Charlie’s Wedding, A Play in One Act Essay Example for Free

Charlie’s Wedding, A Play in One Act Essay Gertie, a black woman, dressed in elegant black satin, stands at the window, her back to the audience. She may be polishing the glass or she may be eves-dropping on the two fashionably dressed white ladies, Mona and Sheila, who sit on a divan directly behind her, facing the audience. Mona: What on earth did he say then, Sheila? Sheila, (smiling coyly): He said he wants to marry me, of course, silly. Mona: But he can’t do that†¦can he? I mean†¦(a pause) Well†¦ you know what I mean. Men like him†¦ Sheila: That’s just the point†¦ men like him†¦they can do whatever they want. Mona: Well, I’m just saying†¦they don’t buy a cow when the milk is so cheap. Sheila: Well, he might buy the cow that gives milk as good as this one does. Mona feigns embarrassment, her hands going to her face as she buries her head in her hands for a moment. Gertie moves to the right and looks at pictures in frames on the mantle of the fireplace, now obviously listening, cocking her head to hear better. Mona: Girl, you have no shame. (Giggles) But you are about to graduate from here anyway. You don’t have to marry, you don’t have to do anything but pack your bags and run, girl. Sheila: But I might just want to get married. Isn’t it what every young lady is reared to do? Aren’t we born and bred to be the wives and ornaments of powerful men? Isn’t it my duty as a woman? Isn’t it my calling? My raison d’etre? (Misprounounces the words) Mona: If it’s what you want, then by all means you should do it. Be my guest. I will dance at your wedding with a cow-bell on. But it’s not going to be to that two-timing Charlie O’Brian, I surely do hope, child. Gertie moves until she is standing at the side of Sheila, picks up a small bowl from the end table and is wiping it slowly. Sheila: Well how can you be so presumptuous? I mean, what do you know about it anyway? And why do you say he is a two-timer? If you know some gossip that I don’t then you are bound by your duty as a woman to tell me. Gertie puts down the bowl and speaks: Yes, Miss Mona, do tell all you know about this two-timing Charlie O’Brian. Do you have some reason to suspect he may not be as morally upright and Christianified as he purports to be? Is he, perhaps†¦a†¦man of low degree? The three women laugh and Gertie takes a seat in the chair, in profile to the audience, putting her feet up on a ottoman and fanning herself from her labor. Gertie: Let me tell you about men all men. They are idiots†¦all idiots, and Charlie O’Brian is their Lizard King. They are all just big boys. They never grow up and they never think with the head they have on their shoulders. I know you can guess which head it is that they do think with, without me having to say. But they control the money and politics and they control the laws and we have to work around them to get what we want. Now, as for this Charlie O’Brian, he has proposed to half the women in this sorority and that is a natural fact. He got big drunk last Christmas and asked me to run off with him. I told him that for twenty dollars I would run into the pantry with him for a spell, but that is all of the running I meant to do. Child, no man is ever faithful to no woman and I will tell you how you can be sure of what a man is up to. If you think he is faithful to you then he is most likely cheating on you. But if you think he is cheating on you, then he is positively cheating on you. And you can take that to the bank, honey. Sheila: We all know how men are. But Charlie is different. He loves me. He really does Gertie: Sugar, last year he loved Abbie, and the year before that he loved Sara Lynn. He loves a lot of ladies. And lots of ladies love him. But ain’t none of them ever got a brand on his li’l narrow behind. Mona laughs: Gertie, you are such a romantic soul. But you are wrong about Charlie boy. He loves a lot of women but he don’t love any of them. We all know about commercial affection. That’s why there are sporting houses and sporting ladies who can be found in them, and men know all them and they go sow their wild oats and then pray for a crop failure. Charlie O’Brian haunts sporting houses. He is a sporting man. He is going to leave you crying. Sheila looks at Mona, irritated: Well Miss Know It All, that just proves my point, because men don’t marry sporting ladies do they? They marry good girls, from good families. They marry ladies of wit, breeding and sagacity. They go sow those wild oats but then when nesting time comes around they look for a woman who is better than any sporting lady. They look for someone who can entertain for them, can give them sons and can keep their home for them. I don’t care where my man gets his kicks so long as he kicks his boots off at home with me. I am a pragmatic person. I understand the ways of the world. I did not just fall of no turnip truck, and believe it or not, I did not come to this town riding two to the mule. Mona looks at Gertie who shrugs her shoulders, then speaks: Honey, you are missing one very important point. You are too good for Charlie O’Brian. He is beneath you and that’s a fact. You will never be happy with someone like him. He is common as dirt. He is in the trades. He will keep you filled up with a belly-full of children and leave you barefoot and pregnant. He is not good enough for you. Get him out of your pretty little empty head. Now, lets discuss this party, we have to finish these plans. We are really getting short of time now. Christmas will be here before you know it and we can’t wait til the very last minute. Gertie stands and picks up her dust cloth and moves behind the divan, facing the audience, looking down at the other two girls: This party is going to be such a bore. Boy girl, boy girl, boy girl†¦so boring. We should invite some transvestites and some of them folk what you call hermaphrodites of both sexes and let everyone try to guess who is who and who has what and just see how that messes up the seating arrangements. (Laughs) Mona: That would make it a party to remember. Do you know any real transvestites? Oh, I’m sure you do. You are so worldly, Gertie. (Mona and Sheila laugh) Sheila: Well, I’m more interested in making wedding plans than Christmas party plans. I want the wedding to be here. Right in this room. We’ve all have had so much fun here, and there are so many good memories associated with this room. Yes, I’ve made my mind up. I want to come down those stairs (points off stage, left) and I want all my friends to be here and see me on the happiest day of my life. Gertie: Girl, you are serious? You said yes to Charlie O’Brian? Sheila nods and speaks: I told him last night. He said he wants to marry me on New Year’s Eve. I told him I was going to go away for the holidays but he asked me to stay in town. It’s official. I told him I will marry him on New Year’s Eve, just like he wants me to. Mona: Sheila, please, listen to me. Charlie O’Brian is no good. I would never say a word to harm you but I can’t sit here and watch you just dash headlong off of no cliff. He is not the man you think he is. He is not a good person. He is a liar and a fake and he will end up dead or in prison and he will drag you down with him. You are too fine a person to make such a terrible match. You just can’t let yourself sink to his level. Sheila: Mona, please. Why are you doing this? What have I ever done to you that you would disrespect me so much? Charlie is the only man who has ever treated me with any of the common courtesies. He doesn’t paw me, or try to kiss me when we are alone. He behaves like the perfect gentleman. Gertie puts down her dust cloth and moves back to her chair, She pulls it closer to the divan and sits down, leaning forward conspiratorially: Sheila, child, I may be out of place to say this, but Mona is right. That Charlie O’Brian is bad news. Don’t you know he got into a fight with a man over a card game? In a public place? He is one step from disaster all the time. He is a common ruffian when he is drunk and he is drunk most all of the times. He can’t be trusted any further than you could toss a bull by the tail. He is a daddy’s boy and won’t ever be nothing that his daddy don’t let him be. Hasn’t your schooling here taught you anything? It seems at least you would have learned to read men. Child, I’m saying this for your own good, Mona is right, you can’t marry that Charlie fellow. He is not good enough for you. I beg of you to reconsider your answer and tell that Mister O’Brian that you have reconsidered and you find that you cannot become his wife. Sheila buries her face in her hands sobbing Mona leans forward to comfort her, but Gertie gestures for her to stop Gertie: Child, I am sorry that I have made you feel bad but the simple fact is that you have to recognize that what Mona and I are telling you is for your own good and it is the gospel truth. Sheila stands: I don’t want to hear anymore of this. I don’t know how you figure that Charlie is not good enough for me. He has a good position in his father’s business and he can take care of me. I know that it’s not considered proper but he and I have discussed finances. I have agreed to put my trust money into a business proposal which he has become interested