Privacy On The Internet Essay -- essays research papers

Privacy on the Internet   Ã‚  Ã‚  Ã‚  Ã‚  Ever feel like you are being watched? How about having the feeling like some one is following you home from school? Well that is what it will be like if users do not have the privacy on the Internet they deserve. EPIC (Electronic Privacy Information Center), a advocacy group that has been fighting the Clinton Administration for tougher online consumer protection laws, and other privacy protection agencies have formed to protect the rights and privileges of the Internet user. With the U.S. Government, EPIC has had to step in and help small companies and Internet users with their own privacy problems, hackers getting into their systems and ruining the networks, and crackers stealing and decrypting private information. They have also helped with trying to stop the “IPv6';, an every day occurring problem from eventually taking over the already used widely IP addressing system. Intel also has had a feud with the government about privacy issues. When their new chi p came out, the Pentium III it had skeptic problems with its serial number feature. That is why I strongly agree with EPIC and what they are representing, privacy on the Internet.   Ã‚  Ã‚  Ã‚  Ã‚  Say you were on the Internet surfing around, would you want every site that you have visited to know who you are and almost every thing about you? No. That is why Intel had to disable their serial number feature in the new Pentium III. With this feature, each site on the Internet that you have visited could use this number to look you up and see who you are and almost every thing about you. Before released Intel told the U.S. Senate that they had disabled this function on every chip, but when these chips where out on the market for a while, programming companies found a way to go back in and enable this function without the computer user knowing it. So when the Senate heard this, Intel had yet another feud with its little problem. When the dust all settled Intel was to put this now option into the BIOS of every computer that had the PIII (Pentium III) installed on them. When the user opened up the BIOS there was now an option to either enable or disable the serial number on the chip. But since not many people know how to get into the BIOS of a computer it is hard for this option to be accessed. And once again Intel was back in the c... ... There’s no doubt there are serious privacy concerns for Internet users, about  ¼ of them don’t understand what is going on or just plainly don’t care about the risks that are involved. And what the future will bring if we don’t get our act in control?   Ã‚  Ã‚  Ã‚  Ã‚  In conclusion, with our privacy at risk we the people need to become more aware of what is at stake. Our privacy on the Internet, or privacy in our lives. It is now the public’s turn to speak up. We need to make our voices heard on these big privacy issues so we don’t end up losing every thing that this country has worked so hard for. We need to stand up and help EPIC and other protection agencies to help them help us. Our privacy is at stake and we need to control it, because without our privacy who knows what might happen in the years to come. Maybe people listening in on your telephone conversations or cameras in your house to make sure you are not doing anything wrong. Stand up for what you believe and lets end this once and for all. Privacy is what every American needs and America needs privacy. Get in the act now, privacy on the Internet.

Hiroshima :: essays research papers

Hiroshima is the capital of Hiroshima Prefecture, southwestern Honshu, Japan. Hiroshima has warm, humid summers with July temperatures. Hiroshima caught the attention of the world when a U.S. plane dropped the first atomic bomb on the City, destroying it on August 6,1945. The Atomic bomb blast in 1945 obliterated three- fifths of the city within seconds and killed about 75,000 people. At exactly fifteen minutes past eight in the mourning, on August 6, 1945 Japanese time, at the moment when the atomic bomb flashed above Hiroshima. At the time of the blast Mrs. Huts Nakamura, a tailors widow stood by the window of her kitchen, watching a neighbor tearing down his house because it laid in path of an air-raid defense free lane . Mrs. Huts Nakamura, who lived in the section called Nobori-Cho got her three children, a ten year old boy,Toshio, an eight year old girl yoke, and a five year old girl, Mohawk out of bed and dressed them and walked with them to the Military area known as the East Parade Ground. There she unrolled some mats and the children laid down on them. They slept until about two, when they were awakened by the roar of the planes going over Hiroshima. As soon as the planes had passed, mars. Nakamura started back with her children. They reached home a little after two-thirty and she immediately turned on the radio, which was broadcasting a fresh warnin! g. She put the children in their bedrolls on the floor, laid down herself at three o'clock, and fell asleep at once. The siren jarred her awake at about seven o'clock, she arose and hurried to the house of Mr.Nakamoto, the head of her neighborhood Association and asked him what she should do. He told her to remain at home unless an urgent warning. The Prefectural Government convinced, everyone in Hiroshima that the city would be attacked. Their house was 1,350 yards or three-quarters of a mile, from the center of the explosion. Timbers fell around her as she landed and a shower of tiles also fell on her; everything became dark and she became buried. She heard a child cry "Mother,help me!" and she saw her youngest child, Mohawk the five year old buried up to her chest and unable to move. As Mrs. Nakamura started Frantically to claw her way toward the baby, she couldn't see or hear anything of her other children.

Conflict Handling Styles Essay

In a dispute, it’s often easier to describe how others respond then to how we respond. Each of us has a predominant conflict style that we use to meet our own needs. By examining conflict styles and the consequences of those behaviors, we can gain a better understanding of the impact that our personal conflict style has on other people. With a better understanding, you then can make a conscious choice on how to respond to others in a conflict situation to help reduce work conflict and stress. Behavioral scientists Kenneth Thomas and Ralph Kilmann, who developed the Thomas-Kilmann Conflict Mode Instrument, have identified five styles to responding to conflict—competition, collaboration, compromise, avoidance, and accommodation. No conflict style is inherently right or wrong, but one or more styles could be inappropriate for a given situation and the impact could result in a situation quickly spiraling out of control. 1. Competing Value of own issue/goal: High Value of relationship: Low Goal: I win, you lose People who consistently use a competitive style come across as aggressive, autocratic, confrontational, and intimidating. A competitive style is an attempt to gain power and pressure a change at the other person’s expense. A competitive style of managing conflict can be appropriate when you have to implement an unpopular decision, make a quick decision, the decision is vital in a crisis, or it is important to let others know how important an issue is to you – â€Å"standing up for your right.† The biggest disadvantage of using this style is that relationships can be harmed beyond repair and may encourage other parties to use covert methods to get their needs met because conflict with these people are reduced to – â€Å"if you are not with me, you are against me.† 2. Accommodating Value of own issue/goal: Low Value relationship: High Goal: I lose, you win By accommodating you set aside your own personal needs because you want to please others in order to keep the peace. The emphasis is on preserving the relationship. Smoothing or harmonizing can result in a false solution to a problem and can create feelings in a person that range from anger to pleasure. Accommodators are unassertive and cooperative and may play the role of a martyr, complainer, or saboteur. However, accommodation can be useful when one is wrong or when you want to minimize losses when you are going to lose anyway because it preserves relationships. If you use it all the time it can become competitive – â€Å"I am nicer than you are† – and may result in reduced creativity in conflict situations and increased power imbalances. 