B2B Marketing Theory and Relevant Examples

In Business to Consumer marketing, the consumers purchase the product because they derive pleasure out of it or because they need it in their everyday consumptions and not because they very much in need of it for improvement and to gain profit. Whereas in Business to Business marketing, business purchaser buys a product because they need it for them to become competitive, cost-effective and triumphant in the business line they chose (Smith, 2002). Another difference would be Business to Consumer marketing involves only â€Å"small transactions† since they are only concerned with the individual transactions.While Business to Business marketing conducts â€Å"large transactions† since their market includes another business entity or company (Oliva, 2007). The mode of selling of Business to Consumer marketing is only linear. Meaning, there is a direct and simple way of conducting a transaction. Whereas in the Business to Business marketing the purchasing process of a certa in company for a certain product would have to take series of processes before ordering the chosen product (Oliva, 2007).Another exceptional difference of the two would be, in Business to Consumer marketing, the customer of the company has a limited perception on the product that the company is providing. While in the Business to Business marketing, since the company is dealing with the intellectual persons, they have the capacity to fully understand the value of the product. Because of this, low profile advertisement or marketing communication will not take any effect on your target business customer (Smith, 2002).Under the Business to Business marketing, business entities are â€Å"information seekers† and always on search for new ideas that would improve their firm or company, have higher investment return or any information that would bring them to the top of their career. Whereas, individual consumers in Business to Consumer marketing are always contented with what is al ready available in the market. they lack initiatives to look for new ideas since they are just purchasing the company’s product/s for pleasure and not for improvement (Smith, 2002).Lastly, in B2B marketing, you have to be direct with your customer regarding your product. You cannot make some ‘flowery’ features just to have their ‘yes’ on your product. What you need is to be precise, direct to the point and state all the reasons why your customer should buy your product. On the other hand, in B2C marketing, the firm can add ‘colors’ to their presentation to attract the customers. The more creative you present it, the higher is the probability that your good will be purchased (Smith, 2002).The above said differences has to be consider by a Business to Business marketing type of firm fro them to easily gain the market share of their target customers or consumers. Like for instance, you are selling computer units to a telephone company. In t he presentation that you are going to do, you don’t have to hire commercial actors or actresses to present the features of your product. What you should do is to prepare a demonstration or presentation that will educate the telephone company regarding what will be the help of your computer to further improve their services.Sometimes you have to be technical with the term since that is the easiest way for the intellectuals to fully understand what you are saying. Role of Personal Selling in Business to Business Marketing Personal selling is the communication of the sales person with their possible customer done verbally for the purpose of closing the deal with the customer. The main focus of personal selling is to develop a good relationship with the potential buyers most especially the â€Å"will† to close the deal (tutor2u. com, 2007).One of the roles of sales person under the Business to Business marketing is the prospecting or trying to find new customers or consume rs. Since we are considering here a Business to Business type of marketing, it is important for the sales person to clearly identify the right type of customers for their product. The sales person should focus on business type customers and not individual customers. Therefore sales person should be direct when presenting the goods to the company managers or any other important person from the prospect company.What the sales person needs is to be precise, direct to the point and state all the reasons why the company should buy the product should buy your product. Another role of sales person is having communication with the current and probable customers regarding their product. Company managers are information seekers and thus, sales person should communicate from time to time to their potential and current customers regarding the latest information on the products of the sales person.For example, colorful or creative ads of, let say, your software company did not attract the busine ss entities to buy your products until you send them e-mails and journals that explains the features of your products in technical terms. Sales person should know the right means of communicating based from the type of their customers. An additional role of a sales person is the selling of the products, which includes getting in touch with their customer as well as responding to the questions and aiming to close the deal with the customer. For instance the sales person is selling computer units to a telephone company.What you should do is to prepare a demonstration or presentation that will educate the telephone company regarding what will be the help of your computer to further improve their services. Sometimes you have to be technical with the term since that is the easiest way for the intellectuals to fully understand what you are saying. Servicing is the third role of the sales person. Based from this role, the sales person should provide support and service to the customer from the delivery up to the post sales of the product. Providing products to a business customer is not enough.Often time, the sales person is being required to entertain additional questions upon delivery of their goods. Company officials are known for their being specific with the details. The sales person should be able to answer all the questions that might rise by any officials of their business customer. Sales person are also being tasked to gather information on their market in order for them to make necessary adjustments to their plans and other strategies. Customer businesses are very dynamic when it comes to choosing products for their company.It is important for the sales person to gather information on the current demand trend of their prospect company in order to make appropriate strategies and plans. The last but not the least is the allocation especially during the times of shortage. Sales person must have the ability to think on the ways by which he/she would allocate th e available stocks of the company.REFERENCES OLIVA, R. (2007) Business-to-Business Marketing Overview.SMITH, T. (2002) B2B Marketing? TUTOR2U. COM (2007) promotion – personal selling.