in. He is sure it will put us on easy street and I believe in him and I believe in his ideas. His father will finance half of it and I am going to put in the balance. But most importantly, ladies, he loves me passionately. We have spoken of our future together and we have decided to marry quickly without any long engagements. You ladies know I was orphaned and this sorority is what I reckon as my family. It’s the only family I have ever really had. You are all as close to me as blood sisters could be and I do appreciate you trying to look out for my best interest. But you just don’t know Charlie O’Brian like I know him. He wants me for the rest of his life and I want him the same. Sheila walks slowly out of the room, stage left: Gertie, to Mona, in a soft voice: What are we to do? Mona: What can we do? Gertie: Has she lost her mind or is she just yanking our chain? I swear I can’t get a fix on what she is thinking. But I’m prone to think she is believes this. That he is going to marry her. My god, this will destroy her if that is the case. Can we get Miss Edith to ban him? Keep him out of here? Mona: Miss Edith? Ban a paying customer? Are you a crack ho? Gimme a taste of what you is using. I don’t want no whole one†¦ just gimme a li’l taste, girl. Gertie laughs, then speaks: If he came in here and beat her up†¦if he broke her ribs, Miss Edith would ban him. Why let him break her heart? Mona: How long has she been here? Seriously? How can she believe anything a john tells her? She has served her indentures and is going to leave inside of six months with a nice piece of change. Hasn’t she learned anything? This has to be some kind of elaborate joke, don’t you think? You know how she has always been. How she calls us her sisters†¦how she call the house a sorority. She isn’t serious, and she isn’t putting on airs. It is just her way of coping with being a prostitute. But, lordy, what if she is smitten? What if she has fallen for the no good scalawag? Gertie: You want to know what Charlie O’Brian has in mind for a business deal? He wants to buy this house. Do you think he plans to get some funds out of her by saying he will marry her? Maybe we should tell Miss Edith all about this plan. Mona: No, I just had an inspiration. Why don’t we go the other way? Why not talk it up. Go overboard, all out in favor of it? Make it a matter of public record? Announce the engagement. Announce a big wedding right here on Christmas Eve? Let young Mister O’Brian put up or shut up? We just pretend we accept it as a done deal. We just go on with the wedding plans. Gertie giggles at the thought, then speaks: No! Wait†¦We are goin’ to be all decorated up for Christmas. We get Miss Edith to announce the imminent wedding when Charlie gets a few under his belt this coming Saturday night? We tell Miss Edith its just all a big joke on Charlie. We get the piano player to play Here Comes the Bride and let Sheila come down them stairs right there in a white gown. Charlie is all hat and no cattle but we can fix that. I know how. It looks like a win-win situation for us. He either backs out, and looks like a liar and a fool, or he goes ahead and marries a lady of the evening, which will cause his daddy to cut his manhood off so he can’t reproduce. (laughs) It would be so appropriate to have him look like a four-flusher or a fool in front of all his peers. We can get Parson Maybury to hang around just in case we need a few appropriate words†¦in case Charlie is drunk enough to do it. Oh my god, what I wouldn’t give to see him wake up the next morning married to Sheila. Mona: Miss Edith would never let us jack with a customer like that. Gertie: Not if she thinks we’re serious. But so long as we put it to her as an elaborate joke done in good honest fun It will be perfect for the holidays. We can convince her its entertainment and will bring in some new customers just to watch Charlie O’Brian marry a working girl. Arnie Harris works at City Hall. He will get me a blank marriage license if I ask him sweetly. We have good ol’ Harry on the piano. Todd Baker can take the wedding photos. Most of the men in this town dislike the O’Brians and would enjoy a good laugh at Charlie’s expense. You know, probably fifty per cent of the men in this town have gone up those stairs right there at some time in their life. (points) Then there is forty per cent of the men in this town who wish they could. Which leaves us with about ten percent who would like to take care of the 40 per cent who can’t make it, but that’s another story, but about ninety-five per cent of them do not like the O’Brians. Mona: Oh my god, girl, that would be the funniest thing I ever saw, to have spoilt, rich, pampered goodie two-shoes Charlie O’Brian married in the parlour of the finest House in all of New Orleans. And see the pictures spread all over the Sunday Times- Picayune†¦in the society section. We can make up a guest list. Include the governor’s name. Oh my god†¦girl, you’re a genius. (laughs). We don’t have to say they came, just say they was invited. Every man in town who is not an actual customer is fair game. Miss Edith would have our heads for revealing the names of actual customers but there ain’t no social taboo against revealing names of customers of the competition is there? Gertie: No, I would reckon they are fair game. Mona: We got to let Cloonie in on this. He can get some of the guys to go along with this. Bring in some tuxedos for the wedding party, for the pictures. Get a pen and paper, Gertie, we got to make a list of everything we need. I want it to be just perfect for Mister Charlie O’Brian’s wedding. What do you call them little fancy flowers men wear in their button hole? Well, we even want to get some of them. Oh yes, we have to do this up right. Charlie’s momma may want to send these pictures out to all the relatives who couldn’t actually make it to her son’s social event of the season, a whore-house wedding. Gertis: I’ll check to make sure, but Beaulah usually keeps some of that laudanum on hand for her croupe. If she is out she can get Doc Baines to send over a fresh bottle. Charlie will go to ordering his fancy little stemware glasses full of brandy and benedictine†¦he thinks that’s so posh†¦then he slips into that god-awful fake English accent and goes to calling himself Mister B and B. That sweet mess has such an odor about it that I could pour in a cup of creosote and he wouldn’t ever come close to tasting the difference. He sure won’t notice no dab of laudanum poured in. After a couple of shots of that stuff he will be cocked and primed. He will do what ever he is told to do, and smile while he is doing it. Mona: You know, there aren’t many of our customers who are disliked enough for us to pull this off on them. But Charlie O’Brian is pretty much universally thought to be a piece of human detritus. Everyone thinks he is a smarmy low life. This is perfect. Gertie: well, not totally perfect. We still aren’t sure where Sheila fits into all of this. What she is really thinking. Does she believe Charlie or is she just blowing smoke up our dresses to pass a cold winter day? Mona: Well†¦what difference is it? If she wants to marry him, she is going to end up married, with a ring and a license and she legally owns half his property as well. If she doesn’t, then we tell her it’s just all one big practical joke and we laugh about it. Gertie and Mona stand, Gertie speaks: That’s the thing I miss most about being in the sporting life. I miss the weddings. This is going to be some good fun. (Both women exit the stage, loudly humming The Wedding March)

Improving Tissue Support- Altered Cast Technique

Improving Tissue Support- Altered Cast Technique ABSTRACT Aim: Cast partial denture made using altered cast technique creates an environment in which the teeth and the edentulous tissues support the denture bases as compatible as possible, resulting in a more stable cast partial denture. Background: The tissues of the edentulous ridge in distal extension removable partial denture are liable to be displaced under occlusal pressure. This is a result of the displaceability of the mucosa. The difference between the resiliency of the residual ridge tissues and the teeth causes disparity of support, that causes the denture to rotate about its distal abutment, inducing heavy tortional stresses on the teeth and possible traumatisation of alveolar ridge. Studies have proved that better support and stability can be achieved in distal extension cases using functional impression along with altered cast technique. Case description: The following article is a case report of a distal extension cast partial denture using altered cast technique for better tissue adaptability and stress distribution. Conclusion: For recording Kennedy’s class I and II edentulous areas, optimum residual ridge coverage with a well fitting denture base is required. This reduces stresses, preserving the remaining supporting structures which can be achieved with the use of altered cast technique. Clinical significance: The altered cast technique allows the residual alveolar ridge to be recorded in functional form and relates to the teeth so that when the prosthesis is seated, it derives support simultaneously from the teeth and the soft tissues. Keywords: distal extension, stress distribution, functional impression, altered cast technique. BACKGROUND: The most important consideration in replacement of missing teeth for a distal extension removable partial denture as per DeVan’s statement must be â€Å"the perpetual preservation of that which remains, and not the meticulous replacement of that which has been lost.