3. Avoiding Value of own issue/goal: Low Value of relationship: Low Goal: I lose, you lose Avoidance is characterized by deliberately ignoring or withdrawing from a conflict rather than facing it. This style may be perceived as not caring about your own issue or the issues of others. People who avoid the situation hope the problem will go away, resolve itself without their involvement, or think that others are ready to take the responsibility. There are situations where avoidance is appropriate such as when you need more time to think of how to respond, time constraints demand a delay, confrontation will hurt a working relationship, or there is little chance of satisfying your needs. However, avoidance can be destructive if the other person perceives that you don’t care enough to engage. By not dealing with the conflict, this style allows the conflict to simmer and heat up unnecessarily, resulting in anger or a negative outburst. 4. Compromising Value of own issue/goal: Medium Value of relationship: Medium Goal: I win some, you win some The compromising style demonstrates that you are willing to sacrifice some of your goals while persuading others to give up part of theirs – give a little, get a little. Compromising maintains the relationship and can take less time than collaboration and resolutions might mean splitting the difference or seeking a middle ground position. The downside to compromising is that it can be an easy way out and reduces new creative options. If you constantly split the difference or â€Å"straddle the fence,† game playing can result and the outcome could be less than ideal. 5. Collaborating Value of own issue/goal: High Value of relationship: High Goal: I win, you win The collaborative style views conflicts as problems to be solved and finding creative solutions that satisfy all the parties’ concerns. You don’t give up your self interest; you dig into the issue to identify the underlying concerns, test your own assumptions, and understand the views of others. Collaboration takes time and if the relationship among the parties is not important, then it may not be worth the time and energy to create a win-win solution. However, collaboration fosters respect, trust, and builds relationships. To make an environment more collaborative, address the conflict directly and in a way that expresses willingness for all parties to get what they need. Although all of the approaches have their time and place, you need to ask yourself the basic question, â€Å"Is my preferred conflict handling style the very best I can use to resolve this conflict or solve this problem?† Focus on Interests (Needs), Not Positions (Wants) Understanding people’s interests is not a simple task because we tend to communicate our positions – things that are likely to be concrete and explicit. It is helpful to learn to recognize the difference between person’s positions and interests to assist in creative problem solving. †¢Positions are predetermined solutions or demands that people use to describe what they want – what the person wants to happen on a particular issue. For example: â€Å"I want the report.† †¢Interests define the problem and may be intangible, unexpressed, or not consistent. They are the main reasons why you say what you want – the motivation behind the position. The conflict is usually between each person’s needs, desire, concern, or fear. For example: â€Å"I need to receive the report by Friday, so I can have time to review and edit before the due date next Wednesday.† Remember that figuring out your interests is just as important as figuring out their interests. How to Identify Interests To identify interests of the other person, you need to ask questions to determine what the person believes he or she truly needs. When you ask, be sure to clarify that you are not asking questions for justification of their position, but for a better understanding of their needs, fears, hopes, and desires. Using open-ended questions that encourage a person to â€Å"tell their story† helps you begin to understand their interest. Open ended questions are opposite of closed-ended questions, which require a response of â€Å"yes† or â€Å"no.† To illustrate the difference, consider the following example: †¢Did you have a good relationship with your supervisor? (closed-ended) †¢Tell me about your relationship with your supervisor. (open-ended) Examples of open-ended questions: †¢What’s your basic concern about †¦? †¢Tell me about †¦ †¢What do you think about †¦? †¢How could we fix †¦? †¢What would happen if †¦? †¢How else could you do †¦? †¢What could you tell me about †¦? †¢Then what? †¢Could you help me understand †¦? †¢What do you think you will lose if you †¦? †¢What have you tried before? †¢What do you want to do next? †¢How can I be of help? The most powerful interests for you to consider are the basic human needs for security, economic well-being, sense of belonging to an organization, identify, recognition of contribution or efforts, and autonomy or control over decisions or work. It is not uncommon for you or the other person to have multiple interests and it would be helpful for you to write them down as they occur to help you sort them out. This list may be helpful to think through ideas that may meet these interests. Problem solving on your interests and the other person’s interests leads to more creative and successful resolutions because you meet not only your need but theirs as well. Source: Fisher, Ury, and Patton, Getting to Yes, 1991

3 Dose Acellular Pertussis Vaccine Health And Social Care Essay

Whooping cough whooping cough is a contagious respiratory piece of land unwellness caused by a fastidious Gram negative coccobacillus, Bordetella whooping cough, or on occasion B. parapertussis ( Edmunds et al. , 2002 ) , with sole affinity for the mucosal beds of the human respiratory piece of land. It is a vaccinum preventable disease recognized world-wide as a extremely infective disease with important associated childhood morbidity, showing clinically as pneumonia, purging, choking enchantments, ictuss, encephalopathy and decease ( Galanis et al. , 2006 ; Health Canada, 2005 ; [ 2 ] . Globally, an estimated 50 million instances of whooping cough disease and 300,000 pertussis- related deceases occur yearly, largely among babies who are excessively immature to hold completed the primary inoculation series ( Halperin, 2001 ) . In the past decennary, an addition in the incidence has been observed in many developed states combined with a displacement in the incidence towards older age groups which may be related to increased consciousness, alterations in disease susceptibleness and vaccinum features, switching demographics, and familial fluctuations [ 2 ] . Although whooping cough is more terrible in babies and immature kids, the increasing incidence in striplings and grownups is a major concern as grownups are an of import beginning of transmittal to babies, infection in grownup cause ‘s important morbidity and high costs [ 3-5 ] . Stoping immunisation with whooping cough vaccinum in Sweden in a antecedently extremely immunised population resulted in the revival of the disease ( Mortimer 1988 ) . By 1994, an estimated 71 million whooping cough instances and 626 whooping cough deceases were being prevented worldwide each twelvemonth through immunisation ( Ivanoff & A ; Robertson 1997 ) . In the absence of an immunisation programme 80 % of lasting neonates would get whooping cough in the first five old ages of life ( Fine & A ; Clarkson 1984 ) . Due to concerns about safety and efficaciousness of whole-cell whooping cough vaccinum ( Romanus et al. , 1987 ) , diphtheria-tetanus-acellular whooping cough vaccinums ( DTPa ) were included in the Swedish inoculation plan at 3, 5 and 12 months of age in January 1996. Vaccination coverage quickly reached more than 98 % and an intensified clinical certification of reported laboratory-confirmed whooping cough in preschool kids started in October 1997. There was a widespread diminution in whooping cough incidence throughout the state merely four old ages after the debut of DTPa in Sweden, the reported incidence of culture-confirmed whooping cough being 80-90 % lower than earlier DPTa debut. Sweden is a Norse state in Northern Europe, bordered by Norway on the West and Finland on the E, connected to Denmark by a bridge-tunnel across the Oresund. It is the 3rd largest state in the European Union by country, holding a entire population of about 9.5 million and population denseness of 21 dwellers per square kilometre.Whooping cough Incidence in Sweden before and after debut of noncellular whooping cough vaccinumsThe incidence rates of whooping cough after the debut of noncellular whooping cough vaccinum were markedly lower compared to before debut ( See graph 1 ) . The decrease of the incidence of whooping cough was most marked in the age