Theres antimony, arsenic, aluminum, selenium

There’s antimony, arsenic, aluminum, selenium… Whew! I ran back from my field hockey game today (we won, 3-1! ya!) just in time to help the 213 suite put together a study break. Every Thursday, some group of people on the floor puts together a late night snack for everyone to enjoy while, as the name implies, breaking from their studies. Since we hadnt actually planned anything, we just ran to LaVerdes (the convenience store in the student center) and bought brownie mix and ice cream. It was all quite delicious, even if a certain member of the 224 suite complained that we stole one of their ideas. =P Ive been hanging out in the floor lounge since then, trying to do some programming for 6.081. But Im tired and confused (why is d+=1 legal normally but not when it comes right after the else command?) so Im not really making progress. Instead, Im having more fun observing the other activity going on in the floor lounge One of the requirements of 3.091 (one of the freshmen chemistry options) is that the students memorize the contents of the periodic table for a quiz. This basically means that everyone crams the information into their brains just before the quiz and then promptly forgets it all. A couple of freshmen were in the process of said cramming when Diana 08 and Adelaide 09 decided to try to fill out the entire table from memoryyou know, for fun. So between my halfhearted attempts at trying to figure out my syntax errors, Ive been shouting out radium is more reactive than that! or Hey you forgot manganese! Its honestly a rather pleasant way to spend an evening. Said the MIT student. Seriously, this is what we do for kicks. If you think thats lame, MIT is not for you. =P Now that Ive actually been to classes, I can share them with you! Yay! 2.001: Things are static. ? £Fx=0. ? £Fy=0. ? £M=0. The end. 2.003: Things move. The end. 6.081: Things do what you tell them to if you can figure out how to do it without making them mad. Usually. 21M.600: Things (i.e. students) act like trees that die in the winter and are born again in the spring. its weird. So that was whimsical and vague. Im tired, leave me alone. Ill write more insightful descriptions later. Ask me questions. Your previous questions will be answered in my next entry, when I dont feel like Im about to fall asleep any second. Good night!

Ionic vs Covalent Bonds - Understand the Difference

A molecule or compound is made when two or more atoms form a  chemical bond, linking them together. The two types of bonds are ionic bonds and covalent bonds. The distinction between them has to do with how equally the atoms participating in the bond share their electrons. Ionic Bonds In an ionic bond, one atom essentially donates an electron to stabilize the other atom. In other words, the electron spends most of its time close to the bonded atom.  Atoms that participate in an ionic bond have different electronegativity values from each other. A polar bond is formed by the attraction between oppositely-charged ions.  For example, sodium and chloride form an ionic bond, to make NaCl, or table salt. You can predict an ionic bond will form when two atoms have different electronegativity values and detect an ionic compound by its properties, including a tendency to dissociate into ions in water. Covalent Bonds In a covalent bond, the atoms are bound by shared electrons. In a true covalent bond, the electronegativity values are the same (e.g., H2, O3), although in practice the electronegativity values just need to be close. If the electron is shared equally between the atoms forming a covalent bond, then the bond is said to be nonpolar. Usually, an electron is more attracted to one atom than to another, forming a polar covalent bond. For example, the atoms in water, H2O, are held together by polar covalent bonds. You can predict a covalent bond will form between two nonmetallic atoms. Also, covalent compounds may dissolve in water, but dont dissociate into ions. Ionic vs Covalent Bonds Summary Heres a quick summary of the differences between ionic and covalent bonds, their properties, and how to recognize them: Ionic Bonds Covalent Bonds Description Bond between metal and nonmetal. The nonmetal attracts the electron, so it's like the metal donates its electron to it. Bond between two nonmetals with similar electronegativities. Atoms share electrons in their outer orbitals. Polarity High Low Shape No definite shape Definite shape Melting Point High Low Boiling Point High Low State at Room Temperature Solid Liquid or Gas Examples Sodium chloride (NaCl), Sulfuric Acid (H2SO4 ) Methane (CH4), Hydrochloric acid (HCl) Chemical Species Metal and nometal (remember hydrogen can act either way) Two nonmetals Do you understand? Test your comprehension with this quiz. Key Points The two main types of chemical bonds are ionic and covalent bonds.An ionic bond essentially donates an electron to the other atom participating in the bond, while electrons in a covalent bond are shared equally between the atoms.The only pure covalent bonds occur between identical atoms. Usually, there is some polarity (polar covalent bond) in which the electrons are shared, but spend more time with one atom than the other.Ionic bonds form between a metal and a nonmetal. Covalent bonds form between two nonmetals.