Conductng a Internal Analysis Within Kraft’s Corporation

CONDUCTING AN INTERNAL ANALYSIS WITHIN KRAFT’S CORPORATION INTERNAL ANALYSIS AND SWOT ANALYSIS TRIDENT UNIVERSITY INTERNATIONAL AVIE MARIE JOHNSTONE STRATEGIC MANAGEMENT MGT599 MODULE 2 SESSION LONG PROJECT PROFESSOR LARRY BANKS NOVEMBER 5, 2012 Rapid growth and under developed financial and operational controls are common characteristics of many start-up operations, including companies, joint ventures, departments and divisions. Inadequate or improperly working controls can lead to fraud, loss of customers, and even business failure.Managers of start-up operations often fail to adequately address the need for controls because they lack the knowledge of how to address control risk, lack resources to address control risk, or they perceive other issues as being more critical. The manager’s dilemma is how to efficiently balance the need for strong controls with the everyday demands associated with running a newly formed business. (Denise Dickins, Margaret O’Hara, Jo hn Reisch). (2009). Resources are the inputs into a production process.They can be capital, equipment, patents, skill sets of individual employees and/or managers, financial resources, etc. Resources can be tangible or intangible. Individually, they may not necessarily lead to a competitive advantage – it is how they are used and the synergies they create that make them strategically valuable. Give me as much information as you can find about the following as it relates to the Kraft Foods Company: Tangible Resources Physical Resources S&P Dow Jones Indices, a unit of McGraw-Hill Companies Inc. , said that Kraft Foods Group Inc. will replace Alpha Natural Resources Inc. n the S&P 500, Alpha Natural Resources will replace Korn/Ferry International in the S&P Mid Cap 400, and Korn/Ferry will replace Pulse Electronics Corp. in the S&P Small Cap 600 after the close of trading on Monday, October 1. S&P 100 & 500 constituent Kraft Foods Inc. is spinning off Kraft Foods Group to share holders in a transaction expected to be effective after the close of trading on that date. The Kraft Foods stub, which will change its name to Mondelez International Inc. and its ticker symbol to MDLZ, will remain in the S&P 100 & 500. (Kraft Foods Group to Replace Alpha Natural Resources In S&P 500). Nov. 7, 2012). 2. Financial Resources Kraft Foods, the newly independent company that was spun-off from its parent last month, reported stronger-than-expected third-quarter earnings and sales on Wednesday and reaffirmed its full-year guidance. The North American grocery business operating brands such as Oscar Mayer and Kraft cheese posted net earnings of $470 million, or 79 cents a share, compared with a year-earlier profit of $417 million, or 70 cents. (Jennifer Booton). (November 7, 2012). Analysts in a Thomson Reuters poll were looking for earnings of just 69 cents.A reflection of stronger volumes and pricing as well as increased advertising investment, revenue for the three-month p eriod ended Sept. 30 grew 3% to $4. 61 billion from $4. 47 billion a year ago, edging above the Street’s view of $4. 56 billion. For the fiscal year of 2013, Kraft Foods had reaffirmed the GAAP EPS view of $2. 60 stating that the revenue was expected to grow in line with the North American food and beverage market. The consensus, excluding special items, was to look for a full of year earnings of $2. 66 on sales of $19. 28 billion. (Jennifer Booton). (November 7, 2012). 3. Human ResourcesThe food industry is one of the most highly competitive centers of commerce worldwide. Consumer demand for high-value, healthy, convenient foods; advancing technology; globalization; and new distribution methods keep leaders and frontline employees in a state of constant change with comparable demands on human resources professionals. (IBM). (30-Jun-2010). â€Å"It shows just how open Kraft Foods is to new approaches. † That focus has helped Kraft Foods become the world’s second -largest food company, with annual revenues of approximately US$50 billion and sales in more than 160 countries.It also keeps HR strategists on the lookout for better ways to attract and recruit key talent, streamline processes and maintain operational excellence. (IBM). (30-Jun-2010). Kraft Foods decision makers determined that one lever to support those efforts and an ambitious multiyear transformation was to outsource selective back-office functions, said Karen Isaacson, Kraft Foods’ vice president of HR administration outsourcing. To that end, they sought a transformation partner that could deliver an integrated solution to help them meet technology and functional needs, and support their growth strategy.Kraft Foods’ search led to IBM. (IBM). (30-Jun-2010). 4. Other? Kraft Foods Group Inc stood by its full-year outlook on Wednesday as it works to better tailor its product portfolio to a weak economy in North America, the only region the newly independent company no w operates in. Kraft was spun off last month from the maker of Cadbury chocolates and Oreo cookies, which goes by the name of Mondelez International. Unlike Mondelez, which got some 45 percent of its sales from developing markets, Kraft focused on slower growing North America? Jennifer Booton). (November 7, 2012). Further, U. S. consumers face stubbornly high unemployment and slow economic growth. In the weakened economy, Kraft had to drive their sales volume with more advertising and a greater range of products and prices, in what they called a â€Å"good, better, best† strategy. (Martinne Geller). (February 10, 2009). â€Å"The economic environment has not improved and that creates a burning platform for Kraft, our customers and our industry. † Kraft shares were down 22 cents, or 0. 5 percent, at $44. 48 in late morning trade.The broader market, as measured by the S&P 500 index, was down more than 2 percent, a day. Kraft said net income rose to $470 million, or 79 ce nts per share, from $417 million, or 70 cents per share, a year earlier. Revenue increased 3 percent to $4. 61 billion. Most of the increase came from volume gains and selling a more expensive mix of products, with a smaller contribution from price increases. (Martinne Geller). (February 10, 2009). The company affirmed its 2013 outlook, calling for earnings of $2. 60 per share and revenue growth in line with the rest of the North American food and beverage market.Kraft’s revenue in the current fourth quarter would be flat to down due to a comparison with the years earlier period when retailers increased orders in advance of a price increase. Kraft would eventually lose sales of some of its products that it pruned from its portfolio. (Martinne Geller). (February 10, 2009). Intangible Resources 1. Technical Resources In applications from salty to sweet, the Kraft Food Ingredients technology team did offer ingredient solutions and application technology across a wide range of ma nufacturing processes. (Ask KFIC). (2010).Leveraging the knowledge of the parent company Kraft, there was an understanding of the basic science of food processing, as well as the art. In the dedicated application labs, Kraft Foods place a special emphasis on developing cost reduction technologies, translating to lower finished product costs for the customer. Kraft’s employers were the leaders in flavor technology and did play a key role in identifying the best ingredient solution for their needs. The employers of Kraft provided onsite regulatory, quality and specification management and offer pilot plant facilities dedicated to developing ingredients for application evaluation. Ask KFIC). (2010). 2. Intellectual Resources In perspective of Kraft’s complete understanding of the entire gamut of business across every employee. Increase in intellectual capital came along with new business ideas & better practices. Developing expertise in business management; focusing on ma king the business to be a pioneer. Creation of staff slots, keeping good employees within the company. Tight Integration: Reduced cost, build brands & develop people. (Jennifer Booton). (November 7, 2012). 3. Goodwill Company ProfileThe value of business goodwill is in the throws of a major revival under the tent of mutual interest and partnership. Amid a global partnering boom, the future value of your business is at stake. Go-it-alone competitive practices are for the scrapbook. (Jennifer Booton). (November 7, 2012). Partnering opportunities created by the communications and distribution revolution along with a global explosion in consumption and production are reshaping the ability of companies to reach larger audiences and acquire value creating resources. A growing number of countries are announcing international business alliances.Small to large enterprises are discovering partners across the global Internet. Nearly any business conference you attend this year is sure to featu re passionate evangelists espousing the virtues of strategic alliances and economic goodwill. (Jennifer Booton). (November 7, 2012). Kraft Foods Inc. goodwill also engaged in manufacturing and marketing packaged food products, including snacks, beverages, cheese, convenient meals and various packaged grocery products. During the year ended December 31, 2008, the Company had operations in more than 70 countries and sold the products in approximately 150 countries.The company managed and operated, through two commercial units: Kraft North America and Kraft International Kraft North America which operates in the United States and Canada. On August 4, 2008, the company completed the spin-off of its post cereals business. The brands of the company span five consumer sectors: snacks, beverages, cheese, grocery and convenient meals. (Jennifer Booton). (November 7, 2012). Valuation Summary: †¢Last Updated 10/23/2009 †¢MG Value $11 †¢MG Opinion Overvalued †¢Value Based on 3% Growth $23 †¢Value Based on 0% Growth $14 Market Implied Growth Rate 4. 15% †¢Net Current Asset Value -$19. 44 †¢PEmg 16. 80 †¢Current Ratio 1. 13 †¢PB Ratio 1. 64 (Martinne Geller). (February 10, 2009). Key Data: Balance Sheet – 6/30/2009 †¢Current Assets $11,688,000,000 †¢Current Liabilities $10,303,000,000 †¢Total Debt $18,610,000,000 †¢Total Assets $64,654,000,000 †¢Intangible Assets $13,257,000,000 †¢Goodwill $28,225,000,000 †¢Total Liabilities $40,358,000,000 †¢Outstanding Shares 1,474,970,000 (Martinne Geller). (February 10, 2009). Earnings Per Share – Diluted 2009 (estimate) $1. 93 †¢2008 $1. 22 †¢2007 $1. 48 †¢2006 $1. 71 †¢2005 $1. 72 †¢2004 $1. 56 †¢2003 $1. 96 †¢2002 $1. 90 †¢2001 $1. 17 †¢2000 $1. 38 †¢1999 $1. 20 (Martinne Geller). (February 10, 2009). Earnings Per Share – Modern Graham †¢2009 (estimate) $1. 61 †¢2008 $1. 48 †¢2007 $1. 63 †¢2006 $1. 73 †¢2005 $1. 71 †¢2004 $1. 67 †¢Valuation History: 10/23/09 – Value $11, Actual Price $27. 01, Overvalued & Speculative 7/17/09 – Value $10, Actual Price $27. 30, Overvalued & Speculative (Martinne Geller). (February 10, 2009). 