groups covered by the three doses of DTPa at 3, 5, and 12 months of age ( 1-2-year-old in 1998 to 1-4-year-old in 2000 ) , with highest incidence happening among babies who were unvaccinated or had received merely 1 dosage of diphtheria-tetanus-acellular whooping cough vaccinum. The incidence among unvaccinated 0-2-month-old kids was 235 p er 100,000 individual old ages compared to an mean incidence of 337 per 100,000 individual old ages in that age group during the 10-year period 1986-1995 before debut of DTPa ( RR 0.70, 95 % assurance interval ( CI ) 0.59-0.83 ) . In kids who had received merely one dosage of whooping cough vaccinum the incidence was 230 per 100,000 individual old ages and including all kids in the age group 3-4 months the incidence was 304 compared to an mean incidence of 677 per 100,000 individual old ages in that age group during 1986-1995 ( RR 0.45, 95 % CI 037-0.54 ) . A pronounced diminution of the reported incidence occurred after the 2nd and 3rd dosage of DTPa. After the 2nd dosage the incidence was 52 per 100,000 individual old ages. In to the full vaccinated kids ( three doses of DTPa ) the incidence was 11 per 100,000 individual old ages in kids below 2 old ages of age and 37 per 100,000 thereafter. Decreases were besides seen among older preschool-age kids, in the age groups 25-34 old ag es of age and in the +35 age groups, but non among kids aged 7-19 old ages. Degree centigrades: Documents and SettingsAdministratorDesktopEdinburgh hebdomad 1ASSIGNMT 2Important also1-s2.0-S0264410X02007776-gr1.gif The one-year incidence of culture-confirmed B. whooping cough was 89-150 per 100,000 before debut of noncellular whooping cough vaccinums. After a rapid bead in 1996-1997 the overall one-year incidence reached 17-26 per 100,000 individual old ages. The overall incidence of notified culture- and polymerase concatenation reaction-confirmed whooping cough dropped from 113 to 150 per 100,000 during 1992-1995 to 11 to 16 per 100,000 during 2001-2004. In countries of enhanced surveillance, the incidence of whooping cough was 31 per 100,000 person-years after 2 doses and 19 per 100,000 person-years after the 3rd dosage at 12 months of age. The age-specific incidence remained low for about 5 old ages after the 3rd dose but increased in kids aged 6 to 8 old ages, going 32 and 48 per 100,000 person-years, severally.Hospitalization due to pertussisDuring the period of 1997-2000, there were 145 hospital admittances due to culture-confirmed whooping cough among kids born 1996 or subsequently, dem oing an overall incidence of 18 hospitalizations per 100,000 individual old ages. Most of these kids were unvaccinated ( n = 116 ) , out of these, 97 including two deceases were below 3 months of age ( incidence 158 per 100,000 individual old ages below 3 months of age ) . There were 25 hospital admittances among kids with whooping cough who had received one dosage of DTPa ( incidence 61 per 100,000 ) , and four among kids above 5 months of age who had received two or more doses of DTPa ( incidence 0.6 per 100,000 ) . The continuance of infirmary stay was longer in the unvaccinated kids compared to the immunized kids: hospitalization for more than 1 hebdomad was seen in 49 % ( 57 of 116 hospital admittances ) among unvaccinated kids, compared to 24 % ( 6 of 25 ) among kids who had received one dosage of DTPa, and none among the four hospitalized kids who had received two or more doses of DTPa.Economic impact of the diseaseWhooping cough may be a drawn-out, terrible and awful disease ensuing in serious sequelae, doing a considerable hurt to both the kid and the household as a whole ( Johnston et al. 1985 ) . Due to the long- permanent class of the disease, the patients are exhausted, lose appetency and weight, and have disturbed dormant wonts. Behavioral alterations observed in whooping cough patients include crossness, anxiousness, and reverses in development ( Mark & A ; Granstrom 1992 ) . The disease hence becomes a â€Å" household matter † ( Mortimer 1990 ) because of societal and economic effects for the stricken households. Episodes of choking, apnoea or cyanosis in sick kids are straitening events for the full household. A survey reported disturbed slumber for 78 % of parents, with 53 % holding to go to to the kid 4 times or more each dark ( Mark & A ; Granstrom 1992 ) . The economic effects of the disease include disbursals for medical visits and drugs, and the demand to remain at place from work for a drawn-out period to take attention of the s ick kid. Meanwhile the cost of a non-hospitalised instance of whooping cough in Sweden is non documented, some European states has been estimated at ?22 per visit ( Netton and Dennet, 1999 ) and a 10-day class of Erythrocin at ?4.40 ( eBNF-36 ) . Hospital stay due to pertussis would be on mean 5 yearss at ?297 ( Netton and Dennet, 1999 ) per twenty-four hours plus extra follow up GP audiences, numbering ?1529 per patient, once more, approximately 12.5 % of hospitalised instances require specializer attention, sing on mean 4 yearss pediatric ITU attention for complications of whooping cough at ?1065 per twenty-four hours ( www.doh.gov.uk/nhsexec/refcosts/refcost2000.pdf ) and 12 yearss general ward stay, numbering ?7868 ( Matt et al. , 2001 ) . In the 1980s, the hospitalization rate attributable to pertussis in Sweden was 12 to 18 per cent for all ages ) and the average continuance of infirmary stay was 8 yearss for babies younger than 6 months, 6 yearss for kids 6-11 months of age, and 4 yearss for patients older than 12 months ( Romanus, Jonsell & A ; Bergquist 1987 ) .Issues coming upLong-run effectivity of this inoculation plan showed increased incidence of whooping cough among 7- to 8-year-olds ( i.e. chiefly noncellular whooping cough vaccine-vaccinated kids ) . This shows waning of vaccine-induced protection from whooping cough. There is a attendant addition in incidence among babies, most probably infected by older siblings, hence inoculation schemes need to be reinforced. Expanded inoculation should hold included adding supporter doses to bing childhood agendas ( preschool or stripling ) ( Gustafsson et al. , 2006 ) . Vaccine boosting has had marked possible benefits in several European states, Canada and USA ( aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦aˆÂ ¦.. ) . Attempts should be directed to increase or keep coverage of babies with three doses of DPT vaccinum at 90 per cent or higher. Surveillance of whooping cough morbidity should be strengthened and, ideally, whooping cough should stay a reportable disease. Inoculation agenda should hold besides included specific grownup subgroups that have the highest hazard of conveying B. whooping cough infection to babies ( i.e. , new parents, other contacts of neonates, and wellness attention workers ) . Reported informations based on hospitalized instances may endure from disproportional representation of terrible instances in younger kids and babies. During eruptions, describing rates may increase because of temporarily enhanced consciousness of doctors, anxiousness in the community, and media attending ( Crombie 1983 ) . Merely an approximately 5 to 25 per cent of all whooping cough instances are reported in Developed states ( Jenkinson 1983, Hinman & A ; Koplan 1984, Clarkson & A ; Fine 1985, Thomas 1989 ) and is disproportionately higher for hospitalized patients with authoritative, laboratory- confirmed disease ( Centers for Disease Control 1990 ) .DecisionMeeting the GIVS ends would intend protecting kids against 14 diseases which include whooping cough among others. With 90 % of kids under-five old ages old vaccinated against whooping cough among others, by 2015 immunisation could forestall an extra two million deceases a twelvemonth in this age group, doing a major part to meeting MDG 4. While the impact on child deceases entirely would be sufficient justification for the usage of vaccinums, the decrease of long-run disablement among kids and the cost nest eggs from decrease in clinic visits and hospitalization more than warrant their usage in kids everyplace. By maintaining kids healthy, immunisation lengthens life anticipation and the clip spent on productive activity, and thereb y contributes to a decrease in poorness ( MDG 1 ) . Harmonizing to Harvard School of Public Health squad â€Å" Healthy kids execute better at school and healthy grownups are both more productive at work and better able to be given to the wellness and instruction of their kids. Healthy households are besides more likely to salvage for the hereafter ; since they tend to hold fewer kids, resources spent on them go farther, thereby bettering their life chances † ( Bloom et al. , 2005 ) .

