5 Questions to Expect in a Retail Job Interview

5 Questions to Expect in a Retail Job Interview you’ve turned in a rockin’ retail resume, showing that you’re a mature, responsible, personable individual. the you-on-paper is looking better than ever. but you’re not done- if they like what they see, it’s time for the next stage: the interview. what can you expect there? what’s your experience?the interviewer is going to know what kind of retail experience you have- or, if you’re new, what your relevant experiences are. as a starting point, your resume has the outline of your answer here. in the interview, it’s your job to flesh those out. here’s where you’ll want to fill in some context about your previous jobs:what kinds of environments have you worked in?how big were your previous stores/employers, and what were the daily operations like?what were your past responsibilities?do you have specific stats to illustrate your past jobs? (sales figures, concrete growth, any awards or recognition)did you progress/take on increasing responsibility/get promoted during your time there?how do you serve customers?the customer may or may not always be right, but one of the top things a retail employer will want to know is what kind of service you provide. specific anecdotes work great here. do you have a knack for converting medium interest into an actual sale? how have you handled difficult customer situations or angry customers? how did you take company policy and best practices to resolve challenging customer situations? how do you approach customers? again, use real stories from your experience, preferably ones that highlight good customer outcomes, examples of you thinking fast on your feet, and/or ones that show you enhancing your store’s brand.what do you know about the industry?it’s important to know how store operations work. retail jobs can call on you to be a jack-of-all-trades when extra hands are needed in a variety of departments, so an interviewer may want to test your ver satility. be prepared for questions on things like handling sales/money, inventory, point-of-sale (pos) systems, security, and loss prevention.what makes you a great salesperson?an unavoidable part of working in retail is working with the public. the unpredictable, not-always-pleasant public. the interviewer is going to want to make sure you’re enough of a people person to provide a good customer experience, and stay cool in a variety of situations. if you get a question like this, be sure to emphasize your personal qualities, like good teamwork, positivity, the ability to work independently on projects without constant guidance, and the ability to work under supervision and take direction just as well.what are your expectations?retail is an industry that’s famous for unpredictable hours and shifts, as well as for requiring working nights, weekends, and holidays. during the interview, it’s important to be up front about your schedule and availability- the more f lexible, the better. you may also be asked about what you expect for compensation. your best bet is to do a little legwork ahead of the interview, and research what similar jobs are making. hourly wages? commissions based on sales? then in the interview, you can give reasonable ballpark figures if asked, and you can also ask more specific questions about how compensation will work in this job, once the interviewer opens that door.if you organize your interview prep around these areas, you’re well on your way. be ready to provide specific stories that back up your resume bullet points, and don’t forget to emphasize your next-level customer service skills. good luck!search for retail jobsthejobnetwork has you covered, with thousands of listings in all areas of retail. start searching below, and use the above interview tips to land your next gig!retail merchandiser jobsretail clerk jobsretail store manager jobsretail buyer jobs

