Canadian Adverising Industry Essays - Advertising, Marketing

Canadian Adverising Industry Beth McNeill Introduction The topic of discussion in this paper is advertising in Canada. It will argue that the Canadian advertising industry strives to protect themselves from competition in the United States. The paper will discuss how the Canadian advertising industry allots their money to different forms of media to ward off the United States competition. Tracing the history of advertising from the early 1960's to the present day, will help to show why Canada concentrates on the television and radio portion of the media. The paper will display the philosophy or reason behind their advertising, as well as the structure of their industry. The audience and the jobs and training that take place will also be examined to better understand the Canadian advertising industry. The external environmental factors such as technology, language, and the economy will also affect the advertising industry. This issue should be addressed to understand the importance of international competition and how it can affect or even control an industry. To better understand the advertising industry in Canada we need to look at some facts. The communication lines in Canada are expanding daily. These communication vehicles are how advertising is spread. The more Canada strives to be evident in the communication lines, the less influence the United States can have on the Canadian industry. There are 18.5 million telephone lines and 3 million cellular phones in use. There are 32.3 million radios in Canada and there are 535 AM stations and 53 FM stations. As of 1997 there was 80 television broadcast stations (with over 100 repeater stations) and 21.5 million televisions. In 1999 there was an estimated 750 Internet service providers (CASI). There are 120 daily newspapers, 108 are in English and the other 12 are in French (Pang). There are also seventy-five ethnic weekly papers published (Pang). Communication is part of the second largest service industry in Canada. With such a large country and such few people Canada relies on strong comm unication to tie people together. Canada was the first country to launch a communications satellite and has been in the forefront of developing communications technology. With more and more changes in technology, the government, and the economy Canada can communicate to all citizens in many ways, keeping the communication lines tight. CBC is Canada's national radio and television service. It was developed in 1936 to help prevent the threat of American programming to dominate Canadian culture (Shepard). Canada has strived to keep their culture of Canadian decent. The United States and Canada have a very strong relationship because they share the longest undefended border in the world and are close allies as members of the North Atlantic Treaty organization (NATO). The United States is the largest investor in the Canadian industry and the largest market for Canadian trade. So Canada could be easily influenced or even controlled by the United States. The United States does tend to exploit its' greater power and affect relations between the two countries. The function of advertising is to develop awareness and recall of a product or service that results in market increase. Canada uses all of the same mediums as the United States, to expose the consumer of products and services. In 1993 the gross advertising revenues for all media reached $9.0 billion. Newspaper advertising accounts for 26.8 percent of this total revenue. Radio and television make up 27 percent of the total. Catalogues and direct mail account for 21.8 percent, periodicals use 15.9 percent and outdoor and miscellaneous uses the remaining 8.5 percent (Strategies). (See pie chart) All of the advertising in Canada can be divided into two components, local and national advertising. Local advertising represents about sixty percent of all media (about $5.4 billion) (Strategies). This advertising is placed into the industry by a companies' media representative and usually does not require the help of an advertising industry. National advertising accounts for the remaining forty percent of all the media (about $3.6 billion) (Strategies). This component is responsible for the revenues of the advertising agencies. Large businesses, which market their products worldwide, are a part of national advertising. Ad agencies coordinate the production, creation, and placement of the advertising. Television is the primary medium, but not exclusively.

French Expressions and Words - Idiomatic Expressions