†1-4. When occlusal forces are applied to distal extension removable partial dentures, the forces must be distributed equally to the abutments and the tissues of the residual ridge.2 This cannot be accomplished on a master cast made from a single impression. A dual impression technique is used in which a â€Å"corrected cast† can be generated which can record and relate the tissues under uniform loading, distribute the load over as large an area as possible and accurately delineate the peripheral extent of the denture base.2 Functional impressions are defined as â€Å"The impression which records the form of the residual alveolar ridge under some loading whether by occlusal loading, finger loading, specially designed individual tray or consistency of recording medium.†5 Several methods may be used for registering the alveolar mucosa in its supporting form. The dual impression techniques are categorised as 1). Physiologic impression techniques. a). McLean-Hindel method, b). The functional reline method, c). The fluid wax method. 2). Selective pressure techniques.2 According to Leupold6 , the functional reline method is accomplished after the denture base has been processed onto the framework. The disadvantage being it requires a greater degree of occlusal adjustment after processing of acrylic resin and so it is necessary to modify the new denture before delivering it to the patient.6 So to overcome this the master cast is altered to accommodate the secondary impression and thus altered /corrected cast is generated.2,6. Cast partial denture made using the altered cast technique helps create an environment in which the teeth and the edentulous tissues support the base as compatibly as possible resulting in a more stable denture that improves the support for the occlusal relationship of the opposing dentition and the removable partial denture restoration.2,3. For preservation of the residual ridge, Becker and his colleagues, critically reviewed the evolution of removable partial denture and outlined six principles for its design which include a rigid major connector, multiple positive rest seats, mesial rests, parallel guide planes, the I-bar clasp design and the altered cast technique.7 This technique has the potential benefits of reducing the number of postoperative visits, preserving the residual ridges, improving stress distribution, decreasing food impaction and decreasing the torquing of abutment teeth leading to increased patient satisfaction.8-11. The following case report will explain the use of altered cast technique used in the fabrication of a distal extension cast partial denture. CASE DISCRIPTION: A 60 year old male patient reported to the Department of Prosthodontics Dr. D.Y.Patil Dental College and Hospital, Navi Mumbai with the chief complaint of missing teeth and difficulty in eating. Extra-oral examination revealed that the patient had an ovoid tapered face, with mild prognathism, competent and thick lips. Patient had a habit of cigarette smoking since 20 years and so was advised to stop the habit. Intraoral examination revealed that there was only one tooth 23 remaining in the maxillary arch and 31,32,33,41,42,43 in the mandibular arch. The teeth were lost due to caries and periodontitis. (fig.1,2) Radiographs were evaluated and the treatment was planned. Tooth supported overdenture for maxillary arch and cast partial denture for mandibular arch was planned. Diagnostic impressions were made in irreversible hydrocolloid (Imprint, DPI). The impressions were poured using dental stone (type III, kalrock) and casts were procured. For the maxillary arch, the canine was endodontically treated. Pattern resin (DPI) was then used to make a Thimble-shaped coping for the canine which will help in additional retention of the maxillary denture. Primary impression was made using irreversible hydrocolloid (Imprint, DPI) and custom tray was made. The coping was then cemented with zinc phosphate cement (Dentsply). Border moulding was done with low fusing compound (greenstick, DPI) and wash impression was made using polyether impression material (3M ESPE). Master cast was poured in dental stone (type III, kalrock). For the mandibular arch, Diagnostic cast were surveyed and cast partial framework design was planned. The design included Lingual Plate as the Major Connector, Modified Ladder shapped minor connector. RPI system was planned for the rests and guide planes on 33 and 43. Mouth preparation was done which included the preparations of rest seats on 33 and 43, guide planes on distal of canines. Composite build up on the mandibular anterior teeth was done for better anterior giudance. Impression was made in a custom tray using medium bodied polyether impression material (3M ESPE) and master cast was poured using dental stone (type III, kalrock). Cast partial denture framework was fabricated on the master cast. The cast partial denture framework was checked on the master cast and in the patient’s mouth for the fit. (fig.3,4). The cast partial framework was used as a part of the custom tray for recording the functional impression. Spacer wax (DPI) was adapted on the saddle area of the framework and acrylic custom tray was made using Self cure acrylic resin material (DPI). The custom tray was checked in the patient’s mouth for correct extension. Border moulding was done using low fusing impression compound (green stick, DPI). Spacer wax was removed to provide space for the wash impression material. Tray was coated with a layer of adhesives so that the elastomeric impression material adheres to it. Wash impression made using polyether impression material (3M, ESPE). The master cast was sectioned into 3 pieces with the help of a hand saw and the distal edentulous area was removed. (fig.5). The wash impression made on the framework was placed on the sectioned master cast making sure that it seats completely in the rest seat areas. (fig 6). The entire assembly was sealed using utility wax to prevent its dislogement or movement during pouring of the cast. Beading and boxing was done around the framework and sectioned master cast and the impression was poured using a different coloured dental stone (type IV, kalrock) to distinguish with distal extension areas. The cast thus obtained was the altered cast. (fig.7). Jaw relation was recorded and teeth arrangement was done. Try in of the maxillary and mandibular trial dentures was done and dentures were fabricated using Heat cure acrylic resin (Leucitone,Dentsply). At the denture insertion stage dentures were checked in the mouth for retention and stability. (fig. 9,10). Post insertion instructions were given and follow up at the interval of 1month and 3 months was done. DISCUSSION: The fabrication of distal extension partial denture is a difficult task since it involves taking support from both the tissues and the teeth. Both of them have different amount of movements when forces of mastication are applied to them. Thus, the use of special impression techniques becomes necessary. However, in some cases, soft tissue displacement is slight. As a result, the functional and anatomic contours of the ridge may be virtually identical. However, that was not in this case. The decision to use dual impression technique along with altered cast technique was determined in the beginning using a test. Here, first the acrylic denture base was made on the diagnostic cast and placed in the mouth and finger pressure was applied to the base. There was some amount of lift seen in the framework suggesting that there was some soft tissue displacement. So by using the dual impression technique we can get a precise and functionally formed denture border and seal.2,3,7,8. The dual impre ssion used is indicated for mandibular distal extension cases because of a limited ridge area, the mobility of the floor of the mouth, to record the stress bearing area and proper peripheral extension.2 There are two categories of dual impression techniques mainly the physiologic impression techniques and selective pressure techniques. Physiologic impression techniques record the tissues of the residual ridge in its functional form by placing an occlusal load on the impression tray during impression procedures. The methods are the McLean-Hindels method; the functional reline method; and the fluid wax method.2 The need for physiologic impressions was first proposed by McLean and others. He recorded the tissues of the residual ridge in a functional form and the remaining teeth in anatomic form. However the disadvantage of this technique being that the dentists could not produce the same functional displacement generated by occlusal forces because of design of tray being used.2,12 In response to this shortcoming, Hindel developed his impression procedure by modifying the tray as a result of which the finished impression was a reproduction of the anatomic surface of the ridge and the surfaces of the teeth. Disadvantage being that