The Book of Ephesians †Theology

The Book of Ephesians – Theology Free Online Research Papers In the book of Ephesians it identifies the author as Apostle Paul. Paul intended all those that long for Christ to receive this writing. Enclosed in the book of Ephesians is the discipline needed to develop into true sons of God. A study of Ephesians will help to fortify and to establish the believer so one can fulfill the purpose and calling God has given. The aim of this epistle is to confirm and to equip a maturing church. It presents a view of the body of Christ and its importance in God’s economy. There are reasons to believe that this epistle was not designed for just one congregation, but intended to be passed around to several churches in the area surrounding Ephesus. The earliest manuscripts do not contain the phrase in Ephesus (1:1). The epistle itself is in the form of a general treatise rather than as a letter written to a specific church. For example, there are no specific exhortations or personal greetings. It is thought by some that this letter is the epistle that was first sent to Laodicea (Co 4:16), and designed to be shared with other churches, including Ephesus. Ephesus was the leading city of the region, and the main center of Pauls missionary activity in the area (Ac 19:1,8-10), it is understandable why later scribes might have assigned this epistle to the church at Ephesus. Without question it was intended for the saints and faithful in Christ Jesus. (1:1) PAULS MINISTRY Paul first came to Ephesus for a short visit toward the end of his second missionary journey (Ac 18:18-19). Located on the southwest coast of Asia Minor (modern day Turkey), Ephesus was one of the great cities in that part of the world. A Roman capital, it was a wealthy commercial center and home for the worship of the goddess Diana (Ac 19:23-41). Though Paul briefly studied with the Jews at the local synagogue and was invited to stay longer, he made plans to visit them again after a quick trip to Jerusalem (Ac 18:20-21). On his third missionary journey Paul made it back to Ephesus for an extended stay of three years (Ac 19:1,10; 20:31). After his initial success in converting twelve disciples of John (Ac 19:1-7), Paul spent three months teaching in the local synagogue (Ac 19:8). Resistance to his doctrine forced him to leave the synagogue, but he was able to continue teaching in the school of Tyrannus for a period of two years. The end result is that the gospel spread from Ephesus throughout Asia Minor (Ac 19:9-10). A disturbance created by some of the local idol makers finally forced Paul to leave Ephesus (Ac 19:23-20:1). Toward the end of his third journey, Paul stopped at nearby Miletus, and met with the elders of the church at Ephesus. Reminding them of his work with them, he charged them to fulfill their own responsibilities as overseers of the flock of God, and then bid them a tearful farewell (Ac 20:17-38). Time And Place of Writings Ephesians is one of Pauls four prison epistles (3:1; 4:1; 6:20; cf. Philippians, Colossians, and Philemon). The general consensus is that these epistles were written during Pauls imprisonment at Rome (Ac 28:16,30-31). If such is truly the case, then Paul wrote Ephesians around 61-63 A.D. from Rome. The indication is that the epistles to the Colossians, Philemon and the Ephesians were carried to their destination by Tychicus and Onesimus (cf. 6:21-22; Co 4:7-9; Phile 10-12). Purpose Unlike several of the other letters Paul wrote, Ephesians does not address any particular error or heresy. Paul wrote to expand the horizons of his readers, so that they might understand better the dimensions of God’s eternal purpose and grace and come to appreciate the high goals God has for the church. The letter opens with a sequence of statements about God’s blessings, which are interspersed with a remarkable variety of expressions drawing attention to God’s wisdom, forethought and purpose. Paul emphasizes that we have been saved, not only for our personal benefit, but also to bring praise and glory to God. The climax of God’s purpose, â€Å"when the times will have reached their fulfillment,† is to bring all things in the universe together under Christ (1:10). It is crucially important that Christians realize this, so in 1:15–23 Paul prays for their understanding (a second prayer occurs in 3:14–21). Having explained God’s great goals for the church, Paul proceeds to show the steps toward their fulfillment. First, God has reconciled individuals to himself as an act of grace (2:1–10). Second, God has reconciled these saved individuals to each other, Christ having broken down the barriers through his own death (2:11–22). But God has done something even beyond this: He has united these reconciled individuals in one body, the church. This is a â€Å"mystery† not fully known until it was revealed to Paul (3:1–6). Now Paul is able to state even more clearly what God has intended for the church, namely, that it be the means by which he displays his â€Å"manifold wisdom† to the â€Å"rulers and authorities in the heavenly realms† (3:7–13). It is clear through the repetition of â€Å"heavenly realms† (1:3,20; 2:6; 3:10; 6:12) that Christian existence is not merely on an earthly plane. It receives its meaning and significance from heaven, where Christ is exalted at the right hand of God (1:20). Nevertheless, that life is lived out on earth, where the practical daily life of the believer continues to work out the purposes of God. The ascended Lord gave â€Å"gifts† to the members of his church to enable them to minister to one another and so promote unity and maturity (4:1–16). The unity of the church under the headship of Christ foreshadows the uniting of â€Å"all things in heaven and on earth† under Christ (1:10). The new life of purity and mutual deference stands in contrast to the old way of life without Christ (4:17- 6:9). Those who are â€Å"strong in the Lord† have victory over the evil one in the great spiritual conflict, especially through the power of prayer (6:10–20; see note on 1:3). The work that went on in Ephesus was magnificent. The Christians there made up a great church. But, in spite of this, Paul warned the elders of this church of a coming apostas y that would corrupt the divinely ordained government of the local church. A generation later, a message from the Lord in the book of Revelation commends them for many wonderful things;nevertheless, the Lord warns them, â€Å"you have left your first love† (Revelation 2:4). They had not maintained the fervor and devotion of the love of their earlier history. If they did not repent and do their first works, the Lord promised that He would repudiate them. The city of Ephesus now lies in ruins and there is no church meeting there. As sad as this is, we are encouraged by the words of the Lord in Revelation 2:7: â€Å"To him who overcomes I will give to eat from the tree of life, which is in the midst of the Paradise of God.† Consequently, we know that those who obeyed the gospel in Ephesus and remained faithful make up a group that will live eternally in heaven. Research Papers on The Book of Ephesians - TheologyQuebec and CanadaBringing Democracy to AfricaHarry Potter and the Deathly Hallows EssayComparison: Letter from Birmingham and CritoMind TravelAppeasement Policy Towards the Outbreak of World War 2Analysis of Ebay Expanding into AsiaBook Review on The Autobiography of Malcolm XEffects of Television Violence on ChildrenThe Spring and Autumn

