have regarding a career development plan. From this information, the researcher wants to understand the level of satisfaction that the trainees have with their organizations career development plan. Also, trainees will be asked for feedback as to their suggestions for improvement of the plan. Trainees will receive online questionnaires. Telephone interviews will be conducted with managers and trainees. These questionnaires will focus on the areas that need improvement following the online questionnaire. The target group for the research is trainees at the company. They are trainees who have come to the company within the last three years. The sample size is 30, which keeps the sample small and allows the researcher to examine the responses in a more manageable way. The researcher is particularly interested in understanding how the trainees feel that are involved in this particular

Forced Convection (in a cross flow heat exchanger) Essay Example for Free

Forced Convection (in a cross flow heat exchanger) Essay The aim of this lab is to determine the average convective heat transfer coefficient for forced convection of a fluid (air) past a copper tube, which is used as a heat transfer model. Introduction The general definition for convection may be summarized to this definition energy transfer between the surface and fluid due to temperature difference and this energy transfer by either forced (external, internal flow) or natural convection. Heat transfer by forced convection generally makes use of a fan, blower, or pump to provide high velocity fluid (gas or liquid). The high-velocity fluid results in a decreased thermal resistance across the boundary layer from the fluid to the heated surface. This, in turn, increases the amount of heat that is carried away by the fluid. [1] Theory Background [2] Considering the heat lost by forced convection form the test rod. The amount of heat transferred is given by (1) Where = rate of heat transfer, unknown value. ?= film heat transfer coefficient, this is what we need to found out. A= area for heat transfer, this is the area of the cross section area of test section. T= temperature of the copper rod, the temperature after heating. Ta= temperature of air, surrounding temperature. So, in any period of time, dt, then the fall in temperature, dT, will be given as: (2) Where m= mass of copper rod, cp= specific heat of the copper rod, J/kgK Eliminating Q from (1) and (2) then Since Ta is constant, dT=d(T-Ta) Integrating gives: At t = 0, T=To, hence C1 = ln(T-To), hence: Or Therefore a plot of ln((T-Ta)/(Tmax-Ta))) against t should give a straight line of gradient from which the heat transfer coefficient, ? , can be found. To find the velocity of air passing the rod, first the velocity upstream must be found.

The KBR Swindon Essay Example for Free

The KBR Swindon Essay INTRODUCTION The KBR Swindon warehouse facility is responsible for the receipt, storage, maintenance and out-loading of equipment in support of KBR global contracts. It is also the long-term storage and logistic facility for UK KBR based projects. The Warehouse Manager has overall Health and Safety responsibility for all the projects working out of this facility. The Swindon Safety Management System is based on BS OHSAS 18001:2007 certification. As part of KBR Management System review, the Swindon Warehouse completes quarterly Project Status Review (PSR) to feed information in to the overall KBR management system review. AIMS AND OBJECTIVES The aim of this report is to ensure that all projects working in this facility are in compliance with the KBR Health and Safety management system and is meeting legal requirements. This report will also provide an opportunity to review the effective communication and cooperation between different projects sharing one facility and identify the effectiveness of the management system, conclusions, recommendations and an action plan if improvements are required. METHODOLOGY The methodology of this audit is to review the policies, objectives and management system of the KBR Swindon warehouse facility for the safe receipt, storage and maintenance of equipment. This will entail reviewing the implementations of risk assessments, communications between the management and the workforce which includes compliance with current legislation, KBR Instructions and Procedures, various safety meetings and the KBR Safety Policy. The documentation that will be used in the audit will include: The warehouse Health and Safety plan to ensure that there is management commitment to health and safety in the warehouse. Emergency procedures to ensure suitable and sufficient procedures are in place in case of an emergency. Minutes of meetings to review whether Health and Safety concerns are being discussed and review the outcome and corrective actions. Accident records to assess whether there are any trends and significant near miss incidents. Risk assessments to ensure that all risks has been assessed and that mitigation measures put in place is suitable and sufficient to control the risk as low as reasonably practicable. Method statements to ensure that the tasks are being conducted in a safe manner. Training records to ensure that all employees and visitors are aware of the Health and Safety arrangements. DESCRIPTION OF THE ORGANISATION The building is a large 240,000ft2 open-plan warehouse containing two-storey offices on the North end of the warehouse. The warehouse also has 2 integral two-storey offices, welfare and canteen units. The warehouse