The Westminster system and the government - Free Essay Example

Sample details Pages: 3 Words: 957 Downloads: 1 Date added: 2017/06/26 Category Law Essay Type Review Did you like this example? 1. The Westminster System The Westminster System (WS) is the British structure of representative government embodied by an executive council meeting within and being accountable to the legislature. Some other elements of the WS are a supreme executive authority, the Crown which doesn’t actively play a part in government, and a self-determining judiciary. Don’t waste time! Our writers will create an original "The Westminster system and the government" essay for you Create order Executive and legislative powers are not separate. It is called the WS because the British Parliament sits at Westminster which is part London. The constitutions of the Australian Commonwealth and the States adopted the WS which is also acknowledged as responsible government (Butt 2004, 457). 2. Responsible Government Responsible government is a specific way of governing through its elected representatives. Under this structure, the Parliament, not the government, is elected by Australian voters. Government Members are also Parliament Members. They become the government as they have a majority of members in the House of Representatives of the Australian Parliament. Occasionally a minority government might need the support of either a smaller party or independent Members. What is central to this structure is Responsible Cabinet government in Australia, and the democratic and liberal values which are entrenched within it. 2.1 Parliament and the Election of the Government Th e democratic element in the structure of the Australian government is the voters elect the Members of Parliament these Members then select the government. Under the WS the government is in the form of the Cabinet which is made up of the Prime Minister and Ministers who are drawn from the Government Members. 2.2 Parliament and the System of Responsible Government The Liberal element in the structure is that the government is held accountable to the Australian people. The Government is responsible to the Parliament not only for its actions but also for the government’s administrative arm (public service). The Government accountability is to the voters through periodic elections and is reinforced by procedures of the Parliament, and checks on the government executive branch and its bureaucracy. 2.3 Parliament and Ministerial Responsibility Individual ministerial responsibility is that Ministers are responsible to the Parliament not only for their actions but also fo r those of their departments. In the event of improprieties or maladministration’s a Minister should resign. A collective ministerial responsibility is when all Ministers must take responsibility for Cabinet decisions. A Minister that disagrees publicly with cabinet decisions should resign from the Ministry first. 2.4 The Australian model of the Westminster System The drafters of the Australian Constitution made two important modifications to the WS. They established the Senate an elected second chamber of Parliament where each State had equal representation. The other is based on parliament’s formal procedures which disguises the exercise of power of the Parliament, and its role in regards to the government’s exercise of executive power (Woodward 2010, 73-74). 3. Head of State A feature of responsible government in Australia involves the head of state. All executive powers are allocated in the Australian Constitution to the head of state. Yet in pra ctice, these powers are implemented on the recommendation by the elected government in virtually all cases. The government bears responsibility for all the decisions and the head of state (Governor General) remains above most of the political disputes (Woodward 2010, 66-68). 4. Conventions of Westminster-style democracies Australia, unlike the United Kingdom, the constitution is a written document where some of these rules are contained. The stipulations of the Constitution contain the official rules of government. But there are areas where the Constitution is silent, political behavior is directed by established practices, usages, methods, maxims and habits most of them were received from colonial parliaments, and in turn they were received from WS (Reid 1977, 244). 4.1. Principles of Westminster-style democracies Conventions are an integral component of the Westminster-style democracies supplying the details and assisting political practice to observe the principles of responsible government. For instance, conventions cover: †¢procedures concerning the relationship involving the Prime Minister or Premier and the Cabinet, †¢the function and the responsibilities of Cabinet; †¢separation of powers; †¢relations between the Crown and the Parliament; †¢relationships between the Houses of Parliament; and †¢how budgets are appropriated (Heard 1991, 1). 4.2 Constitutional Conventions There is a variety of definitions on what establishes a constitutional convention. Mainly definitions refer back to the work of British scholar A.V. Dicey who examined the distinctions concerning the law and the numerous constitutional conventions of the Constitution (Heard 1991, p. 4). 4.2.1 Identifying the existence of a convention The questions that need to be asked: †¢what are the precedents; †¢ do the players in these precedents consider they were obligated by these rules; and †¢ is there a beneficial purpose for the rule (Jennings 1959, 159) 4.3 Australian Parliamentary Key Conventions The main conventions are: †¢governments recognise a loyal opposition; †¢ministers must answer on behalf of their departments and provide explanations if questioned; †¢ministers must not mislead Parliament – or if they do inadvertently, then they must correct the record immediately; and †¢ministers have a duty to attend Question Time, except if they have urgent business (Jaconelli 2005, 150). 5. Conclusion The WS has evolved over hundreds of years and will continue to evolve; these precedents and practices continue to play a significant role in Australia, and serve our democratic way of life well. Bibliography Butt, P 2004, Concise Australian Legal Dictionary, 3rd edn, LexisNexis Butterworths, Chatswood NSW. Heard, A. 1991, Canadian Constitutional Conventions: The Marriage of Law and Politics. Oxford University Press, Toront o. Jaconelli, J. 2005, Do Constitutional Conventions Bind? Cambridge Law Journal, 64(1), March, pp. 149-176, viewed 12 March 2014, via Google Scholar. Jennings, I. 1959, The Law and the Constitution, 5th edn, University of London Press, London. Reid, G.S. 1977, ‘Commentaries’. In Evans, G (eds) Labor and the Constitution: Essays and Commentaries on Constitutional Controversies of the Whitlam Years in Australian Government. Heinemann, Melbourne. Woodward, D., Parkin, A. and Summers, J. (eds), Government, Politics, Power and Policy in Australia, 9th Edn., Pearson, Frenchs Forest NSW. 1

Dining Plan Proposal Free Essays