Direct Marketing Essay Example | Topics and Well Written Essays - 1500 words

Direct Marketing - Essay Example Data is generated by transactions that form the foundation of many industries, such as retail, manufacturing, utilities, transportation, insurance, credit cards, and banking. In addition to these internal data, external data sources also provide demographic, lifestyle, and credit information on retail customers, and credit, financial, and marketing information on business customers. Data mining is a very useful tool to analyse business data and to use it to identify key customers and in turn increase business opportunities by targeted marketing. From the direct marketing perspective, data mining and data fusion provide a necessary means to collect and analyse customers' data in order to utilise direct marketing strategy most effectively. Data mining and data fusion are the exploration and analysis of large quantities of data in order to discover meaningful patterns and rules (Berry et al., 2004). Used in various simpler forms in earlier times, mining and fusion have made way for businesses to finally make some sense out of all the data that they have accumulated for years (Rudd, 2000). Several books and journals have been published to strengthen the cause of these tools to improve relations between customers and generate more business. Some other areas where data mining and data fusion have been extensively used include credit scoring, direct marketing, sales forecasting, insurance, manufacturing, telecommunications, web-mining and text mining. An area pertaining to the scope of this paper is the application of data mining and fusion in direct marketing. Mining and fusion are useful tools in almost all aspects of a business and direct marketing. It helps in building supporting systems for day-today business. It is u seful in forecasting trends, it is used in decision making processes. It can be used in strategic planning of the course of action to be followed (Berson et al., 1999). A significant application in this area is the usage of data mining and fusion as tools in customer marketing and effective promotion (Berry et al., 2004). Customer acquisition is another such application. Statistical modeling using data mining and fusion are useful in effectively segmenting customers so that suitable marketing efforts can be carried out (Berson et al., 1999). Estimation of customer profitability is another such vital application of data mining. Determining customer segments help establish better marketing and services practice (Berson et al., 1999). Data mining and fusion thus help businesses to a very great extent in managing customers and helps maximise the tenure of relationship with customers, optimise the transactions or business carried out, increase profits associated (Berry et al., 2004). Mining is an activity that processes raw data or information recorded on a transactional basis. Earlier in smaller companies, this 'mining' process was carried out by people who dealt directly with customers. Now with companies that have billions of customers, a system has to be established to carry out these activities. Mining is a follow-up and is closely connected with data warehousing (Berson et al., 1999). If useless data has been collected and warehoused, the mining process will yield no better results. At the same time, having

Policing of Aboriginal Communities with Emphasis on Canadian Policing Essay

Policing of Aboriginal Communities with Emphasis on Canadian Policing Examples. - Urban and Rural Differences in Policing in Canada and at large to be examined - Essay Example In Canada, aboriginal policing came into being a professional, reliable and responsible government body with the introduction of the First Nations Policing Policy (FNPP) in June 1991. The objective of First Nations Policing Policy is to provide aboriginal communities of Canada social security, order and individual safety on the basis of cost-shared funding by federal and provincial governments. It is aboriginal communities choice either to develop their personal police service or opt for a police service provided by a contingent of First Nations officers. The Aboriginal Policing Directorate ensures policing that is answerable to the desires of aboriginal people residing in rural and urban areas. The Royal Canadian Mounted Police (RCMP) – the Canadian national police service has its Aboriginal Policing Branch that prepares culturally alert policing services agreeable to aboriginal people. It takes into confidence aboriginal organizations to come up to their needs and expectations. The RCMP absorbs aboriginal people in its recruitment and plans problem-specific programs relevant to aboriginal communities needs. Some of the programs include RCMP Aboriginal Youth Training Program (AYTP), Community Suicide Intervention Program, and First Nations Community Policing Service (FNCPS). The Community Policing Model is the result of severe criticism of the traditional model of policing, which was not sufficiently equipped to deal with the issues of aboriginal communities. Now, communities get support from the police in managing their risks. Both work hand-in-hand to solve the crime and law & order problems created by local inhabitants. In the Community Policing Model, the police don’t behave irrationally to cope up with law & order issues; it takes proactive steps to recognize and remedy, to establish peace. The police intervenes in the dialogue process to know the opinion of the community on touchy issues, first by holding general level

