Professional Interview Research Paper Example | Topics and Well Written Essays - 750 words

Professional Interview - Research Paper Example Authors such as Reilly (2012) have established a relationship between effective leadership and the success in business systems in a country. The author argues that knowledge and skills in a country, which can empower leadership, are significant to the country’s economic development. Leadership roles exist at different levels at which decision-makers offer their professionalism (Nabli, 2011). To facilitate the study of leadership capacity in Nigeria, this essay will focus on an interview response from a Nigerian professional, ‘Usman Olaide’ who is a Senior Client Service Consultant and a Business Development Executive at Field Communication Ltd. The interview focuses on the role of leadership in promoting crises and leadership strategies for preventing or managing crises when they occur in the Nigerian business environment. Consequently, it will be possible to evaluate any impacts of the leadership that exists to the business crisis in this country. Usman identifie s the role of leadership in integrating different industries in the corporate sector for accountability in management because observed crises in the Nigeria’s business environment results from negligent actions from single industries or organizations and spread to affect the entire economy. Referring to Martin Oluba’s analysis of the equity market crisis (N.d.) and her experience in sources of crises in the Nigerian business environment, Usman explains that industries are interrelated and poor leadership in one industry, leading to a crisis in the industry, affects other industry’s performance. The finance industry is the most significance because it is the center of power for circulation of money across other industries as was observed in the equity market crisis. While poor leadership in the equity market led to its crisis, Usman explains that the move by the industry’s players to seek funds from private holdings influenced businesses in other sectors t o seek similar targets for rescue and culminated into the crisis. In her analysis of the scenario that is a perfect example of the role of weak leadership in business crisis, the interviewee argues that regulatory framework, both legal and moral, should be put in place to ensure credible and competent centralized leaderships that can preempt crisis in their respective industries and develop preventive measures. She also argues that a collaborative initiative among leaders from respective industries in regulating activities and risks in each industry can also play an effective role in containing crises from spreading to other industries, should such crises occur in a given industry (Usman, O, personal communication, August 16, 2013). Usman also argues that leadership offered by relevant government agencies play a significant role in management of financial crises in the Nigerian corporate environment. Agencies whose roles relate to macroeconomic aspects such as the Central Bank of Ni geria must be explicit in their roles to guide corporate operations and regulate the economic environment for stability. She explains that poor decisions on factors such as interest rates and consequences in high inflation rates are detrimental to businesses and the central bank should develop effective strategies for economic stability. The interviewee also relates such government regulations to the sensitive finance sector that has potential effects on other sectors and industry. In agreement with John, Adaeze, Soni, and Onoriode

Best Practices In Food And Beverage Marketing Essay

Best Practices In Food And Beverage Marketing Essay The Food Beverage department at hotels has evolved significantly over the past decades. Various studies and marketing techniques were employed to the department in order to improve the operations such as developing menu items or creating unique offers (Miller). A PKF consulting analysis of 214 hotels during the time-frame of 1994 to 2004, displayed an percentage growth in FB profit which increased almost twice as fast as the total net operating income growth (Miller). It has been proven that while hotels had improved their FB outlets and increased their emphasis to the quality of dining, they quickly became unprofitable considering the time and expertise needed for their management (Shoemaker, Lewis and Yesawich). In order to cut-down costs and gain significant revenue, companies in the hospitality industry prioritized research-based branding strategies, to their