Canon strategic analysis case study Essay

This report examines the competitive strategy that enabled the â€Å"camera company from Japan†1 not only to break down the monopoly enjoyed by Xerox in the copier business in the 1970s but also to grow into a highly diversified, multi-product and multinational premier company. Specifically, the report considers (1) the competitive strategy of Canon (2) the major resources and capabilities of Canon (3) management of the development and transfer of capabilities throughout the organisation (4) Canon’s strategic perspective (5) is Canon successful? (6) conclusion and key learning points Competitive strategy The dominant generic competitive strategy adopted by Canon is differentiation. The company deployed its technological capabilities and know-how in fine optics, precision mechanics, microelectronics and fine chemicals to develop innovative and state-of-the-art products, which were of better quality than those of its competitors. These products resulted mainly from the strong, decentralised research facilities of the company and the incredible ability of its engineers to convert research findings to new products and technological innovation. Although Canon succeeded in manufacturing products at low cost, it did not deliberately compete on the basis of low price. The quality of its products combined with significant amount of marketing and deliberate brand development efforts have established a sound reputation for Canon in the market and these underlie the competitive advantage of Canon. Resources and capabilities The major resources of Canon are as follows: (1) Financial capacity: product innovation and attendant growth in sales and profits enabled provided Canon with the finance required for additional research and product development which resulted in further increases in revenue in a virtuous cycle. (ii) Decentralised R&D and new product development: in addition to the company’s main research centre which supports state-of-the-art research in optics, electronics, new materials and information technology, each product division has development centres (manned by its own R&D personnel) where 80% to 90% of the company’s patentable inventions are discovered. Three corporate research centres are responsible for applying the research findings to new products development. The company also introduced programmes to reduce the time for taking new technology to market by 50%. Innovative products provide the company with competitive advantage through new sales and patents, which serve as entry barriers to competitors. (iii) Marketing expertise: the strength of Canon’s marketing expertise derived from an effective product introduction strategy, a strong dealer network, large advertising spend and brand development. New products are first introduced in the home market before they are sold overseas in order to enable the learning and experience from the home market to be transferred to international markets. Even then, new products are only introduced into the market through proven, existing channels, to minimise the risk of failure. The Company also built up a strong dealer network which supported both sales and service of copiers. Dealers had to complete a service training course before they are allowed to sell copiers. Canon regards dealers as a vital asset through which it is able to understand and respond to customers’ needs on a timely basis. Brand development efforts are undertaken through advertising, corporate sponsorship and a deliberate effort to only associate unique and qua lity products with the brand. This was demonstrated when Canon decided not to market the inferior CPC technology licensed from RCA under the Canon name. (iv) Partnerships and joint venture relationships: despite Canons strong technological capability, it acknowledges that it has neither the resources nor the time to develop all the technologies needed for its products. This resulted in the development of strategic alliances and joint ventures in  Europe and in the US, with companies such as CPF Deutsch, Eastman Kodak and Texas Instruments. These relationships were not only sources of required technology, they also served as strategic tool for market development for the company’s products and for mitigating foreign trade tensions. (v) High quality, low cost manufacturing: Canon has a philosophy of producing quality products at the lowest cost. Strong emphasis is placed on inventory management, waste reduction, material and production planning. Continuous improvement in productivity was achieved through automation and innovative process improvement. The commonality of parts between adjacent copier models also contributed to low cost of manufacturing due to standardisation. High quality, low cost manufacturing combined with premium prices provide Canon with an opportunity to earn good margins. (vi) Highly motivated work-force: employees are held in high regard at Canon. This was applicable to both business unit managers as well as production line workers. The business unit managers were empowered to act as surrogate CEO of their units and to make quick business decisions. A number of initiatives were implemented to motivate production workers. These include the â€Å"stop and fix it† programme (which empowers any employee to stop the production line if he or she believes there is a quality problem), responsibility for maintenance of own machine and on-line feedback on quality and production targets. The level of motivation was reflected in the suggestion programme implemented by the company which resulted in more than 70 suggestions per employee per year, with a 90% implementation rate of suggestions offered. These resulted in significant corporate savings relative to the cost of the programme. (vii) Visionary leadership: the company’s president, Mr. Kaku, was a very effective and visionary leader. He introduced the diversification drive, corporate entrepreneurship and was very focused on the long term direction of the company. (viii) Suppliers relationship: the long-term relationship developed with suppliers enabled the company to outsource the manufacturing of over 80% of copier parts to suppliers. (ix) Long-term approach: Canon always takes a long term view when making management or strategic decisions. This was demonstrated for instance when the company developed the bubble jet printers which was capable of cannibalising its well established laser jet printer. This approach enabled a consistent and focused implementation of strategic choices rather than short term panic reaction to crisis and challenges. These resources and