Employment Law, First Examination (Essay Essay Example | Topics and Well Written Essays - 750 words

Employment Law, First Examination ( - Essay Example To be noted, Momma Mia operates through a total of around 1000 employees, which is greater than the minimum required size to be classified as a Title VII included company, whereby the employees are protected under the provisions of the Civil Rights Act (US Equal Employment Opportunity Commission, â€Å"Title VII of the Civil Rights Act of 1964†). Security, Inc. However, in doing so, she will have to prove few elements, which will support her action of whistle blowing. Laws and elements that Jill needs to prove. In order to avail the benefits liable to her for whistle blowing against the sexual harassment she had to face in Momma Mia, Jill has to prove that she is an employee in the company and not an independent contractor by policy as was mentioned in her contract. In order to prove that she was an employee and correspondingly, justify the contractual term ‘independent contractor’ as void, Jill needs to satisfy the 6 silk criteria as was declared in accordance to the case of [Schultz v. Capital Intern. Security, Inc. No. 05-1192. 460 F.3d 595 (2006)] (Leagle, â€Å"Schultz v. Capital Intern†). ... o share the profit/loss of the company depending on their managerial skills, which signifies the second silk factor and hence should be proved by Jill to obtain the legitimate rights in the case. The third silk factor states than an independent contractor and not an employee will have rights to invest in the resources to make the work done in the best interest of the company. As Jill did not make any such investment and also because no such clause was mentioned in her contract, she can prove that was an employee in Momma Mia. However, a critical understanding to the factors depict that the fourth and the fifth silk factors do not clearly advocate in favor of Jill but also do not oblige Momma Mia to suffice the conditions required to prove Jill as an independent contractor to the company. In the sixth silk factor, Jill can prove the significance of her job role in the company as a public relations manager, which in turn would suffice her stance as an employee and not as an independent contractor to Momma Mia (Juffras, 2008). Jill can furthermore prove the selection process of the company, through which she was hired, as unjustifiable and irrelevant for the position on offer. In the selection process, the employers intended to select candidates on the basis of their physical appearances where the educational merits along with other professional skills commonly argued as mandatory for such a job role became decorative features. Additional preference to females rather than to males also indicates towards the fallacy of the selection process, which might turn the case in favor of Jill. Correspondingly, taking the advantage of the Equal Employment Opportunity Commission (EEOC), Jill can also file for privacy rights violation conducted by the employer in her interview