4.Other (cultural, reputational, strategic alliances)? How will the business acquire goodwill? It is cultivated through the best of practices, such as good governance, customer service, efficiency, branding, pricing fairness, innovation, authenticity, consideration, cooperation, collaboration, thoughtfulness, decency, understanding, trust and community. (Anirban Mazumdar). (Mar 24, 2012). This result is reflected in the valuation of the business reputation as measured by the loyalty of the customer’s base and the reliability, stability and good practices of management and its employees.The dollar amount of Kraft’s good represented the excess price over fair market value that th e consumers expected to get at the takeover of the company. (Anirban Mazumdar). (Mar 24, 2012). Alliance minded executives use their goodwill on a daily basis in communicating with stakeholders. Without the consistent expression of goodwill, they knew, it was virtually impossible to sustain a partnering synergy that could build goodwill and benefits all stakeholders. The alternative course would in time result in stagnation. (Anirban Mazumdar). (Mar 24, 2012).Fostering goodwill among the stakeholders prepared their organization for partnering. The commitment to goodwill created change and built value. Apply goodwill on a daily basis. It may be your most powerful strategy in preparing for, processing and succeeding in the formation of alliances. To develop a continuous UVP plan extends your alliance road map by duplicating your forecast calculations to include all potential alliances you foresee into the future. How far can you go using this strategy? If possible, don't stop until yo u're able to imagine this process reaching a global scale or an exit strategy.Finally, your alliance plan must weigh alliance costs and risks against the benefits/costs/risks of alternative strategies. (Anirban Mazumdar). (Mar 24, 2012). Whether your enterprise takes the role of a marketer or a supplier, you should consider formulating a phased in partnership plan containing a list of target partner prospects, financial validations, and a timeline and undertake a marketing initiative aimed at shaping a receptive and synergistic relationship with partner executives and operational teams.Executing the plan is your next challenge. Don't hesitate to seek help in developing your plan and making it happen. (Anirban Mazumdar). (Mar 24, 2012). Early 21st Century: Integrating Nabisco into Kraft Foods Inc. and an IPO Philip Morris completed its acquisition of Nabisco in December 2000 and immediately began integrating the Nabisco operations into those of Kraft Foods and Kraft Foods Internation al. In March 2001 Philip Morris created a new holding company for the combined operations known as Kraft Foods Inc.The previous Kraft Foods was renamed Kraft Foods North America, giving the new Kraft Foods two main units: Kraft Foods North America and Kraft Foods International. The two CEOs of these units were, Betsy D. Holden and Roger K. Deromedi, respectively, however, they were also named co-CEOs of Kraft Foods Inc. In June 2001 Philip Morris sold a 16. 1 percent stake in Kraft Foods to the public, retaining the remaining shares. The second largest IPO in U. S. history, the offering raised $8. 8 billion, which Philip Morris earmarked to reduce debt it had incurred in acquiring Nabisco. (Kraft Foods Inc. History). (2002). As it was integrating Nabisco and attempting to meet the anticipated annual cost savings of $600 million by 2003, Kraft Foods also began divesting some of the marginal brands it had acquired in the takeover. By late 2001, the company had announced that it had re ached an agreement to sell the Farley's and Sathers confection brands as well as its Mexican pasta business, which included the Yemina and Vesta brands.Additional divestments were expected for Kraft, which as one of the top two food companies in the world with revenues approaching $35 billion could be very choosy about which brands to retain in its very powerful portfolio. (Kraft Foods Inc. History). (2002). Dorria L. Ball is the senior director of Human Resources, Beverages, for Kraft Foods, headquartered in Tarrytown, NY. In her role, Ms. Ball and her team are responsible for developing and leading the implementation of all human resources strategies and activities in support for all Beverages Business unit functions from marketing to manufacturing.Ms. Ball has worked as an employee with Kraft Corp. for over 18 years in Sales Management, where she held numerous assignments of increasing responsibility, calling on customers and leading teams. She transitioned into human resources i n 1994 and has since held a variety of human resources generalist and specialist assignments across a number of functions and business sectors. Most recently, Ms. Ball became the Senior Director of Global Diversity and Work Life, where she was responsible for developing and implementing the Global Diversity and Work Life strategy for Kraft Foods worldwide. Dorria L. Ball). (Feb. 2007). Further, Ms. Ball is one of the founding members of ASCENT, and was formerly on the Conference Board's Council on Workforce Diversity, the Thurgood Marshall Scholarship Fund advisory board, the steering team of the William J. Clinton Foundation's Harlem Small Business Initiative, and the Boston College Global Workforce Roundtable Steering Committee. In addition, Ms. Ball is a member of Alpha Kappa Alpha sorority and the Abyssinian Baptist Church. (Dorria L. Ball). (Feb. 2007).Distinctive capabilities are those competencies possessed by a firm that cannot be copied or can be replicated only with great difficulty or resources. Determine the distinctive capabilities of the Kraft Foods Company as it relates to as many of the following as you can: 1) Architecture An American food favorite, Kraft Macaroni & Cheese Dinner has been serving up smiles since 1937. Long highly relevant and visible, Kraft Foods wanted to ensure its brand was differentiated and that it would reach its full potential moving into the future. Over the years it had also created a range of Macaroni & Cheese sub-brands that fragmented its core brand.Macaroni & Cheese, Easy Mac, and Deluxe were all highly successful, but would benefit from a more prominent association with Kraft Foods. In summer 2009, the Kraft Macaroni & Cheese team approached Landor with a challenge: to refresh and contemporize its look, help differentiate itself better from competitors, and visually streamline its portfolio of over 50 Macaroni & Cheese products. (Landor Associates). (June 2011). Kraft's brand promise was to bring smiles to everyo ne's faces, and through research, it learned that it owned several compelling equities in customer's minds: happy, smiles, and joy.Inspired by these emotions, the company arrived at the metaphor of a county fair just like a day at the fair Kraft Macaroni & Cheese is a source of all American joy for the whole family. Drawing from the county fair metaphor, a new designed a new brand identity and packaging. The concept was further brought to life through improved brand architecture that united the portfolio of Kraft Macaroni & Cheese sub-brands under one brand promise, Landor’s visually unified them, and emphasized their connection to each other and Kraft Foods. Landor Associates). (June 2011). To help establish proprietary equities, Kraft Foods applied to register their design as a trademark. Although other macaroni and cheese brands used blue and yellow on their boxes, Kraft’s packaging, architecture system, and identity reclaim the colors as that of Kraft Macaroni & Ch eese. Kraft Macaroni & Cheese redesign succeeded in strengthening and reclaiming the brand's visual equities, differentiating it from private label, and creating a strong master brand to unite three disparate sub-brands.Our packaging and noodle smile identity provided the basis for the Kraft Macaroni & Cheese integrated marketing campaign, which in 2010 helped drive gross revenue up 3. 8 percent, increased dollars by 9 percent, and raised its overall market share by 0. 4 points. (Landor Associates). (June 2011). 2) Reputation, and The absence of well-established laws governing social media communications make it challenging for companies to contest reputation damage on Facebook.However, this shouldn’t stop them from putting a proactive social media reputation strategy in place. Leading food and beverage corporation, Kraft Foods Inc, has put in place a 6 pronged strategy to address various kinds of reputation risks on Facebook. . (John Paulo Cardoso). (Mar 28, 2012). Weâ€℠¢ve summarized Kraft Foods’ Facebook reputation management processes in the graphic, below: . (John Paulo Cardoso). (Mar 28, 2012). Kraft Foods reputation risk management strategy includes both at internal employees and external stakeholders.A typical risk management process is as follows: †¢Kraft Foods’ Social Media team takes ownership of all its postings as detailed in its Facebook posting rules this provides clarity of ownership and helps ensure a standard, congenial conversation. †¢Kraft Foods’ Social Media team continuously monitors Facebook postings for negative sentiment, profanity, and hateful comments – these trigger an immediate damage control response. †¢Once a risk event is detected, the Social Media team uses a Crisis Potential Questionnaire consisting of 15 questions, to determine the severity of the reputation risk event.This helps the company to decide on the de-escalation time frame, and channels of de-escalation. . (John Paulo Cardoso). (Mar 28, 2012). †¢Kraft Foods’ Social Media team uses a Social Media escalation document to direct resolution steps to the correct internal stakeholders, and prescribes the course of action for various reputation risk events. †¢In times of crisis, the Moderator on the Social Media team checks any communication which goes out on behalf of Kraft Foods, to ensure it accurately represents the company’s point of view. However, if a sustained and malaise reputation risk persists despite the company’s best attempts to alleviate it, the Social Media team consults the legal department for possible legal recourse. . (John Paulo Cardoso). (Mar 28, 2012). 3) Innovation. There are no red flags with Kraft's new name change. On Aug. 4, 2011, Kraft Foods Inc. announced plans to divide and create two independent public companies: a high-growth global snacks business and a high-margin North American grocery business. And now on March 21, 2012 they announ ced its plans for its snack food corporate name as Mondelez International, Inc. IBM). (30-Jun-2010). What this demonstrates is that the company truly understood the strength of its brands and how they have built a relationship with customers. And now they were using this knowledge to manage the branding of its new independent company to leverage the platform â€Å"make today delicious. † The move to invent a new word and taking the time to let everyone know the phonetic spelling is the right thing to do for a multinational conglomerate rather than trying to leverage one of its current brand names. (IBM). (30-Jun-2010).The Chairman and CEO Irene Rosenfeld had said that he would be implementing a new global snacks company, looking for a new name that would serve as an umbrella for their iconic brands, reinforce the truly global nature of this business and build on our higher purpose to make today delicious. Mondelez captured a perfect idea of a delicious world and saying that i t would serve as a solid foundation for the strong relationships. Kraft Foods Inc. brands knew how to build relationships with its customers and now applying it to the market and their investors. (IBM). (30-Jun-2010). REFERENCES: Denise Dickins, Margaret O’Hara, John Reisch. 2009). Frameworks for establishing and evaluating internal controls: a primer and case study. Journal of Case Research in Business and Economics. Kraft Foods Group to Replace Alpha Natural Resources In S 500. (Nov. 7, 2012). http://www. nasdaq. com/article/kraft-foods-group-to-replace-alpha-natural-resources-in-sp-500-20120925-01231#. UJswqGcyCSo Jennifer Booton. (November 7, 2012). Kraft Foods Posts Strong 3Q Profit After Spin-Off. FOXBusiness. http://www. foxbusiness. com/industries/2012/11/07/kraft-foods-posts-strong-3q-profit-after-spin-off/ IBM. (30-Jun-2010). Kraft Foods builds on success to