Adam Capital Management

Adams Capital Management: Fund IV Joel Adams, founder and general partner of Adams Capital Management (ACM), a $700 million early-stage venture capital firm investing in the information technology, networking infrastructure, and semiconductor industries, glanced up as his fellow general partners trooped into his office on a brisk December morning in 2005 for their annual retrospective and planning meeting. The main topic on the agenda was a new one, ?would 2006 be the right time to launch their fourth fund?Since late 2000, ACM had been deploying its $420 million third fund, using its â€Å"markets first† strategy, an approach that identified and sought to take advantage of discontinuities within the three industry segments it targeted. Having invested in a company exploiting such a change, the general partners then guided the investment through a five-point structured navigation system. In November 2005, ACM Ill sold a portfolio company and made its first distribution to its l imited partners (Lips).The fund's portfolio also had 18 other operating companies that were showing steady growth, ND two new investments were in the due diligence phase and preparing for final negotiations. â€Å"The question as I see it,† said Adams to his partners, â€Å"is whether we need to exit more companies and generate additional distributions to our Lips before we start raising ACM Since Scam's first fund had closed in 1997, the investment environment had gone from robust to hysterical to deflated and now, finally, to what appeared to be a modest recovery. Likewise, Scam's performance had been whipped about.Fund I was almost top-quartile, Fund II could return capital with a few breaks, ND Fund Ill, a 2000 vintage fund was â€Å"too new to tell, â€Å"Adams noted (see Exhibit 1 for performance data). The firm had adopted its strategy in part to differentiate itself for potential Lips. But the partners also believed that the pure opportunistic approach of many vent ure firms?where each general partner was often given wide leeway in determining which, and how many, markets and business models to invest in?could cause the firm to lose sight of the portfolio as a whole.Without a â€Å"markets first† strategy, through which the entire firm agreed upon the markets of interest before engendering individual companies, the partners felt that firms would invest more on the basis of the fashion of the moment than on business fundamentals or market analysis. In Fund Ill, ACM had taken more significant ownership positions than in the past?typically 35% or more?led every deal, and held a seat on every board. In 85% of the fund's investments, it was the first institutional money in the company.Adams believed that this was the only way to respond to the sharply reduced volatility of the venture capital market: â€Å"build a collection of really good companies and own enough f them to matter. † Associate Ann Lemon wrote the original version of t his case, â€Å"Adams Capital Management: March 2002,† HOBS Case No. 803-143 which is being replaced by this version prepared by Professor Field Harmony and Senior Research Associate Ann Lemon. HOBS cases are developed solely as the basis for class discussion.Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright 2006 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call -800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www. Hobs. Harvard. Due. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any meaner?electronic, mechanical, photocopying, recording, or otherwise?without the permission of Harvard Business School.This document is authorized for use only in FINDINGS Alternative Asset Classes – SSL/2013 by Jas on Zen at University of New South Wales from March 2013 to September 2013. 806-077 ACM knew this strategy was not without its risks. Fund Oil's portfolio contained some rinsing companies, but, Adams said, â€Å"When you own a significant chunk of the company and it doesn't do well, that hurts the fund. † Going to market with a good small early fund, a struggling second fund and a yet unproven third fund might not be easy. â€Å"The Lips may want to know why we don't go back to taking smaller positions in more companies,† he noted. L have to be able to give them an answer. † Venture Investing in 2005 The first half of the 21st century had truly witnessed the Dickens best and worst of times. The final years of the sass had seen an unprecedented run-up in venture activity. Everything had increased?the amounts of capital raised, the management fees paid, the amounts invested, the prices that companies could command, the exit valuations received, and the speed with wh ich investments became liquid. As the century changed, so did the venture environment.The NASDAQ reached its peak in March 2000 and by 2001, the party had come to a grinding halt. After a decade marked by continuously rising amounts of capital flowing into venture funds, 2001 raised half of sass's record of $71. 7, and 2002 and 2003 raised barely 10% ($7 billion and $8 billion, respectively). L (See Exhibit 2 for fundraising data). By 2005, the numbers of deals, their price levels, and the size of the rounds had all fallen considerably from their peaks in 1999 and 2000. Since the precipitous drop, though, they had steadied (see Exhibit 3 for trends).The initial decline, termed a â€Å"train wreck,† reflected the fact that almost three years of record-breaking venture activity had funded too many companies chasing too few customers in almost all technology customers had cut their capital expense budgets, and on top of that, were suffering from a backlog of earlier technology i nvestments that had not yet been fully implemented. Spending on technology fell off sharply. As a result, portfolio companies significantly underperformed expectations, often forcing their investors to resort to inside rounds for continued financing because all firms were trying to fix their own troubled portfolios.Thereafter, activity had resumed albeit at a lower level. A further complication for the venture capital (PVC) industry was the longer path to liquidity. The Initial Public Offering (PIP) market dried up in 2001, only to revive?at least to a degree–in 2004 and 2005. The number of venture-backed mergers and acquisitions had stayed reasonably steady in the vicinity of 300 transactions from 000 through 2004 and even looked likely to continue for 2005 based on first-half data, the number of Ipso had plummeted from 264 in 2000 to 41 in 2001 and a mere 24 and 29 in 2002 and 2003.Although this number had tripled in 2004, to 93, sass's first half saw an uninspiring 20 Ipso , a number nonetheless close to the total for all of 2002. 2 By mid-2005, though, glimmers of recovery pierced the gloom. PVC fund- raising for 2004, at $1 5 billion, equaled the sum of the previous two years' total. Firms had triages the worst of their problem companies, by selling them for the intellectual repertory, merging them with other weak companies, or shutting them down.Technological evolution provided market opportunities for young companies and some older ones, weaned off the easy-money of the bubble, had brought their products to market and were profitable. Disclosed prices for mergers and acquisitions rose to the highest average since 1 Abstracted from data from Private Equity Analyst and Asset Alternatives. 2 Thomson Financial/Venture Economics, Venture Backed M&A Volume Holds Steady,† www. Nava. Org, accessed December 8, 2005. 2 IQ 2002. 3 The door to the PIP market, blown off its hinges in 2004 by PVC-backedGoogle's debut, reopened, with new companies pricing their offerings almost every week. The pace and valuations of deals had risen, and with it, investor confidence. â€Å"It's not that PVC has become hard,† said one veteran venture capitalist. â€Å"It's Just gotten back to normal. † Adams Capital Management Joel Adams, founder of ACM, grew up in Phelps, New York, a small town between Rochester and Syracuse. â€Å"My dad owned a dairy farm,† recalled Adams, â€Å"and his and doing chores. † Adams was 15 when his mother passed away, leaving his father with no choice but to delegate most of his wife's responsibilities to the three children.Looking back on those days, Adams said: â€Å"At the time the confluence of events was a hell of a wake-up call for a teenager, but I learned invaluable lessons about money and time management. † After graduating from the University of Buffalo in 1979, Adams Joined nuclear submarine manufacturer General Dynamics, where he became a test engineer, the lead engineer re sponsible for starting and testing a sub's nuclear reactor and representing General Dynamics during the Navy's sea trials of the new boats. In 1984 he moved to Pittsburgh to attend the business school at Carnegie Mellon University (UCM), lured by its strong program in entrepreneurship.During Adams' second year at UCM, he worked part-time for Foisting Capital, a small PVC firm that invested on behalf of the Foster's, a wealthy Pittsburgh family. Adams Joined Foisting after graduation as a Junior partner, with the firm's new $14 million fund. Shortly thereafter, the firm and Adams became involved with PAP/Foisting l, a Joint venture formed with Patricia ; Co. To manage the $40 million fund that the state of Pennsylvania wanted to invest in PVC. In 1994 after nine years with Foisting, Adams, SCOFF Andrea Joseph, longtime secretary Lynn