is a rented facility and the Warehouse Manager has regular meetings with the landlord representative to deal with issues regarding the fabric of the buildings, services and surrounding hard standing within the tenanted estate. The occupancy of the warehouse consists of six KBR staff including the warehouse manager. Approximately five agency employees are used dependant on the activities scheduled for the week. Main work patterns for the warehouse staff are to move the equipment in to the testing area, test the equipment,  clean and fix any defective equipment to ensure the readiness for deployment. The main risks to the warehouse staff include forklift truck operations, manual handling and mechanical hazards working with power tools. In addition, the offices at the warehouse are used as a call centre which is completely separate from the work being conducted in the storage facility. This is a secure access area and is set up in an open-plan office environment with approximately 30 desks. This call centre is manned 24 hours a day and will always have a minimum of 2 occupants. However, occupancy could increase to 30 for training days, interviews and meetings. The main risks to the call centre operators are Work Related Upper Limb Disorders as a result of poor ergonomics and lone working hazards. LEGAL ENVIRONMENT There is no Health and Safety Executive (HSE) or Environmental Agency (EA) censures or improvement notices placed on the site by the HSE or EA. Pertinent hazards addressed by risk assessments at this facility are categorised below. There is a duty on the Warehouse manager to ensure that adequate arrangements are in place for work equipment as described in The Provision and Use of Work Equipment Regulations 1998 (PUWER). A lot of different types of machinery will be used in the warehouse area which the warehouse manager will need to ensure complies with the PUWER before they are commissioned for use. Regulations 4 to 10 sets out the management duties of PUWER covering the selection of suitable equipment, maintenance, inspection, specific risks, information, instructions and training. Seeing as the equipment has been bought second hand, it will need to be inspected by a competent person, producing a risk assessment and providing information, instruction and training to all warehouse staff on the use of the machinery. Regulations 11 to 24 of PUWER cover guarding of dangerous parts of work equipment, the provision of appropriate stop and emergency stop controls, stability, suitable and sufficient lighting and suitable warning markings or devices. The inspection of machinery will identify dangerous parts of the equipment  and the warehouse manager will need to ensure that the guards are fitted to the machines before the machines are commissioned. The Lifting Operations and Lifting Equipment Regulations 1998 (LOLER) apply in relation to all work activities undertaken by KBR where lifting equipment and operations as defined by the regulations are used. This legislation expands on the general requirements of the Health and Safety at Work etc. Act 1974 and complements the requirements of the Provision and Use of Work Equipment Regulations 1998 (PUWER). KBR has a duty under these regulations in situations where lifting equipment is used by employees at work, to ensure that the lifting equipment and associated lifting operations are carried out safely. In addition, persons who have any control of lifting operations, or who supervise or manage the use of lifting equipment also have a duty under the Regulations, but only to the extent of their control. LOLER requires the Warehouse manager to conduct a risk assessment on the forklift trucks which will be used inside the warehouse and the measures needed to eliminate or control the ris ks. Regulation 6 of the Workplace (Health, Safety and Welfare) Regulations 1992 and its supporting Approved Code of Practice (ACOP) provides the warehouse manager with general requirements about ventilation of the warehouse and equipment used to ventilate the warehouse. Regulation 7 of The Control of Substances Hazardous to Health Regulations 2002 (COSHH) requires the warehouse manager to prevent or control the exposure of employees to substances hazardous to their health. Compliance with this Regulation is particularly important as incident reports from the warehouse has indicated a near miss incident where an employee took receipt of a delivery and spilled a chemical due to poorly packaged bottles. If any of the risk assessments identifies that personal protection is required, then the Warehouse manager will need to ensure that personal protection equipment (PPE) is provided in accordance with the Personal Protective Equipment at Work Regulations 1992. The Warehouse manager needs to ensure that a stock of PPE is available for visitors and employees who do  not have the right PPE when entering the warehouse. The Warehouse manager also has a duty under The Regulatory Reform (Fire Safety) Order 2005 (RRFSO) to conduct a suitable and sufficient Fire Risk Assessment and to ensure that Fire safety arrangements are in place to elimination or reduction of risks from dangerous substances. The warehouse manager faces the challenge to manage both the warehouse and the call centre employees during an emergency. Under the same regulations the Warehouse manager should ensure means are available for fire-fighting and fire detection and that there are adequate emergency routes and exits from the warehouse. KBR will have generally assessed fire