specific target group in order to acquire corporate identity and quality service (Morgan, Pritchard and Pride). Distinguishing their brand image and differentiation of their product became of primary importance for all hospitality firms (hotels, restaurants etc). In the recent years, many international hotel firms have turned to a major branding strategy called co-branding. In this concept an existing restaurant is incorporated within a hotel, a practice considered to have been started by Victor Bergen during the 1930s, establishing fast food outlets in hotels on the highway which had a customer base of American families travelling away from home. The incorporation of this model to the modern hotel industry has been observed to change dramatically both consumer attitude and hotel management (Rutherford). This review plans to analyze the current position of strategic co-branding in the hospitality sector and how the tourism industry could be benefited. Furthermore, possible problems are discussed and recommendations to potential managers wanting to employ strategic co-branding techniques are given. 2. Co-branding definition While co-branding doesnt have a single definition, it generally involves the strategic alliance of at least two firms (Knowles, Diamantis and El-Mourhabi). It has also been described as a form of cooperation between two or more brands with significant customer recognition, in which all the participants brand names are retained (Blackett, Boad and Interbrand). Furthermore, Hilyer (Hillyer and Tikoo) explains the definition of co-brading when a product features more than one brand name. Among all these definitions, some common characteristics can be identified. The fundamental part in co-branding is the requirement of two or more brands that are widely recognised while the brand name is kept intact and the duration of the whole project varies between medium to long (Kippenberger). Therefore, co-branding can be interpreted into reality in two manners: either joining two brand names together in forming a new or unique product or having two recognised brands under the same space, such as T.G.I Fridays within Holiday Inn hotel (Hahm and Khan). 3. Notable examples of Co-branding Based on the model used in the early 1930s, with Bergens restaurants and hotels, the hotel industry began to employ co-branding strategies when it was faced with unprofitable sales. Today a large variety of hotels and restaurants use co-branding as a means of enhancing distribution of products or services together with increasing the range of their customer base, helping them to reach maximum profitability (Boone). Marriot Hotels is considered on of the pioneers of the chain hotels to be the first to implement an internationally recognised brand such as Pizza Hut in 1989 (Boone; Kippenberger). Following their example, the co-branding of TGI Fridays within Holiday Inn hotels turned out to be a financial success. After the conversion of the Pennsylvania Holiday Inn restaurant to TGI Fridays, the increase from $450,000 to $4 million within the first year only marked a rapid improvement in revenue which persisted for consecutive years (Hahm and Khan). After reviewing the benefits, the co mpany expanded its co operations with other franchise such as Red Lobster, Pizzeria Uno, Good Eats Grill and many more (Boone). Other examples include the co-branding of Sheraton hotels with Starbucks coffee and Vie de France baked goods, Hilton with Benihana, Calrson Country Inn with Pizza Hut, The Garden Place and Nestle Toll House Cafà © among others. 4. The Co-branding mechanism The concepts of branding and co-branding involve basic principles associated with stimuli and responses, called classical conditioning. Combining the signal from a stimulus with a neutral effect (such as the word lemon) with a stimulus that elicits a natural response from a person (such as the image and taste of the lemon), the person gives a similar response when the neutral stimulus is presented without the need of the natural one. The same principle applies to branding and co-branding: the product is associated with a brand name and after successive associations either from personal experience or advertising, a favourable reaction towards the brand name or image is created. Specifically in co-branding, the combination of a neutral stimulus (like a brand image of one company) is coupled to another brand image which people have developed a liking towards it, the new product or service created by the combination of the previous ones is made equally amiable to the consumer. This manages to enhance the psychological impact of a newly formed product without the need of further branding. 