French Expressions and Words - Idiomatic Expressions There are dozens of expressions in English which contain the word French, but are these things actually French? Take a look at this list with the French equivalents and the literal translations - you might be surprised.Where possible, definitions for these terms have been provided. To french1. (cooking) to cut into thin strips, to trim fat (unknown translation)2. (kissing) see French kiss, below   French bean: le haricot vert green bean French bed: le lit en portefeuille bed that is wider than a twin bed but narrower than a double bed French blue: bleu franà §ais dark azure color French boxing: la boxe franà §aise French braid: la tresse franà §aise (hair style) French plait in UK French bread: la baguette French bulldog: le bouledogue franà §ais French cap: la bague chapeau single spindle wood molding machine French casement: la fenà ªtre deux battants French chalk: la craie de tailleur literally, tailors chalk French chop (cuisine) chop with the meat and fat trimmed from the end (unknown translation(juggling) tomahawk jetà © de lautre cà ´tà © de la tà ªte French cleaners: le nettoyage sec literally, dry cleaning French clock: (unknown translation) elaborately decorated French clock from the 18th century French cricket: (unknown translation) informal type of cricket without stumps in which the batsman is out if the ball hits his/her legs French cuff: le poignet mousquetaire literally, musketeers cuff French curtain: le rideau la franà §aise French curve: le pistolet literally, pistol French custard ice cream: la glace aux Å“ufs French cut underwear: sous-và ªtements la franà §aise (lingerie) high-waisted styleFrench dip sandwich: un sandwich  « French dip  » beef sandwich dipped into beef juice (called au jus) French disease: la maladie anglaise literally, English disease. An old-fashioned term in both languages to refer to syphilis. French door: la porte-fenà ªtreliterally, window-door French drain: la pierrà ©e, le drain de pierres sà ¨ches French dressing: la vinaigrette Only in England does French dressing mean vinaigrette. In the US, French dressing refers to a sweet, tomato-based salad dressing that does not, as far as I know, exist in France. French endive: la chicorà ©e de Bruxelles, chicorà ©e witloof French eye needle - une aiguille double chas French fly: une braguette bouton de rappel hidden button inside fly of mens pants French fry: la (pomme de terre) frite literally, fried potato. Note that French fries are actually Belgian To French-fry: frire la friteuse literally, to fry in the fryer French harp: un harmonica This term is used in the southern US to refer to an instrument made of metal or glass strips attached to a frame and struck with a hammer.French heel: le talon franà §ais (womens shoes) a curved, high heel French hen (unknown translation) In the song 12 Days of Christmas French horn: le cor dharmonie literally, horn of harmonie French ice cream: see French custard ice cream, above French kiss:noun: un baiser avec la langue, un baiser profond, un baiser torrideverb: galocher, embrasser avec la langue French knickers: la culotte-caleà §on French knitting: le tricotin also called spool knitting French knot: le point de nÅ“ud literally, knot point French lavender: la lavande toupet To take French leave: filer langlaise (informal) literally, to split/take off the English way French lentils: les lentilles du Puy literally, lentils from (the French town of) Puy French letter: la capote anglaise (informal) literally, English condomFrench maid: la femme de chambre chambermaid French manicure: le French manucure American-invented style of manicure, with light pink polish on the nail and white polish underneath French marigold: un Å“illet dInde literally, Indian carnation French mustard: la moutarde douce literally, sweet mustard French onion dip (unknown translation) vegetable dip made from sour cream, onion, and herbs French onion rings: rondelles doignon French onion soup: la soupe loignon onion soup (topped with cheese and broiled)French pancake: une crà ªpe In English, this is also sometimes known as a crepe. ï » ¿French pastry: la pà ¢tisserie pastry French pleat: le pli pincà © a pleat at the top of a curtain consisting of three smaller pleats French polish: le vernis au tampon shellac diluted with alcohol and used to produce a high gloss on wood French poodle: un caniche literally, poodle French press: une cafetià ¨re literally, coffee maker French provincial (unknown translation) (architecture, furniture) style characteristic of the French provinces in the 17th and 18th centuries French roast coffee: le cafà © mà ©lange franà §ais literally, French blend coffee French roll: un chignon banane literally, banana bun French roof: un toit la mansarde literally, Mansard roof French saddle: une selle franà §aise breed of horse French seam: la couture anglaise literally, English sewing French silk pie (unknown translation) pie with a chocolate mousse or pudding filling and whipped cream topping French skipping (unknown translation) also known as Chinese skipping, Chinese jump rope, and elastics. French stick: une baguette French telephone: un appareil combinà © telephone with the receiver and transmitter as a single piece French toast: le pain perdu literally, lost bread French trotter: un trotteur franà §ais breed of horse French twist: le chignon bun French vanilla: la vanille bourbonliterally, (the French town of) Bourbon vanillaFrench vermouth: le vermouthdry vermouthFrench window: la porte-fenà ªtre literally, window-doorPardon my French: Passez-moi lexpression. ï » ¿Allow me the expression.