Antebellum Steamboats

The steamboat craze happened during the turnpike craze. It was started by an engineer named Robert Fulton who installed a steam engine in a vessel that became known as the Clermont but was nicknamed Fulton’s Folly. One day in 1807, the little ship churned steadily from New York City up the Hudson River toward Albany which was 150 miles in 32 hours. The success was amazing. People could now defy wind, waves, tides, and downstream currents. Carrying capacity doubled.Keelboats went up the Mississippi at about 1 mph which was very expensive. The steamboats traveled over 10 mph against the current. By 1820 there were 60 steamboats on the Mississippi. By 1860 there were over 1000. Rivalries developed and led to racing. The steamboats led to an opening of the West and South which were filled with rivers. Until 1830 the products of the western region went southward and very little finished products made their way back west.The steamboat helped to send the finished products upriver and helped bind West and South together. This binding inspired the transportation revolution. In 1787, John Fitch built the first recorded steam powered boat in the United States. It was propelled by a row of oars on each side of the boat. He experimented with side-mounted paddle wheels, but in 1790 he used stern mounted oars instead. Fitch was the first to operate a steamboat commercially. It had scheduled transport of passengers and freight on the Delaware River in 1790.The first successful use of steam power to navigate a paddle wheel boat in America was in 1793. Samuel Morey used his steamboat on the Connecticut River. Robert Fulton became interested in steamboats at the age of 12 when he visited William Henry in 1777. He built and tested an experimental steamboat on the Seine River in 1803. Before returning to the United States, Fulton ordered a steam engine from Boulton and Watt, and built what the North River Steamboat. In 1807, the ship began passenger service between New York City and Albany.

Discuss Spielberg's treatment of history in Schindler's List and Essay

Discuss Spielberg's treatment of history in Schindler's List and Amistad - Essay Example oth films, Schindler’s List and Amistad, Spielberg takes liberties with history in two ways; changing documented events to fit within the film’s agenda and the omission of crucial parts of the story to create a different impression of history than what documented facts show. Steven Spielberg is one of only a handful of directors that could change history through his movies without losing profits. This allows Spielberg to fulfil both objectives of making money and promoting his view of history. This essay will examine Spielberg’s treatment of history in his two films, Schindler’s List and Amistad in an attempt to show that movies can be inspired by history, but in reality are a work of fiction. Spielberg did not portray the violence that the book Schindler’s List by Thomas Keneally describes. Characters were portrayed differently. Many factors made the book and movie different. Even though Schindler’s List, the movie was based on Schindler’s List, the book, Spielberg made the movie his own. Amistad was also Spielberg’s creation. Spielberg took Amistad and tried to teach a moral lesson. The only problem is Spielberg made Amistad from the point of a white man, not an African American. Thus, the moral lesson became the white men involved in the case came to the realisation that the Africans were human also. This point of view made white Americans and Spielberg feel better about the enslavement of African Americans by showing that not every American at the time was pro-slavery. An African American director, like Spike Lee, would have shown more of the African American experience. One look at Amistad and Roots shows the difference of the black and white point of view concerning slavery Schindler’s List begins in the present day, the picture is full of colors and shows some Jewish people performing religious rituals in Hebrew. Then, Spielberg goes back in time to 1939 when Germany conquered Poland. The Jews in Poland were asked to

ALL WORTHWHILE LEARNING OCCURS IN EDUCATIONAL INSTITUTIONS DISCUSS Essay

ALL WORTHWHILE LEARNING OCCURS IN EDUCATIONAL INSTITUTIONS DISCUSS - Essay Example This is where Lave sets the problem of context by building on the basic premise that not all learning needs to be worthwhile. Translated, in this paper, I have has used the premise to show the effects of positive learning in individual so as to come up with a composite model for worthwhile learning within a person’s experiences rather than simply within the educational institutions. This knowledge base takes a person through a variety of life experiences to help him or her practice a profession, meet people and basically, make a life. This paper discusses the fact that the process of worthwhile learning is not limited merely to educational institutions. The paper has been constructed in terms of a discussion of the determinants as outcomes of worthwhile learning outside the educational institutions. From there, it goes into finer details as far as aspects of those determinants in cognitive development are concerned. These aspects have to do with general and other competencies. Before launching into a discussion of the same, I have separated informal and formal learning so as to better understand the basis on which the determinants of worthwhile learning have been taken. This further leads into the spheres in which these determinants function. What learning is ‘worthwhile learning’? This is decided by the cognitive development of a person in terms of his or her general competencies as demonstrated within and outside the educational institution. It could be argued that any learning that contributes to the overall shaping of a person’s cognitive development for positive interactions within their various spheres of operation are the determinants of what learning is ‘worthwhile learning’. Also, it is decided from his or her social position which affects the criteria of people of what is worthwhile due to the

Business Communications Assignment Example | Topics and Well Written Essays - 750 words

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Qualitative Reserach Critique Research Paper Example | Topics and Well Written Essays - 2000 words