Patterson, and former partner Bill Hulled armed Adams Capital Management, Inc. O handle the Foisting portion of the $60 million PAP/Foisting II, raised in 1992. In 1997, ACM raised its first fund, the $55 million ACM l, with its markets-first investment strategy. Discontinuity-based investing Ever since he had Joined Foisting, Adams had been dissatisfied with what he considered a lack of focus and discipline in the firm's investment strategy. â€Å"Here's a nuclear engineer, walking into this industry, with a very small fund in Pittsburgh whose strategy was to be diversified by stage, by industry, and by geography,† Adams recalled. After about a year, I said, ‘This isn't a strategy at all? you could do anything. He was especially nonplussed by the method of developing deal flow. Rather than learning about markets and then targeting specific deals within them, he said, â€Å"The approach at Foisting was to open the mail in the morning† to see what business plans had arrived. Two of Adams' experiences at Foisting acquainted him with the power of targeted investing. The first was his involvement with Sharper Corpor ation, a developer of software applications for engineering product data management. â€Å"l understood the issues of engineering data management from my says at General Dynamics,† Adams said. L was a much smarter investor looking at an industry that I knew. † Not only was he a better investment manager and board member, he realized, 3 Ibid. 3 but he was also a better negotiator. â€Å"Entrepreneurs are passionate and biased about their businesses,† he said. â€Å"If the first time I hear about a market is from the entrepreneur, I'm at a big disadvantage. † His second revelation was even more powerful. Seeking a computer in 1987, Adams happened to learn about a mail-order operation in Texas called PC's Limited that custom-built personal computers and undercut retail prices.After speaking with the company's CEO, Adams invested $750,000 in the future Dell Computer's first outside venture round. Had the firm held this position, it would have been worth $382 m illion as of the end of September 2005. Adams realized that Dell had created such an explosion of value by exploiting a discontinuity ? a dramatic and sudden change in a large and established market. In this instance, the discontinuity involved distribution. The rise of direct distribution surprised the large personal computer manufacturers, which had highly entrenched outworks of retail dealers.These networks, Adams noted, â€Å"couldn't be unwound overnight. † Dell could build a multi-billion dollar business from scratch because his large and sleepy competitors could not respond to this distribution discontinuity in time. As ACM expanded, Adams resolved that any new partners would be engineers, and thus bring their technical training to bear in thorough examinations of a few promising markets (see Exhibit 4 for partner biographies). Scam's strategy evolved to focus on investments in markets that the partners already knew well and had already identified as attractive.A few i nitial prerequisites had developed over time. The first was that the companies in which ACM invested would sell to businesses, not consumers, and their value propositions would be driven by return on investment (ROI). â€Å"That's ROI for the customers, not us,† said Adams. â€Å"Our first question is, ‘If somebody is going to buy this company's product, what does the Chief Financial Officer's recommendation look like? † The second criterion was that the business was fragmentation applied technology,' or one of the first companies to use a specific technology for a specific application.Given the partners' engineering backgrounds, the firm focused on the information technology (IT) and telecommunication/ semiconductor industries, areas that were, in their view, experiencing significant discontinuities. The most important criterion was that, as in the case of Dell, Scam's portfolio companies would exploit discontinuities in existing markets, shifts that would creat e opportunities for start-up companies to become market leaders. In the IT industry, the partners anticipated that the need to create virtual enterprises on a global scale would force companies to look for highly adaptable systems.The telecommunications industry, faced with global expansion in bandwidth requirements for data, seemed to be faced with an entire rethinking of the existing technology and infrastructure, while reaching the limits of current silicon technology appeared likely to revolutionize the semiconductor industry. Within these areas, Scam's partners sought to identify four primary causes of discontinuities (see Exhibit 5 for more on discontinuities): 1 . Standards. Despite the emergence of a technology technologies in an attempt to preserve their captive customer base.Even as customers demented the standard, the existing manufacturers perceived it as a threat to their oligopolies market positions, and were reluctant to adopt it. One such example was FORE Systems, wh ich built communications devices that conformed to the ATM (asynchronous transfer mode) standard for communications in wide-area networks. The big players at the time, AT&T/Lucent and Northern Telecoms, each had proprietary protocols for those communications. These manufacturers clearly had the technical prowess and market muscle to 4 exploit ATM as well, but they were slow to do so for fear of cannibalizing their own racket shares.In April 1999, FORE was acquired by GEE Pl for $4. 5 billion. 2. Regulation. Unexpected regulatory changes could force market players to adapt quickly to a new market reality. An example of such a dislocation had occurred in the U. S. Cellular market where a host of new opportunities and networks had emerged after the government's creation of the PC'S spectrum. From a technology point of view, the new spectrum provided a chance for GSM, the cheaper and more easily-deployed base station technology popular in the rest of the world, to gain ground on the unw ieldy proprietary technology dominant in the United States.GSM equipment manufacturers and the upstart carriers who provided their services used their agility in the new regulatory environment to challenge the giants. 3. Technology. A technology-based discontinuity could take two forms. In one, it could appear as a whiz-bang package that took big competitors months or years to duplicate, such as Apple's Macintosh operating system. Alternatively, it could involve the convergence of technologies that had hitherto been separate, requiring innovation to allow these once-disparate systems to interact.An example here was the rise of corporate remote access, which forced companies to buy technology that would connect the public carrier telephone networks to the corporations' internal local area networks. 4. Distribution. Dell Computer in the earlier example provided the ultimate example of a distribution-based discontinuity?the rise of mail-order completely surprised existing personal comp uter manufacturers, to the great enrichment of Dell and its shareholders. This top-down approach to identifying markets was crucial in helping ACM achieve consensus about and control over where its partners would invest.Adams firmly believed, â€Å"Market due diligence is the only due diligence you can do independent of a transaction. If you present the partners with the industry and market dynamics ahead of time, then we can all talk about each other's prospective investment. † Scam's approach to identifying discontinuities included its Discontinuity Roundtable, a group of advisors that met periodically with the ACM partners to identify and discuss market discontinuities that could lead to fruitful investment theses. The 20-person Roundtable comprised industry experts and observers who attended meetings depending on the topic at hand.Among their number had been Clayton Christensen of the Harvard Business School known for his research on how innovation affected markets; Georg e Symmetry, inveterate entrepreneur and founder and backer of over 200 companies; Attic Razz, former CEO of MAD, the chip-maker that competed against Intel; and Mike Maples, former COT of Microsoft. The process required partners to write discontinuity white papers that advanced the investment thesis and to present them to a Roundtable of appropriate experts drawn from the pool.The group would discuss the merits of the thesis under consideration, usually greening to pursue two or three of the eight to ten papers presented in a meeting. The meetings would also identify other avenues for future exploration. Once an investment thesis was thoroughly vetted by the Discontinuities Roundtable, the ACM partners would systematically search for deals in that domain. Sometimes this took the form of identifying pockets of excellence in the appropriate technology and supporting entrepreneurs in forming a company.In other cases, it was a matter of identifying and sorting through several existing p otential investments. This process eve the partners deep knowledge of these companies' opportunities and therefore made ACM more attractive as an investment partner. 