Antony and Cleopatra by William Shakespeare Essay - 3

Antony and Cleopatra by William Shakespeare - Essay Example For the sake of this analysis, the focus will be on love and how it has been developed by the author in the development of the story. In evaluating love as a central theme in the story, the focus will be on the two characters who are deemed as the protagonists. The relationship between Cleopatra and Antony is one which is full of resilience. In spite of the fact that they face so many challenges in the course of their affair, their determination and resolve to overcome everything in the wake of what they face is quite admirable. At the time of the two, the societies constantly faced hardships in the form of conflicts and wars. However, the love that Cleopatra had for Antony was steadfast. In fact, the play depicts what can only be described as a perfect love which was only marred the by challenges that the two faced. The love story in lay seems to unify the characters. It should be noted that at The love that Cleopatra had for Antony is quite strong and emotive. In fact, the face of the conflict that is ongoing between the Egypt and Rome, it is the only thing which is common between the two warring sides. From the story, it is revealed that Cleopatra had decided to take her own life if she could not get her love. The irony in this case is that Cleopatra is a queen who reigns of Egypt. In fact, the love between the Queen and the man from Rome inspires what genuine and true love is. Looking back at the tragedies in the story, it is evident the only thing that seems to unify and symbolize togetherness among the warring sides is the genuineness of the love that is shared by the two. However, it should be noted that the feelings that people have when they are in love are affected by the prevailing factors. For instance, in the course of the war, Antony denounced his own country and men to embrace the love which was from a far land. However, the betrayal in the love story comes from the fact that Antony was a man who

Vedio Analyze Essay Example | Topics and Well Written Essays - 1000 words

Vedio Analyze - Essay Example The company has strived to maintain a corporate culture that fosters creativity and innovation. In that respect, it has fostered an environment that acknowledges good performances by employees. The Human Resources department has played a critical role in ensuring that these demands are met, through establishment of relationships. This approach prepares leaders and managers to deal with various extraordinary situations that may arise. There are various laws that prohibit various forms of discrimination in the United States. By adhering to these standards, the company has been able to meet its strategic objectives as well as customer requirements (Nickels, 2013). Determination of human resource needs takes place through a 5-step process. The first involves preparation of an inventory of its employees. Secondly, the company needs to analyse what different jobs entail. Thirdly, the company needs to examine future demands on the human resource. Subsequently, it should examine supply of th e required labour. This is required for prior training of staff, thus acquiring a competitive advantage. Finally, a strategic plan for hiring should be established (Nickels, 2013). The hiring process involves pre-screening and interviews that assess skills, while emphasising a cultural fit for the candidate, with the company. This fit is important for enhancing the company’s leadership, through organic development. ... Similarly, mentors are useful for guiding staffs that have lesser experiences at the workplace. Performance appraisals are useful for determining the right levels of compensation needed for retaining staff and boosting their motivation levels. This may be done through salaries, bonuses, stock options and other perquisites such as fringe benefits. The staffs are, therefore, able to focus on creative and innovation needed for success at work (Nickels, 2013). The key challenge in human resource management in the United States is attracting and retaining skilled talent in the organization. The country has experienced a shift from a manufacturing economy to service-based. As a result, there has been growing a demand for skilled graduates in high-tech jobs such as software engineering. However, the problem lies in capturing and retaining them. To lure such talent, HR managers need to create several benefits. For example, they need to develop good compensation schemes that appeal to the tal ent. This is also necessary for retaining the talent. The difficulties in attraction and retaining of skilled employees may be attributed to a variety of reasons. Firstly, there may have been limited effort in determining future trends in the labor market. As a result, HR managers within the organization were unable to develop means of acquiring or developing talent in the organization. As a result, the organizations are left with limited access to skilled workers in the market. Secondly, development of compensation schemes is difficult due to financial needs. It is important to note that modern labor markets are characterised by competitive salaries and other forms of compensation. Companies focused on cost-cutting may not be able to capture the interest

Strategic HRM Approach Essay Example | Topics and Well Written Essays - 1750 words

Strategic HRM Approach - Essay Example HR experts and researchers (Armstrong, 2009) focus on multiple issues related to human resource management. First, they explored which factors lead an organization to adopt a strategic approach to HRM as well as the consequent formulation of this strategy. This also raises the question of which firms will be more likely to adopt a strategic approach than others are. For instance, do such firms have a specific set of external and internal characteristics and conditions? Secondly, the experts looked into the policies and practices that are characteristic of distinctive HR strategies. Is it reasonable to assume that there can exist, different sets of HR policies with the different models of HRM? Finally, an important issue that they have explored at length is the organizational performance that follows each of these sets of policies and practices. This brings in the question of whether HR strategy is important for organizations, and the answer that it is an essential factor for the HR s taff to consider when refining organizational performance. The main aim of HRM in this respect is to recognize, select, and implement activities that the staff thinks will be helpful in selecting a direction and a course of action, which would in turn enhance the long-term performance of an organization. This will occur if the chosen actions help synchronize the internal capabilities and skills of the company with the growing demands of its external environment. There are three main organizational frameworks (Armstrong. 