the tissues recorded in this technique continue to be in a functional form all the time. This results in compromised blood flow with adverse soft tissue reaction and resorption of the underlying bone. Also sometimes because of this there is presence of premature contacts of the teeth replaced which will not be acceptable to the patients.2,13,14 The Functional Reline technique and the Fluid wax method where fabrication of the distal extension denture is done before and the new surface is added to the intaglio of the denture base afterwards. It can be done in cases where the denture becomes loose. However, as in the earlier methods this method too, has some difficulties mainly, the problems caused by failure to maintain the correct relationship between the framework and the abutment teeth during impression making procedure and also failure in achieving accurate occlusal contact following the reline procedure.1,2,3,15. To overcome this, along with this method corrected cast procedure was used yielding a better result.1,2,3,9,10,15 In the mentioned case report we have made use of the altered cast technique along with selective pressure impression procedure. The main advantage of this procedure is that the framework was ready before we make the final impression and alter the master cast. So the adaptation of the framework to the teeth and the soft tissues doesn’t change after the final impression. Also the other advantages are, 1. Remarkable stability of the denture base in distal extension removable partial dentures. 2. A positive occlusion which will be maintained for long periods of time. 3. Reduced stress on abutment teeth from unfavorable forces. 4. Reduced numbers of post-insertion adjustments.2,7,10 CONLCUSION: Fabrication of a cast partial denture for mandibular distal extension class I cases is a challenge for the prosthodontist. Several functional methods have been proposed for recording the edentulous area and the abutment teeth. An altered cast technique for fabricating cast partial denture was used in the above article. This impression technique helps in registering and co-relating tissues of different resiliency. This improves the stability and support of the denture, resulting in optimal load distribution. CLINICAL SIGNIFICANCE: An altered cast technique is a way better and faster as compared to other techniques. In this technique the cast partial framework is kept ready before the recording of functional impression. Because of the correct fit of the cast partial framework this technique helps in recording the hard and soft tissues in a better way. Thus, it can be routinely utilized for the recording of distal extension area. 1

Terrorism Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Why do people resort to such violent acts as bombing, assassinations, and hi-jacking? How do individuals and organizations justify these acts of terror? These acts can easily be labeled as terrorist actions. Terrorism is a growing international problem. In the recent years, new terrorist groups and organizations have been forming at an alarming rate. Governments have had little success in their attempts to resolve issues involving terrorism. One of the major problems in discussing terrorism is â€Å"establishing a generally accepted definition.† Terrorism can be described as, â€Å"the unlawful use of fear or force to achieve certain political, economical, or social aims.† By being so difficult to define, organizations like the United Nations have had great difficulty creating policies against terrorism.   Ã‚  Ã‚  Ã‚  Ã‚  A single individual, a certain group, or even governments may commit terrorist actions. Unlike criminals, most terrorists claim to be dedicated to higher causes. Repeated methods of terrorism involve threats, bombings, and the destruction of property, kidnapping, hostages, executions, and assassinations. There are many reasons that political groups attempt to bring radical change through terrorism. People are often frustrated with their position in society. Some feel persecuted or oppressed because or their race, or religion. Most often, terrorists are known for their dislike of the government. Groups that use terrorist act...

Chemestry Assessed Practical :: Papers

Chemestry Assessed Practical Variables: The variables for this practical are: 1. The metal that it used- magnesium, copper or iron. 2. The amount of metal that is used- any amount as long as it is divisible by 0.5 grams. 3. The concentration of the solution of the solution- molarity 0.1M or 0.5M. I am going to change the amount of metal. Fair Test: To make this a fair test I must keep everything constant except the variable (the amount of metal). But even the variable must be changed at a consistent rate (going up in 0.5g). Method Apparatus List:  · Copper Sulfate solution (0.5M).  · Powdered magnesium (15g in total).  · 2x Beaker.  · Measuring cylinder.  · Safety goggles. Measurements: I am going to use 50cm ³ of copper sulfate and then us the following measurements of powdered magnesium 0.5g, 1.0g, 1.5g, 2.0g, and 2.5g. =================================================================== Safety: I will wear safety goggles throughout the experiment, I will be careful when I pour the solution and when I am shaking it I will shake it gently. Equations: [IMAGE]Magnesium + Copper Magnesium + Copper Sulfate Sulfate [IMAGE]Mg + CuSO4 MgSO4 + Cu Method: I will measure out 50cm ³ of copper sulfate solution (0.5M) in a measuring cylinder then add it to a polystyrene cup, as polystyrene is a bad conductor of heat. Before I add the magnesium I will wait until the copper sulfate solution is at a consistent temperature and take and record the start temperature. I will then add the desired amount of magnesium (as it already weighed out for me) to the copper sulfate solution. I will observe what happens and measure the temperature change from the start to 1 minute and to 2 minutes. I will repeat this twice and then work out an average temperature change for each separate amount of powdered magnesium. If I get a result that is completely different to the other one then I will record this as a Chemestry Assessed Practical :: Papers Chemestry Assessed Practical Variables: The variables for this practical are: 1. The metal that it used- magnesium, copper or iron. 2. The amount of metal that is used- any amount as long as it is divisible by 0.5 grams. 3. The concentration of the solution of the solution- molarity 0.1M or 0.5M. I am going to change the amount of metal. Fair Test: To make this a fair test I must keep everything constant except the variable (the amount of metal). But even the variable must be changed at a consistent rate (going up in 0.5g). Method Apparatus List:  · Copper Sulfate solution (0.5M).  · Powdered magnesium (15g in total).  · 2x Beaker.  · Measuring cylinder.  · Safety goggles. Measurements: I am going to use 50cm ³ of copper sulfate and then us the following measurements of powdered magnesium 0.5g, 1.0g, 1.5g, 2.0g, and 2.5g. =================================================================== Safety: I will wear safety goggles throughout the experiment, I will be careful when I pour the solution and when I am shaking it I will shake it gently. Equations: [IMAGE]Magnesium + Copper Magnesium + Copper Sulfate Sulfate [IMAGE]Mg + CuSO4 MgSO4 + Cu Method: I will measure out 50cm ³ of copper sulfate solution (0.5M) in a measuring cylinder then add it to a polystyrene cup, as polystyrene is a bad conductor of heat. Before I add the magnesium I will wait until the copper sulfate solution is at a consistent temperature and take and record the start temperature. I will then add the desired amount of magnesium (as it already weighed out for me) to the copper sulfate solution. I will observe what happens and measure the temperature change from the start to 1 minute and to 2 minutes. I will repeat this twice and then work out an average temperature change for each separate amount of powdered magnesium. If I get a result that is completely different to the other one then I will record this as a

Cipd 3prm