5 Structured Navigation In addition to a systematic approach for identifying markets, ACM also developed a system for managing its investments, called â€Å"structured navigation. † The system was born out of the observation that early-stage technology companies shared many of the same benchmarks and needed many of the same elements to succeed.Jerry Sullivan, who had Joined the firm from MAC, Tektronix and Phillips, explained: Our investments typically have high development costs coupled with the direct sales Orca characteristic of companies at these stages. The majority of our investments? 90%?are software-based, so resource planning and allocations are well understood by all of our general partners. We feel that our structured navigation strategy applies to all companies within the model. Aspects of the structu red navigation included : 1 . Round out the management team.Like most other PVC firms, ACM was deeply involved in helping its entrepreneurs complete their management teams. â€Å"Almost 85% of the management team without capital,† Martin Neat, a former executive vice president with IBM and now ACM general partner, said. People are going to Join a company that has some capital behind it, so we fundamentally believe that if you've got a great opportunity that's well-funded, you're going to attract a lot of talent. † ACM devoted significant resources to the creation of its Services Group, which helped its portfolio companies in this area. . Obtain a corporate partner or endorsement. The notion that an early stage company, hoping to exploit a sea change in a large existing market, could forge a partnership (an endorsement, a distribution deal, or an equity investment) with one of the very players from whom it hoped to steal market share mimed entirely contradictory. But the ACM partners believed that this should almost always be possible. From Scam's perspective, forging these relationships early would often create other exit opportunities. . Gain early exposure to industry and investment banking analysts. Industry analysts such as Garner, Gaga, and Forrester often created the first wave of market interest in a new technology. This group's validation could speed the acceptance or application of a new technology. While industry analysts could help create a market for the technology, analysts at investment banking firms could create an exit for the company, and ACM tried to make sure they met the portfolio companies early. First of all, the good analysts really do understand the businesses of these little companies,† N. George Sugars, a general partner in the Silicon Valley office, said. â€Å"But the second thing is, [bankers are] in the fee business, and they need to put marriages together. [Introducing the two parties early] is a tactic that w ill set you up for deals later on. † 4. Expand the product line. A first-generation applied technology company would be confronted by sigh initial costs of development and sales.In such a case, Bill Freeze, a general partner in Scam's Boston office, observed, â€Å"The marginal cost of the development for subsequent products or the next sale is much lower. † Once a new technology product had been developed and a base of customers secured, the costs of leveraging that technology into another, similar product and selling it into a base of existing accounts was comparatively small. But â€Å"sometimes the entrepreneur hasn't thought that out yet,† he noted. Our approach ensures that the companies are adequately focused on this value creation opportunity. 5. Implement best practices. Scam's partners felt that their entrepreneurs should focus on developing products and selling them to customers, not on structuring stock option packages or compensation 6 plans. After w orking with dozens of companies with similar structures, the partners felt that they should be able to provide boilerplate versions of plans that worked. ACM used these five â€Å"steps† (in no particular order) to manage its investments, complete.The process, the partners felt, not only made their investments more successful, but also provided the partners in four offices across the U. S. With a molly understood internal barometer of a company's progress (see Exhibit 6 for offices). â€Å"If ten months into a deal you can't attract talented people, corporations don't care, and you can't get the bankers interested?you're learning something,† observed Sullivan. â€Å"And maybe you ought to get out. † Defending the Strategy Was it really necessary to formulate such a rigorous strategy for investing in early- stage businesses?Adams admitted that, to a certain extent, the strategy was motivated by the practical necessities faced by a small firm based in Pittsburgh r aising a $55 million fund in 1997. We had to get ourselves above the muck, and the way you do that is with a well-defined, market-centric strategy that you execute in a disciplined manner,† he said. It had also given a small partnership, scattered among offices in Pittsburgh, Philadelphia (later Boston), and Austin, Texas (Silicon Valley was added in 1999) a common language and approach that facilitated communication.Adams balked at the conventional wisdom about PVC and venture capitalists?namely, that PVC was a personality-driven business, and that successful venture capitalists were all genius dealers whose vision turned everything they touched into gold. L just don't buy the ‘rock star' model that many venture firms promote,† Adams said. Instead, he wanted to build a venture firm in the same way that most businesses were built ? with a structure in which any of its employees were, in principle, replaceable. â€Å"We wanted to develop a system where you could th row anybody out of here and the thing will still cook along,† he said. We wanted to build a system for executing this business. We're engineers, we think that way. We're not rock stars. We have a system for finding areas that are of interest, getting deals, and making them valuable. That's what we do. † The Funds Since 1997, the partners felt that strict adherence to strategy, combined with the systematic portfolio management that navigation provided, had served the firm well. They had grown from a $55 million fund to managing $700 million and from one office in Pittsburgh to four in areas in which 68% of all PVC activity in the U.S. Occurred. Each fund had been invested according to plan, although the results had not been entirely anticipated. ACM I had invested in 15 companies for a total cost basis of $55 million. Information technology accounted for 49% of the portfolio; electrification for 30%, medical devices for 11% and networking infrastructure for 10%. As of Sep tember 2005, the fund was fully invested and had exited all but one company, distributing stock valued at $122. 7 million for a net IR to its Lips of 46% Oust below the upper quartile).The general partners hoped to achieve at least $140 million in total proceeds by the end of Fund Xi's contractual life. With its smaller size, ACM I had aimed for percentage ownership in the low teens. The firm had held a board seat in 67% of its original 15 companies, and its positions could get diluted if it as 7 unable to participate fully in subsequent rounds. However, as Adams said, â€Å"This was the home-run era of early stage PVC investing?significant returns were almost the norm. We had our share, with three acquisitions and three Ipso. That was a good fund. Based on the early success of Fund I and the frenzy around PVC, ACM had closed the $1 50 million ACM II at the end of 1999, followed quickly by the $420 million ACM Ill at the end of 2000 (see Exhibit 7 for fund statistics). In the over- heated environment of 1999 and early 2000, though, the partners found that the game had changed. At first it seemed that home-runs were still possible,† said Adams: †¦ Putting money to work was paramount. Unfortunately, this meant that we had less time to investigate new markets and we therefore had less diversification in the portfolio.If the big companies were looking for drop-add-multiplex-switches, that was what we backed as all of them were being bought because every big company needed its own drop-add-multiplicities. We ended up with a lot of similar companies. Our goal was to own around 20%, and we usually had enough money to keep our position, which was not always the best thing in retrospect. Fund II had stayed the strategic course. Of the 14 companies in the portfolio, three had been acquired, five written off, and six were still active and showing strong revenue growth.The firm had moved away from investing in medical devices though. Information technology made up 45% of the portfolio, semiconductors 38%, and telecommunications 17%. Although Fund Sis's value currently stood at a 40% discount to cost, Adams hoped that, with a few breaks, it could return the Lips' capital. Fund Oil's approach of taking larger position had been adopted in response to the changes that the partners noted in the market in particular, a reduction in volatility. As Adams explained,: The days of the consistent home-runs are gone.Reduced volatility meaner that we need to build portfolios that are more balanced and consistent in their performance. We're not looking for xx returns, although we certainly wouldn't refuse them. I Just don't think that's the norm anymore. Instead, we're looking to build a solid portfolio that yields xx to xx returns based on operating success?positive cash flow and net income. We look to own enough of each company that every deal is an impact deal, both for us and for the company. And here, because outcome volatility has fallen so substa ntially, we need to have diversity among our companies.You might say that beta has fallen so we must increase alpha. We had to assemble an interesting collection of really good companies that addressed significant discontinuities in the market and own enough of them to matter. We've done that. We've also added value to them through the ACM Services Group, which provides corporate partnering, recruitment and financial management guidance. By September 30, 2005, Fund Ill had called 74% of its committed capital. Information technology accounted for 59% of