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Easter Offensive 1972 Research Paper Example | Topics and Well Written Essays - 1250 words

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The 3M Company Case Study Essay Example for Free

The 3M Company Case Study Essay Introduction The 3M Company is a $18 billion diversified technology company with leading positions in health care, safety, electronics, telecommunications, industrial, consumer and office, and other markets. Headquartered in St. Paul, Minnesota, 3M has operations in more than 60 countries, serving customers worldwide. 3M is one of the top 50 Fortune 500 companies and has been one of Fortune magazines ten most admired corporationsfor the last ten years. Since its founding in 1902, Minnesota Mining and Manufacturing Company has become one of the worlds most innovative and productive companies. 3Ms primary growth strategy is to sell more existing products into new markets and to introduce new products into new or existing markets.3M mission is to be the most innovative enterprise and the preferred supplier to customers. 3M vision is to sastisfy customers with superior quality, value, and service. A division of the 3M Company, 3M Health Information Systems, the largest and one of the fastest-growing of 3Ms seven major businesses, serves medical, dental, pharmaceutical, and personal care markets. 3M Health Information Systems is a leading provider of advanced software tools and services that help health care organizations capture, classify, and manage accurate health care data. With more than 20 years of industry experience, 3M Health Information Systems solutions help ensure the quality of data and the processes that drive an organizations ability to manage revenue, comply with regulations, improve the quality of patient care, and manage resources effectively. Read more: 3MÂ  Organizational Structure Through this paper, 4 main points will be discussed in order to identify the position of 3M strategy regarding its innovation management,especially in the health care division . First of all, lets identify the main issues of 3M affecting its innovation management. The second point will be to discuss the national system of innovation in health care.As a third point , three academical framework will be applied to 3M innovation management. Lastly , based on the findings get on analysis of the theories , some recommendations will be suggested to improve 3M innovation management. Section 1: select an organisation and outline the main problems which impact on the effective innovation management.In answering this part of the question you may, if appropriate, provide examples of recent innovation in product, services or process. In the field of innovation management , 3M is the leader. 3Ms corporate strategy shows anyway some internal and external concerns which impact the effective innovation management put in place at 3M. The first concern which come up is that 3M has established a corporate goal of generating 30% of sales from products introduced within the previous four years. In striving to attain this goal, the company spends 7 cents of every sales dollar on R D more than twice the average of U.S. manufacturing companies.It could be seen as too much concentration of innovations even if they are not necessary in the market. According to William Coyne, 2001 at 3M, in recognition that product life cycle are becoming shorter, the company has recently set up a new goal of 10 per cent of sales coming from product less than a year old. But as most business leader would acknowledge that developing genuianely new products is a high risk activity : industrial product have only a 50:50 chance of being succesfull, while consumer goods fare even worse , with a one ten chance of succeeding . In attempt to meet the 30% or 10% rule, the employees strive to introduce new innovations on the products, even if those innovations do not add any value to the customers whilst the company is heavily spending on RD. The second concern which was noted related to 3M innovation management. Gundling, E. (2000) argues that 3M declared victory too early .In fact 3M has a high publicity and reputation for innovation and this lead to over confidence resulting that every employee believe that they are all innovators .So there is noone to set the standards for innovation, against which innovation performance can be assessed. The troubles that afflicted 3M is the environment that encourages people to work around and defy their superiors and a determination to let the company follow where its scientists and customers lead.However , it is important for 3M employee not to fall into the trap of happy self deception or to be content with just incremental products.In fact , according to William Coyne (2001), the company top managers were very concerned that too much of the companys growth was coming from incremental improvement to existing products. The third drawbacks that 3M has is the fact that they produce overwhelming too many products than what overseas subsidiaries can manage to market . Ernest Gundling (2000) argues that subsidiaries employees are trying to serve the needs of numerous 3m divisions simultaneously , some employees are kept so busy dealing with US or regional headquaters that they lack the time to focus on their customers. As a result 3M is very big but acts small. Each of 3Ms 45 product divisions constitute a business in itself with its specific customer base, with its own general manager, marketing director, technical director, human resources director, manufacturing director, and national sales manager (Coyne, 1997). 3M is a highly decentralized company, but care is taken to decentralize to units that are large enough to be self-standing and, therefore, capable of funding their own RD. On the other hand, 3M attempts to prevent divisions from getting so large that individual innovations do not count. 3Ms strong belief in divisional autonomy is countervailed by the corporate requirements of a high level of innovativeness and interdivisional knowledge-sharing (Goold et al.,1994, p.203). Fourthly , according to Gundling, E. (2000),3M still unofficially practices lifetime employment. It is possible to get fired, but normally only for a serious ethical breach, gross imcompetence , lack of motivation, or negligence. When the company decided to reduce their workforce , the only concern they face is how to preserve the experience and sense of dedication that will ensure continued innovation in the company.In fact people laid off because of their performance or early retirement are well attracted by others firms to work and share the knowledge they acquire through 3M experience. Finally 3M face not only internal concerns as seen before but external environnement affect as well its innovation management. In fact according to Gundling, E. (2000), when a product has been approved for marketing, 3m still have to wait the review from the regulatory agencies in other countries.This could slow down the innovation process of the company for instance for the launch of the Aldara cream. Section B : Briefly indicate how the National System of Innovation influences the company s ability to manage innovation. According to Tidd, J. et al (2001), the national system of innovation in which a firm is embedded, strongly influences both the direction and the vigour of its own innovation activities. He identifies three national factors that influence the rate and direction of innovation, National market incentives and pressures; competencies in production and research; and institutions for corporate governance. The innovation policy whereby 3M scientists hold regular meetings with customers allows the company to utilise knowledge available on the market, for its innovation management. In relation to health care products, 3M is forced to keep innovating due to intense competition and regulation in the US. Competition does also promote innovation by providing opportunity for formation of alliances to share costs and risks in risky and costly projects. 3M enjoys national competencies in production and research through the availability of universities with which it has research links. US, as a nation also ranks high among nations with good innovation environment indicators. The nation has steadily increased its RD expenditure (as a percentage of GNP) from 0.99% to 1.60% between 1967 and 1998. Tidd, J. et al (2001) estimated that US per capita and per researcher RD expenditure was US $ 650 and US $ 169,650 respectively. RD Personnel ratio was estimated at 3,700 per million population. Tidd, J. et al (2001) posit that increased share of RD expenditure as a percentage of GDP for USA (as well as Germany and Japan) has been responsible for the growth of major firms in pharmaceuticals and telecommunication. USA has also good institutions that promote RD. These include, the National Institute of Health, which is a government funded body active in biotechnology RD . Section C: Select three analytical frameworks from the course as a means of evaluating the effectiveness of the organization s approach to innovation management. There is 3 theoritical framework that could applied to 3M innovation management concept . The first model that could be applied to 3M innovation management is the Knowledge creation Model . According to Professor Nonaka and Takeuchi, (1995), there is two types of knowledge :Tacit knowledge and explicit knowledge .Through this dynamic interaction between the two types of knowledge, personal knowledge becomes organizational knowledge. And the organizational knowledge or intellectual infrastructure of an organization encourages its individual members to develop new knowledge through new experiences. This dynamic process is the key to organizational knowledge creation. This interaction between the two types of knowledge brings about what we call four modes of knowledge conversion that is, socialization (from individual tacit knowledge to group tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from separate explicit knowledge to systemic explicit knowledge), and internalization (from explicit knowledge to tacit knowledge). Socialization is a process of creating common tacit knowledge through shared experiences. For socialization, we need to build a field of interaction, where individuals share experiences and space at the same time, thereby creating common unarticulated beliefs or embodied skills. In the case of 3M , personal tacit knowledge which 3M requires through their recruitment process to only take knowledgeable employees and that tacit knowledge will be transferred through team working , for instance the division managers nust know each staffers first name(Mitchell,1991). Externalization is a process among individuals within a group. During such face-to-face communication people share beliefs and learn how to better articulate their thinking, though instantaneous feedback and the simultaneous exchange of ideas. This mode is triggered by a dialog. In fact when an employee come up with a product idea, he or she recruits an action team to develop it(Mitchell,1991). Combination is a process of assembling new and existing explicit knowledge into a systemic knowledge, such as a set of specifications for a prototype of a new product. Often, a newly created concept should be combined with existing knowledge to materialize it into something tangible. For instance according to Gundling, E. (2000), 3Ms Technical Forum is a means for all technical people share technologies, practices, policies, and procedures. Exchange of technical personnel knowledge to different divisions, or other countries where 3M has operations, is common. Internalization is a process of embodying explicit knowledge into tacit, operational knowledge such as know-how. This mode is triggered by learning by doing or using. Explicit knowledge documented into text, sound, or video formats facilitates the internalization process. Therefore, manuals, a quintessential example of explicit knowledge, are widely used for internalization. That has been done in 2002 when 3M published the book which is a compilation of 3M voices, memories, facts and experiences from the companys first years : The innovation century , the 3M story. The second model that could be applied to 3m innovation management is the culture-innovation model The innovative culture of 3M has been the driving force for the companys continuous innovation and growth into a major world-wide, large-scale manufacturer. Applying the theory developed by Teece, we assessed that 3M has developed complementary assets, in terms of research ability residing in individual knowledge and technical expertise held by 3M scientists. Furthermore, this culture has helped the company develop dynamic capabilities by analysing and anticipating future customer needs (opportunities) and translating these opportunities into product novelty, by combining various complementary assets in a competitive, hardly inimitable way. 3M is a company whose culture has led to thousands of new products every year for decades, probably the premiere company in bringing new products to market. 3Ms development process is dramatically different from most, yet it is highly successful at new product development. Innovative new products from 3M because of a well-thought-out set of mechanisms which support emergent activity. 3Ms corporate strategies explicitly promote an innovative spirit. These strategies include: 30% if sales must result from products less than 4 years old; technical people can spend 15% of their time on projects of their own choosing; every division has access to technologies developed anywhere in the company and has the responsibility to share the technological needs of its customers throughout the company. 3Ms corporate culture is very supportive of risk taking, teamwork, innovation, and entrepreneurship. Failure is viewed as a learning experience; employee relations are informal and on a first-name basis; the technological base is diversified and technological exchange is encouraged throughout the company; and 3M maintains a strong commitment to develop customer-driven products. These principles have all been followed at 3M for decades. The specific human resource (HR) strategy helps 3M foster innovation, retain research talent and reduce the employee turnover by giving scientists personal research time, rewarding innovation and adopting a constructive approach towards product failures. As shown in the case, the specific HR policy along with the innovative culture has been the milestones in the development and the success of the company over several decades of operation. By providing the framework for innovation, 3M allows the innovation process to be controlled almost entirely by the individual scientists, who are encouraged to think outside the square and develop new products within the specifications required by the market. The third framework that will apply 3M innovation management will be the organic structure. The organic structure is more flexible, more adaptable to a participative form of management, and less concerned with a clearly defined structure. The organic organization is open to the environment in order to capitalize upon new opportunities. Organic organizations have a flat structure with only one or two levels of management. Flat organizations emphasize a decentralized approach to management that encourage high employee involvement in decisions. In 3M, this translates into a structure where most employees network into at least five levels: department, division, group, sector and company. For purposes of innovation, the key level is the division. Each of the companys 40-some divisions develops, manufactures and sells its own products, and each has a structure appropriate to its market. Most divisions include functional departments division labs, manufacturing, marketing, sales, logistics and so forth as well as cross-functional teams. 3Ms resulting formal structure may look like a bureaucracys analytical hierarchy on an organization chart. But, in fact, the structure acts less like a bureaucratic prison than a platform, from which employees are expected to learn and serve customers. For instance, like the units in a living thing, the departments in any division have semi-permeable boundaries. Sales people arent trained only in sales. They learn about their divisions technology so they can describe products to customers. Moreover, theyre expected to work with people in the marketing and research departments of their divisions and to network across the company. Similarly, technical and manufacturing people regularly visit customers manufacturing facilities to learn about their operations. As a result, they sometimes see possible uses of 3M products those customers havent thought of. As an example, about 15 years ago, technical people were visiting an auto manufacturers factory and learned that the rivets they used to hold side molding to doors were rusting. So the technical people went back to the lab and developed an acrylic foam tape that replaced the rivets and solved the problem. Additionally, 3M has a flexible organisational structure, with a dual ladder approach, allowing employees with technical background to advance in their career without having to switch to management. Furthermore, we assessed that the dual ladder reveals a matrix internal corporate organisational structure allowing the firm to react promptly to market opportunities and assemble quickly multi-disciplinary teams of employees. This internal organisational structure is not visible from the outside and it is not easy to be copied by competitors, due to the high complexity of the relationships that establish within this matrix (span of command and delegation of authority). Section D: Based on your analysis in section C explain how the organization could improve the management of innovation: Based on the findings in the third question 3M has managed to innovate continuously and create a large pool of products (over 30,000 products), achieving continuous profitable growth over time. So suggesting new recommendations for the improvement of 3M innovation management is a difficult approach but any company even 3M has some limitation so few suggestions will be recommendable : As explained in the third question, the lack of a system to guide product developers who are seeking to create breakthroughs is a problem even for a company like 3M, long known for its success with innovation. The innovation culture the company has nurtured and the continuous investments in research and development (RD) over several decades has helped 3M get deep roots in several competencies for instance in applied technology for health care. But willing to create although very new products and services may be essential to future growth and profit, companies must first survive to get to the future. That necessity tends to focus companies strongly on making incremental improvements in order to keep sales up and current customers and Wall Street analysts happy. Second, developers simply dont know how to achieve breakthroughs, because there is usually no effective system in place to guide and support their efforts. Employees knows only that 30% of sales must come from products that had not existed four years earlier. So even if the product could have a life cycle more than four years , 3M reduce it in order to comply to the rule. For the Medical-Surgical Markets Division to secure future growth it would be advisable that the division maintain a balance between incremental and revolutionary innovation. As well as promoting more the activities like marketing or branding for the product created in the health care division because the cost of investment put in place for the creation of thoses products will be only recovered if the product stays in the market longer than 3M would. By shortering the product life cycle , it increases the RD expenditure. Even the most effective innovating firms such as 3M may create organizational bureaucracy that slows down innovation. The most successful innovators know that just spending more on RD is not enough; neither is anticipating customer needs. 3M employs a strategy of high decentralization and autonomy for its divisions, or units. In reality 3M also does not follow the traditional approach to organizational design. 3M consistently achieves its goal of having 15 percent of its revenue come from new products by providing managers with the latitude to move from one business unit or laboratory to another without bureaucratic obstruction. It is during the knowledge creation process that Project groups, operating with few constraints from the formal organization, come together to accomplish a task and disband when their work is completed. One of my recommendation regarding the 3M structure is to merge RD with Sales and Marketing, subsequently creating a number of small cross-departmental innovation teams. Realignment of goals and business planning would be crucial during this phase and reappointment according to respective areas of expertise must be communicated positively, offering alternative thoughtfully designed posts, linking salary to performance. Linkage between these teams must be fabricated carefully. By creating this as an independant workforce they will be delegating responsibility , flexibility.They will be able to access fast, good communication will be involve to share the available information. This approach will enable the company to retain all the insight and move on quickly to the next step on a real time basis. . By allowing RD , Sales and Marketing to mix and to participate in decision-making, their suggestions could have changed the outcome by allowing them to respond in a timely manner and adjust their strategies to fit their consumers. It is also recommended to start with small grouping of activities because it is reducing risk and remain tight control and maintain that organic structure put in place within 3M. Finally creating independent small units that can rapidly respond to customers needs or changes in the business environment. The supervisor tends to have a more personal relationship with his or her employees in order to motivate them to succed in their object ives. Summary : 3M, which obtains 30% of sales from new products within four years, offers an example of how a culture of innovation can take root and become integral to the continuing success of a company after nearly a century. Even if 3M is the model of innovation management for other companies, it has some limitations in its proper culture, structure and HRM policy which lead 3M to make some improvements that enable them to excell in their competitive advantage.The national system of innovation is the foundation of their actual direction. After analysing the three theoritical frameworks , there is no doubt that 3M innovation management provide the effectiveness at all level. Total Word Count: 3108 Section A: 569 Section B: 283 Section C: 1321 Section D: 935 Reference: 3M Company, 2002, A Century Of Innovation, 3M Company, USA 3M Company Annual Report, 2003 3M Company, USA Achtmeyer, W.F. (2002), 3M Corporation, Centre for Global Leadership, available on http://mba.tuch.dartmouth.edu Boxal, P. and Purcel, J., (2003), Strategy and Human Resource Management, PalgraveMacMillan, New York. Cobbenhagen, J. (2000), Successful Innovation: Towards a new theory for the management of small and medium-sized entreprises, Edward Elgar Publishing Ltd, UK Cohen, W., Nelson, R. and Walsh, J. (2002), Links and Impacts: The influence of public research on industrial RD, Management Science, Vol. 48, pp 1-23 Frohman (1980) in Cobbenhagen, J. (2000), Successful Innovation: Towards a new theory for management of small and medium sized entrprises, Edward Edgar Publishing Ltd, UK). Goold, Campbell and Alexander (1994), Corporate Level Strategy: Creating value in the multi-business company, John Wiley and Sons, New York Gundling, E. (2000), The 3M-way to innovation: Balancing people and profit, Kodansha, London Larkins, R.J., (2000), Government research program briefing, available on http://www.fas.org/man/congress/2000/000510-larkins_may_10.htm Lorentzen, A. (2003), Knowledge and knowledge bases in the learning process of Polish companies, Aalborg University, available on http://www.druid.dk/conferences/summer 2003 Minnesota Statutes, 2003, Ch 116J. 885, available on http://www.state.mn.us/stats/116J/ Nonaka and Takeuchi (1995), The knowledge-Creating Company, Oxford Press, New York. Porter, M.E. 1998, Competitive Advantage: Creating and sustenance of superior performance, Free Press, New York Mitchell Russel,(1991), Masters of innovation : How 3M keeps its new product coming Terziovski, M. Samson, D and Glassop, L. (2001), Creating Corporate Competence through management of organisational innovation, Research paper, available on http://www.fsed.org/research/projects , 2001. Thomas Swan, Top twenty innovators: The mothers of inventions, available on http://www.thomas_swan.co.uk (2004) Thomhe, S. and Von Hippel, E. (2002),Harvard Business Review, April,pp74-81 Tidd, J., Bessant, J. and Pavitt, K. (2002), Managing Innovation: Integrating Technological, Market and Organisational Change (2nd edn), John Wiley Sons Inc, USA Von Hippel, E., Thomhe, S. and Sonnach, M. (1999), Breakthroughs to order at 3M, Sloan School of Management, available on http://web.mit.edu/evhippel