5. Impact of Co-branding The implementation of co-branding techniques has been acknowledged to have positive and negative impacts on the companys process. Studies have shown that several advantages that can be categorized in financial, managerial, marketing and customer royalty. Creating a powerful head image for customers is critical in enhancing the competitive advantage of a firm and distinguishes its quality from others in the marketplace, making it easier to recognise through co-branding strategies (Panda and Kumar). Also, the costs of operations, production and investment can be shared and the risk of competition in the market can be diminished, creating an short term financial advantage to other firms (Boone). Also, when two well-established brands co-brand, a sense of security and loyalty is created to the customer, such as in the example of a hotel co-branded with Pizza Hut will expect that loyal customers will stay in hotels with known brands when travelling. Lastly, the co-branding of restaurants to hotels provides a constant flow of loyal customers from the hotel setting, which can also work vice-versa (Boone). Despite the advantages, co-branding strategies are not the solution to all problems and cannot guarantee market success (Panda and Kumar; Joseph Arthur; Hillyer and Tikoo). Incorrect use and lack of conductive research is able to affect business negatively. For example, if a clear image is not created by the alliance of brands, it can create confusion to the consumers (Joseph Arthur) while a loss of control of a brands identity can reduce their affinity to the original brand (Keller). Possible problems for restaurant managers can be either limited investment by their hotels or lack of expertise and experience on the hotel restaurant concept. 6. Strategic Applications of Co-branding in International hotels and restaurants The main four applications of co-branding are called reaching in, reaching out, reaching up and reaching beyond. The selection of the strategy is based on the nature of the target market (if its newly formed or existing) and if both brands are absolutely necessary for product functioning. Reaching out is more commonly used if the co-brand has benefits for the product itself by entering a new market while if the co-brand can also contribute to the companys brand image then reaching beyond is implemented. Lastly, reaching in is implemented if the company wants to enhance the products core benefits. However, the brand image of a product in the long term can become very similar to others (panda) therefore maintenance of the brand is necessary. Strategic brand management is able to aim long term value and brand image maintenance in three different ways: Differentiating the brands nature from others in the marketplace Evaluating continuously the brands strategic position in the marketplace Branding based on the emphasis in the distinct qualities of the product/service Implementing information technology as well as internet marketing can also be helpful in managing co-branding. Via searching in internet databases, the target groups of each product or service can be directly targeted and informed about novel opportunities or offers, without the need of time-consuming and expensive research. Additionally, targeted promotions can monitor the needs of customers and adjust the products promoted accordingly (Oliva). 7. Suggestions In order to efficiently use co-branding, the respected hotels and restaurants must employ several different strategies to handle the emerging challenges. Hotel managers should firstly invest on the brand image and identity, while joining restaurant co-branding partners in strategic decision making processes about important issues and training programs. On the other hand, restaurant managers (Boone) must synchronize their operations and branding with the hotels standards, carefully choose a hotel that could potentially match the brand concept of the restaurant and offer various benefits and discounts to hotel residents in order to support customer loyalty to the brand (Lee and Decker). 8. Conclusion In retrospect, co-branding is a practise that can be successfully implemented for effective marketing in FB establishments of the hotel and result in elevated profit and diminished costs. However, due to the competitiveness in the current market and the continuous emergence of new strategies, the effectiveness of co-branding has greatly been challenged. Implementing novel technologies and adjusting the products or services on offers based on consumer needs, may be deemed sufficient to bypass any emerging challenges. Additionally, more empirical research in the hotel restaurant management is required. Future studies could analyse the attitude of international customers to co-branding as well as measuring brand equity between hotels and restaurants in need of co-branding.