Project 2 – Drexel Dining Plan Proposal As a freshmen and an international student at Drexel University, most of my free time is taken up in becoming accustomed to a new country, a new city, and to the culture of Drexel University. Despite attending an International private school back in Delhi and despite having traveled the world, it is only normal that I find the transition from living back home to living at Drexel University, a difficult one. Getting familiar with the system of being a college student in general is an added struggle. We will write a custom essay sample on Dining Plan Proposal or any similar topic only for you Order Now And at first though, most non-vegetarians may not take this into consideration due to a plentiful amount of non-vegetarian food available, but I can tell you from personal experience, food is one of the main factors contributing to homesickness. The day -to-day food available on Drexel’s campus is not varied or appetizing enough for vegetarians, especially international vegetarian students. Each student who purchases the meal plan can dine at certain designated locations on campus. The available dining options on the Drexel University campus consist of the following: a mini cafe in the main building, Ross Commons Take 3, Creese Cafe, Chick-fil-a, Currito, Subway, Kelly Deli, Southern Tsunami Sushi, and Starbucks. This may sounds like many options, but that does not overlook quality, or the fact that vegetarians may not have as many options as those who eat meat. As Drexel has ascended in its rankings, so have the number of students from different states and different countries. This year itself, the percentage of international students at Drexel University went up about twenty-eight percent and is expected to grow next year. (Facts and Figures) A student that purchases any meal plans spends an average amount of around five thousand two hundred dollars throughout his or her university education. A relatively large percentage of these students, whether from the states or international students, are vegetarian as one of the most frequently asked questions on Drexel’s dining website. Drexel Campus Dining) I myself know up to ten vegetarians in the freshmen year itself. The number one complaint I tend to hear, or coincidentally eavesdrop on, in the dining center is about the food. According to my survey these complaints are usually voiced by international students and sometimes by vegetarian, American citizens. I also concluded from my survey that those who dislike the food and live nearby do not feel the need to complain as homemade food and favorite re staurant visits with the parents are just a train ride away. I summarized my issues with the available dining service at Drexel by carrying out confidential surveys of a sample of students who eat at the Handschumacher Dining Center. Of course my survey was favorably given out to international students and it consisted of open-ended questions that cover a few valid issues I personally wanted to know more about. On an average, the survey revealed international students dissatisfaction with the amount of vegetarian or vegan food available at the Drexel dining locations. Although the survey revealed complaints students had about the staff, quality of food, and such, I chose to concentrate on the vegetarian food options. Students explicitly expressed their concern with the fact that vegan food was often confused with vegetarian food. A few students stated their issue with days where more of a variety of vegetarian food was made and other days where more vegan food was made, always more options of one over the other. Of course, non-vegetarian food always seems to be plentifully available. One student wrote on her survey, â€Å" although there is a pasta station that is vegetarian on the whole, the options are very limited. Vegetarians at the dining center can only eat pasta, on certain days very bland vegan wraps are available, and French fries, and the same vegetarian fried rice. â€Å" Another student said, â€Å" the passport section hardly ever has vegetarian or vegan food, which is sad because so many international students are vegetarian and we have to make do with salad and pasta every single day. To this I would like to add an observation I made at the Dining Center and Subway: most of the times, the staff uses the same gloves to touch vegetarian food as they do meat. This is very disturbing to me as I am vegetarian for religious reasons and cannot technically even have meat touched to my food. When I asked students about the other Dining options, Starbucks and the cafe in the main building were immediately opted out of consideration as â€Å"dining. † This leaves the unhealthy options of Ross Commons cheese Pizza and Chick-Fil-A fries. Two other options are Creese and Subway. The two of these are relatively healthier options, but again Subway has only one veggie patty. And Creese Cafe serves only two to three options for vegetarian paninis. But out of all the times I have been to Creese, they are out of one ingredient or the other, which limits the vegetarian options further. For example, when I asked for the Capri panini at Creese, I was told they were out of basil and hence, could not make that panini for me. Out of all the dining options Currito landed up being a favorite for vegetarians on my survey because of its many vegetarian varieties. Even though Currito is one stall that serves good vegetarian options, what about the rest? Vegetarian students I surveyed unanimously agree upon the conclusion that there is not enough variety out of the entire dining service on campus for vegetarian students. It think it is safe to say that a certain percentage of Drexel University students is dissatisfied with the vegetarian dining options on campus. I know I am. Yet, these students are paying for the dining services the same price as any non-vegetarian student. I propose a solution, or many solutions. Firstly, I think the staff should be educated on how to handle food for vegetarian or vegan students. For example, they should start with using different gloves and utensils for meat. Second, I believe the dining hall would be a good start for more vegetarian options as hundreds of students dine here each day. For example, the staff can make sure they do not compromise on the food for vegans or vegetarians. Both these categories should have a plentiful amount. Also, the passport section that serves international food can make sure they have one vegetarian alternative to each non-vegetarian dish they make. And the Asian food section can start searching into more feasible Asian recipes for both vegans and vegetarians. Coming to the options besides the dining center, it may be difficult to open more dining options on campus, so instead each service can find ways to increase its creativity and variety with vegetarian food. Currito can find more than just tofu to substitute meat, or they can cook the tofu in different ways and serve it. Chick-fil-A can look into making breakfast sandwiches. Subway can create more than just the veggie patty, or it can give more vegetable options to choose from. Ross Commons can start serving pizza with diverse vegetarian toppings. Such minor changes may go a long way. This idea may seem new, but it has been done before. Every time a fast food chain opens in different countries, it is altered to cater to the taste and customers of that country. I feel like Drexel should look into doing the same with its chains opened on campus as Drexel is an international University and the vegetarian population deserves first-rate food. (Vegetarian Subs Different Countries, Different McDonalds) (A Picture of other Asian recipes that can be made) How to cite Dining Plan Proposal, Essay examples