Applying theory of career construction to case study

Applying theory of career construction to case study The purpose of this case study is to apply Savickas Theory of Career Construction to a volunteer client Karen. Complete a narrative interview using the structured interview questions in the Career Style Interview, and employing the six steps. Discuss interpretations, observations and obtain her feedback. Theoretical foundation of Career Construction Theory The theoretical foundation of Career Construction theory (CCT) has its beginnings from Constructivism, and according to Sharf (2009) Constructivism is a psychological approach that has developed out of a postmodern philosophical position. It has been stated the Postmodernism period was a reaction to modernism, in that it highlighted the differences in individual views rather than a one-sided, rational scientific view of modernism. (Sharf 2009) Constructivist saw individuals as creators of their own destiny, and constructivist counselors sought to help clients discover that meaning and resolve any discrepancy. (Sharf 2009) According to (Sharf 2009, p316) the constructivism approach was greatly affected by the changing of the work environments in the 1970s. Employees were no longer staying with one position for their whole work life, as companies were becoming less loyal to employees and watching out for own bottom-line by downsizing their workforce to part-time. Employees soon discovered they needed to take charge of their future and looked to career counselors for help. According to (Busacca, 2007) constructivist career counseling attempts to answer one question how can an individual negotiate a lifetime job changes and not lose a sense of self? Career construction theory (CCT) came about to help individuals develop meaning out of their career choices and actions. CCT addresses how an individuals career, is made from its personal and social constructs or interactions. These constructs are not actual real reality, but an individuals representation of that reality. CCT defines career as an objective and subjective construct. Objectively speaking, career is a listing of positions from the past to present. Subjectively, career is the personal meaning or a pattern of experiences from past, present and future. (Savickas, 2005, p43) CCT is made of three distinct perspectives and each seeks to determine how the individual views their life and career, and how they work together. (Busacca, 2007) These perspectives are life theme, career adaptability, and vocational personality. The Purpose and the Suppositions The purpose of CCT is to help the individual discover the subjective meaning in their work. In helping the individual discover this type of meaning, CCT stress the importance of the relationship between the individual and the counselor. Life themes In Hollands career development theory, his inventories were used to obtain critical information about the individual, and make predictions about a career path, and also the likely hood of success along this path. Career construction theory takes advantage of the individuals narrated work stories to discover any meanings or patterns. (Busacca, 2007) It has been stated that pattern is the primary unit of meaning. By consciously organizing and binding together these discrete experiences, a unifying life theme patterns (Savickas 2005, p 58) patterns becomes a fundamental and essential way of being because it provides a way for individuals to see themselves and see what is important in the world. (Savickas, 2005 p58) During a counseling session the individual is encouraged to tell about their work positions, experiences. They are also asked to develop a story linking career related experiences from the past to the present. The story becomes the focus of attention as individual narrates the counselor through their work and life stories. The counselor plays a less active role and listens for patterns in the individuals story. (Busacca, 2007) Career Adaptability Once an individual has discovered a life theme, how they go about coping with the process of connecting with social expectations and how they construct their careers is the next step. (Savickas, 2005) Career counselors begin to ask questions of the individual such as How did you decide on that career? This is an important question to ask, because it relates to how the individual is choosing to cope or react to their social expectations. (Savickas 2005) stated adaptation was the interaction of self and society and it is this interaction where an individual develops their attitudes, beliefs, problem-solving and coping mechanisms. He went on to discuss four stages of adaptation resources. These resources are concern, control, curiosity and confidence. (Savickas, 2005) During the career concern stage, a career counselor focuses on whether an individual is concern about their future. A statement commonly made by individuals in this stage would be Do I have a future. A lack of career concern has a likelihood of becoming indifference which usually reflects a feeling of pessimism about the future. Career concern is important because it helps the individual to relate their current activities to future endeavors. The goal of this stage is the building of continuity of past and future career activities. (Savickas, 2005) (Busacca, 2007) The career control stage, a career counselor focuses on whether the individual feels or believes they are responsible for their careers. A statement commonly made by individuals in this stage would be Who owns my future? The lack of career control has a likelihood of becoming career indecisiveness and can lead to attitudes of indecision. The goal of this stage is deciding by clarifying choices. (Savickas, 2005) (Busacca, 2007) The career curiosity stage, a career counselor focuses on whether the individual has discovered fit between self and the world of work. A statement commonly made by individuals in this stage would be What do I want to do with my future? The lack of career curiosity has the likelihood of becoming naÃÆ'Â ¯ve about work options. The goal of this stage is exploration, learning about self and clarifying values. (Savickas, 2005) (Busacca, 2007) The career confidence stage, a career counselor would focuses on whether the individual displayed self esteem, self efficacy and encouragement. A statement commonly made by an individual in this stage would be Can I do it? A lack of career confidence has a likelihood of becoming unmotivated and unwilling to obtain their goals. The goal of this stage is to increase self acceptance, develop problem solving abilities and encourage the willingness to try even when things look dark. (Busacca, 2007) (Savickas, 2005) Vocational Personality According to (Savickas, 2005) an individuals personality begins in the family, neighborhoods, and school. As that individual grows up, their characteristics are displayed everyday while doing housework, completing hobbies and playing games. CCT views these characteristics possibilities or hypothesis to explore for the discovering meaning. Unlike Hollands RAISEC which use an objective person-environment fit, CCT uses a subjective approach in demonstrating to the individual how they are similar to others in a given field, and share common feelings and ideas about work related activities. Account of Session with Karen Career Style Interview with Karen Karen is 46 year old divorced African American women with three adult children. She attended Central Florida College and has received her Associates in Health information management. She is currently attending classes at University of Phoenix, and is enrolled in the Healthcare Administration program. Karen started her employment at a nursing home at the age of 18. At the nursing home she held the position for Nurses Aide for four years. Karen says after that four years she demonstrated to the management team the characteristics of commitment and dedication. Karen was promoted to unit clerk at the nursing home. She held that position for two years and was again promoted to medical record where she held the title of medical records specialist for five years. Karen reports she was then laid off from the nursing home for four months. She kept her faith and was able to secure a position as a receptionist at a law firm. She kept that position for 6 months and obtained a position a major ho spital in the medical records department. She worked in that department for next nine years. Once again she was promoted, now to Compliance officer, where she helped enforce the policies and procedures of the hospital. After one year she was asked by hospital administration to manage the medical records department and is currently the director of medical records. The Career Style Interview is currently being used to elicit self defining stories and identify Karens life themes and patterns. How can I as a counselor be helpful to you in constructing your career? When asked how career counseling could be helpful, Karen replied Ive been told I need to look into changing fields from healthcare to business administration. So If I needed to use the services of a career counselor, it would be to help me map out a plan to switch me to the business program. Whom did you admire when you were growing up? Karen replied when she was growing up she admired her sister Vernice. Vernice display strong character and tenacity to get through hard times. Karen connected with this aspect because she often wanted or need the strength to go on despite many adversities in her own life. Karen admired her mother next. Her mother has been ridiculed with numerous health issues and her mother kept her faith in God and fought back when others had given up on her. She next admired Michelle Obama for her sincerity and her down to earth presentation. She state, when Michelle speaks I can believe it, because I know she is speaking from the heart. Describe your favorite magazine, book, and TV show. Karen states her favorite magazine is Essence magazine. She states, the magazine affects the culture of African American and is very informative. She mentions her favorite book is F. and her favorite TV show is Little house on the prairie. She says, I love that show because its Christian based and it country, and I love the county. What are your favorite hobbies and leisure time activities? Karen states her favorite hobby is bowling. She replies, I like bowling because it can be done by yourself or with a group. You can be competitive or just relaxing. Do you have any favorite mottos? Karen states her favorite motto is you can do all things through Christ that strengths you. What are your favorite and worse subjects in high school? Karen states her favorite subject is high school was creative writing, history. I love to writing and telling a story and being the center of attention. What career did you parents want you to follow? When asked what career did you parents believe you would be well suited for she replied, My parents wanted me to be a medical doctor. Describe for me four early recollections and give a story title for each one. Summertime in the Country; we did have a TV and when we got done working in the fields, we would go down to the creek. The creek is where everyone would be and we would eat watermelons until we were fat. New adventures at the beach: one summer when I was eighteen, a group of three boys and two girls went to the beach to go horseback riding. I was scared at first, because the horse didnt have a saddle on it. Bring life unto the world; I remember the birth of my first child, who is dead now. I he was still alive today he would be twenty-five. I love him and I enjoy having the bundle of joy in my arms. The obedience to God: when I was eighteen, I gave a speech to the people at the church. Back then I was good at speaking. I spoke with such a demanding tone everyone in the church stopped and listen. To this day that was one of the best speeches I ever gave. Karens Vocational Personality, Career Adaptability and Life Theme Using (Savikas, 2005, p62) six steps I first make sense out of Karens stories by reviewing how career counseling can be helpful. In response to my introductory question How can I be helpful to you in constructing you career? Karen stated she wanted to be more organize, structured and have a action-oriented goal plan. Karen recognized she is not getting as much done as she would like to be. She also recognizes that structure gives her the strength to be methodical, which is one of the characteristics her role model Matlock displayed. She is attempting to exert some career concern and control over her future. Karen mentions organized and action-oriented goal plan and these three terms reflect on Karens level of adaptability. By seeking organization and action oriented goal plans, she is directly providing answers the question Do I have a future (career concern), Who own my future (career control) and Can I do it (career confidence) Second, I look for the verbs in her early recollection. Third, Examining headlines to early recollections Fourth, moving from Preoccupation to Occupation Observations of Karen Counseling Session with Karen