3PRM ACTIVITY B What did I do? Before I started the appraisal i had to look at the current personal development plan that was in place. I also went through what targets were in place and checked that the objectives that had been set where smart. I wanted the employee to feel comfortable so I decieded to make this and informal meeting. I wanted to enable the employee to feel at ease and not nervous are anxious. The model that I decided to use was the GROW model which is used often in coaching to motivate and involve. | | | | | | | | | | | | | | I advised the employee the format of the meeting, I explained that it would be a opportunity to give his view on how he felt his development was going. To discuss any strengths and also discuss areas where development may be needed. We firstly discussed the current personal development plan that was in place and ask the employee there current view of how they feel they are performing and where they are at with targets to date. What feedback did I get?The employee gave me some great feedback. They advised the format of the meeting and being informal made the employee feel comfortable and at ease. The employee like that we reviewed the current personal development plan and was happy to have areas of improvement to allow to employee to set goals. It was clear that I was familiar with the objectives and had reviewed these before we started discussing them. It was also advised that I was relaxed which helped the employee feel relaxed. How would I rate my performance?I think I did quite well, as this isn’t something I have a lot of experience in so I feel that there are areas I can improve on in future. I felt that I did really well at listening to what the employee was saying and linking that to another open question to get the employee talking and the review flowing. I also feel that my friendly and relaxed approach came across as very sincere and helped the employee speak honestly. What have I learnt? I think I have l earnt how to make and employee feel comfortable in a review and also I have learnt what type of questions may be asked.I now also feel I have the skills to help encourage the employee to talk rather than you doing all the talking, and you have to be able to develop goals and objectives that are appropriate and relevant for the individual. By asking the right questions and persisting with open questions, they do eventually start to talk. How will I use what I have learnt? I think the skills I have learnt will prove useful not only when conducting appraisals, but in other situations such as interviews and disciplinaries.Both of these situations require the use of good questioning and listening skills and I think that I will be much more confident in my ability to engage employees in open conversation in the future. I think it will also encourage me to take more of an interest into all employees’ development and will now push for reviews to be on a more regular basis. I think th is will help to boost employee morale, as well as improve communication between line managers and their staff. PLANNING NOTES Work through objectives and assess whether they are SMART? * Look at whether we can re-word these to make them more achievable * Look at strengths and weaknesses * Discuss rewarding and timescales * Development area’s * Discuss more realistic targets NEW OBJECTIVES To be provided with extra support in areas where established weakness’s. Provide additional training to enable employee to develop within the company and further there career as outlined in new personal development plan.

Johnson & Johnson Global Business Environment

Johnson & Johnson: Successfully Strategizing for the Changing Global Business Environment I. Introduction Johnson & Johnson is the world's largest healthcare company. Founded in the United States in 1886, the company has been profitable for 75 straight years and currently operates 250 subsidiary companies in 57 countries. Its products fall into three segments: pharmaceuticals, with 39% of total sales; medical devices and diagnostics, with 36%; and consumer products, with 25%. Additionally, the company employs 119,200 people worldwide and sells its products in 175 countries.A truly global corporation, Johnson & Johnson has securely positioned itself to overcome the challenges its ever-changing business environment poses, as well as take advantage of the opportunities presented. With a focus primarily on Johnson & Johnson’s pharmaceutical segment, this paper seeks to explore the complex multinational environment within which the company operates as well as the opportunities and threats that the environment poses. Next, the paper will analyze Johnson & Johnson's current positioning, describing its value-chain and competitive positioning.The paper will close by evaluating how Johnson & Johnson both can seize these opportunities to realize the goals of the company. II. Analyzing the Environment In industries as competitive as pharmaceutical, medical devices and consumer goods, analyzing the environment is vital for being able to make sound strategic decisions. Since Johnson & Johnson strives to anticipate the external factors that affect its international business environment, as well as adapt to those changes, it is important that it understands the environment in which it is operating.The two sets of external forces that face the company are competitive and contextual. A. Competitive Environments – Five Forces Model Michael Porter’s five forces model provides a way of analyzing Johnson & Johnson’s competitive environment. Due to a lack of available information about the bargaining power of suppliers as it applies to Johnson & Johnson, this paper will address the four other forces: the threat of new entrants, the threat of substitutes, the bargaining power of customers, and the rivalry among industry competitors. 1. The Threat of New Entrants – High Barriers to EntryThe threat of new entrants is not of particular concern to Johnson & Johnson. Barriers to entry, especially in the industries of pharmaceuticals and medical devices, are extremely high if not unsurpassable. The world’s top pharmaceutical companies have extensive manufacturing capabilities, distribution systems, and economies of scale that have been built up over decades and would be virtually impossible for a new entrant to replicate. These top firms also have patents that protect their current products, as well as established research pipelines that ensure the continual development of new products.Also, they have strong brand names and la rge marketing budgets with which to defend them. Finally, the exceptionally high capital requirements for founding a pharmaceutical company and the sharp retaliation that new entrants could expect from the established competitors render the threat of new entrants very low. The medical device industry has similarly high barriers to entry. While entering the consumer goods market is easier, relatively, the vast number of competitors makes this industry very competitive, thus a strong brand name is vital for standing out.As the world’s most respected company according to Barron Magazine, new entrants to the consumer goods market do not pose a threat to Johnson & Johnson. 2. The Threat of Substitutes – The Rise of Generics The threat of substitutes is much more problematic than that of new entrants, especially in the pharmaceutical segment. The Food and Drug Administration (FDA) requires that generic drugs be bioequivalent to their brand name counterparts, making them seri ous substitutes. Once a patent expires, generic manufacturers are quick to reverse-engineer the formerly proprietary drugs and sell generic versions at a fraction of the cost.Virtually all the top pharmaceutical companies, Johnson & Johnson included, face an influx of upcoming patent expirations. The impending loss of sales when generic versions of the drugs inevitably become available is a serious threat to the profitability of many players in the industry. For example, Risperdal, a drug for schizophrenia made by a subsidiary of Johnson & Johnson’s called Janssen-Cilag, was a significant source of profits, with sales that totaled $3. 5 billion in 2005 and surged 21% percent in the first quarter of 2006, to $1. 2 billion.However, when the patent for Risperdal expired in December of 2007 and became available in generic form in October of 2008, the company’s revenue from pharmaceutical sales stagnated. In fact, in July of 2007, Johnson & Johnson announced plans to elimin ate up to 4,800 jobs, citing patent expirations as the main motivation to trim the workforce and thus save money. If the company does not prepare for the difficult transition between enjoying market exclusivity and losing that security as those patents expire, it will face more negative consequences. 3. The Bargaining Power of Buyers – Influence of GenericsIn the pharmaceutical industry, buyers include patients, medical doctors who prescribe drugs, pharmacists, hospital boards, insurance companies, and other health authorities. The bargaining power of patients goes hand in hand with the threat of substitutes. When drugs are patent-protected, pharmaceutical companies enjoy a monopoly where they can set prices to include high profit margins. Since there are few to no substitutes for their products during this time, customers have little choice but to pay these prices, especially if their lives depend on the drugs.However, once cheaper, generic versions of the drugs become avail able, buyers gain more power. Patients’ switching costs, an important element in determining the bargaining power of buyers, are fairly low, and price-sensitive buyers will likely switch to generic versions once available. Johnson & Johnson’s main tool in combating this problem is its strong brand name. Many customers have more trust in brand name products and are willing to pay extra for this perceived security. The other groups within buyers of pharmaceutical products, while fragmented, have more power than patients.Within the American healthcare system, insurance companies and health maintenance companies (HMOs) have considerable bargaining power, as they decide which drugs to endorse and provide. Since they have an interest in lowering costs, they exert a strong downward pressure on drug prices, partly due to the threat of the availability of generics. European governments’ national healthcare systems have a similarly high level of power, if not higher due t o strict price controls. Thus, pharmaceutical companies have a need to establish successful relationships with these groups and market towards them heavily. 