Development Proposal For Coles Supermarket †Myassignmenthelp.Com

Question: Discuss About The Development Proposal For Coles Supermarket? Answer: Introducation From past a decade we have witnessed various technological trends that have made a major impact on our day to day activities as well as on the business operations and processes. Smart phones, high speed internet and cloud computing technologies have made a drastic change in the business execution. With these technologies, businesses are now capable of dealing with global clients and also have improved their productivity levels and also have helped global businesses to reduce their cost investments. The advent of smart phones and high speed internet has given rise to mobile business solutions that help businesses to stay connected anywhere in the world (Godwin-Jones, 2008). Thus, there is significant increase in production which helps businesses to provide high value to their customers. Severe competition in global markets has made it compulsory for most of the businesses to adopt mobile business solution and keep their employees and clients connected in a network and be highly p roductive (Holzer and Ondrus, n.d.). The aim of this report is to effectively design and develop a new technology for one of the leading supermarkets in Australia, which is Coles Supermarket. The report focuses to develop a mobile application for Coles Supermarket as a part of mobile business solution for the company. For the purpose of the project report, it has been assumed that Coles Supermarket own a fully functional official website and is now planning to implement a mobile business solution (a mobile application), that will integrate all the existing website features such as browsing grocery products, filter products, add to cart, and also checkout. Some additional features such as promo codes and discounts on a minimum amount purchases will be included to gather attention of Coles customers to use the mobile application. The project report is structured as follows: the important technologies and platforms required for the application development, identifying the success factors and the technology enablers, different cost factors involved in the mobile application development and the key components etc are discussed in this report. Technologies and Platforms required for Application Development Following is the detailed description of the range of technologies that are used by programmers for developing a mobile business solution (mobile application): HTML 5 is considered to be ideal or primary programming language and is mainly used to develop a web fronted application for various mobile devices. HTML 5 has many unique and easy features such as simple insertion of various data types, accountability for different size of device screens, and rationalizing the input parameters. But, the HTML 5 programming language has a limitation that it is still considered to be a proposed standard. Also, the HTML 5 is cost efficient in comparison with other programming language or technologies as it is supported by various browsers (Austins, 2017). The next technology is Objective C, which was chosen by Apple Inc as a primary language for programming their iOS applications. Apple Inc built various iOS applications using Objective C and made them scalable and robust. Objective C is a superset of C language and consists of wide range of functionalities which deal with display functions, Input / Output and graphics. As a part of development framework of Apple, integration of Objective C is made fully on all MACOS and iOS frameworks. But now, Objective C has been slowly replaced by yet another latest technology called as Swift. This programming language mainly takes into consideration of few important elements such as Cocoa Touch and Cocoa which are the latest APIs in Apple. Currently, Swift programming language is being used simultaneously with Objective C, but in some time, Swift language will tend to replace the Objective C completely as many businesses prefer cutting edge features in their mobile applications (SCAND ( EN), 2017). The next technology used in mobile application development is C++. C++ is definitely the most robust and appropriate programming language to build mobile applications for Windows and Android devices. C++ is a very powerful and also widely used programming language and allows development of various mobile business solutions for wide range of business applications and can be implemented on almost all the platforms. Lastly, Java programming language is yet another important technology that is used in development of mobile business solutions. Java is the most widely used and preferred programming language for application development for Android devices. Java programming language can be run in two approaches. They are in a browser window and also in a virtual machine that can work without a browser. This kind of flexibility helps the programmers for updating software as well as to re code. Also, cross platform applications are developed using Java programming language (Feigen, 2009). Success Factors and Enablers There are several factors that must be taken into consideration when developing mobile application for a specific business. Following are the range of key success factors and enablers that add more value to the mobile business solution for Coles Supermarket: On a global business level, the customers are segmented in a broader range and thus, the overall interface of the mobile business solution has to be very appealing. This interface, in specific is known as Graphic User Interface, abbreviated as GUI. In addition to the GUI, the User Experience (UX) also has to be very efficient. The fonts, colours and the quality of product images or illustration videos used in the mobile application for Coles Supermarket must be of very high- quality. Also, the images used for each grocery product must be totally relevant to the product description. The overall user experience of using mobile application has to be user friendly from customers perspective. Navigating through the mobile application, adding products to cart and checkout features, and also logging into account etc must be done quickly in a few steps and should not be very time consuming (Saucier and Hylton, 2011). Yet another key success factor and an enabler considered for the development of mobile business solution is the Security. It is quite evident that customers need to log in to their account on their mobile application and input their personal details such as name, email ID, address, contact number and also many applications have the feature of saving credit and / debit card details. Managing these critical information is very important and thus, at the back end of mobile development, security aspects must be given a very high