The Ability Of Sound To Shatter Glass Environmental Sciences Essay

The Ability Of Sound To Shatter Glass Environmental Sciences Essay There is a myth that claims that the piercing voice of the soprano vocalist has the power to shatter a wine glass. In this media-driven world, we are often shown television portrayals of such events; there is also evidence and personal testimony that supports the statement. Scientific research has also proved that sound can break a glass and the laws of physics have proven that this is possible through sound resonance. In this extended essay, I will compare the ability of sound to shatter glass through using different sized beakers and also different shapes of glass. The significance of this experiment is to relate the physics concept with our lives. During my experimentation, three different sizes of beaker and three different shapes of glass have been utilised to test the ability of sound to shatter glass through using the laws of physics. All the beakers and glasses are made of the same glass and are of the same thickness. The experiment is conducted by resonating the glass and beaker at its natural frequency. The glass and beaker will vibrate when sound waves are emitted to the wall of the glass. In order to shatter the glass, the amplitude of the sound is increased until the glass shatters. If lower amplitude is needed to shatter the glass, this will indicate that the glass is more easily shattered. All the three different sizes of beakers and three different shapes of glass will then be compared. . The results show that actually the smaller sized beaker is more easily shattered when compared to the bigger sized beaker; the results also demonstrate that the beaker glass is more easily shattered when compared to the wineglass, which is curved inwards and outwards at the rim. 1.0 Introduction 1.1 SCOPE OF WORK I have studied about sound waves and its subtopic which is resonance in Physics at High School and also during my diploma programme. .But I was disappointed to find that I couldnt locate any literature that explores how the sound waves can shatter glass through sound resonance. This essay is an attempt to study the phenomenon that involves the factors that affect the vibration of glass through the emission of sound waves of the glasss natural frequency Shattering of glass can be because of many factors. Thus I set myself the objective of doing this research which is to determine whether changing the size of glass will affect the amplitude of sound needed to shatter glass. Another objective of this essay is to investigate whether changing the shape of glass will affect the amplitude of sound needed to shatter glass. Therefore, my research will be based on the two objectives. To achieve the objectives in this research I have posed two research questions which are: Research Questions: Does changing the size of the beaker affect the amplitude of sound needed to shatter the glass through sound resonance? Does changing the shape of the glass affect the amplitude of sound needed to shatter the glass through sound resonance? 1.2 Background Information and Literature: The most important thing about this essay is to know the basic information that makes the experiment related to the physics concept. In this essay the main physics concept that will be talked about is sound resonance. Using this concept, the glasses will be forced to vibrate at their respective natural frequencies until they shatter into smithereens. There are several key terms that need to be clarified before performing the research. The first term would be the natural frequency. The natural frequency is the frequency of a system which oscillates freely without the action of external force  [1]  . Another term that is important is resonance. Resonance is the state which the frequency of the externally applied periodic force equals the natural frequency of the system.  [2]  .All objects have their own resonance frequency. This includes glasses. 2.0 Research Question This extended essay will be guided by two research questions. The research questions formed were set to be the parameters of this essay. First research question: Research Question: Does changing the size of the beaker affect the amplitude of sound needed to shatter the glass by sound resonance? Three beakers with different diameters of rim of glass are used to test the ability of sound waves to break the beakers. Type of glass Size of glass Diameter of rim of glass, cm ( ±0.01cm) Beaker A Small 6.28 Beaker B Medium 9.46 Beaker C Large 11.39 Table 2.01: Size of the glass and the diameter of the rim of the glass for Beakers A and B and C Second Research Question: Research Question: Does changing the shape of the glass affect the amplitude of sound needed to shatter the glass by sound resonance? Different glass can be moulded into different kinds of shape. Different shapes of glass are used to test the ability of sound waves to break the glass at its natural frequency. Type of glass Diameter of rim of glass/cm Shape of the glass Beaker A 6.28 Straight shape Wineglass A 6.13 Curvature (inwards at the rim) Wineglass B 6.31 Curvature (outwards at the rim) Table 2.02: The table of the diameter of the rim of the glass, the shape of the glass for Beaker A , Wineglass A and Wineglass B. 3.0 Variables Experiment I Dependent: The amplitude of the sound waves needed to shatter the glass. Independent: The size of the beaker used. Constant: The natural frequency of the glass, the thickness, type and shape of the glass. Experiment II Dependent: The amplitude of the sound waves needed to shatter the glass. Independent: The shape of the glass being used (beaker and wineglass). Constant: The natural frequency of the glass, the thickness, type and size of the glass. 4.0 Apparatus and Materials Apparatus Quantity 1000ml beaker 1 600ml beaker 1 150ml beaker 1 Wineglass 1 Wineglass with outwards curvature at the rim 1 Metal spoon 1 Microphone 1 Headphones 1 Eye Goggles 1 60 Watt Speaker/Amplifier(Roland Cube 60X) 1 Cool Edit Pro 2.0 (Frequency analyzer)-laptop 1 Signal/Frequency generator(Programmable analysis software) 1 Vernier Calliper 1 In this experiment, most of the apparatus and material were available at the science laboratory. The apparatus and materials used are: Table 4.1 Table of list of apparatus and materials and the quantity used. 5.0 Methodology 5.1 Safety Precaution The experiment must be done by wearing eye goggles and headset/earplugs because of the danger posed by shattering glass and due to the hazard posed by the high pitched sound. 5.2 Making a measurement for the frequency of glass Frequency is very important in this experiment. Frequency of the glass can be determined by hearing the ping sound produced when hitting the glass with a metal spoon. But it will only show the qualitative result which is not the actual frequency of the glass. In order to get the quantitative data for the frequency of the glass, a microphone was used and connected to a laptop so that the sound could be analyzed by using the software, Cool Edit Pro 2.0 by Syntrillium Software Corporation. The software Cool Edit Pro 2.0 detects the sound produced by the glass and changes the sound into a Sine-wave. The wave form will be very dense and close to each other. A stable form of sine wave needs to be chosen in order to find the period for the wave. The frequency of the glass can be found by using the formula: Where, f = frequency of glass T = period of glass The frequency that measured is the frequency of the glass. Then the frequency needs to be trailed around  ±100 Hz to get the actual natural frequency of the glass that can resonate the glass easily. Experiment I and Experiment II The steps for Experiment I and Experiment II are the same. The only difference is that for Experiment I, three beakers with a different diameter at the mouth of the glass are used. Measure the diameter of the glasses using vernier callipers and label it as Beaker A, Beaker B and Beaker C. Then, for Experiment II, three type of glass are used: a beaker, a wineglass with an inward curvature and a wineglass with an outward curvature. The glasses are labeled as Beaker A, Wineglass A and Wineglass B. After that, for Experiment I, Beaker A is taken to start the first experiment. The frequency for Beaker A is found by using the steps as stated earlier. Roland Cube 60X, an amplifier with a built in loudspeaker which is capable of generating more than 110dB of power of sound is used to shatter the glass. Place the beaker very near to the speaker to so that it is in full contact with the glass. The frequency of the sound is generated by using a frequency signal generator. The frequency signal generator will produce sound waves with the desired frequency, generated by the Roland Cube 60X. The frequency generated will be tested on the beaker; a straw is put into the beaker to see the vibration of the beaker. Then, the volume of the sound is increased until the beaker expands and shatters. The amplitude of sound produced by the Roland Cube 60X that caused the glass to shatter is then recorded. All the data is recorded in a table .The experiment is then repeated by using the Beaker B followed by Beaker C. All the steps for Experiment I are then repeated in Experiment II. In this experiment the glasses are changed into three different shapes of glass: Beaker A, Wineglass A and Wineglass B. 6.0 Data Collection and Processing This section explains the data collected after the experiment was conducted. All the data was taken when tabulated into the table as shown in the table below: Experiment 1 Type of glass Diameter of rim of glass/cm ( ±0.01cm) Frequency of the glass calculated, Hz ( ±1Hz) Actual Natural Frequency of the glass,Hz ( ±1Hz) Amplitude of sound needed , dB( ±1dB) Beaker A 6.28 1515 1466 123 Beaker B 9.46 689 747 128 Beaker C 11.39 625 658 130 Table 6.1: Table of Diameter of rim of glass , natural frequency, the actual natural frequency and the amplitude of the sound needed to break the beaker A,B and C The highest frequency calculated is Beaker A, followed by Beaker B then Beaker C. In this experiment, Beaker A only needs 123 dB to reach its elastic limit. Beaker B needs 128 dB to be broken into pieces while Beaker C is the hardest to shatter, needing 130 dB amplitude of sound to break the beaker. Experiment 2 The data from the second experiment was tabulated in the table below. Type of glass Diameter of rim of glass/cm ( ±0.01cm) Frequency of the glass calculated, Hz ( ±1Hz) Actual Natural Frequency of the glass,Hz ( ±1Hz) Amplitude of sound needed , dB( ±1dB) Beaker A 6.28 1515 1466 125 Wineglass A 6.13 1250 1153 132 Wineglass B 6.17 1449 1388 Cannot be broken Table 6.2: Table of Diameter of rim of glass, natural frequency, the actual natural frequency and the amplitude of the sound needed to break the Beaker A, Wineglasses A and B In this experiment, the highest natural frequency for the glasses is Beaker A. Wineglass B is the second highest followed by Wineglass A. All of the glasses are shattered at their natural frequency except for Wineglass B. Wineglass B cannot be broken, which will be explained in the discussion section of this paper. 7.0 Discussion and Analysis 7.1 How glass can be shattered This part of extended essay will explain the actual concept of how a glass can be shattered. There are several factors that will affect the ability of sound to break a glass. The sound wave used to resonate the glass must be of a high pitch and it will start to make the object vibrate. The constructive interference occurring at the glass walls make the vibration of the glass more visible. Then the following conditions will happen: Figure 7.1a Figure 7.1b Figure 7.1 Figure of an exaggerated example of the view of the rim of the glass from the top view when the sound wave is generated to the glass In the diagram above, it shows that in figure 7.1a, there will be four nodes when the sound wave is resonated to the glass. This type of condition occurs if the frequency generated is the same as the natural frequency of the glass and the amplitude of the sound produced is high. If the amplitude is further increased, the shape of the ellipsoidal rim will increase until it reaches an elastic point until the glass shatters. Comparatively, the diagram in figure 7.1b shows there will be six nodes produced when a higher or lower frequency than the natural frequency of the glass is used to resonate the glass. This is not the most efficient frequency for the oscillation of the glass. Thus the rim of the glass will vibrate in all directions. Below are the properties that will occur when the glass resonates: When sound waves are generated to the wall of glass, constructive interference will occur and the glass will oscillate inwards and turn into an ellipsoidal-like shape at A as shown in the figure. The ellipsoidal-like shape which oscillates inwards will be reflected back to its original position as it doesnt have enough energy (amplitude of sound) to reach its elastic limit B The reflected oscillation of the glass will then exceed its actual rim position as it will oscillate in an ellipsoidal-like shape outwards of the actual rim shape at B. The oscillation will continue as long as the frequency generated is the same as the natural frequency of the glass. But to exceed the elasticity limit of the glass, a higher amplitude of sound wave needs to be generated. A longer ellipsoidal-like shape will be produced. Later will exceed the elastic limit and break the glass into pieces. Diagram 7.2- Properties of wineglass when it undergoes