4.The Degree of Rivalry – Fierce and Changing Competition Competition in the pharmaceutical industry is intense and growing in intensity. While the numerous competitors remain fairly fragmented, mergers and acquisitions have increased rivalry, as the top firms’ areas of expertise began to overlap. Rivalry is especially intense in saturated markets, such as the pain reliever segment, in which Johnson & Johnson competes with its products Tylenol and Motrin. In growing markets, innovation is a key driver of competition since pharmaceutical companies depend on â€Å"blockbuster† drugs for a large proportion of their revenue.With only one out of every 10,000 discovered drugs approved to be sold, stakes are high to find the cash cow drugs that recuperate the increasingly high costs of development. Since â€Å"me too† drugs are not as profitable, innovation drives the race to be first-to-market. While the main competitors in the pharmaceutical industry are concentrated in the United States, Europe, and Japan, an increasing number of players – especially generic drug manufacturers – are appearing in developing countries, such as China and India. These companies are driving the shift in the industry toward becoming more commoditized.Also, numerous biotech upstarts, which are smaller, more agile, and have lower overhead costs than their conglomerate competitors, are growing in power and taking market share. As the dynamics of the industry change, the established companies will find themselves facing stiff competition from all sides. B. Contextual Environment – PEST Analysis A PEST (Political, Economic, Social, and Technological) analysis is a useful tool for understanding the larger environment within which the company operates. Companies can use this tool to identify a multitude of important aspects of their environments that may impact their businesses. . Political Environment – Changing Politics and Policies First, the politics on local, regional, national, or international scales can exert strong forces on businesses. Since Johnson & Johnson operates worldwide, it must keep track of the political developments that may affect its business. For example, in the Czech Republic, health care is the subject of a major political debate. Changes in the healthcare system may affect to whom Johnson & Johnson needs to market, and with whom it needs to negotiate if the company wants its products covered by the Czech healthcare system.Also, Johnson & Johnson should be aware that the Czech Republic has a weak Parliament that will change in 2010’s elections. The company needs to anticipate which policies may shift under the new government. Finally, Johnson & Johnson should be aware that the Czech Republic will serve as president of the Council of the European Union for the first six months of 2009. This is the best time for the Johnson & Johnson branch located in the Czech Republic to lobby for any policy changes regarding the company’s interests and the business environment. 2.Economic Environment – The Crisis and the Euro The economic climate is also important for Johnson & Johnson to analyze in order to predict when its business may face challenges, as well as when it can seize an opportunity for growth. Operating in the European Union and larger European community means that Johnson & Johnson has felt the effects of the current economic crisis. Aware of the crisis, the company has been able to plan for its impact, and fortunately, the effects on Johnson & Johnson have not been severe, as medical products remain necessities even in periods of economic downturn.In respect to the Johnson & Johnson branch in the Czech Republic, the economic environment is one that quickly transitioned from a communist, plan ned economy to the free market. Though the Czech Republic has embraced free market principles since the fall of the Soviet Union, it is important that Johnson & Johnson recognize that this change was relatively recent, and certain aspects of working in the Czech Republic may still be affected by this history. Finally, discussions surrounding the use of the euro and the benefits and disadvantages of a common currency are debates that Johnson & Johnson should be aware of in this time period.While Slovakia adopted the euro in January 2009, the Czech Republic has kept its own currency. A switch to the euro in the Czech Republic could have a wide range of effects, some positive and some negative, and Johnson & Johnson should understand the implications for its business if that change occurs in the Czech Republic. For example, adopting the euro would make transactions with other countries more convenient, and Johnson & Johnson should be prepared for a possible increase in transactions or the speed in which transactions take place in order to take advantage of the opportunities this change could provide.It should also be ready for the numerous practical difficulties with tasks such as accounting that may occur with a change in currency. Keeping these economic scenarios in mind is the kind of forward-thinking that is crucial to Johnson & Johnson's success. 3. Social Environment – Aging Population and Public Health Problems There are two major social changes on the horizon that will both affect Johnson & Johnson as well as provide tremendous opportunities. The first is the aging population.The gigantic baby boomer generation, consisting of those born between 1946 and 1964, has had a huge social and economic impact on the world since its birth. This trend will continue as the generation is beginning to enter old age. The influx of senior citizens will create huge demands throughout all realms of medical care. Johnson & Johnson can expect to see increased sales ac ross all three of its segments – pharmaceuticals, medical devices and diagnostics, and consumer goods – in the coming decades, and must plan production accordingly to be able to meet the needs of this huge generation as they enter their most medically-dependent years.Additionally, in order to cater to the aging population, Johnson & Johnson is pioneering developments in preventative medicine as well as less invasive surgery techniques. Another major social change affecting Johnson & Johnson is the phenomenon of surging rates of various health problems, especially in developed societies but spreading worldwide, from obesity and diabetes to cancer and mental disorders. Though highly problematic for society, companies in medicine-related industries such as Johnson & Johnson are finding themselves with an increasing number of people to treat and cure.As a company that invests heavily in research and development, Johnson & Johnson has the opportunity to lead the way in find ing ways to address these serious public health issues. 4. Technological Environment – Promising New Fields As many pharmaceutical drug markets become saturated and the blockbuster drug strategy becomes obsolete due to the major changes occurring in the industry, innovation and breakthrough medical technologies are essential for finding blue oceans in which to compete.Predictive medicine, which entails predicting diseases based on genetics and preventing them, and personalized medicine, which involves managing a patient’s health based on his or her individual characteristics as opposed to following the more traditional â€Å"standards of care† model, are growing fields into which Johnson & Johnson can expand. The company’s strong emphasis on research and development and its leadership in the medical devices and diagnostics segment put it in an excellent position to become a frontrunner in making new discoveries in these promising new technological fields. C. Determining Threats and Opportunities 1.Threats – The Uneducated Consumer and Mergers and Acquisitions One of the biggest threats facing a company like Johnson & Johnson is the uneducated consumer. Especially within the consumer products and pharmaceuticals markets, with the increasing availability and lower cost of generic products, a key component of continued competitiveness is the discerning consumer who has preferences when it comes to treatment options. Johnson & Johnson must continually work hard to make sure that people are aware of its products and the quality that it ensures through effective branding and promotional practices, as well as consumer education.Patent expirations are also a constant concern for Johnson & Johnson as proprietary information is an integral part of sustained revenue streams. Mergers and acquisitions (M) present both potential opportunities and threats for Johnson & Johnson. The company has pursued M that have served to expand the compan y’s resources and help penetrate new and diverse markets. For example, Johnson & Johnson recently acquired Mentor Corporation in order to expand its operations in to the aesthetic and reconstructive medicine market.Also, an important new medical product called the Fibrin Pad was developed with the cooperation of three Johnson & Johnson-owned subsidiaries. These are just a couple examples of how Johnson & Johnson is able to both grow and innovate through M. On the other hand, M between other companies in the healthcare industry have the potential to upset Johnson & Johnson’s value chain and competitive advantages. Johnson & Johnson must pay close attention to the actions of rival companies in order to maintain its market-leader positions and barriers to entry against competitors. 