priority in order to avoid major attacks from hackers. We already know that technology is developing at a very fast pace and each technology comes up with updates or upgrades very frequently. It is important to consider the use of latest technological trends in developing a mobile business solution for Coles Supermarket. Also, easy upgrading process to the next update must also be considered in the development of mobile application. Using latest technology makes the mobile application faster, and adds value to the business (Cuadrado and C. Dueas, 2012). Adaptability is yet another important key factor that determines success to the developed mobile business solution for Coles Supermarket. Every business has to undergo certain changes internally as well as externally and these changes can make a major impact on the mobile application. The changes can be including an add on security feature for more levels of security or adding an entire new vertical to the business line. The mobile application must be capable of easily getting adapted to the changes that affect the business line. In other words, flexibility in the design and implementation must be considered in the initial stages of development of mobile business solution (Cuadrado and C. Dueas, 2012). Cost Factors Below is the list of few cost factors that can impact on the overall mobile application development and its maintenance at the back end: Application purpose and the functionality is one of the key cost factors that drive the overall application development budget and also determine the cost of mobile application development. Yet another cost factor that must be considered here is the devices supported and mobile platforms. Since the mobile business solution for Coles Supermarket will be developed to support devices on Android, windows and iOS, it is obvious that the development time is more and also this increases the overall cost of the mobile business solution. It is important to note that each application platform is different, for instance, Android fragmentation can be slightly difficult for developers to understand if the application functions appropriately for every hardware. Making application functionalities universal also determines the overall cost of the mobile application development. Application requires continuous maintenance at the back end including the database management system. There are specific m aintenance plans available for application development and this include the functionalities and features that must be implemented within the mobile app. (Kissman, 2017) Key Components of Mobile Business Solution Following are the key components of a mobile business solution developed for Coles Supermarket: Relevant Devices: In order to run the mobile application successfully, it is important to have a smart phone or a tablet as a device to use the application. Since the application here will be developed for various operating systems (OS), the application can be used on Android, Apple and Windows smart phones and tablets. Having latest OS and upgrade helps the user to get the best experience of using the application as device speed and / or lags determine the user experience (Joch, 2013) Internet connectivity: Without connection to the high speed internet it is not possible to use the mobile application. Wi Fi or device internet connection is a must to use the application on device Back end management: Though the front end users and their experience of using the application matters a lot, there are lot many functionalities that must be carried out at the back end functionality of the mobile application in order to ensure high reliability. Database management, security features and many other functionalities that are carried out at the back end side are also the key components of the mobile business solution for Coles Supermarket (McWherter and Gowell, 2012). Conclusion From the research report conducted on understanding the important aspects of mobile business solution for global businesses, it can be concluded that mobile business solutions have entirely changed the global businesses. There is lot of competition in global marketplace and thus, business organizations are trying to put their maximum efforts to improve their efficiency and also increase their productivity to a greater extent. With an effective and efficient mobile business solution, it is possible for the businesses to connect with their employees easily and also keep in touch with their global clients. There are several technologies and platforms that are used and implemented in various mobile business solutions and depending on these elements, the cost of design and implementation of a mobile business solution varies significantly. Considering the development of a mobile business solution for Coles Supermarket, as discussed in the report, it is important to consider the security as pect as a higher priority as customers link their personal details to the mobile application to shop on the mobile app and also make payments on the mobile application. Mobile business solutions or mobile applications are to be made user friendly and attractive as various researches have shown that customers prefer mobile applications when compared to websites. Also, there is increased performance and mobility due to development of mobile applications for business solutions. Various other factors such as high performance, scalability, reliability and GUI (Graphic User Interface) etc are to be considered when designing and developing a mobile business solution for Coles Supermarket. References Austins, C. (2017). Top 6 Programming Languages for Mobile App Development. [online] dzone.com. Available at: https://dzone.com/articles/top-6-programming-languages-for-mobile-app-develop [Accessed 18 Sep. 2017]. Cuadrado, F. and C. Dueas, J. (2012). Mobile Application Stores: Success Factors, Existing Approaches, and Future Developments. Feigen, B. (2009). Mobile application development. Godwin-Jones, R. (2008). Emerging technologies mobile-computing trends: lighter, faster, smarter. Language Learning Technology, 12(3). Holzer, A. and Ondrus, J. (n.d.). Trends in Mobile Application Development. [online] Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.177.1082rep=rep1type=pdf [Accessed 18 Sep. 2017]. Joch, A. (2013). The Key Components of a Mobile POS Solution. [Blog] Biz Tech. Available at: https://biztechmagazine.com/article/2013/12/key-components-mobile-pos-solution [Accessed 18 Sep. 2017]. Kissman, J. (2017). Mobile App Development Cost: The Top 6 Budget Factors. [online] celerity.com. Available at: https://blog.celerity.com/mobile-app-development-costs-the-top-6-factors [Accessed 18 Sep. 2017]. McWherter, J. and Gowell, S. (2012). Professional mobile application development. Indianapolis, Ind.: John Wiley Sons, Inc. Saucier, M. and Hylton, R. (2011). Top 10 Mobile App SuccessFactors. [online] Transpara.com. Available at: https://transpara.com/blog/2011/10/17/top-10-mobile-app-success-factors.html [Accessed 18 Sep. 2017]. SCAND (EN). (2017). Mobile Application Development Technologies | SCAND Technology. [online] Available at: https://scand.com/technologies/mobile-development/ [Accessed 18 Sep. 2017].