Medieval Torture Essay -- essays research papers

Torture (Latin torquere, â€Å"to twist†), in law, infliction of severe bodily pain either as punishment, or to compel a person to confess to a crime, or to give evidence in a judicial proceeding. Among primitive peoples, torture has been used as a means of ordeal and to punish captured enemies. Examination by torture, often called the â€Å"question,† has been used in many countries as a judicial method. It involves using instruments to extort evidence from unwilling witnesses. In ancient Athens, slaves were always examined by torture, and for this reason their evidence was apparently considered more valuable than that of freemen. A free Athenian could not be examined by this method, but torture may have been used occasionally in executing criminals. Under the Roman Republic only slaves could be legally tortured, and as a general rule, they could not be tortured to establish the guilt of their master. Under the Roman Empire, however, by the order of the emperor, torture was frequently inflicted even on freemen to obtain evidence of the crime of laesa majestas (â€Å"injured majesty,† or crime against a sovereign power). The statesman Cicero and other enlightened Romans condemned the use of torture. Until the 13th century torture was apparently not sanctioned by the canon law of the Christian church; about that time, however, the Roman treason law began to be adapted to heresy as crimen laesae majestatis Divinae (â€Å"crime of injury to Divine majesty†). Soon after the Inquisition was instituted, Pope Innocent IV, influenced by the revival of Roman law, issued a decree (in 1252) that called on civil magistrates to have persons accused of heresy tortured to elicit confessions against themselves and others. This was probably the earliest instance of ecclesiastical sanction of this mode of examination. During the Middle Ages the influence of the Roman Catholic Church contributed to the adoption of torture by civil tribunals. The Italian municipalities adopted torture early, but it did not appear in other European countries until France legalized its use in the 13th century. Ultimately, torture became part of the legal system of every European nation except Sweden and England. Although torture was never recognized in the common law of England, it was practiced by exercise of the royal prerogative. In the American colonies torture was illegal; the few instances of its use were in ... ...nclose the head. Some resembled iron masks, with holes for mouth, nose and eyes. The victims mouth was clamped shut by an iron band passing under the chin and a flat piece of iron projected inside her mouth. This mouthpiece was sometimes armed with a short spike. The whole contraption was fastened round the neck with a heavy padlock. Branks were not only used to punish nagging wives. Any women found guilty of malicious gossip and slander, abusive language or breaches of the peace were silenced in this way. The branks were also padlocked on women convicted of witchcraft and condemned to die at the stake - but for a different reason. They prevented the unfortunate creatures for screaming horrible curses on their tormentors. References Medieval Punishment - Torture and Executions in Europe - 1100-1600 -- Cy Stapleton Rack, Rope and Red-Hot Pincers: A History of Torture and Its Instruments by Geoffrey Abbott Reissue edition (July 1995) Trafalgar Square The Book of Execution: An Encyclopedia of Methods of Judicial Execution by Geoffrey Abbott Reprint edition (August 1995) Trafalgar Square Torture by Edward Peters Expanded edition (December 1996) University of Pennsylvania Press

Biodiesel Business Financial Plan