2009) related to the several broad approaches of strategic HRM. One is universal, which is the best practice according to experts (Ehnert, 2009), s it focuses on broader aspects of business environment instead of narrowing them down, thus enabling the firm to derive competitive advantage from their strategy, regardless of the circumstance. Then there is the contingent approach (Ehnert, 2009), designed based on specific business environments. This is a narrower approa ch as compared to the universal framework, but is beneficial to specific companies as it provides them with competitive advantage, which is ‘contingent’ upon their reactions to situations arising in their strategic environment. Lastly, there is the organization-specific framework, which is unique for the firm, which designs and implements it. This introduces the concept that the individual characteristics of a firm necessitate a unique approach, as its unique resources such as human capabilities will enable it to derive a certain type of competitive advantage through the correct strategy. To explore each of these frameworks further, paper looks at the examples below, which present an idea of how a strategic approach would be designed based upon the framework. If the organization chooses to operate according to a universal framework, they will design their strategy in the light of the ‘best’ practices, which they will then implement into the overall organiza tional structure. This collection of HRM practices, or rather, this ‘HRM bundle’ could include ‘high ground’ components such as the goals of employee loyalty and commitment to the organization, high quality operation, and product, functional flexibility in the company structure. One goal could even be to corroborate the corporate objectives of the organization with the human

Strategy-evaluation Framework for Mattel

Strategy-evaluation Framework for Mattel 1.0 Strategy Review, Evaluation, and Control The best-formulated and best-implemented strategies become obsolete as a firms external and internal environments change. It is essential, therefore, that strategists systematically review, evaluate, and control the execution of strategies. We have developed a general strategy-evaluation framework for Mattel: Reviewing bases of strategy Measuring organizational performance Taking corrective actions Besides that, we will introduce balanced scorecard as another strategy-evaluation tool to analyze Mattel from few areas of objectives: customers, managers/employees, investors/shareholders, operations/processes, community/social responsibility, and financials. 1.1 General Strategy-Evaluation Framework 1.1.1 Reviewing bases of strategy Reviewing the underlying bases of Mattels strategy could be approached by developing a revised EFE Matrix and IFE Matrix. As being well described and analyzed in Chapter 3 and 4 of this report, here, we will revise EFE and IFE Matrix to review and evaluate how effective Mattels strategies have been in response to key external and internal factors. External Factors Opportunities Mattel has a chance to market Barbie to the whole world and make it a recognizable brand worldwide. This has been proven that Mattel tries its best to improve its marketing strategies to penetrate different market segments and strive for stable revenue annually from international market. Weakening dollar makes the price of Mattels toys becomes more affordable. It is helpful in increase its revenue. To take this advantage, in fact, Mattel has reduced the selling price of its products in some countries. Threats Many children start abandoning tangible toys and looking for more interactive and technological toys or cyber/virtual games. That was why Mattel tried to diversify into software industry. However, until now, its result is not satisfactory. One of the reasons is, the adopted strategies are not matched with its corporate culture or operations. Global recession caused reduced spending or down trading for toys. This is inevitable despite how much effort has been made to stimulate the revenue. However, if Mattel is able to make it more affordable and create a need for customers, it might change its situation. However, strategies should be well developed. Different countries with different cultures and languages in fact have posed barriers which hindered market penetration strategies of Mattel. However, Mattel seemed to have overcome them well as it tried to market its products with different languages in different countries and modified the content of ads with some â€Å"local flavors†. Many other competitors keep coming out with different and better products, such high product substitution threat might threaten the competitive position of Mattel. Therefore, Mattel is particularly cautious with its product quality and safety issues. However, there was still an outbreak of toxic toy which caused few millions loss to Mattel. Due to the emergence of China market and since many production plants have been setup in China, raw materials are subject to price fluctuation when the economy of China appears to be unstable. To overcome this, possibly, Mattel can locate its plants at many different countries. The downfall in one country might be offset by the upturn of another country. Internal Factors Strengths With successful operational and marketing strategies, Barbie has been known as a long established brand for 60 years. With recognizable brand portfolio and wide product range to cater various life stage, in fact, Mattel has safeguarded its market leader position for years. One of the strategies is to have new product launch annually, so that, customers will have â€Å"surprise† every year. Such strategies are considered successful. With the effort and perseverance in maintaining business integrity and practicing corporate social