Nike Operation Management Strategies

Nike Operation Management Strategies Nike – The legendary brand Operations Management – Strategies 1. Introduction Many companies measure their research and development performance, associated with their business strategy and their operations management, such as design, operation, and control of the transformation procedure. The operations system converts inputs (labor and raw materials) into the outputs (goods and services). Operations management has encompasses both services and manufacturing, enhanced efficiently managing predictability, and played a strategic role in an organization’s success. As an international corporation, Nike has implemented the concept of operations management in its operating process. It has facilitated the concept of the LeanSigma ®, which helps ‘focus on lead-time reduction to increase customer loyalty and market share’[1]. As a manufacturing company, Nike has gained competitive advantages from Kaizen breakthrough, with the layout redesign for lean, just-in-time (JIT) system, total productive maintenance and six-sigma management. The paper will concentrate on why and how Nike has been competitively positioned in the world market. The legendary brand, Nike, seems never to stop growing. 2. Situation Analysis 2.1. Strategy Companies might vary their strategic business procedures, since they select most suitable alternatives and solutions to solve problems overtime. As a result, there will be certain measurement criteria for the company performance, which reflect the most successful alternatives to their most essential problems. Nike specializes in producing sport shoes, a labor-intensive manufacturing sector. As a manufacturing organization, it is easy to observe, evaluate, and improve each functional stage of Nike’s operation process. Improving productivity for the overall outputs of goods, divided by the inputs, is needed to maximize the outputs. The increasing strict quality control management combined with the demand by consumers for affordable goods has suddenly put Nike in a precarious situation. The question of how high quality products can be produced under many measurements at a price which consumers are willing to pay is addressed. This can be accomplished by applications of transformation procedure, which converts from batch to lean manufacturing at the strategic level. Additionally, the sales turnovers have forced many companies to narrow down and concentrate on why and what consumers have actually purchased. As a transactional company, Nike concerns and cares for what its targeted consumers look for, and it finds products for consumers not consumers for products. Operations management is defined as the integration of management principles into the decision-making procedures for the conversion of resources into usable outputs of products. The success of the lean operations management strategy will result in products that exceeds customer expectations and regulatory requirements by increasing productivity for a better process. 2.2. Product Nike has implemented sophisticated systems and well-understood business procedures by keeping cross-functional cooperation, which consequently lead to the best inventory turnover from performance. Indeed, Nike has continuously improved its operations management. ‘By mid-1985, inventories had fallen to less than 10 million pairs of shoes from a peak of 22 million in late 1983. Profit margins rose in the second fiscal quarter to 33% from 25% a year earlier. During the period, expenses as a percentage of revenue fell for the company, which started selling shoes in 1964 and went public in December 1980.’[2] Nike can dictate the prices. Since consumers have set prices by understanding what they should have prepared to pay for, their payments then will depend on a large degree on how they could see differences between the perceived value and the actual value. In fact, consumers are willing to pay premiums for perceived values, but value can go beyond plain price and quality. Positioned as a transactional corporation, a successful image Nike becomes the ultimate high-volume, low cost factory, not about the assumption that there is likely the occasional anti-made-in-sweatshop products. In the past, Nike had been challenged by boycotting of goods, due to the threats that Nike has outsourced and exploited developing nations. However, currently Nike have taken advantage of their low cost of manufacturing environment and implemented operations management strategies to its manufacturing systems. 2.3. Capacity When new operations strategy has been implemented and exhibited by different physical processes, volume measurement can be a relevant allocator. Volume can show how far equipments and machinery requirements for the operating procedures have been utilized and properly facilitated. This allocation usually provides rational consequences when the processes change. The location of the production facility is impacted on treatment facilities, which often happen in areas where air pollution might not be a problem. However, the environment limitation also determines the quantity at which a facility can produce, and become independent of capacity or demand. These problems impact on production, which will happen long after manufacturing facilities are established and put into operation. Nevertheless, Nike aims to apply the operations management to achieve high quality, low cost and effective delivery for better output, not just to expand its production facility. The overall result, through the Kaizen breakthrough methodologies, has been successfully. (Appendix 1) There might be a relationship between the operations performance and associated risk factors. Due to high rate of development failure during implementing new operations strategy, the risks involved in developing a system have caused a lot attention. 2.4. Process Supply chain management Recently, Nike has opened wider its domestic market to the outside world. More investment to renovate current market will enhance, facilitate, and maximize the distribution channels. ‘Nike was embarking on the Nike Supply Chain Project, a massive global centralisation project to integrate its ERP [Enterprise Resource Planning], supply chain, and CRM [Customer Relationship Management] software onto a single SAP platform. And a higher level of governance over the IT operations to ensure project success and visibility was necessary.’[3] The differences between the flexibility and fixed service have been scheduled in comparison with maximizing the large scale of alternatives. As a result, the relationship between the demand to reduce the indirect costs and the velocity along with inventory management should be closely scrutinized. ‘John Shanley, analyst at Susquehanna Financial Group, told clients Nikes inventory levels are ‘likely somewhat bloated in several key international regions’ and that the fourth quarter ‘marked the second consecutive quarter where Nikes inventory levels seemed out of balance with the brands forward orders’.’[4] Each company has its own mission, vision, objectives, strategies and business framework. Top management can initiate logical points and identify the company’s current conditions and situations. Alternatives in any one of the primary components in the model for top management can set off changes in other components. As a result, strategic framework, implementation and evaluation should be performed on frequent and continuous foundations, especially in technology management, human resource supervision, professional development, adaptation to cultural change, and importantly the project planning process. High performing companies can have more informed decisions with good anticipation of both short term and long term plans and have prepared for both short and long term consequences. They have prepared for future fluctuations in the external and internal environments. ‘Training, in general, and management coaching, in particular, must be well resourced, high priority components of successful enterprise systems implementation.’ [5] Since Nike is probably to pursue creative products, it has implemented new technologies can be a sign of future success in the new market. Therefore, commitment available resources to different projects can help evaluate and measure the operations management performance as well. ‘Critical to success is the necessity for the team to realize that team performance is more important than any individual success or idea generated. If the team has a successful improvement idea, then all enjoy the success.’ [6] Additionally, measurable goals should be in the line with the objectives and the scopes of the strategies. In fact, the operations management team should be evaluated whether the goals flow harmoniously with their companies’ missions. The performance evaluation helps operations managers to fasten the companies’ missions, plans and strategic goals to the each employee’s tasks on daily basis. Moreover, preliminary evaluation will need more feedback every period, such as monthly, three months, or six-months. Assessment should be targeted to provide a path for companies to improve their operations management performance. Likewise, Nike starts with basic assessments by accomplishing assessment and proper evaluating areas. In fact, soft and periodic assessment can help Nike identify areas in order to achieve greatest return on investment and highest turnover. 2.5. Layout redesign Layout redesign is important to transforming process. Usually, raw materials have been brought into workplace during the time not conflict with workers’ operating hours. Counterclockwise flow is also taken into consideration, since most workers are right-handed. ‘Two lean concepts introduced with LeanSigma ® transformation are the functions of the supermarket and the waterspider. Similarly, these early lean manufacturers established a single day storage area very near the production cell to provide, the necessary materials to the cell as needed. The second concept these early lean adopters incorporated was the waterspider.’[7] In fact, waterspider concept is to provide the essential materials at frequent replenishment of small quantities, opposite to infrequent replenishment of large quantities of materials. As a result, space required for storage is minimized. This concept has enhanced the just-in-time approach at Nike. Parts and raw materials are provided to the production site just as they are needed, not stockpiled to hedge against later delivery. 2.6. Allocation of costs and deductions Traditionally, cost allocation analysis considers direct labor as cost driver for indirect costs; nevertheless, since suppliers respond increasingly to reduce their total costs, the use of direct labor as a cost driver has become inappropriate when evaluating the performance the cost allocation analysis. Determining appropriate cost drivers for indirect costs help establish new allocation rates for these cost drivers. Additional information can be used to support the new allocation rates, different from traditional methods. With the new operations management, Nike heavily considers the cost factor. ‘As with quality, cost is a significant aspect of lean performance measurement. These three key indicators are productivity, scrap, and WIR Productivity [Warehouse, Inventory, Reporting Subsystem] is the most effective indicator of value added activities. Scrap is a quality measure that will drive overall costs up or down depending on the trend. Finally, WIP [Work-In-Process] is a lagging measure of flow and cycle time and a leading measure of customer satisfaction.’[8] (Appendix 2) At this time, high proportions of Nike exports are white-label goods, which have been made for Western companies. The company also wants to capture more value to acquire a brand and to create its global brands. Quality has been considered as a differentiator. Product quality and service quality will be becomes differentiators and continuously enhance Nike’s quality image worldwide. ‘Why didnt Nike start making skate shoes 20 years ago? Nke6.0 may be nurturing the grass roots its roster of athletes is made up entirely of what appears to be pre-pubescent rippers but there is a whole generation of action sports addicts out there who were ignored by mainstream sport brands, so they started their own brands, creating kit that was tailor-made for their sport, keeping their ear to the underground to find out what people wanted.’[9] The choice of cost allocation method can impact whether the company can report a loss or profit from the unrelated business. The over-cost allocation can become the potential for maximizing the company’s economies of scale. The costs related to the operating activities can be joined among many material and operation activities. Analyzing the functional and design benefit can help allocate the cost component appropriately. The new paradigm for cost allocation provides Nike which benefits from investment transmission to pay the costs. The decentralization of the cost allocation should take into consideration. The production cost in manufacturing companies and the allocation of joint costs in the context of external financial accounting practice, applied to cost of goods sold and for inventory. 3. Conclusion As a transnational corporation, Nike is subject to domestic and international competition. It has tried to increase their productivity and efficiency to meet these challenges. One method applied to improve productivity has been expanded application of manufacturing processes. Concurrently, however, the increased use of materials and decrease use of operating expenses help managers reconsider their current methods of quality, cost and delivery. In the long-term, the manufacturing industry will sustain and reward for low-cost operating organizations. Nike is making efforts to build an effective and efficient control system for commodity circulation. Applying the operations management process, Nike has tried to build effective control system for their commodity circulation, which helps emphasize on reform of the marketing and purchasing system of the important commodities. Furthermore, the rational distribution of commodity resources and the local community reserves have enriched the domestic market from international market. Appendix 1: Quality Cost and Delivery after Operations Management[10] Appendix 2: Kaizen methodology even schedule[11] Bibliography ‘Brand Design: Miss a trick’ 2006, Design Week,London, 26 January, p.17 Brown, BC, Collins, RT McCombs, LE 2006, ‘Transformation from Batch to Lean Manufacturing: The Performance Issues,’Engineering Management Journal, Rolla, vol.18,no.2, June, p.3. Choy, J 2004, ‘Just do IT’, Asia Computer Weekly.Singapore, 25 October, p.1 Foster, L 2006, ‘Rising costs mean Nike disappoints’, Financial Times,London (UK), 29June, p.17 Kittredge, J 2006, ‘A New Era in Corporate Performance Management’, Cost Management, Boston, vol. 20, no. 3, p. 23. Tharp, M 1986, ‘Nike Recoups Laurels in the Sportswear Market Company Adopts a More Conventional Management Style,’ Wall Street Journal, New York, N.Y, 19 March, p.1. Page 1 Footnotes [1] Brown, BC, Collins, RT McCombs, LE 2006, ‘Transformation from Batch to Lean Manufacturing: The Performance Issues,’Engineering Management Journal, Rolla, vol.18,no.2, June, p.3. [2] Tharp, M 1986, ‘Nike Recoups Laurels in the Sportswear Market Company Adopts a More Conventional Management Style,’ Wall Street Journal, New York, N.Y, 19 March, p.1. [3] Choy, J 2004, ‘Just do IT’, Asia Computer Weekly.Singapore, 25 October, p.1 [4] Foster, L 2006, ‘Rising costs mean Nike disappoints’, Financial Times,London (UK), 29June, p.17 [5] Kittredge, J 2006, ‘A New Era in Corporate Performance Management’, Cost Management, Boston, vol. 20, no. 3, p. 23. [6] Brown, Collins McCombs 2006, p.3. [7] Brown, Collins McCombs 2006, p.3. [8] Brown, Collins McCombs 2006, p.3. [9] ‘Brand Design: Miss a trick’ 2006, Design Week,London, 26 January, p.17 [10] Brown, Collins McCombs 2006, p.3. [11] Brown, Collins McCombs 2006, p.3.