evacuation routes, means of detection and raising the alarm at all of its sites. Details of these arrangements are usually contained in the fire risk assessments kept at each site. KBR managers are required to do the following to maintain fire prevention measures: Ensure that a suitable fire risk assessment is in place. Ensure that any actions arising from external inspections are acted upon in an appropriate and timely manner. Often this will mean monitoring improvements to be carried out by the client, and in all cases will require the addition of information to local health, safety and environmental plans. Carry out regular housekeeping checks to ensure that items are not being stored inappropriately, especially near hot or electrical equipment, that escape routes are not blocked and that fire safety equipment has not been interfered with. Ensure employees do not increase the fire risk at an office or similar by using faulty electrical goods, smoking in a non-designated area or storing refuse inappropriately. Ensure that records are completed whenever there have been any checks or maintenance of fire safety equipment/fixtures using Fire Equipment Inspection Sheet. Ensure fire prevention measures are communicated to staff, contractors and visitors. The Health and Safety (Consultation with Employees) Regulations 1996 (HSCER) requires the Warehouse manager to consult employees on the information required about risks to their health and safety and preventative measures in place. All management and staff in a working environment need to follow the KBR FIRST AID guidance as a minimum standard in order to ensure the health, safety and welfare of KBR employees and other persons who may be affected by our undertakings. First Aid at work covers the initial management of any injury or illness suffered at work. First Aid can save lives and prevent minor injuries becoming major ones. Under the Health and Safety (First Aid) Regulations 1981 (as amended 2009), all workplaces must make provisions for first aid, to be readily available at appropriate times. The Control of ASBESTOS Regulations 2012 requires KBR to prevent the exposure of its employees to asbestos so far as is reasonably practicable. To achieve this KBR must ensure perform suitable and sufficient assessments in accordance with HSG 264 Asbestos: the survey guide that determines whether asbestos is present on the premises. This was arranged by the premises owner prior to KBR occupying the premises and Asbestos areas were identified within the warehouse. KBR must ensure that the warehouses owner: †¢ Determines the risk from the asbestos. †¢ Prepares a written plan identifying the area of the premises concerned and the measures necessary for managing the asbestos risk. †¢ Implement the measure in the plan. †¢ Record the measures taken to implement the plan. These measures should include adequate means for: †¢ Monitoring the condition of any asbestos or suspected asbestos. †¢ Maintaining the asbestos or its safe removal. †¢ Providing information identifying the location and condition of identified asbestos to any person likely to disturb it and making this information available to the emergency services. The Control of NOISE at Work Regulations 2005 will need to be considered for a backup generator placed inside the warehouse where Warehouse staff will be working during their normal working day. The Control of Noise at Work Regulations 2005 places the following duties on to the Warehouse manager: †¢ Carry out a suitable and sufficient assessment of the risk to the health and safety of employees who are liable to noise exposure at or above any Lower Exposure Action Levels. †¢ Record the significant findings of the assessment and ensure that it is reviewed regularly and revised as required. †¢ Record any measurements taken. †¢ Ensure that the risk assessment has been carried out by a competent person. †¢ Reduce noise exposure to as low as is reasonably practicable, by means of organisational and technical measures other than personal hearing protectors, where any employee is likely to be exposed above any Upper Exposure Action Levels. †¢ Hearing protection is to be available on request for any employee exposed above the lower exposure action value, and must be provided to any employee exposed at or above the upper exposure action level. †¢ Designated areas where employees are likely to be exposed to or above the upper action level as hearing protection zones. †¢ Ensure that no employee enters designated hearing protection zones unless they are wearing ear protectors. †¢ Provide employees with information, training and instruction about risks, control measures, hearing protection and safe working practices. Warehouse staff will be conducting manual handling activities during their normal working day so the warehouse manager will need to ensure compliance with the MANUAL HANDLING Operation Regulations 1992. The Warehouse manager need to ensure a suitable and sufficient assessments of all such manual handling operations are undertaken and have taken into account all foreseeable risks. In addition to the legal environment in the warehouse, the Warehouse manager needs to ensure compliance with The Health and Safety (Display Screen Equipment) Regulations 1992 to minimise to eliminate or reduce possible eyesight or musculoskeletal disorders due to the effects of continual display screen equipment use. REVIEW OF THE HEALTH AND SAFETY MANAGEMENT SYSTEM The KBR Swindon Safety Management System is based on BS OHSAS 18001:2007 