responsibility, it has brought much credit to the reputation of Mattel. Despite the scandals, Mattel does have a group of loyal supporters and fans who will purchase new products of Mattel. Such strategy of creating loyalty and trust in customers is very effective in customer retention. Since Mattel has strategic partnership with Microsoft, Disney, BanDai and etc, this created an invincible strength for it. As there are so many other strong rivals who strive to win market share from Mattel, Mattel tries to form a strong alliance with other strong companies in the market. Devoted, highly-motivated and energetic management team which works together to make better and better products and performance and stay together during doom time, this shows that Mattel has a successful HR strategy which retains experienced and outstanding employees in the corporation. Since early year, Mattel has been keeping its intangible assets as its valuables, such as trade names and trademarks. That is why it has a particular department which deals with this issue. Weaknesses Unprofitable mergers and acquisitions of the Learning Company had made a loss of nearly billion in Mattels account. Although eventually Mattel sold off this subsidiary, this reduced the confidence of investors as Mattels management is perceived as too reckless in MA strategy. Due to many external changes, slipping popularity of their core product – Barbie has been shown in the declining sales of its product. Therefore, Mattel keeps coming out with new products to retain the interest and passion of customers. After the outbreak of toxic toys scandal, generally, the level of acceptance of customers has dropped. No doubt, Mattel has been striving to give the customers the best products, in terms of quality, safety, and etc, however, such an incident is nearly fatal to the reputation and future of Mattel. No matter how good the strategies are, one scandal might ruin the company as a whole. 1.1.2 Measuring organizational performance This includes comparing expected results to actual results, investigating deviations from plans, evaluating individual performance, and examining progress being made toward meeting stated objectives. Both long-term and annual objectives are commonly used in this process. Criteria for evaluating strategies should be measurable and easily verifiable. Generally, strategy evaluation is based on both quantitative and qualitative criteria. For quantitative criteria, financial ratios are commonly used. There are three critical comparisons: Comparing the firms performance over different time periods Comparing the firms performance to competitors Comparing the firms performance to industry averages Mattels performance over different time periods has been well explained in Chapter 7. Overall, Mattel is able to maintain its financial ratios over years. It only has slight increase or decrease occurred. Therefore, internally, we may say Mattel is financially stable and strong over years. Even during economic crisis period, it was still able to maintain its financial performance at a satisfactory level. On the other hand, to compare the performance of Mattel to that of competitors and also industry averages, two main competitors, namely, Hasbro Inc. (HAS) and Jakks Pac Inc. (Jak) have been identified and served as a benchmark to compare the performance of Mattel Inc. (Mat). From the table below, it is obvious that Mattel is the market leader of this industry which having splendid financial performance as compared to its main competitors. By looking at its valuation, profitability, dividend, growth, liquidity and asset ratios, Mattel is far better than competitors and industry averages. In short, based on quantitative criteria, Mattels performance takes a leading position which created core competency for its sustainability and survival. However, it may guarantee long-term success if it does not proactively improve itself. Year 2008 MAT HAS JAKK Industry Averages Valuation Price/Earnings (TTM) 15.24 14.58 1.52 12.78 Price/Cash Flow 10.73 7.83 10.07 9.54 Price/Sales (TTM) 0.98 1.13 0.75 0.95 Price/Book 2.66 2.46 1.06 2.06 Per Share Data Last Dividend 70.09 42.11 0 37.40 Book Value 5.88 9.3 11.66 1.95 EPS (TTM) 1.07 1.9 -12.8 -3.28 Revenue 5.91 B 4.02 B 903.39 M 3.61 B Profitability EBIDTA 742.00 M 654.33 M 101.79 M 499.37 M Operating Margin 9.74% 12.29% 1.85% 10.29% Profit Margin 6.41% 7.63% 1.42% 7.49% Gross Profit Margin 45.19% 55.96% 35.56% 45.57% Dividend Dividend Yield 4.18% 2.96% 0.00% 2.38% Payout Ratio 70.09 42.11 0 37.40 Dividend Yield 5 Year Average 3.33% 2.07% 0.00% 1.80% Growth Net Income 379.63 M 306.76 M 76.05 M 254.15 M EPS (TTM) 1.07% 1.90% -12.80% -3.28% Revenue 5.91 B 4.02 B 903.39 M 3.61 B PEG 1.56% 1.44% 1.71% 1.57% Financial Strength Quick Ratio (MRQ) 6.41 7.63 1.42 7.49 Current Ratio (MRQ) 2.06 2.61 2.09 2.25 Long Term Debt to Equity Ratio (MRQ) 32.72 81.65 0 31.12 Total Debt to Capital (MRQ) 29.83 34.03 11.64 25.17 ROE 17.32 21.24 9.47 16.01 ROA 10.9 9.67 -46.98 -1.80 ROIC (Return on Invested Capital) 13.8 15.52 9.5 12.94 Assets Asset Turnover 1.43 1.29 0.88 1.20 Asset per Employee 143,123.72 528,095.93 1.03 M 0.57 M Inventory Turnover 6.72 5.74 6.79 6.42 Apart from quantitative criteria, there are some qualitative criteria needed to be taken into consideration. These criteria are presented in question forms, including the following questions: * Is the hiring and recruitment process matched with the strategy? Among the workers working at Mattels plant, a large majority of the workers (79%) got their job by applying directly at the plant site, while another 19% were referred by friends. The average length of employment among the interviewed workers was approximately 4.0 years. However, for 26% of the workers, employment at Mattel was their first job. This indicates that while the workforce includes a sizeable proportion of temporary and seasonal workers, the core group provides Mattel with a substantial number of stable and experienced employees. The hiring process includes general company orientation, which covers such issues as the employment contract, rules of conduct, disciplinary measures, grievance procedures, wages deductions and overtime pay policies, transportation services, facilities, amenities and tour of the factory. Newly hired workers also receive information and training in the topics of Environmental, Health and