capabilities are extremely important for Canon’s competitive advantage over its competitors. Management of development and transfer of capabilities throughout the organisation As Canon grew into a multi-product, multinational corporation, the company’s management took the following steps to ensure the continued development and transfer of capabilities throughout the organisation: (i) Implementation of independent entrepreneurial business units: independent operating units were created for cameras, office equipment and optical instruments. The business units were empowered to act on their own but were given clear profitability targets and highly ambitious growth objectives. (ii) Functional committees: three functional committees were established by management to oversee the company-wide administration of new technology and product development, manufacturing and marketing. These committees were chaired by members of Canon’s management committee, which gives them the ability to ensure consistency and communicate improvements throughout the organisation and into the different business units. (iii) Development of a global information system: Canon developed the GINGA system to interconnect all parts of the organisation into a global database to facilitate the timely flow of information among managers in all the company’s locations around the world. Canon’s efficient vertical communications structure with a lateral one will facilitate direct information exchange among managers across businesses, countries, and functions1. Strategic perspective The strategic perspective of Canon has traditionally been inside-out orientated. The company had a product focus whereby it deploys its technological capabilities to develop a diverse range of products, which it then markets on the strength of its brand through a wide range of dealer network and direct sales channel. The advantage of this method for a company like Canon is that it is able to leverage its expertise to develop a wide range of unique products. The costs associated with such developments would relatively be lower as it leverages on existing capabilities. The experience gained in the use of the underlying technology should result in high quality products. There is however the potential danger that the company may be unaware of changing trends and requirements in the market and therefore be unable to respond swiftly, giving competitors an advantage. It would appear however that Canon’s strategy is not exclusively inside-out, but has some elements of market focus. The development of the personal copier market for instance was based on an identified need in the market, with a clear description of the features of the product that would meet the need. This was clearly base on an outside-in approach. In addition, one of the major reasons that Canon values its dealer network is because it enables that company to understand and respond to customers needs. Diversification into the computer industry Based on the capabilities of Canon in the early 1990s, the company should have a good chance of doing well if it focused on the computer industry for the following reasons: (i) The company has demonstrated a strong ability to develop new technological innovations on the back of its existing technologies. With its  expertise in electronics, optics, fine chemicals and semi-conductors, Canon has the potential to develop quality computer systems that will compete favourably in the market. (ii) Canon already has a well-established brand name in home and office automation products through its range of copiers, facsimiles, electronic typewriters, laser printers and word processing equipment. The company will probably succeed in linking these discrete products into a multifunctional system. With the quality associated with the brand, its strong dealer network and direct selling experience, the market is very likely to give such a system a chance. (iii) Canon has also demonstrated the ability to buy in technology through its strategic alliances. This capability, with its low cost, high quality manufacturing should enable Canon to develop competitive computer systems. Apart from computers, the company should consider products that can utilise the company’s existing technological capabilities and dealer networks, such as DVD, televisions and similar products. Is Canon successful? From a variety of perspectives, Canon can indeed be regarded as successful. It effectively damaged the dominance of Xerox over the copier market, developing its market shares during the period. It also successfully diversified from being a camera company into a multinational, multi product company offering a range of high quality products to its global customers. The Canon brand name is well respected across the globe. Financially, the company recorded consistent growth in sales and profits over the review period. A review of the company’s financial statements from 1998 to 2002 showed that Canon has continued to grow its turnover and net income. Conclusion and key learning points (i) Resource based approach: Canon’s success was largely driven by the  company’s ability to utilise its core competences to develop innovative products as a means of gaining competitive advantage. (ii) Continuous learning and innovation: Canon demonstrated the benefits of continuous learning. As it succeeded with the AE-1 camera, its researchers and engineers further developed new expertise in microelectronics (to produce the electronic calculator), the new process (for copiers), cartridge based technology (for the personal copier and later the desktop printer) etc. These enabled the company to diversify its range of products; which was one of the reasons for its growth and success. (iii) Strategic value of partnerships and joint ventures: Canon effectively used these for acquiring technologies, developing markets, mitigating foreign trade tensions and reducing costs. (iv) Corporate level strategy: as the company developed into a multi-product and multinational corporation, the corporate level strategy remained the vehicle through which the global organisation was managed and integrated. (v) Strong monopolies can be broken: with over 93% market share in the 1970s and a brand name that was synonymous with copying, it would appear that the positional advantage of Xerox was unassailable. Canon demonstrated that such monopolies (when not imposed by government) can be broken through the introduction of innovative and quality products. By introducing the personal copier, the company also demonstrated the potential impact of one firm to completely change an industry.