Phoenix Agency Roanoke Branch Essay

A parasitic disease is defined as any disease resulting from the presence of any life cycle stage of parasite. Cheyletiella are mites that live on the skin, causing irritation, dandruff, and itchiness. A distinguishing feature of this mite species are the large, claw-like mouth parts. These mites can be found quite commonly on cats, dogs, rabbits, and other species. Though humans are not a natural host for this parasite, Cheyletiella mites can happily live on humans for a while, causing an itchy rash. Cheyletiella parasitovorax, also known as walking dandruff, is a mild dermatitis caused by fur mites in rabbits. It’s often referred to as walking dandruff as the mite can sometimes be seen moving under the dandruff scales. It is primarily transmitted by direct contact between infested and non-infested rabbits. The mites can survive in the environment for several days, so spread may also occur through contaminated hay or bedding. The presence of fur mites is not always easy to determine. When present, Cheyletiella parasitovorax is most likely to be found on the dorsum and neck of the rabbit. Signs and symptoms include thinning of the hair over the shoulders and back, red oily hairless patches over the back and head, dandruff, and mild-to-moderate pruritus. Rabbits may not show any signs of infestation. Though sometimes Cheyletiella mites can be seen moving about on the skin, in many cases they can be quite difficult to find . Diagnosis is made by identification of the mite. This may be possible with the naked eye or using a magnifying glass in heavier infestations. In other cases it may be necessary to examine hair or skin scrapings under a microscope. Examining dandruff, hairs or scrapings of the skin under the microscope can positively identify the mites or eggs. By combing the coat of an infested rabbit over a piece of black paper and observing the paper for â€Å"moving dandruff is another way a diagnosis is made. There are several different treatments available. The veterinarian usually determines which one is best for the rabbit. Most commonly treatment involves a course of either injections or spot on treatments. Dips in lime sulfur and injections of ivermectin have been used to treat an infestation with these mites. The rabbit should be re-examined at the end of the course of treatment to ensure that the infestation has cleared completely. It is just as important to ensure that the environment is properly treated, in order to avoid re-infestation. This is done by removing all hay, bedding, and toys. Once removed disinfect them thoroughly, then use an insecticidal fog or spray that is effective against Cheyletiella. Some veterinarians recommend preventative treatment with kitten-strength Revolution for rabbits who are particularly prone to mite infestations. Dosage amount and frequency will be determined by the size of the rabbit, along with its medical history. There is no vaccine available to prevent this disease. Cheyletiella is considered to be a possible zoonotic infection. Most people are exposed through handling of infested pets. Infection is typically transient and self-limiting in people because constant contact with infected animals is needed to maintain infection with humans. Occasionally humans exposed to this parasite will develop mild skin lesions. These may be itchy and can form open sores in very severe cases. Anyone handling diseased rabbits should thoroughly wash their hands and use appropriate caution to prevent from being infected. Cheyletiella parasitovorax isn’t a reportable disease. I would educate clients about Cheyletiella by use of posters, charts and pictures. I would also send home brochures and websites for them to read over. These materials would describe the cause, symptoms, diagnosis, treatment, and prevention of Cheyletiella.

Business Sustainability Performance †Free Samples to Students

The main purpose of strategic operations management is to help and support the business organizations to increase the overall performance. In order to achieve strategic operations successfully, the business organizations need to consider efficiency and flexibility. The strategic operations management consists of competitive business approaches and moves to ensure successful business performance. This helps the organizations to define the mission and vision of the business by setting accurate objectives and implementing and executing suitable strategies. The fact that everything is done strategically, defines the success of the operations management. This report emphasizes on identifying and analyzing the operations of the organization named Tindo Solar by considering the value chain of the organization. The report also includes the inbound and outbound logistics of the company and its effect on the customers. Tindo Solar is a solar panel manufacturing company based in Adelaide, Australia. Tindo Solar is a national company that designs and manufactures solar panel products strictly based on the Australian conditions. The products manufactured by the company are of superior-quality due to which the products are highly preferable among the customers. The solar panels manufactured by the company require minimal maintenance thereby, making the products cost-effective for the customers. Due to technological advancements, the company has incorporated the latest features in the solar panel products. Therefore, the solar panel products manufactured by Tindo Solar are highly automated and technologically advanced. By considering the present market trend, the company has made required amendments and inclusions in terms of technology in the products. As a result, the solar panels by Tindo Solar are highly preferable within the market and the customers. Moreover, the company provides various service o ptions to the customers such as easy finance and installation along with the installation charge as low as $2000. Furthermore, the company provides more than 20 years as guarantee period thereby, making it more reliable for the customers[1]. In order to run a business successfully, it is essential for the business organizations to conduct certain operations strategically. This helps in maintaining the track of the various strategic activities conducted for successful business operations. Settings goals timely and the ability of the business organizations to manage the vicissitudes of the daily operations of the business highlight the backbone of the business[2]. Therefore, effective management of the daily operations of Tindo Solar includes managing finances, operation planning, protection of business, benchmarking, supply chain management, management leadership, organizational design and business sustainability[3]. Finance management is a crucial aspect of for Tindo Solar, as this provided opportunity for appropriate financial resource management. Financial management is concerned with the acquisition, financing and management of assets thereby, resulting in the success of the business[4]. The business organizations fail to utilize its complete potential for growth and expansion without proper administration and effective utilization of finance. The main factors of financial management include investment decision, financing decision and dividend decision[5]. Therefore, Tindo Solar need to manage the finance of the company to conduct business successfully. By strategically conducting the investment decision, Tindo Solar will be able to determine the total amount of assets required retention by the organization. Secondly, Tindo Solar needs to manage the supply chain effectively as this will allow the organization for effective management of network planning, inventory control, distribution strategies, outsourcing and procurement[6]. The supply chain of Tindo Solar will help the organization to integrate the stakeholders from the supplier to the customers. This will also help Tindo Solar in promoting mutual sharing of information among the channel members thereby, helping planning and monitoring of the processes[7]. Co-operation among the channel members are essential for effective management of supply chain by promoting coordinated activities by Tindo Solar. Benchmarking is defined as the continuous systematic process of measuring own output or work process against the toughest competitors in the market[8]. Continuous benchmarking will help Tindo Solar to identify their strengths and weakness and work on it to sustain in the competitive market. As the use of solar panel is highly facilitated In Australia, it is essential for Tindo Solar to continuously compare and contrast their operational strategies with the best in the market. Therefore, this will help Tindo Solar to satisfy the customers better by fulfilling the needs and establishing new standards and goals[9]. Moreover, benchmarking will also motivate the employees