Safety (EHS Orientation). Each worker at the Mattels plant ha s a signed contract on file. Employee personnel records also include illness and injury reports; disciplinary action reports; medical examinations and maternity leave reports. All new hires are also given a medical examination. They also received job-related training of varying length based on the specific requirements of their jobs. Based on these mechanisms on hiring and recruitment, Mattel is able to ensure they have selected the best and right people to achieve companys goals. Are the workers able to understand and practice GMP? GMP is very important in ensuring the quality of products. Interviewed workers largely confirmed that they were familiar with various provisions of Mattels GMP. Management Compliance Report (MCR) indicated that GMP document in local language was provided to all employees and is available in local language. The Plant Manager plays the key role in communicating GMP information to supervisors and employees. The MCR also stated that information on GMP is provided twice a year, through various sources such as the new hire orientation program, employee handbook, boards and the company intranet. Are the plants workers financially motivated to achieve companys objectives? Financial compensations to plants workers are very important to maintain the morale and motivation level of workers. The minimum wage for Tijuana is $41.67 (Mexican pesos) per day. Temporary workers at the Mexicos plant earn at least $74.00 per day; while the core groups minimum wage is $85. All overtime is paid at double wage rates, up to 9 overtime hours each week. All hours worked in excess of 9 hours per week are paid at triple rates. In addition, workers also receive attendance and punctuality bonuses. Besides, all confirmed workers are also entitled to annual leave, sick leave, maternity leave, free vacation, free transportation, free coffee and bakery products, free training courses, and etc. These policies are able to match the workers objectives with companys objectives when they are well compensated. Are work environment of manufacturing operations and related facilities able to ensure the quality of work from workers? As an example, the plant in Mexico is a large plant consisting of one building covering an area of over 473,000 sq. square feet. The facility has installed a very modern and efficient delivery system for handling raw materials. Resins for manufacturing plastic are delivered by trucks to a roadside facility where they are stored in large silos. From there, they are delivered to the molding machines on the factory floor through a sophisticated computer-controlled system. The process is designed to keep the site clean and helps minimize spillage and waste. The facility maintains, among others, detailed and up-to-date records on plant maintenance, air filtration, noise control, fire prevention, and safe storage of hazardous materials. The high standards of environmental health safety of the plant were also confirmed by the ICCA professional engineering audit team through an extensive â€Å"walk through† of the entire plant. ICCAs inspection confirmed that the plant was in â€Å"good† operating condition internally and in â€Å"fair† condition externally. The plant provides free-of-charge Personal Protective Equipment (PPE) to all employees where use of such equipment is required and appropriate. The factory meets or exceeds the GMP requirements for bathroom, wash basins, and clean drinking water. Toilets are equipped with an effective flushing system and are maintained and cleaned on a regular basis. The dining area at the factory canteen is quite attractive. Colorful paintings, natural light through large windows a nd TV for entertainment provides the dining room with a pleasant environment. There is also an outside eating area for those who wish to smoke. Employees are served two meals per shift. The meals are mostly subsidized by the factory with workers paying only a nominal sum. In addition, the medical clinic at the plant is excellent and well-staffed. It is open 24 hours and seven days a week. It is staffed with one medical doctor and three qualified nurses. The clinic has a good record keeping system for the workers use of the clinic including work-related injury data. In short, Mattel has a well maintained facility and operates in an efficient manner while ensuring that the plant provides a clean, safe and healthy work environment for its employees. This also helps to ensure the workers produce high-quality products. 1.1.3 Taking corrective actions The final strategy-evaluation activity is about taking corrective actions, which requires making changes to competitively reposition a firm for the future. These corrective actions might be derived from the inspection of internal or external auditors who review and evaluate the practices and policies of a company. Some corrective actions, for example, like altering an organizations structure, replacing one or more key individuals, selling a division, or revising a business mission. Other changes could include establishing or revising objectives, devising new policies, issuing stock to raise capital, adding additional salespersons, differently allocating resources, or developing new performance incentives. As for Mattel, despites some of the scandals, it has been performing well since its establishment. When there were discrepancies of performance from target, Mattel had made corrective actions accordingly. 