Comparing Gun Control Laws in Kentucky, USA and Germany Essay -- Compa

â€Å"Our love is to possess arms, though they hope never to have occasion for them.† Since this quote that Thomas Jefferson once said, guns and their capabilities have changed history throughout the world and have affected all most everyone living in today’s society. Gun control and gun polices have created an upheaval among a growing amount of nations. With increasing gun rate crime and the ease of accessibility to obtain firearms in some places in the world, states inside America and countries around the world have altered its stance on gun control and their laws. From strong gun control and strict trafficking in Germany, too little to very light restrictions and laws on firearms in Kentucky, guns, either way, are a controversial issue that today’s society must face. The state of Kentucky is known around the United States to have laws that allow people to own, operate, and carry different firearms across the state. One of these lenient laws is of private sellers, who of any type of firearms, are not required to have background checks to buyers. This law is much different across the United States as almost all other states require either getting a background check or at least registering the gun’s that are bought. Another lenient law that the state of Kentucky has is that the regulation of unsafe and or assault weapons with large ammunition magazines is not required. This makes accessibility to more dangerous weapons easier for anyone interested in purchasing any type of firearm across the state. Along with its lenient laws, the state of Kentucky also ranks fourth out of the fifty states in crimes involving gun’s that were originally bought in the state, and twelfth out of the fifty states in homicide deaths with guns (Summary ... ... regarding gun regulation and gun control offer more protection than where gun laws would be more lenient. Addressing the issue would be to limit more types of guns, require background checks, and have more laws on trafficking firearms. With rapidly changing times and more innovations in new firearms being put into the market every day, nations around the world have to reconsider their own laws to protect their citizens from the dangers of guns. Works Cited Alpers, Philip and Marcus Wilson. 2011. Guns in Germany: Facts, Figures and Firearm Law. Sydney School of Public Health, The University of Sydney. GunPolicy.org, 26 November. Accessed 26 January 2012. at: http://www.gunpolicy.org/firearms/region/germany Legal Community Against Violence. 2011. Summary of State Firearms. 26 January, 2012. http://www.lcav.org/states/kentucky.asp#AssaultWeapons