Customer Management Tools

Customer Management Tools Description of the system Business administrators and computer scientists have long realized that information technologies can greatly assist customer relationship management (CRM). There are various CRM applications; overall, they are aimed at supporting the following activities as marketing and sales activities, technical support, and so forth (Sheth, Parvatiur Shainesh, 11).Advertising We will write a custom report sample on Customer Management Tools specifically for you for only $16.05 $11/page Learn More CRM tools can be divided several groups: sales automation software, scheduling applications, order management programs, etc. These applications can function separately although very often they are grouped into a software package. The choice of programs depends upon the size of the company, its structure, and their supply chain, and the kind of product that they offer to their clients. Therefore, the composition of CRM application can vary. CRM solution s enable the company and its customers to interact through different types of channels such as telephone, e-mail, instant messaging, or chat (Jha, 2). In the majority of cases, they are Internet-powered. These programs are supposed to provide accurate information about the customers, their needs, their response to the product, or to the marketing campaign of the company (Jha, 6). We need to note that CRM applications draw information from different kind of sources, for example, service personnel, sales managers, marketing departments, call centers, or business developments agents[1] (Sheth, Parvatiur Shainesh, 16). Thus, one can say that CRM systems can be regarded as analytical tools which help the management to understand the behavior of their clients and their buying preferences. Furthermore, these applications are intended for simplifying the interactions between the clients. It is very important when one speaks about ordering or purchasing of goods. Judging from this descripti on, we can argue that a CRM system can be regarded as a set of multimedia solutions which have to serve a wide range of organizational purposes. They assist the management with the collection and analysis of the information about customers and market trends. The benefits of the system A company that has successfully implemented CRM systems can expect a great number of benefits. For instance, they can reduce the time required to respond to the client’s needs and increase customer retention (Kurtz, MacKenzie and Snow, 301). When we are speaking about the customers’ need, we should mention such issues as expectations for the product or service, and the problems which they need to resolve.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The second improvement brought by CRM systems is cost savings, such as reduced capital investment, especially the money required for pr oduct development. Secondly, these applications enable the companies to reduce labor costs[2] (Reynolds, 28). On the whole, the major advantage of these applications is that they allow the company to â€Å"hear the customers’ voice† (Grà ¼newlder, 5). In other words, they can understand why the customers can either loyal to the company or dissatisfied with it. CRM solutions provide the clients with an opportunity to express their views about the company’s product or services and make recommendations for their improvement. By adopting CRM systems, the management can convince the clients that the company is concerned with their problems and needs. This is one of the best ways to increase customer retention rates. Among other advantages of these applications is that they allow enterprises to better match the supply of their products with the demand. The thing is that they provide historical data about sales rates. They show how whether a specific type of product w ill be required by the customers in the future. This information is very important for those enterprises which manufacture a great variety of items. CRM applications help them develop production schedules and avoid such risks as shortage of supplies or overproduction (Kurtz, MacKenzie and Snow, 301). Thus, the benefits of CRM systems are related to the following areas: 1) customer satisfaction and loyalty; 2) internal operations; and 3) cost savings. Its application in business activities Customer relation management tools can be applied to different business activities. One of them is the monitoring of the employees’ performance. This function is particularly important when we are speaking about service companies, in which management has to know whether employees are able to respond to the customer’s requests as quickly as possible (Jha 230). Another business activity that we need to mention is product development. CRM applications provide accurate numerical informati on about the clients’ reaction to new products and services. The thing is that by using these programs, the management can understand why customers can either like or dislike a product. By using these data, the company can better manage its value chain that includes supply of raw materials, manufacturing, marketing delivery of goods, and post-sale services (Reynolds, 27). Therefore, it is possible to argue that CRM applications can be indirectly related to every business activity of an enterprise.Advertising We will write a custom report sample on Customer Management Tools specifically for you for only $16.05 $11/page Learn More Additionally, one should not forget that CRM applications can help them management determine whether the company’s internal operations are efficient. For instance, if the customers are often complaining of the employees’ lack of responsiveness, the necessity to wait for a long time, untimely delivery of goods, a nd so forth, the management should focus on the structure of the organization, the training of the workers, and the cooperation between different departments. Customer relation management systems can pinpoint the underlying cause of the problem. More importantly, they can assist front-line managers who organize the employees and evaluate their performance. Modern companies place companies at the core of their every business