of Tindo Solar by challenging them professionally and provide career growth. Ensuring business sustainability will allow Tindo Solar conduct business in Australia without hampering the environment but contributing towards the economy of the country[10]. Business sustainability is an integral part of the corporate risk management, as this allows the business organizations protect the environment while conducting business. Therefore, environmental sustainability for the business of Tindo Solar will provide an opportunity for the company to make responsible business decisions. Considering the nature of work done by Tindo Solar, it is already beneficial for the environment, as it is facilitating the use of solar panels within the people. Therefore, both economic and environmental aspect of the country is benefited due to appropriate business sustainability. The concept of lean product management theory is defined as the ability of the business organizations of being less wasteful along with doing things that are big for the country, its economy and the environment[11]. However, lean product management theory does not signify being cheap. Therefore, implementation of lean product management theory will help Tindo Solar to maintain the operations of the company by maintaining their profit level along with being less wasteful. The implementation of lean product management theory allowed the managers of Tindo Solar to get the value of the products to the market rapidly. The use of solar panels is highly preferable among the Australian population. Based on the increasing demand for the use of solar panels among the population, the managers of Tindo Solar has served the market. The company began its operation in 2003 and since then has been able to grow their business and customers base successfully. The organization has even opened its branches in Melbourne since the organization began conducting business. The use of this theory has helped Tindo Solar to penetrate the market into the half. Market penetration helped Tindo Solar in working towards the goal instead of building arbitrarily. According to the theory, the managers of Tindo Solar are able to explore the problems rather than emphasizing solely on the requirements. After evaluating the market, the managers came to know about the requirement of the customers. The customers were also encountering issues in terms of maintaining electricity and paying huge bills. Therefore, the company was able to explore the problems of the customers and gather to required features for solving the problem. The company started manufacturing and installing solar panels for the customers thereby, ensuring both solar and environmental help. The company also emphasized on spreading awareness among the people regarding the diverse application of solar panels along with low maintenance and fewer electricity bills. Ensuring business sustainability will allow Tindo Solar conduct business in Australia without hampering the environment but contributing towards the economy of the country[12]. Business sustainability is an integral part of the corporate risk management, as this allows the business organizations protect the environment while conducting business. Therefore, environmental sustainability for the business of Tindo Solar will provide an opportunity for the company to make responsible business decisions. Considering the nature of work done by Tindo Solar, it is already beneficial for the environment, as it is facilitating the use of solar panels within the people. Therefore, both economic and environmental aspect of the country is benefited due to appropriate business sustainability. The demand of using solar power panel in Australia has increased over the years due to the adverse environmental impact of the conventional electricity system[13]. The heating and cooling machines and systems contribute adversely towards the environment. Therefore, ensuring business sustainability will allow Tindo Solar to manage financial, environmental and social opportunities and obligations appropriately. It has been seen that in order to progress and compete, the business organizations are undertaking strategies without considering the adverse environmental impact. Global warming is one of the biggest examples of such negligence[14]. One of the sustainable business strategies undertaken by Tindo Solar is that the company has taken the initiative of going green with the commercial solar panel in Adelaide and Melbourne[15]. According to the rules and policies of the Australian Government, it is important for the organizations to produce energy from renewable resources[16]. The main motive of Tindo Solar is to produce residential and commercial energy to the people from sunlight. The company installs solar panels on the roofs and ground of the premises in such a way that direct sunlight falls on the panels. The photons of the sunlight then reach the panels and the photovoltaic tubes help in transferring it into useable energy. The use of solar panels for both commercial and residential is beneficial for the environment. The use of solar panels are beneficial are it is one of the renewable producers of energy. Solar panels can be used in all parts that receive sunlight[17]. The use of solar panel as the source of energy completely mitigates the chances of power or electricity cut. Moreover, solar panels can be used as long as sunlight is present in the environment. Therefore, this is a sustainable business approach used by the Tindo Solar that is beneficial for the country, its people and the environment. The solar panels provided by Tindo Solar have diverse applications but low maintenance costs thereby, making the use extremely profitable and beneficial for the environment and the company. The customers using solar panels only need to keep the panels clean and has no other maintenance costs[18]. Moreover, Tindo Solar provides a warranty period of more than 20 years for the products they install thereby, m aintaining sufficient environmental, social and financial sustainability. In this report, it can be concluded that Tindo Solar needs to implement strategic operations management for conducting business successfully. Tindo Solar energy is a solar company based in Adelaide, Australia. It is important for the company to manage the strategic operations in terms of financial management, benchmarking, supply chain and sustainability appropriately. The use of lean product management theory will help the organization to maintain the operational management of the product. The use of this theory helped Tindo Solar to manufacture products with huge benefit but not cheap. Moreover, Tindo Solar has a sustainable approach towards the environment of the country, as the company primarily emphasizes on the manufacturing of solar panels and installing them. This is a huge initiative undertaken by the company, as the solar panels have diverse applications and low maintenance costs. In addition to, the company also provides more than 20 years of warranty on their products the reby, ensuring financial and social sustainability. Amigoni, Francesco, et al. "Competitions for benchmarking: task and functionality scoring complete performance assessment." IEEE Robotics & Automation Magazine 22.3 (2015): 53-61. Azevedo, Susana G., et al. "Influence of green and lean upstream supply chain management practices on business sustainability." IEEE Transactions on Engineering Management 59.4 (2012): 753-765. Bansal, Pratima, and Mark R. DesJardine. "Business sustainability: It is about time." Strategic Organization 12.1 (2014): 70-78. Christiansen, Ulrik, Annemette Kjà ¦rgaard, and Rasmus Koss Hartmann. "Working in the shadows: Understanding ERP usage as complex responsive processes of conversations in the daily practices of a Special Operations Force." Scandinavian Journal of Management 28.2 (2012): 173-184. Christopher, Martin. Logistics & supply chain management. Pearson UK, 2016. Gao, Jijun, and Pratima Bansal. "Instrumental and integrative logics in business sustainability." Journal of Business Ethics 112.2 (2013): 241-255. Hepsà ¸, Vidar, et al. "Integrated Environmental Monitoring in Daily Operations." SPE Intelligent Energy International. Society of Petroleum Engineers, 2012. Kayser, Mark Andreas, and Michael Peress. "Benchmarking across borders: electoral accountability and the necessity of comparison." American Political Science Review 106.3 (2012): 661-684. Matta, Andrea, et al. "Modelling home care organisations from an operations management perspective." Flexible Services and Manufacturing Journal 26.3 (2014): 295-319. Ng, Anthony C., and Zabihollah Rezaee. "Business sustainability performance and cost of equity capital." Journal of corporate finance 34 (2015): 128-149. Poksinska, Bozena, Dag Swartling, and Erik Drotz. "The daily work of Lean leaders–lessons from manufacturing and healthcare." Total Quality Management & Business Excellence 24.7-8 (2013): 886-898. Slawinski, Natalie, and Pratima Bansal. "Short on time: Intertemporal tensions in business sustainability." Organization Science 26.2 (2015): 531-549. 'Solar For Business' (Tindosolar.com.au, 2017) accessed 31 August 2017 Stadtler, Hartmut. "Supply chain management: An overview." Supply chain management and advanced planning. Springer Berlin Heidelberg, 2015. 3-28. 'Tindo Solar –' (Tindosolar.com.au, 2017) accessed 31 August 2017.