1. Mattel Independent Monitoring Council for Global Manufacturing Principles In this internal auditing practice, the physical plant, including all manufacturing and storage areas, were found to be in excellent condition. The plant and its related machinery were well maintained. The housekeeping appeared to be very good resulting in a neat, clean and safe operating plant. MIMCO was especially attentive to ensure that employees were properly using safety equipment and that environmental practices were being followed. However, there are few areas have been identified to make improvements. Employee Treatment by Line Supervisors MIMCO report of the previous audit had noted that the primary source of employee dissatisfaction pertained to incidents, albeit infrequent, of verbal abuse by line supervisors especially when it is meted out in public and in the presence of co-workers. It was recommended that Montois plant management review all pertinent issues of supervision and human relations in its weekly meetings. Further, the plant management should take action to strengthen its first-line supervisor training program. Work-place Hazards Mattel was found to have insufficient storage space as it had reached its maximum capacity. This shortage led to storage of volatile compounds in a tool crib in the middle of the factory assembly line. Another issue of concern was the noise level in some areas caused by the sonic welding machines. This noise level was found to be in access of Mattel GMP standards in the vicinity of the sonic welding operations. A possible work hazard described by employees was the risk of fire when water spilled from machines on the electric cables in work areas. MIMCO recommended an upgrade to the water feeding system and training of employees. The use of all-purpose utility knives to trim the mold marks was identified as a work hazard by management, production employees and the MIMCO team. These cuts were found to be a major source of injury and lost-days of work. Mattel had made corrective actions accordingly to rectify the mistakes and improve on the insufficiencies. Insufficient Bathroom and Toilet Facilities In the initial audit of Montoi, employees had complained about long waiting time for the use of bathrooms. The employees felt that there were not enough bathrooms to meet their needs when the plant was operating at full capacity. Although, the number of available bathrooms met both the GMP standards and the Mexican law, it was recommended that serious consideration should be given to expanding these facilities. The Montoi plant has added 11 more toilets for female employees and 8 for male employees. 2. Mattels corrective actions on ICCA 2004 Follow-Up Report of Mattel Owned and Operated Plants in China Regular and Overtime Work Hours ICCA found that Mattels plants were scheduling work hours in excess of Mattels 60 hour per week requirement. In response to this, Mattel has elected to limit the maximum number of working hours to 60 per week during normal operations, and 72 hours per week during peak periods and other extraordinary situations, provided that overtime is voluntary, the employees are paid appropriately and work hours in excess of 60 hours per week, but less than 72 hours per week, do not exceed 1/3 of the year for each employee. Payment of Minimum Wages Mattels China partner at the Guan Yao facility had made a good faith effort in negotiating a minimum wage that was competitive with other local cities, and had sought out and received approval for the reduced minimum wage originally stipulated for their area. With respect to this reduction of minimum wage at Mattels Guan Yao plant, Mattel has instituted a policy in conjunction with the new minimum wage increase slated for early 2005, which requires Mattels China partner to pay the stated minimum wage for the area. Due to the inconsistency in legal opinion regarding local waivers allowing a reduction of the minimum wage, Mattel will no longer accept these types of waivers from the local labor bureau. Inappropriate Wage Rate During Temporary Shut Downs and Other Circumstances There are three separate and distinct situations with respect to the amount of money employees are compensated for hours worked. In each case that ICCA has identified, Mattel has gone back and assessed an acceptable corrective action. For example, in the case of Guan Yao Chang An, with respect to the payment of minimum wages during down time for internal factors within control of the plant operations, Mattel has instituted a policy of paying the employees minimum wage during these unexpected shutdown periods. This policy change was instituted in January 2004. Mandatory Deductions and Legally Mandated Benefits Mattels annual leave policy has been amended to reflect the actual days of service an employee has worked over the length of their tenure at Mattel. In 2004, Mattel will compensate employees with 5 days of paid leave for those who quit before the end of the year and have one year of service. Mattels policy with respect to maternity leave was updated in 2004. All employees seeking maternity leave, regardless of whether they return to work, will be compensated for the full 90 days, as allowed under Chinese labor law. Mattels policy on deductions for room and board was changed in 2004. All employees who stay in the dorm and eat at the cafeteria will be charged no more than 50 percent of their minimum wage rate. It should further be noted that staying in the dorms is voluntary for employees. 1.2 Balanced Scorecard There are few criteria have been introduced to evaluate and review the performance of Mattel Inc. 1.2.1 Customers Product Quality and Safety Mattels reputation for product quality and safety is among its most valuable assets. Their commitment to product quality and safety is an integral part of their design, manufacturing, testing and distribution processes, and is essential to the success of their business. Childrens health, safety and well-being are their primary concern. They will meet or exceed legal requirements and industry standards for product quality and safety. They strive to earn their consumers trust through their dedication to safety, and to exceed the expectations of parents. Employees have an obligation to immediately report any concerns about product safety or quality to Mattels Worldwide Product Integrity Department. Consumer Information They respect the confidentiality of consumer information consistent with all applicable privacy and data protection laws and regulations. They do not share, sell or trade any private or sensitive personal information obtained online from children without the prior consent of the parent or unless compelled by legal process. Advertising and Promotions Mattels brand and product promotion activities, including advertising, packaging, point of purchase displays, promotional programs and sweepstakes, should be conducted in a manner consistent with applicable laws and with their reputation for honesty and integrity. They adhere to high standards of commercial fairness in ads and promotions. They must accurately portray the features, quality and performance of their products in all advertising media and packaging in a manner appropriate for their target audience. They do not misstate facts or provide misleading or deceptive information about Mattels products, or the products of a competitor. They should be diligent in safeguarding the reputation of Mattel brands and products by being selective about promotional opportunities, such as event sponsorship and other joint promotions, avoiding association of Mattels name with any product, service or activity which might be considered unsafe or inappropriate for children, or with any person or organization if the relationship might be damaging to Mattels reputation. 