activity, including product development and design, production, marketing, assessment of performance, and other areas. The strategy is based on a self-evident fact that clients are the major stakeholders for any organization. Customer relation management applications only help them implement this philosophy. This is why they are so important. The relevance of the CRM applications to marketing In the previous sections, we have described several applications of CRM system. At this point, it is necessary to discuss their relevance to the marketing activities of an e nterprise. One of the most important applications is sales force automation, which means that this software reduces the time required to order goods or service, make financial transaction, and deliver the products to the client (Chaffey et al, 342). Additionally, CRM systems enable the management to see which distribution channels are the most effective (Havaldar, 73). For example, the companies need to know whether the clients purchase via Internet or from chain stores. CRM solutions can give them accurate statistical data about the purchases made by the clients. Therefore, the management can determine which distribution channel is more important to them. Another marketing application of CRM is that it allows the management to understand how clients learn about the products and services. This knowledge is essential for the management because it allows them to develop advertising strategies (Chaffey et al, 342).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For instance, many companies do not know whether they should promote their products through television, radio, newspapers or Internet. CRM systems show how customers search information about new goods and services, and this is major application to marketing activities of an enterprise. Finally, CRM applications show which products the customer has recently purchased. This data can be used by the developers of online websites (Chaffey et al, 342). So, we can say that CRM applications can support different marketing activities. They main function is to offer the management tools for the analysis of quantitative or qualitative data so that they could understand the future behavior of the clients. CRM systems help the executive officers understand why people buy certain types of products, why they do, how they learn about them and what appeals to them most. Without answering questions the company can hardly plan any marketing strategies. Customer relation management tools are important for market research and advertising campaign. The use of this system by Saudi Arabian firms Statistical data suggest that Saudi Arabian firms are willing to adopt CRM system in order to enhance their performance because the economy of this country is now becoming less oil-based and many industries such as construction, IT, services sectors, and banking institutions require customer relations management tools (CRM Forecast, unpaged). There are numerous examples of how CRM are used by Saudi Arabian firms. We can refer to such company as Al Alamiah, which is a leading software provider in the country. The company had to find ways of improving support center activities, especially when engineers had to respond to a customer’s problems either with the equipment or software (SAGE, unpaged). Before the implementation of this system the company had to spend much time in order to spread information from one department to another. As a result, the clients had to wait for hours and many of them were dissatisfied. The CRM applications, which Al Alamiah installed, allowed them to automate this process and monitor the performance of engineers. As a result, this service company managed to reduce the response time and avoid criticism of the clients. Another example is Al Rajhi Holding Company that consists of more than 100 divisions. The corporations needed to create a single customer database and develop tools of analyzing sales information. They needed to analyze sales data by product, region, salesman, or period (SAGE B, unpaged). This is why they implemented Enterprise Resource Planning (ERP) system that included CRM programs. These tools helped them develop marketing strategies and organize their supply chain. Judging from these two examples, we can argue that Saudi Arabian companies adopt CRM solutions in order to improve the cooperation between different departments and speed up the flow of information. These applications bring them such benefits as increased sa tisfaction of the customers, opportunities for planning the production, and ability to understand the buying preferences of the clients. These examples suggest that in the future Saudi Arabian firms will make full use of CRM systems to improve their performance. Appendixes Picture 1. The flow of information between the company and the customers (Sheth, Parvatiur Shainesh, 17) Picture Two: The Economic Benefits of CRM systems (Reynolds, 28) Chaffey Dave, Ellis-Chadwick Fiona, Mayer Richard, and Kevin Johnston. Internet  marketing: strategy, implementation and practice. NY: Pearson Education, 2009. CRM Forecast. â€Å"CRM Software Market Share For The Middle East†. (n. d) Web. Grà ¼newlder Arend. Implementing CRM Systems: Approaches and Potential  Problems. Munich: GRIN Verlag. 2008. Print. Jha Lakshman. Customer Relationship Management: A Strategic Approach. Dehli: Global India Publications. 2008. Print. Havaldar Krishna. Business Marketing: Text Cases. Tata McGraw- Hill Education. 2010. Print. Kurtz David, MacKenzie H.F. and Snow K. Contemporary Marketing. NY: Cengage Learning. 2009. Print. Reynolds Janice. A practical guide to CRM: building more profitable customer relationships. London Focal Press, 2002. Print. SAGE. â€Å"Case Study Al-Alamiah implements SalesLOGIX CRM† 2010. Web. SAGE (B). Case Study Sage connects large Saudi enterprise. Web. Sheth Jagdish, Parvatiyar Atur, and Shainesh G. Customer relationship  management: emerging concepts, tools, and applications. Tata McGraw-Hill Education. 2001. Print. Footnotes Please refer to the Appendixes, Picture One to see the exchange of information between customers and companies. Please refer to Picture 2 in the Appendixes.