Managing Product and Service Innovation for Kodak

Introduction Innovation is an object, idea or practice that is regarded as new by individuals or units for adoption (Rodgers, 1983). It is the invention of more effective or better ideas, services, processes, products or technologies which are readily accepted by the target market, the society and governments. In regard to innovation, the target market is the most important.Advertising We will write a custom report sample on Managing Product and Service Innovation for Kodak specifically for you for only $16.05 $11/page Learn More Innovations act as the catalysts for growth in the increasingly competitive business field. Irrespective of the field a company operates, firms must continually transform structures of the economy from within by being innovative in products, services and processes. Companies must also seek for improved ways and methods to enchant their customer base with improved and better quality, price, service and durability. These are the p roducts of innovation which might be realized through the integration of organizational strategies and advanced technologies. Innovations will not only add value to the customers, but also make business economically feasible (Tushman Anderson, 2004). This paper explores innovation with regard to Kodak Eastman which used innovations to become the leader in the film and photography industry. Kodak Eastman Company Background Kodak Eastman was founded by George Eastman. The first camera to consumers was handed to a customer in 1888 with the slogan ‘You press the button, we do the rest’. The complicated and cumbersome process of having images for reference was significantly made easy. The innovation was easily accessible to most of the consumers. Since then, the company has always led the filming and photography market with abundant new processes and products that make photography more useful, simpler and enjoyable. Contemporary, the company is not only known for filming an d photography, but also for a variety of images used in scientific, entertainment, leisure and commercial applications. The company was designed to involve technology to combine information and images. This created and continues to create the potential to reflective change on how businesses and people communicate (Kodak, n.d.).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Having conducted intensive research into filming, Eastman and colleagues introduced the first day-light camera. The user of the camera would reload the camera without the necessity to be in a darkroom. Initially, small companies that were borrowing Kodak’s idea faced intensive competition from Kodak. The founder invested heavily in RD which resulted in innovation of products that had a leading edge in the market. The products disrupted the photography and filming markets as they were highly innovative. Keeping p ace with the company’s innovative products was challenging for new entrants. Maintaining leadership in innovation is challenging for most technological companies. Kodak is an innovator in the camera, digital and film markets. The company’s engineer, Steven Sasson, invented the first digital camera in 1975. For many years, it was one of the key players in the visual and filmmaking fields. The company had almost been kicked out of the market by the late 1990s. In 2000, Eastman Kodak vowed to be the leader in digital cameras. According to many individuals, this was an absurd idea. By the year 2005, the company was ranked first in digital camera sales in the United States. The sales from digital cameras had surged by 40 percent to $5.7 billion. The key to increase in profits from digital cameras was product innovation. The company was a leader on the innovation platform. It designed various award-winning products one after another. This made digital photographing almost as simple as clicking and pointing (Hamm Symonds, 2006). In recent times, Eastman Kodak has announced that it had plans to stop the supply of pocket video cameras and digital cameras despite being innovative. The company will focus its business on photo printing. The company will license the brand to companies that make the devices once it exits the camera business. The company had disrupted the camera market by introducing the digital camera. However, it could not determine what to do with the new product. While other companies almost exclusively focused on technology, Kodak suffered from technology (Rangen, 2012). Kodak Tour Framework The framework for assessing Kodak’s innovation will incorporate product, process, product innovation charter, product portfolio, open innovation, radical innovation and the application of disruptive innovation.Advertising We will write a custom report sample on Managing Product and Service Innovation for Kodak specifically for you for only $16.05 $11/page Learn More The tour framework employed by Kodak is always expensive in terms of the amount of money invested in research and development. Typically, radical innovations are more costly to pursue (Shionoya Perlman, 1994). Sasson’s innovation of the digital camera had initially met environment resistance since the invention required significant amount of investment. The innovation was radical since it was to change the photography industry. The company was competitive in terms of financial stability but the invention took huge amounts of money and time to develop. The challenge for the company was that the engineer was pursuing a product that could not be explained. This was an illustration of ‘subjectivity of knowledge’ as identified by Shionoya and Perlman (1994). Even though some members of the company management agreed to Sasson’s idea, some were reluctant creating tension between the company and the research an d development division. Fortunately, the innovation materialized and made huge profits for the company. In another instance in Kodak’s tour framework, Chester Carlsson started his own company. Xerox, after Kodak turned down his idea to develop a copy machine. The management insisted that the copy machine would not earn much revenue (Shipnoya and Perlman, 1994). This subjectivity of knowledge was weighed against deferential in expected net value of the intended innovation. Currently, Xerox is one of the leading companies in the copy machine industry. This illustrates that individuals with innovation potential are likely to start their own firms when they are faced by subjectivity of knowledge. Product Process The new product process has been effectively used by Kodak in the past to ensure that it accelerates the time to market new products as a strategic move. When it introduced the first digital camera, the company moved with speed to market the new product. This turned the c ompany’s profitability that other photography companies found hard to emulate or compete with. The development process and the packaging design implemented by the company offered the company a competitive edge over the competitors. The introduction of the digital camera was accompanied by product specifications, branding and marketing promotions. The company ensured that it maintained existing customers and marketed to prospective customers regarding the new product. This accelerated revenue realization. The cost of development of the digital was relatively low compared to other photography companies. This was facilitated by the company’s ability to reduce package development costs.