1.2.2 Managers/Employees Respect They will treat others as they want to be treated with respect, dignity and fairness. They have the right to work in an environment free from discrimination and harassment based on race, color, religion, sex (including pregnancy, childbirth or related medical conditions), sexual orientation, gender identity, national origin, ancestry, social origin, age, disability, marital status, veteran status or other protected characteristics. They also respect their co-workers rights, and remember that such discrimination and harassment will not be tolerated. They should speak out when the conduct of a coworker makes them or others uncomfortable. They each have a responsibility to report to Human Resources any such harassment or discrimination that they experience or observe. Diversity Mattel recognizes diversity as an asset, and is committed to actively seeking and promoting diversity in the workforce. They value the different perspectives, insights and experiences of diverse individuals and cultures, and they aspire to create a company culture that encourages an expression of, and a respect for, diverse viewpoints. They provide equal employment opportunity for all applicants and employees, without regard to factors such as race, color, religion, sex (including pregnancy, childbirth or related medical conditions), sexual orientation, gender identity, national origin, ancestry, social origin, age, disability, marital status, veteran status or other protected characteristics. They make employment decisions to meet their business needs based on factors such as qualifications, skills and achievement. They comply with local and national employment laws. Employee Health and Safety Mattel is committed to providing a safe, healthful and environmentally responsible workplace, and has established safety programs to provide information and training for safe practices in the normal conduct of business and for emergencies. They are responsible for observing safety and health rules, for taking appropriate precautionary measures and for reporting unsafe or hazardous conditions to their supervisors, to Mattels Global Sustainability Department, Global Security Department or local Mattel security personnel. In order to maintain their high standards for quality, productivity and safety, they should be in suitable mental and physical condition at work. Possessing, buying or selling, using or being under the influence of illegal drugs or engaging in any other activities which create an unsafe work environment while on duty, or when on Mattel premises, are expressly prohibited. The consumption of alcohol while on duty or when on Mattel premises is prohibited except during approved Mattel social functions, or during business meals. 1.2.3 Investors/Shareholders Protecting Mattel Assets All employees and Directors share in the responsibility to protect Mattels assets, including physical assets, financial assets, intellectual property and proprietary information from theft, loss, damage, misuse or waste. Those of them who have custody of company property, such as vehicles and laptop computers, should take appropriate measures to ensure their proper security and use.

The Communications Decency Act :: essays research papers

The Communications Decency Act The Communications Decency Act that was signed into law by President Clinton over a year ago is clearly in need of serious revisions due, not only to its vagueness, but mostly due to the fact that the government is infringing on our freedom of speech, may it be indecent or not. The Communications Decency Act, also know by Internet users as the CDA, is an Act that aims to remove indecent or dangerous text, lewd images, and other things deemed inappropriate from public areas of the net. The CDA is mainly out to protect children. In the beginning, the anonymity of the Internet caused it to become a haven for the free trading of pornography. This is mainly what gives the Internet a bad name. There is also information on the Net that could be harmful to children. Information on how to make home-made explosives and similar info such as The Jolly Rodgers and the Anarchist's Cookbook are easily obtained on the Net. Pedophiles (people attracted to child porn) also have a place to hide on the Internet where nobody has to know their real name. As the average age of the Internet user has started to drop, it has became apparent that something has to be done about the pornography and other inappropriate info on the net. On February 1, 1995, Senator Exon, a Democrat from Nebraska, and Senator Gorton, a Republican from Washington, introduced the first bill towards regulating online porn. This was the first incarnation of the Telecommunications Reform Bill. On April 7, 1995, Senator Leahy, a Democrat from Vermont, introduces bill S714. Bill S714 is an alternative to the Exon/Gorton bill. This bill commissions the Department of Justice to study the problem to see if additional legislature (such as the CDA) is even necessary. The Senate passed the CDA as attached to the Telecomm reform bill on June 14, 1995 with a vote of 84-16. The Leahy bill does not pass, but is supported by 16 Senators that actually understand what the Internet is. Seven days later, several prominent House members publicly announce their opposition to the CDA, including Newt Gingrich, Chris Cox, and Ron Wyden. On September 26, 1995, Senator Russ Feingold urges committee members to drop the CDA from the Telecommunications Reform Bill. On Thursday, February 1, 1996, Congress passed (House 414-9, Senate 91- 5) the Telecommunications Reform Bill, and attached to it the Communications Decency Act. This day was known as "Black Thursday" by the Internet community. One week later, it was signed into law by President Clinton on Thursday, February 8, 1996, also known as the "Day of Protest.