How the colors of the office can affect productivity in your employees

How the colors of the office can affect productivity in your employees Who would’ve thought that the colors in your office space can affect the productivity of your employees? Colors can set the mood for your employees through out the day. Some colors are calming while other colors can help to inspire and drive creativity. But you don’t have to limit yourself to pick just one color, you can make as many combinations  you feel is best. Look around, does your office space have these colors? Maybe it might be time to get some objects with these colors to jazz up your working space.  Source [Taskworld]

Private Day Schools in New York City

Private Day Schools in New York City There are more than 2,000 private schools in New York state, with approximately 200 of those private schools in New York City. Check out this sampling of day schools offerings grades 9-12 with low student to faculty ratios, challenging curricula and excellent reputations for college prep. The schools are coed unless otherwise noted. Many offer early grades as well.   This list is presented in alphabetical order by location. Downtown Friends Seminary Address: 222 E 16th Street, New York, NY, 10003Religious Affiliation: Friends (Quaker)Teachers to Students Ratio: 1:6Tuition: $41,750 Comments: This fine old Quaker school has been around since 1786. In the 2015-2016 academic year, over $4.8 million in  financial aid  was awarded to approximately 22% of the student body at this selective school. Grace Church School Address: 46 Cooper Square, New York, NYReligious Affiliation: EpiscopalTeachers to Students Ratio: 1:5Tuition: $44,000 East Side The Beekman School Address: 220 East 50th Street, New York, NY, 10022Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:4Tuition: $38,000 Comments: If your child is an actor and needs a special school schedule to accommodate his schedule, The Tutoring School section of The Beekman School might be the answer. Birch Wathen Lenox School Address: 210 E 77th Street, New York, NY, 10021Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:7Tuition: $43,479 Comments: BWL is the outcome of The Birch Wathen School combining with The Lenox School in 1991. The school now offers a science initiative, including seminars for Women in Science Education and college-level research opportunities. The Brearley School (All girls) Address: 610 East 83rd Street, New York, NY, 10028Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:7Tuition: $43,680 Comments: The Brearley School was founded in 1884. This prestigious girls school offers serious college preparatory studies as well as a host of extracurricular activities and sports. A highly selective school. Convent of The Sacred Heart (All girls) Address: 1 East 91st Street, New York, NY, 10128Religious Affiliation: Roman CatholicTeachers to Students Ratio: 1:8Tuition: Varies by Grade, Highest is $44,735 Comments: Take a look at the top colleges CSHs grads go to. Then you will understand why this is a serious college prep institution. Solid academics. Conservative Catholic values. Selective admissions. Dalton School Address: 108 E 89th Street, New York, NY, 10128Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:5Tuition: $38,710 Comments: This is one of the original progressive schools. Founded by Helen Parkhurst, Dalton remains true to her missions and philosophy. This is a very selective school. Only 14% of applicants were accepted in 2008. Loyola School Address: 980 Park Avenue, New York, NY, 10028Religious Affiliation: Roman CatholicTeachers to Students Ratio: 1:8Tuition: $35,800 Comments: Rigorous Jesuit education for young men and women. Upper East Side location. Lycee Francais De New York Address: 505 East 75th Street, New York, NY, 10021Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:10Tuition: $32,950 Comments: Lycee has been offering a French education since 1935. It prides itself on producing citizens of the world. Nightingale-Bamford School Address: 20 East 92nd Street, New York, NY, 10128Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:6Tuition: $44,400 Comments: Ignore the caricature of the school as seen on Gossip Girls and focus on the reality that this is a highly successful, very selective girls school. One of Manhattans top private schools. Rudolf Steiner School Address: 15 East 79th Street, New York, NY, 10021Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:8Tuition: Varies by grade, Highest Tuition is $44,500 Comments: The Steiner School is the first Waldorf school in North America. The school has two buildings in Manhattan to house the lower and upper schools. The Spence School (All girls) Address: 22 E 91st Street, New York, NY, 10128-0101Religious Affiliation: Non-sectarianTeachers to Students Ratio: 1:7Tuition: $43,000 Comments: Rigorous academics at this top Manhattan girls school. Graduates go on to the top tier colleges everywhere. A selective school. United Nations International School Address: 2450 FDR Drive, New York, NY, 10010Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:7Tuition: Varies by grade, Max tuition is $38,500 UNIS is a large school serving the diplomatic and expat community in Manhattan. UNIS also is an IB school. West Side Collegiate School (All boys) Address: 260 West 78th Street, New York, NY, 10024Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:5Tuition: $41,370 Comments: Americas oldest independent school was founded in 1628. If you are considering a Manhattan boys school, Collegiate is one of the best schools in the country. Columbia Grammar and Preparatory School Address: 5 W 93rd Street, New York, NY, 10025Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:6Tuition: $38,340 One of the oldest private schools in New York the school has one of the finest academic and college prep programs available. This is a selective school. The Dwight School Address: 291 Central Park West, New York, NY, 10024Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:5Tuition: $39,650 Comments: Dwight offers an unusual amalgam of internationalism and civic awareness. The school is the only New York City school to offer the International Baccalaureate at all three levels. Professional Childrens School Address: 132 West 60th Street, New York, NY, 10024Religious Affiliation: NonsectarianTeachers to Students Ratio: 1:8Tuition: $38,300 Comments: PCS offers flexible, concentrated schedules so its students can pursue their professional careers and/or training. Trinity School Address: 139 West 91st Street, New York, NY, 10024-0100Religious Affiliation: EpiscopalTeachers to Students Ratio: 1:7Tuition: $41,370 Comments: Trinity was founded in 1709. The school has nearly 1,000 students and is a highly selective school. They are known for offering educational programs for both body and mind. Other Locations The Masters School  (approx. 12 miles from Manhattan) Address: 49 Clinton Avenue, Dobbs Ferry, NYReligious Affiliation: NoneTeachers to Students Ratio: 1:12Tuition: $41,00-$59,500 Comments:  Masters is 35 minutes from Manhattan and offers private busing from the East and West side of Manhattan.