Standard and follows the Plan-Do-Check-Act methodology. DESCRIPTION The general requirement of the Planning stage is to define and document the scope of the management system. This information is captured in the KBR Corporate HSE Policy which is a global document and is written in a very general and broad manner in an effort to comply with all possible projects on a global level. The management system has a process in place for hazard identification, risk assessment and determining controls covered in various  work methods. The HSE Risk Assessment work method provides guidance on the specific duty placed upon KBR to carry out a suitable and sufficient assessment of all risks to the health and safety of employees and others, arising at or from a work activity. The Identification and Evaluation of HSE Legislative and Other Requirements process map identifies relevant HSE legislative requirements applicable and is recorded in the HSE Requirements Register. The KBR Swindon HSE Plan contains an organisation charts which clearly identifies roles, responsibilities and accountability for everyone working at the warehouse. KBR needs to ensure that everyone working in the warehouse is competent and experienced for the work that they are doing. The KBR Swindon Training Strategy contains a Training matrix to ensure appropriate level of competence at different levels of authority. The HSE Management system is available to all employees on the KBR intranet and regularly reviewed, updated and communicated via the intranet. KBR operates a three-tiered emergency response procedure whereby all projects and locations will ensure a Local Emergency Response Plan (LERP) is in place to manage low level emergencies. The KBR warehouse can then escalate the emergency to a Level 2 Incident Commander if it is deemed necessary and the Level 2 Incident Commander can escalate to a Level 3 global status in severed circumstances. KBR operates an integrated management system so the Audit Management System process required by the Quality Management System is used to conduct audits to determine the effectiveness of the controls in place. Health and Safety performance is measured using incident and accident statistics and completing monthly project reviews. Each project is set a target, usually a 10% reduction from the previous years incident rate, and is monitored against this target. This information is then discussed in a management review meeting on a quarterly basis.

Marriage: One Of Societys Most Important Institutions?

Marriage: One Of Societys Most Important Institutions? Marriage, socially recognized and approved union between individuals, who commit to one another with the expectation of a stable and lasting intimate relationship. It begins with a ceremony known as a wedding, which formally unites the marriage partners. A marital relationship usually involves some kind of contract, either written or specified by tradition, which defines the partners rights and obligations to each other, to any children they may have, and to their relatives. In most contemporary industrialized societies, marriage is certified by the government. In addition to being a personal relationship between two people, marriage is one of societys most important and basic institutions. Marriage and family serve as tools for ensuring social reproduction. Social reproduction includes providing food, clothing, and shelter for family members; raising and socializing children; and caring for the sick and elderly. In families and societies in which wealth, property, or a hereditary title is to be passed on from one generation to the next, inheritance and the production of legitimate heirs are a prime concern in marriage. However, in contemporary industrialized societies, marriage functions less as a social institution and more as a source of intimacy for the individuals involved. Marriage is commonly defined as a partnership between two members of opposite sex known as husband and wife. However, scholars who study human culture and society disagree on whether marriage can be universally defined. The usual roles and responsibilities of the husband and wife include living together, having sexual relations only with one another, sharing economic resources, and being recognized as the parents of their children. However, unconventional forms of marriage that do not include these elements do exist. For example, scholars have studied several cultural groups in Africa and India in which husbands and wives do not live together. Instead, each spouse remains in his or her original home, and the husband is a visitor with sexual rights. Committed relationships between homosexuals (individuals with a sexual orientation toward people of the same sex) also challenge conventional definitions of marriage. Debates over the definition of marriage illustrate its dual nature as both a public institution and a private, personal relationship. On the one hand, marriage involves an emotional and sexual relationship between particular human beings. At the same time, marriage is an institution that transcends the particular individuals involved in it and unites two families. In some cultures, marriage connects two families in a complicated set of property exchanges involving land, labor, and other resources. The extended family and society also share an interest in any children the couple may have. Furthermore, the legal and religious definitions of marriage and the laws that surround it usually represent the symbolic expression of core cultural