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Product Innovation Charter Kodak’s product innovation charter involves development of new products that are meant to create new markets for the company. The company initially ensured that it had products that were less than five years old. Thus, the customers had access to the most recent technology. This resulted into huge profitability for the company. The survival of the company depended on investments into innovations. Most of products generated by this company made it successful. The invention of the digital camera was radical. Radical innovations are crucial to any organization (Huerta, 2010). One of the new products developed by Kodak in pursuing product innovation charter is the Kodak EasyShare-One Camera. This product was an addition to the existing product lines. Sasson’s invention was not an accidental discovery as the engineer knew there was potential in the digital camera. Since the innovation of the digital camera, the company stayed committed and focused to innovation as one of the long-term strategic goals. Product Portfolio Kodak’s product portfolio includes a range of products that are enticing to its customers. To demonstrate its commitment to product portfolio in the photography market, the company introduced developments in its award-winning professional and consumer film product portfolio. The improvements were revealed in 2006 at the Orlando’s Photo Marketing Association Show. The company changed the traditional product consumers’ experience by improving the one-time-use camera to PORTRA 800 color-negative film (Dingus, 2006). Open Innovation Open innovation was a new business strategy implemented by Kodak since 2002 when film cameras were outsold by digital cameras. The product development by the company took a different approach. Due to the decline in traditional film production, Kodak adopted an open innovation approach in developing its products. This was necessitated by Kodak’s diverse compe titors. Even though the digital camera developed by Kodak had substantial turnover realization, it became crushing revenue displeasure. In 2006, Perez termed digital cameras a ‘crappy business’ (Hamm William, 2006). Radical Innovation Basically, the raging progress of Kodak digital camera trades had facilitated the corporation’s fast-waning film proceeds but had not made a trivial replacement effect on the film commercial opulent returns. Initially when Perez became the chief executive officer in 2005, he championed an organizational change and innovation strategy that finally proved that it could not turn around the company to the initial giant it was. In less than a decade, Perez attempted to implement yet another strategy for the company. Considering the innovation and operational mistakes the company had made in the past, he attempted to reintroduce Kodak’s core business model (Crawford Benedetto, 2011). The notion was to make this corporation do to snapshots what Apple incorporation has been exploiting in music. The Apple’s strategy helped clients in organizing and managing their images within their private libraries. This move disrupted the digital camera industry by developing new digital photo services that were expected to bring higher returns. This was a sudden move by the company as it included rapid-fire scanning system to online sharing. The fast-moving scanning system similarly dubbed as Scan the Realm takes the reproduced snapshots and transform them into digital imageries whereas organizing them according to the printing dates. This was a huge challenge for the company as it attempted to move from hard print photos to digital. This attempt came at a time when innovation was in top gear. Most corporations fail due to believe that new market players offer diverse products with features simply cherished in the evolving markets external to the mainstream. In fact, Kodak Corporation did not recognize handsets and digital cameras as a prospective opposition to the firm’s core trades grounded on this basis (Hermida, 2012). Kodak’s primary commercial dealing was film cameras and this was aimed at clienteles who desired to have decent and excellent photographs. Moreover, this corporation was unsuccessful in recognizing that derived from the know-how history; the primary commodities versions are frequently of low value but modifies over a period to outshine the well-established commodities. As time pass, innovation become commoditized. It is thus imperative for commercial model inventions to be in a long-lasting pursuit for revitalization. Application of disruptive innovation framework The requisite change needed augment Kodak’s success should be done at management level. This means that changes will occur including the restructuring of the management, changing the business model and implementation of radical corporate thinking. This will translate to realignment of the corpo rate strategies. The management is best placed because it has the authority to make investments in technology. Solutions to Weaknesses Radical Corporate Thinking Approach It is imperative for executives to invest significantly in technologies that disrupt the existing customers and markets. Initially, these technologies initially bring little revenue. The challenge amid disrupting innovations, present clients and marketplaces, and filling innovation is openly validated by the Kodak Corporation’s undulation. Disruptive innovations present a challenge for long-standing methods of doing business. These challenges require radical corporate thinking strategy. The implementation of the newly generated ideas is largely determined by the organization environment and the availability of resources (Tidd et al, 2005). Invest in Technology To compete effectively in the market, Kodak must make considerable amount of investment in technology. When resources are available, the company will be able to initiate and respond to disruptive innovation. Keeping up with disruptive innovations require companies to incur costs so that they can realize the benefits of technology. These costs may either be nonmonetary or economic (Fulcher, 2012). Although Kodak has indicated its intention to sell its license to other companies that manufacture similar products, it is imperative for the management to realize that the company’s core business may be finally impacted by disruptive innovation in the market in it operates. The company management should use previous experience to prepare and move ahead to preempt any threats that may be presented by such disruptive innovations. The company should invest in technology and be ready for disruptive innovations considering the rate at which technology is advancing. This may require the company to invest in research and development in order to have new products ready for the market whenever a threat is detected. This will ensure that t he company is at par with technology and that the company products that are dominating the market are not regarded obsolete (DNN, 2009). In the situation where the products are obsolete, the company will have a replacement with better customer satisfaction. Change Business Model Kodak should also strive to move far from its core business