Is family therapy (a.k.a. Maudsley method) more effective treatment Research Paper

Is family therapy (a.k.a. Maudsley method) more effective treatment than individual therapy for anorexia nervosa - Research Paper Example is has been followed by researches and counter researches that are meant to disapprove either of the procedures and come up with the best therapy that suites everyone. Comparisons have been made to each of the therapies s as to identify loopholes that may be used to criticize either of the procedures. The controversies rose from prescriptions from doctors. Some doctors recommended that patients suffering from anorexia nervosa stood a better chance of quick recovery through family therapy. On the other hand, other doctors recommended that such patients were better off if they adopted individual therapy as a mode of healing their complication. As a result, there was conflict of interest. Many have since come up with varied finding most of which are supported by valid reasons. However much this matter still remains unresolved, quiet a number of people have believed on various findings and have since settled permanently on them. This course will help in identifying the best treatment amongst the two by giving relevant support points and evidences affiliated to researches conducted by different organizations and individuals. According my opinion that is justified by a number of researches which will be highlighted in this course, family therapy is far much better as compared to individual therapy because of very many viable reasons. This conclusion comes after numerous researches and comparisons that have managed to prove, beyond any reasonable doubts, that family therapy is a better procedure as compared to the latter. As already highlighted in the introduction, family therapy is far much better than individual psychotherapy. Family therapy involves the parents of the ailing teenage by making sure that the patient takes the correct type and amount of food. Parents are also advised by doctors to ensure that their ailing children do just enough body exercise. The disease of anorexia nervosa makes its patients believe that they are fat and hence the urge to cut weight

The Civil Rights Revolutions of the 60s Essay Example | Topics and Well Written Essays - 500 words

The Civil Rights Revolutions of the 60s - Essay Example Since then, leaders and critics have already ceaselessly demanded that people, regardless of race and gender, should be accorded the respect that Whites have so far exclusively enjoyed. However, it was only during the 1960s when black Americans collectively demanded on the street, in churches and dialogues their rights as citizens under the United States Constitution. This mass movement was sparked by several important developments such as the efforts of four Southern students who initiated the Woolworth lunch counter to protest racial discrimination. (Farber and Bailey, p. 13) Then, there was also the Supreme Court’s decision in Brown v. Board of Education, 1954-1955, wherein it was found that school segregation was unconstitutional. (Sargent, p. 2) Finally, there was also the assassination of Dr. Martin Luther King, Jr. What was originally intended as anti-racial discrimination movement, the Rights Revolution came to cover several other issues that made the movements complic ated and far-reaching, especially in the context of reforms achieved. There was the clamor for economic, political and cultural policy-reforms, effectively highlighting the manner by which the Rights movements took the cudgels for several other causes.

Research, identify and discuss the advantages and disadvantages of Essay

Research, identify and discuss the advantages and disadvantages of business regulations - Essay Example Regulations are good in the way that they provide a particular direction for businesses to follow. Rules and regulations actually help standardize the business operations as all workers and businesses will follow a particular set of instructions which are applicable to them. On the other hand regulations are also important as some businesses do not self-regulate themselves and can therefore be involved in actions which are harmful to the society. For example if restrictions are not imposed on the emission of factories then many companies might not care about the negative effect of emissions from factories ad may continue to do so in order to save costs of safe emission systems. When regulations are made and implemented, then these companies are bound to follow it otherwise they’ll have to bear the consequences in form of penalty such are monetary fines or closure of business. Therefore, regulation is one form of ensuring that the business doesn’t harm the society. (Porket, 2003) Moreover, regulations are also important in protecting the rights of the employees as without regulations, employers may exploit the employees through bad working conditions or low wages etc. Due to this government tend to make regulations regarding minimum wealth, health and safety conditions. Regulations also help in preventing exploitation of consumers. If there are no regulations, then monopolies would exploit consumers with high prices, companies won’t produce goods with quality standards and might not mention the harmful effects of using a particular product if proper regulations are not in place. Therefore regulations are beneficial as many businesses don’t tend to self-regulate them. (Porket, 2003) Along with advantages, there are also some drawbacks of regulations. These include the costs of complying with these regulations. Regulations which are