norms (informal behavioral guidelines) and values. Although practices vary from one culture to another, all societies have rules about who is eligible to marry whom, which individuals are forbidden to marry one another, and the process of selecting a mate. In most societies, the mate-selection process involves what social scientists call a marriage market. The husband and wife come together out of a wide range of possible partners. In many non-civillized societies the parents, not the prospective marriage partners, do the shopping. In civillized societies social rules have gradually changed to permit more freedom of choice for the couple and a greater emphasis on love as the basis for marriage. A Dating, Courtship, and Engagement In societies in which individuals choose their own partners, young people typically date prior to marriage. Dating is the process of spending time with prospective partners to become acquainted. Dates may take place in groups or between just two individuals. When dating becomes more serious it may be referred to as courtship. Courtship implies a deeper level of commitment than dating does. During courtship the individuals specifically contemplate marriage, rather than merely enjoy one anothers company for the time being. Courtship may lead to engagement, also known as betrothal-the formal agreement to marry. Couples usually spend some period of time engaged before they actually marry. A woman who is engaged is known as the mans fiancà ©e, and the man is known as the womans fiancà © . Men typically give an engagement ring to their fiancà ©e as a symbol of the agreement to marry. In the past, dating, courtship, and engagement were distinct stages in the selection of a marital partner. Each stage represented an increasing level of commitment and intimacy. Although this remains true to some degree, since the 1960s these stages have tended to blend into one another. For example, modern dating and courtship often involve sexual relations. In general, people tend to date and marry people with whom they have characteristics in common. Thus, mate selection typically results in homogamous marriage, in which the partners are similar in a variety of ways. Characteristics that couples tend to share include race, ethnicity, religion, economic status, age, and the level of prestige of their parents. B Arranged Marriages Historically parents have played a major role in choosing marriage partners for their children, and the custom continues in the worlds developing countries today. Parental influence is greatest when the parents have a large stake in whom their child marries. Traditionally, marriage has been regarded as an alliance between two families, rather than just between the two individuals. Aristocratic families could enhance their wealth or acquire royal titles through a childs marriage. Marriage was also used as a way of sealing peace between former enemies, whether they were kings or feuding villagers. The most extreme form of parental influence is an arranged marriage in which the bride and groom have no say at all. In a less extreme form of arranged marriage, parents may do the matchmaking, but the young people can veto the choice. Some small cultures scattered around the world have what social scientists call preferential marriage. In this system, the bride or groom is supposed to marry a particular kind of person-for example, a cousin on the mothers or fathers side of the family. In many traditional societies, marriage typically involved transfers of property from the parents to their marrying children or from one set of parents to the other. These customs persist in some places today and are part of the tradition of arranged marriages. For example, in our culture the brides parents may give property (known as a dowry) to the new couple. The practice of giving dowries has been common in countries such as Greece, Egypt, India, and China from ancient times until the present. It was also typical in European societies in the past. Although the giving of dowries has been part of the norms of marriage in these cultures, often only those people with property could afford to give a dowry to the young couple. Families use dowries to attract a son-in-law with desirable qualities, such as a particularly bright man from a poor but respectable family or a man with higher status but with less money than the brides family has. In societies in which the giving of dowries is customary, families with many daughters can become impoverished by the costs of marriage In some societies, the grooms family gives property (known as bridewealth or brideprice) not to the new couple but to the brides relatives. Particularly in places where bridewealth payments are high, the practice tends to maintain the authority of fathers over sons. Because fathers control the resources of the family, sons must keep the favor of their fathers in order to secure the property necessary to obtain a bride. Conventions and Taboos Marriage is part of a societys kinship system, which defines the bonds and linkages between people (see Kinship and Descent). The kinship system also dictates who may or may not marry depending on those bonds. In some cultures people may only marry partners who are members of the same clan-that is, people who trace their ancestry back to a common ancestor. This practice of marrying within ones group is called endogamy. Exogamy, on the other hand, refers to the practice of marrying outside of ones group-for example, marrying outside ones clan or religion.