2.Opportunities – Research, Synergies, Emerging Markets, and the Aging Population Johnson & Johnson’s greatest opportunity is found in its heavy investment in research and develop ment. This is especially important for its medical devices and diagnostics and pharmaceutical divisions. It is necessary for the company to be on the leading technological edge when it comes to medical devices to ensure that it can offer the most accurate and up-to-date machines available. As for the pharmaceutical sector, patent expiration and generic drugs demand constant innovation and addition to Johnson & Johnson’s pipeline of products for sustained success.Strong pipelines in its pharmaceutical and medical devices sectors are a major source of confidence in the company’s long-term success. With eight new late-stage compounds in the pharmaceutical sector and the introduction of several new products to new markets in the medical devices sector, Johnson & Johnson seems to be advancing its pipeline quite progressively. It also strives to be a consistently innovative company, and around 40% of its current products have been developed within the last 3-4 years. In 2008 , Johnson & Johnson spent $7. billion on research and development. The reinvestment of 11% of sales in to R, versus the industry average of 3%, demonstrates a source of competitive advantage for the company. Synergies between product branches are yet another source of opportunities for Johnson & Johnson. Through the well-coordinated efforts of its pharmaceutical and consumer products divisions, Johnson & Johnson was able to make the formerly prescribed drug Zyrtec available as an over-the-counter drug, which came to be the company’s most successful product launch in 2008.This is yet another example of how the company is able to pool its resources in order to find ways to fulfill both the needs of both its customers and stakeholders. Other opportunities for Johnson & Johnson are present in emerging markets such as Brazil, Russia, India and China. Its products are currently available to only 25% of the world’s population. However, through its decentralized management app roach and the adjustment of its products and strategies to match local needs and preferences, Johnson & Johnson is reaching an ever-increasing consumer base.One method Johnson & Johnson has been able to reach a broader consumer base through is the de-featuring of products, such simplified blood-glucose meters, which allows for access to lower-income customers and dampens the parasitic effect of cheap substitutes. One final opportunity exists in the demographic trend towards an ageing population. People are living longer, and because of this, new types of medical needs are arising all the time. Many types of medical treatments and surgeries are being developed and becoming more commonplace, such as hip replacements and plastic surgery.Patients want to be able to fix their ailments and expect a quick and uncomplicated recovery afterwards. It is up to Johnson & Johnson to develop and provide the best possible equipment and supplies to do this and fulfill the company promise of customer success. III. Establishing European and Global Opportunities A. Expansion into New Markets – Developing Countries Despite the many challenges of working in both the European and global business environments, it is clear that these environments also allow Johnson & Johnson to strengthen and continue to grow its business.With income and living standards on the rise in many European countries such as Turkey and the Czech Republic, where sales have already increased, and across the globe in developing countries like China and India, Johnson & Johnson has many opportunities to sell its products in new markets or expand more in markets it has previously penetrated. In order to take advantage of the broadening market field, Johnson & Johnson has begun to offer products that will appeal to people in less affluent nations. Its objective is clear: make products that are affordable for most of the world.To do this, Johnson & Johnson has created de-featured versions of products that can be sold at a lower price, thus becoming accessible to more patients. B. Domestic Market Defense – Competition and Mistakes While Johnson & Johnson expands to serve more customers in new markets, it must also maintain its secure position domestically. Though the consumer segment only accounts for only 25% of its total sales, the company realizes that keeping up its reputation and remaining a household name will help it as it moves into foreign markets. To put it simply, Johnson & Johnson must remain synonymous with quality, safe products.Next, Johnson & Johnson must be ready to compete with an even greater number of competitors, such as Pfizer, Merck, Novartis and Eli Lilly. Despite being the world's largest healthcare company, it still faces competition and has run into problems when it has attained the market lead, grown too confident in its product, and then lost the lead. Because Johnson & Johnson has twice lost its lead with one particular product, a heart stent, it now seems aware of this problem in its business strategy and therefore will be prepared for similar situations as it continue to penetrate new markets.IV. Analyzing Johnson & Johnson’s Current Position A. Value Chain Analysis – Synergies, Cost Reductions, and Relationships A value chain analysis of Johnson & Johnson reveals several key sources of value generation. Johnson & Johnson consists of 250 companies that operate in 57 countries worldwide. The widespread nature of its operations and decentralized management practices allow for a high degree of local autonomy and adaptation. This makes Johnson & Johnson very efficient in discovering and reacting to changing consumer demands across the globe.Also, the convergence of knowledge and information from branches across the globe gives the corporation a great advantage in the development of new products and technologies. Flexibility and detailed, location-specific knowledge coupled with heavy investments in technology, most n otably IT, are the main production-based value drivers of the corporation. They allow for timely, adaptive responses to changing needs and the ability to achieve first leader power in emerging markets. Johnson & Johnson is making progress in finding ways to reduce costs.Standardization initiatives in its pharmaceutical sector enabled the company to streamline operations and cut costs by $1. 6 billion in 2008. Cost savings are also created by means of acquisitions. For example, Johnson & Johnson’s acquisition of Pfizer Consumer Healthcare is expected to generate up to $600 billion in â€Å"cost synergies† by unifying the efforts of the two companies. Johnson & Johnson also emphasizes the importance of relationships with both its consumers and employees in its company credo.A talented and dependable workforce is important for innovation and efficiency in operations for any corporation. The company demonstrates its desire for employee welfare with healthcare services and carefully developed online resources. With an employee turnover ratio of less than 5%, Johnson & Johnson demonstrates that it is capable of attracting and retaining the right kind of people to help it remain successful. B. Competitive Positioning – Differentiation and Resource Allocation As stated in the annual report, Johnson & Johnson is a company focused on broad-based human healthcare.It offers a plethora of products throughout its pharmaceutical, medical devices and diagnostics, and consumer products divisions. These products are made in response to both local and global consumer demands, representing solutions for many different customer segments. These factors are evidence that Johnson & Johnson has chosen the competitive strategy of differentiation. Using this strategy affords Johnson & Johnson a sense of prestige and quality and this is evident in its pricing practices.However, the company does use competitive pricing strategies and is continually trying to find ways to lower costs without sacrificing quality or reputation. Johnson & Johnson is constantly seeking to expand its product portfolio across all divisions and spends large amounts of money in R&D to that end. A Johnson & Johnson representative said, â€Å"Be the first, be the best. † This is the most effective way for the company to enter new markets and secure a strong position by being the first to offer the right products in the right locations in a time efficient manner.Johnson & Johnson’s ability to perform these actions successfully is due to the sprawling nature of its subsidiaries and the amount of resources dedicated towards making sure that they all work with each other and share information. Johnson & Johnson holds a very strong competitive position versus other corporations due to the amount of its resources and depth of its operations. It is able to maintain its position as market leader in several product categories, as well as penetrate emerging markets, be cause of its