resonance If a different frequency rather than its natural frequency is used, more nodes of oscillation will be produced and it is harder to break as it doesnt reach the glass elasticity limit, as shown in diagram above. The lower number of nodes produced, the further the stretch of the oscillation will be. 7.2 The quality factor (Q-factor) Q factor is a dimensionless parameter that describes how under-damped an oscillator or resonator is  [3]  . It is known that Q factor is inversely proportional with damping  [4]  . The Q factor can be determined by measuring the time taken for the glass from rim to steady mode and has the highest resonance frequency. In the experiment of shattering of glass using sound resonance, the glass cannot be affected by any damping massively. Damping is the decrease in the amplitude of an oscillating system  [5]  . Damping will oppose the direction of vibration of the glass so that it can reduce the glasss vibration. Thus for shattering a glass, the glass with a high Q factor is the best as it will have less damping and higher resonance frequency. Experiment I ( size of the beaker) In this experiment the only difference between the beakers is the size of the beakers. It brings a difference to the amplitude of the sound wave needed to break the glass. After the experiment has been done, it becomes clear that there is a connection between the size of the beaker and the ability of the sound to break the glass. From the result, it can be seen that smaller sized glass beaker will break more easily when sound wave of its natural frequency is directed to the wall of the glass. However, it is hard to investigate the exact math relationship between the natural frequency of the glass and the amplitude of the sound wave needed to break the glass. The high amplitude is used to expand the solid state of the glass to a more elastic shape ( liquid state characteristic) of the glass so that the intermolecular forces between the particles can be overcome. In this experiment, the easiest glass to break by sound resonance is Beaker A as the amplitude needed to break the glass is the lowest when compared to the other beakers. This is because the beaker has a high resonance frequency. When the resonance frequency of the beaker is high, the beaker will vibrate more in a period of time. Since the glass is vibrating at a high frequency, the damping effect on the glass less effective. As small beakers will have a low damping effect, the elastic limit for the glass will also be lower. Thus less energy (amplitude of sound) needed to shatter the glass. So for the Beaker A, the size of the beaker is small, the resonance frequency is high and the damping effect is low, thus the quality factor for the glass is high. That is why lower amplitude of sound is required to shatter Beaker A For Beaker B, higher amplitude of sound is needed to break the beaker. This because the size of the glass is bigger than Beaker A. Beaker B will have a lower resonant frequency compared to Beaker A. This is because the natural frequency of Beaker B is lower when compared to Beaker A. Thus there will be less vibration of the particles of glass per second. As the resonant frequency of the glass is lower when compared to Beaker A, the damping for Beaker B will be higher when compared to Beaker A. Therefore, the elastic limit for the glass to break will also be higher when compared to Beaker A. Since damping is inversely proportional to Q factor, thus the Q factor of Beaker B will be lower when compared to Beaker A,. Thus it will require a higher concentration of energy (amplitude of sound) to reach the four nodes mode oscillation of glass and later to exceed the elastic limit of the glass. The hardest beaker to shatter is Beaker C. This is because the size of Beaker C is bigger than Beaker B and Beaker A. In this case, the glass with the lowest resonance frequency is Beaker C. This is because the frequency of Beaker C is very low when compared to the other two beakers. Lower frequency means a lower number of vibrations of the particles of glass per second. Thus there will be a higher damping effect for Beaker C. Damping will oppose the force of the vibration, thus making it harder for the glass to resonate. The Q factor for Beaker C is the lowest compared to Beakers B and A. Thus the amplitude needed to break Beaker C will be the highest as the beaker need more energy to reach the beakers elastic limit. What is needed for the glass is to have a strong resonance where it will vibrate at a higher resonant frequency, with less damping effect and a high Q factor. Then it is possible to force the beaker to vibrate with a bigger displacement and then break. Experiment II ( Shape of the glass) In this experiment, the most important factor that is manipulated is the shape of the glass. The shapes used in this experiment consist of shapes that have tall sides and sides with curvature. These two shapes of glass can be broken easily by sound resonance because of the structure of glass that has a certain type of periodic structure. The connection between the sound resonance and the periodic structure of the glass makes the vibration of the glass stronger. Strong vibration can reach the four nodes mode of the glass until it reaches the elastic limit of the glass. The shape of Beaker A is with less curve and more tall sides when compared to the wine glass with curved inward or outward sides of glass. The amplitude needed to break Beaker A, Wineglass A and Wineglass B are not the same as the shape of the side wall of the glass will play a major role in the ability of sound to break the glass. When comparing all three type of glass, the glass most easily shattered is Beaker A. Having a glass with tall sides with minimum curve promotes better vibration of the glass and makes it easier to break. This is because; there will be less damping effect that will occur when using Beaker A. The tall sides with minimum curve will reduce the damping effect of the beaker. Since the damping effect for Beaker A is low, the resonance frequency of Beaker A will be high and thats why the natural frequency of the beaker A is the highest. Since the Q factor is inversely proportional to the damping effect, thus Beaker A has the highest Q factor. Thats why lower ampli tude of sound is needed to shatter the beaker when compared to Wineglasses A and B. The curved shape of Wineglass A makes it hard for the glass to resonate at its natural frequency. Curved walls make the glass wall more suitable for damping. Due to the damping effect, the structure of the curvature in the wall can easily reshape to its actual position even though it vibrates under sound resonance. This will increase the elastic limit of the glass thus making it harder for Wineglass A to shatter. Thats why Wineglass A needs higher amplitude of sound to break the glass when compared to Beaker A. As the damping effect for Wineglass A is higher than Beaker A, thus the resonance frequency of wineglass A is lower when compared to Beaker B and the Q factor for Wineglass A is lower when compared to Beaker B. Thus Wineglass A is more resistant to being broken by sound resonance when compared to Beaker A. In contrast, Wineglass B is different from Wineglass A and Beaker A. This is because Wineglass B cannot be shattered even though 140 decibels of sound are emitted to the glass. The shape of the wineglass itself causes it to stay rigid and it cannot be shattered. The shape of Wineglass B is curved outwards at the rim of the glass. The shape of Wineglass B makes the wineglass easier for damping. This is because, when Wineglass B is resonated at its natural frequency, it is hard for constructive interference to occur between the waves as damping occurs easily. The damping effect of Wineglass B is higher when compared to Wineglass A and Beaker A as the shape of Wineglass B is not a periodic structure. Though the natural frequency of Wineglass B is higher than Wineglass A , Wineglass B still cannot be shattered into pieces because the energy supplied to the glass is not enough to overcome the high damping effect of the glass. Thus in this experiment, glass with sides which dont curve in t oo much at the top and also have tall sides of wall of the glass are most easily shattered by using sound resonance. Conclusion and Evaluation There are several factors that affect the shattering of glass such as the size of the glass, the shape of the glass, the thickness of the glass and also the type of glass used. In this experiment, the research concerned the question: does changing the size of the beaker affect the amplitude of sound needed to shatter the glass? After conducting the experiment, it can be seen that in Experiment I, the lowest amplitude needed to break the glass is on the smallest beaker which is Beaker A. It only needs amplitude of 123dB to shatter a glass with diameter of 6.28cm The second easiest size of glass to be broken by sound resonance is Beaker B; it only needs an amplitude of 128dB to shatter a glass with the diameter of 9.46cm. The most difficult beaker to shattered through sound is Beaker C as it needs an amplitude of 130dB to shatter a glass with diameter of 11.39cm. This answers the research question as there is a pattern to the ability of sound to shatter glass: the smaller the size of t he beaker, the easier it is for the glass to be shattered as it requires lower amplitude of sound. Thus the size of glass plays an important role in determining the amplitude of sound needed to break the glass. For the second experiment, the investigation was based on the research question of does changing the shape of the glass affect the amplitude of sound needed to shatter the glass by sound resonance? The result from the experiment proves that the less the curvature of wall of the glass, the more easily the glass is shattered by sound resonance. In this experiment, Beaker A has the lowest curvature structure of the wall and it requires 125 dB of amplitude of sound to shatter the glass. It is followed by the Wineglass A with the wall curved inwards. Wineglass A needs a sound with amplitude of 132dB to shatter the glass. Wineglass B cannot be shattered by sound resonance. Thus the Wineglass B is the hardest to shatter by sound resonance when compared to Beaker A and Wineglass A. Thus a different shape of glass needs a different amplitude of sound to shatter it and in this experiment Beaker A is the easiest to shatter. The method used in this research is not the most efficient way to find the amplitude of sound needed to break glass. This is because there are weaknesses and limitations to this experiment that can affect the results of the experiment. One of the weaknesses of the experiment was the calculation of the natural frequency of the glass. The natural frequency of the glass, which was calculated by using the software Cool Edit Pro, was not accurate enough. That is why to get the actual natural frequency of the glass was hard because we need to trail at about  ±100Hz. This is because when recording the sound produced when the glass is hit by a metal spoon, there will invariably be a background sound recorded along with the sound from the glass. Thus this will affect the frequency of the glass calculated. Instead of using the microphone and Cool Edit Pro, another device can be used to detect the frequency of the glass: a frequency analyser. Another weakness of the experiment was that the sound generated by the amplifier wasnt concentrated enough upon the glass. This is because there might have been leakage of the sound energy. The size of the amplifier was very big and the sound directed to the glass was not efficient enough, thus it will have excited the glass in an inefficient way. But this can be overcome by using a compression driver. This is because the compression driver has a small diaphragm. Thus it can concentrate and direct the sound into one side of the glass wall. This way of generating sound is more efficient when compared to using Roland Cube 60X. The sound from the compression driver also needs to be generated close to the wall of the glass. To reduce the leakage of the sound, a Perspex box should be used so that all the sound energy will be concentrated upon the glass. The biggest limitation of the research is that the apparatus that can be found in the college library makes it hard to break the glass efficiently. This is why it is hard to break the wineglass and also the beaker at its natural frequency. The apparatus that was used from the college laboratory made it impossible to perform extensive research into the experiment. That is why it is hard to break Wineglass B with the apparatus. The apparatus that can be improved is using a compression driver instead of the loudspeaker/amplifier. Other than that, instead of detecting the volume by using the amplifier, a volume meter in decibels should be used so that a more accurate measurement of the amplitude of sound can be measured. The experiment can be extended into more in depth research by using a greater variety of sizes of glasses so that a pattern can be seen for the volume of sound needed to shatter the glass. Other than that, a greater variety of different shapes of glass also should be used so that a standard measurement of the volume of the sound needed to shatter the glass can be calculated. This experiment is important as it will explore the effect of sound resonance upon our lives. Sound resonance can vibrate any object in the world, thus this experiment has been to explore the beauty of the mechanical resonance that can distort the shape of glass.