Cell Phone History - The Evolution of the Cell Phone :: Expository Essays

Cell Phone History - The Evolution of the Cell Phone Cell phones have become a part of mainstream culture. Recently they have become more affordable and accomplish much more than making and receiving calls. Along with the growing popularity there is also growing concerns about safety and health. In this paper we will address cell phone history and how they have evolved. We will discuss health concerns such as tumors and talking while driving. Finally, we will talk about all of the technology that cell phones can accomplish such as receiving Email and buying stocks. History: In 1921 the Detroit Michigan Police Department first used mobile radio in a vehicle. Digital wireless and cellular roots started in the 1940s. In the 1940s new frequencies between 30 and 40 MHz were available. There was an increase of availability in channels which police systems were encouraged to use. Mobile units were available within private companies, individuals, and public agencies. In St. Louis, 1945 the first mobile telephone system in the US was introduced. Along the highway between New York and Boston a Public mobile system carried greater frequency distance in 1947. In 1n 1949, the FFC authorized separate radio channels to common carriers. A new system was developed with automatic channel selection in 1964. With this new system each call allowed customers to dial for themselves and it eliminated the need to push-to-talk operation. In 1975, in Chicago, AT&T was authorized to develop a cellular system. After this AT&T and Bell labs work with other cellular vendors to develop their cellular phones. Their phones were made so consumers would have the quality products available to use on cellular networks. There are many reasons why the mobile wireless has not progressed further in the last 60 years, this is because of cautiousness and federal regulation. The Federal Communications Commission controlled frequency availability. Their regulations and unresponsiveness had the most significant factors hindering radiotelephone development. The Federal Communication Commission delayed the technology in America by ten years. Health: Brain tumors and eye cancer are two health concerns of cell phones that are currently under investigation. Many people have heard rumors about whether or not cell phones are responsible for these health problems, but answers never seem to be found.

Comparing Revenge in The Bargain and Haircut :: comparison compare contrast essays

Revenge in The Bargain and Haircut There are many character similarities between Mr. Baumer in "The Bargain," and Jim, of Ring Lardner's story, "Haircut;" however, the major difference is the motive for their revenge. Both characters show lots of wit and brains, as well as pride and remorse. Getting revenge is very important to both of them, quite obviously to the reader. However, Mr. Baumer is quiet while Jim is loud and obnoxious, only trying to get attention at someone else's expense. They also show differences in their motives for revenge, and severity in it. Both men, as residents in a small town, are very well-known by all and all watch them, in even such cases where they are humiliated. Being men, and having pride, they cannot stand to be embarrassed in front of everyone else. Their pride has been hurt, and they return the favor...until later when the spotlight is moved to someone else, equally if not more humiliated. Jim, a prankster in a small hickish town in the country, is probably best classified as a town bully, getting even for everyone else in the town's wrongdoing. The judge, jury, and executioner, he gets away with everything he darn well wants to, until someone in this little town takes action and blows him away. He is loud and obnoxious, with selfish motives, only trying to make himself look better. He doesn't even show consideration for his own family. Meanwhile, Mr. Baumer has been repeatedly picked on by a certain member of HIS small hickish town, as well as getting all of his money ripped off. He is humiliated constantly, in front of all of the town members. Mr. Baumer gets his revenge by subtly hiring his persecutor, who is illiterate and an alcoholic, as a delivery man. This man drank himself to his death by drinking wood alcohol.