model. The move should also be fast enough to allow it to adapt to new technologies. This will require diffusion innovation. Diffusion innovation will increase competitive advantage as Kodak will adopt new innovations based on the business model that will place it on the competitive edge (Tidd et al, 2005). It is challenging to get transformation right when an organization sticks too close to its core business. The company should not get trapped in its core business model. The company exclusively focused on photography even with the entry of new advanced technologies that threatened its existence. To illustrate this, the company only changed Ofoto f rom a portal where customers would exchange photos to a site where updates about life and news feed would be shared. This was meant to make people print pictures instead of developing an innovative concept. Restructuring Management For Kodak to succeed, it needs to drop its past success as this has been a huge impediment for the company. Even after the death of its founder, George Eastman in 1932, Kodak’s long-established ways remain difficult to change. Most of the leaders of the company still believe that his ideas were the best because he made the company successful. His ideas might have worked then but will not work in the contemporary world if innovation is locked out. The biggest challenge is hierarchical culture established since the launch of the company that is inclined towards the omnipotence of leadership. The culture is powerful that people do not openly disagree with the leaders (Hamm Symonds, 2006). The changes that will work to eliminate hierarchical culture s hould be radical as opposed to incremental. Radical change in how the employees view the leaders will help create an environment where employees will be free to express their constructive ideas and be innovative. The innovations will enable the company to stay ahead of the competitors via novel market offerings (Agarwal et al, 2003). Silent employees with excellent innovative ideas will not benefit the company. Employees’ innovative behaviors are reinforced by the combination of personality characteristics of the employer, the employees and work environment factors. The business environment which influences the conduct of employees determines whether the business will succeed or not since employees are the most important asset to a business. Freedom to think, express ideas and the authority to act influence employee innovation (Tidd et al, 2005). Application of the framework Business leaders have discovered that innovation of new products is not the only salvation for failing companies. It also does not turbo-charge performing companies. Most corporations’ basic undertakings are being interrupted by scientific alterations, fresh rivals and globalization. Therefore, it is necessary for Kodak Corporation to device commercial innovations model which will assist the company to hold on its competitive positions. These innovations require managers to take time while making innovation decisions. The innovation process should not be rushed since innovation goes through a number of processes. The decision to innovate should be carefully considered since they do not always bring good results as was the case with Kodak (Kodak, 2009). The decision made by Antonio Perez, the Kodak Chief Executive Officer, was an authoritative innovation. Although it involved Kodak management team, he played a major role in influencing the decision since he had the authority. The verdict that the corporation made ought to have been anchored on information, influence, decision, operation and ratification. The consequences of the decision impacted the company. Although the innovations were supposed to have propelled the company to its full potential, the implementation and followed did not reflect the initial intent. Conclusion Innovation is a search through which economically valuable problems are solved. Companies use technology to create and develop new processes, services and products to gain competitive advantage through innovation. The combination of different types of innovation helps organizations to improve efficiency, develop new products and expand market target. It is critical for organizations to have organizational strategies that are flexible enough to adopt changes that occur in their respective markets. Kodak should first change the hierarchical culture that was established when the company was founded to create room for employees to participate in innovations. It should also initiate different innovation methods such as disruption to prop el the stagnating company forward. Kodak became a victim of the disruptions it had initiated in the market. As technology advanced, the mobile phone took over as the every camera. The ‘Kodak moment’ that created a one-time and rare moment which was capture on Kodak photos started to be carried by mobile owners all the time. Although Kodak was innovative, it failed to identify the threats posed by mobile phones to digital imagery, the shifts in people’s behaviors and increased connectivity. References Agarwal, S., Erramilli, M. Dev, C. (2003). Market orientation and performance in service firms: Role of innovations. Journal of Service Marketing, 17 (1), 68-82. Crawford, M. Benedetto, A. (2011). New product management. London, UK: McGraw Hill International Edition. Dingus, D. (2006). Kodak introduces improvements across its film product portfolio. Retrieved from http://www.digitaldingus.com/news/2006/02/02172006kodakfilmimprovements.php DNN (2009). Design issue: Kodak zooms in on digital. Retrieved from http://www.designnetworknorth.org/resources/managing_change.asp?artTag=20mcTag=5 Fulcher, J. (2012). Kodak innovation and the need to not adhere too closely to core business models. Retrieved from https://community.kinaxis.com/people/JimFulcher/blog/2012/02/09/kodak-innovation-and-the-need-to-not-adhere-too-closely-to-core-business-models Hamm, S. Symonds, W. (2006). Strategies: Mistakes made on the road to innovation. Retrieved from http://www.businessweek.com/magazine/content/06_48/b4011421.htm Hermida, A. (2012). What Kodak teaches us about disruptive innovation? Retrieved from http://www.reportr.net/2012/01/19/what-kodak-teaches-us-about-disruptive-innovation/ Huerta, F. (2010). New products management part 01. Retrieved from http://www.slideshare.net/fhuertamty/new-products-management-part-01 Kodak (2009). Accelerating product time to market. Retrieved from http://www.kodak.com/global/mul/business/solutions/files/accelerating_product_t ime.pdf Kodak (n.d.). History of Kodak. Retrieved from http://www.kodak.com/ek/US/en/About_Kodak_Top/Our_Company/History_of_Kodak.htm Rangen, C. (2012). Kodak and its inability to change: A tale for many. Retrieved from http://engageinnovate.wordpress.com/2012/02/07/kodak-and-its-inability-to-change-a-tale-for-many/ Rodgers, E. M. (1983). Diffusion of innovations. New York, NY: Free Press. Shionoya, Y. Perlman, M. (1994). Innovation in technology, industries, and institutions: Studies in Schumpeterian perspectives. Michigan, MI: University of Michigan Press. Tidd, J., Bessant, J. Pavitt, K. (2005). Managing innovation: Integrating technological, market and organizational change. Hoboken, New Jersey: John Wiley and Sons. 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