ability to adapt quickly and intelligently.The company must remain vigilant, however, as complacency can result in loss of market share. V. Assessing Effectiveness and Conclusion In today’s fast-paced business environment, any firm needs to consistently reevaluate its strategic positioning, but in industries as competitive as the ones in which Johnson & Johnson competes, continual evaluation is vital for long-term success. By any quantitative measures, Johnson & Johnson is a very successful company, and the fact that it has earned a profit for 75 straight years suggests that there is a definite plan for long-term success.The company’s famous credo, known as â€Å"Our Credo† and written by former chairman Robert W. Johnson in 1943, may have a role in this success. The credo outlines Johnson & Johnson’s responsibilities to its customers, employees, communities, and finally its stockholders. It also establishes the principles that guide the comp any, from making high quality products and recognizing employees’ merit to protecting the environment and experimenting with new ideas. Johnson & Johnson’s credo has endured, unchanged, for over 65 years. While it does not explicitly state long term goals, the principles within it express the company’s intrinsic values.According to the company’s website, â€Å"Our Credo is more than just a moral compass. We believe it’s a recipe for business success. The fact that the Johnson  & Johnson is one of only a handful of companies that have flourished through more than a century of change is proof of that. † Johnson & Johnson has indeed flourished. It consistently tops the corporate reputation charts and is a role model for social responsibility. Moreover, the company is clearly prepared for the many challenges its ever-changing international business environment poses.Due to its strategic positioning and eye on the future, Johnson & Johnson will likely survive another century. REFERENCES Academic Visit to Johnson & Johnson, Prague, Czech Republic. â€Å"2008 Annual Report. † Johnson & Johnson Gassman, Oliver, Gerrit Reepmeyer and Maximilian von Zedtwitz. â€Å"Leading Pharmaceutical Innovation. † Springer â€Å"The Global Pharmaceutical Industry. † Duke University â€Å"Mental health drug market tapped out? † CNNMoney. com â€Å"Our Credo Values. † Johnson & Johnson. â€Å"Patent Expirations Behind J&J Cuts, C&T Looks Closer at Patents. † Cosmetics and Toiletries

Economic Issues Simulation Paper Essay

The Castor Collins health plan is a health maintenance program (HMO) that was found in 1999 and has grown over the years. The company provides health insurance coverage through a system that involves a network of physicians and hospitals. Castor Collins Heath Plan uses the capitation model to fund its large distributed group of physicians and health care organizations. Castor Collins currently provides health care coverage to 100,000 subscribers and would like to increase their enrollees. It is the responsibility of the Vice President along with his most trusted advisers, Helen Feuerman, Chief Financial Officer, Jonathan Wilkes, Chief Medical Officer, and Adam Hunter, Executive Vice President, Planning and Development, to reach out to new clients; two in particular, E-Editors and Constructit. E-Editors The company E-Editors employs 1,600 individuals, 760 males and 840 females. The employee’s ages range from 35-54. Most of the employees with E-Editors are married so they will need to provide an affordable health care plan for their families. Looking at the kind of work involved for most of the employee’s, Castor Collins found that many of the individuals have a sedentary position. In fact, ninety-five percent of the employees at E-Editors have a position that requires long hours of sitting in front of a computer; the remaining five percent of the employees have positions that require physical activity. A thorough health screening was conducted by Castor Collins. Their findings were as followed, most of the employees who have sedentary positions had problems with their vision. Twenty two percent of the employees had no history of health issues. Twenty six percent of the employees are smokers, most of them revealing that they are considered heavy smokers, although none of employees that smoke reported any respiratory complications. The remaining forty- five percent of the employees are obese. Interestingly, the obesity is due to a sedentary job, poor eating habits, and little to no physical activity. These populations of employees are at risk for severe health complications and diseases. Constructit Constructit has 1,000 employees; 550 being male and 450 are females. The age group ranges from 26-42, and sixty percent of the employees are married. Fifty three percent of the employees have positions that require physical activity. Thirty-two percent of this group has high activity positions and twenty five percent have moderate activity positions. The remaining forty three percent of the employees have sedentary positions. The result from this groups health screening are as followed, thirty-eight percent of the employees have no preexisting health issues and are in good physical health. Ten percent of the employees are smokers. Thirty nine percent of the employees are considered obese, which is a high obesity rate. Some of the illnesses that were reported are digestive disorders, respiratory diseases, injuries, and allergies. Analysis of both groups It is Castor Collins job to find suitable health care plans that will benefit both companies, employees, and Castor Collins while keeping in mind to make it affordable and beneficial to all. They will need to evaluate the potential risks and assess the cost of premiums for both. All members of the team determined the best way for deciding would be best conducted by using the cost-benefit analysis system. â€Å"The cost-benefit analysis (CBA) is a set of techniques for assisting in the making of decisions that translates all relevant concerns into market (dollar) terms† (Gertzen & Allen, 2007). The team must first consider the age, gender, and profiles of all employees. Secondly, decide the potential health risks, calculate premium and profit. Thirdly, decide what services will be covered and co-payments for these health plans. When taking into consideration the different health profiles of all employees’ obesity seemed to be an issue for both. This alone makes the population at high risk for health issues associated with obesity such as; heart diseases, strokes, and diabetes. E-editors seem to have a higher percentage of obesity and smokers putting them at a much higher risk with health issues. Outcome After evaluating the cost and benefits that go along with providing health insurance coverage to both E-Editors and Constructit, Castor Collins financial team decided that they would only be able to provide health insurance coverage to Constructit and not E-Editors. The reason for this decision is E-Editors have a higher percentage of employees that are at risk for developing chronic diseases. The team went ahead and presented an offer to Constructit and their employees. Castor Collins can offer their employees the Castor Standard plan, which the premium to be charged will be $3,428.00. The reasoning behind choosing this plan over the Castor Enhanced and the Castor Enhanced Minor is the premiums for each employee would be significantly lower than the Enhanced and Enhance Minor plans even though each employee was willing to pay a maximum of $4,000 for their annual premium. Also, Castor Standard does not cover preexisting health conditions, so this would be a low risk investment. Preexisting conditions can cost a company thousands of dollars and in the end not be beneficial to the company’s profits. If Castor Collins were to contemplate preexisting conditions a much higher premium may have to be considered. This is an advantage that can help keep the annual premiums down and still provide many other health coverage services. The premiums that Castor Collins will charge the employees at Constructit are much lower than anticipated, which means a lower profit return. This group is considered a lower health risk group so increasing premiums could create a possibility to make greater returns, but the outcome is still fitting. Conclusion Many hours of planning and development were considered for the final decision of adding Constructit and not E-editors as a client. The team made this decision by utilizing the CBA method and determining that Constructit would be low risk to provide health coverage too. The plan that was chosen Castor Standard will have a lower return but in the long run be beneficial to Castor Collins. The employees at Constructit will be able to afford the health coverage plan and look towards the future knowing they are insured and covered for any emergencies without draining the wallet. Castor Collins and Constructit will begin a rewarding journey that will benefit both companies in the end. The team based this decision on considering all the  necessary health profiles, risks, and premiums and comparing all of the facts between both companies. Reference Getzen, T. E., & Moore, J. (2007). Health Care Economics: Principles and tools for the Health Care Industry. Hoboken,, NJ: John Wiley & Sons, Inc.