l pabiodiesel financial plan Start-up Expenses| Â  | Land to buy| Â  | Office to buy| Â  | Renovation expenses| Â  | Design works| $10 000 | Assembly operations| $200 000 | Placing into operation| $53 000 | Oil processing equipment (incl. storage and loading)| $100 000 | Seed storage equipment (incl. installation)| $350 000 | Glycerol purification equipment (including installation)| $0 000 | Tanks| $100 000 | Biodiesel production equipment (incl. delivery and installation )| $250 000 | Utility network| $000 |Advertising/Promotion| $5 000 | Land leasing| $0 | Raw materials (1 quarter of operations)| $660 000 | Salaries| $353 000 | Biodiesel production costs (chemicals, utilities, maintenance for 1 quarter) | $84 000 | Rent | $0 | Total Start-up Expenses| $000 | | Â  | Start-up Assets Needed| Â  | Cash Balance on Starting Date| Â  | Start-up Inventory| $0 | Other Current Assets| $0 | Total Current Assets| $0 | Long-term Assets| $0 | Total Assets| $0 | Total Requirements| $3 095 000 | Sales Forecast|Sales| 2007| Â  | 2008| Â  | 2009| Â  | 2010| Â  | 2011| Â  | Price per ton| Sum| Price per ton| Sum| Price per ton| Sum| Price per ton| Sum| Price per ton| Sum| Biodiesel| Â  | $2 800 000 | $700 | Â  | Â  | $2 800 000 | Â  | $2 800 000 | $700 | $ | Glycerol| Â  | $280 000 | $700 | $280 000 | $700 | $280 000 | Â  | $280 000 | $0 | $280 000 | Seeds| Â  | $0 | $220 | Â  | $220 | $0 | Â  | $0 | $220 | $0 | Press cake| $180 | $1 440 000 | $180 | $1 440 000 | $180 | $1 440 000 | $180 | $1 440 000 | $180 | $1 440 000 | Total Sales| Â  | $4 520 000 | Â  | $4 520 000 | Â  | $4 520 000 | Â  | $4 520 000 | Â  | $4 520 000 | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  |Direct Cost of Sales| Â  | 2006| Â  | 2007| Â  | 2008| Â  | 2009| Â  | 2010| Seeds| $220 | $2 640 000 | $220 | Â  | $220 | $2 640 000 | $220 | Â  | Â  | Â  | Oil| $600 | $0 | $600 | $0 | $600 | $0 | $600 | $0 | 600 | $0 | Subtotal Direct Cost of Sales| Â  | $2 640 000 | Â  | $2 640 000 | Â  | $2 640 000 | Â  | $2 640 000 | Â  | $2 640 000 | Sales and costs in tons| Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Biodiesel| Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Â  | Glycerol| $700 | 400| $700 | 400| $700 | 400| $700 | 400| $700 | 400| Seeds from own farm| $220 | Â  | $220 | Â  | $220 | Â  | $220 | Â  | $220 | Â  | Press cake| $180 | Â  | $180 | 8 000| $180 | 8 000| $180 | 8 000| $180 | 8 000| Total sales, ton| Â  | Â  | Â  | 12 400| Â  | 12 400| Â  | 12 400| Â  | 12 400| Procurement of raw materials| Â  | Â  | Â  | Â  | Â  | Â  | 0| Â  | 0| Â  | Seeds| $220 | 12 000| $220 | 12 000| $220 | Â  | $220 | 12 000| $220 | 12 000| Oil| $600 | Â  | $600 | Â  | $600 | Â  | $600 | Â  | $600 | Â  | Total, raw materials, ton| Â  | Â  | Â  | 12 000| Â  | Â  | Â  | 12 000| Â  | 12 000| Personnel Plan| Daily wage| 2007| 2008| 2009| 2010| 2011| Director general| $100 | $24 000 | $24 000 | $ 24 000 | $24 000 | $24 000 | Production and procurement director| Â  | Â  | $24 000 | $24 000 | $24 000 | Â  | Farm supervisor| Â  | Â  | $24 000 | $24 000 | $24 000 | Â  | Sales manager| Â  | Â  | Â  | Â  | Â  | Â  | Controller| Â  | Â  | Â  | Â  | Â  | Â  | Chief Technologist| $80 | Â  | $19 200 | $19 200 | Â  | Â  | Secretary| $56 | Â  | $13 440 | $13 440 | Â  | Â  | Operators, production, 5 employees | $56 | $67 200 | $67 200 | $67 200 $67 200 | Â  | Laboratory technician, 1 employee | Â  | $13 440 | $13 440 | $13 440 | $13 440 | $13 440 | Farming, 5 employee| Â  | $67 200 | Â  | $67 200 | $67 200 | $67 200 | Drivers, 2 employee| $56 | $26 880 | Â  | $26 880 | $26 880 | $26 880 | Electrical fitter| $56 | $13 440 | Â  | $13 440 | $13 440 | $13 440 | Storeman, 2 employee| $56 | $26 880 | $26 880 | $26 880 | $26 880 | $26 880 | Total Payroll| Â  | $353 000 | $353 000 | $353 000 | $353 000 | $353 000 | Production headcount| Â  | 5| 5| 5| 5| 5| ROI Ana lysis| 2007| 2008| 2009| 2010| 2011| Sales| $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | Cost of Sales| Â  | Â  | $3 326 000 | $3 326 000 | $3 326 000 | Gross Margin| $1 186 000 | $1 194 000 | $1 194 000 | $1 194 000 | $1 194 000 | Gross Margin %| 26. 24%| 26. 42%| 26. 42%| 26. 42%| 26. 2%| Operating Expenses| $434 667 | $101 667 | $101 667 | $101 667 | $121 667 | Operating Income| $751 333 | Â  | Â  | $1 092 333 | $1 072 333 | Net Income| $470 283 | Â  | Â  | $708 983 | $750 633 | Net Income to investor| $244 639 | $368 809 | $368 809 | Â  | Â  | Current Assets| $3 029 283 | $3 804 933 | $4 339 917 | $5 115 567 | $5 137 867 | Long-term Assets| $843 333 | $776 667 | $710 000 | $643 333 | $576 667 | Long-term Liabilities| $795 000 | $795 000 | $795 000 | $795 000 | $0 | Equity| $3 077 617 | $3 786 600 | $4 254 917 | $4 963 900 | $5 714 533 | ROE| 0. 15| 0. 19| 0. 17| 0. 14| 0. 13| ROI| 0. 11| 0. 16| 0. 16| 0. 16| 0. 17| Shares offered to investor| 52. 2%| Â  | Â  | Â  | Â  | Investor financing| 74. 31%| Â  | Â  | Â  | Â  | Loan financing| 25. 69%| Â  | Â  | Â  | Â  | Pro Forma Profit and Loss| | 2007| 2008| 2009| 2010| 2011| Sales| $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | Cost of raw materials| $2 640 000 | Â  | Â  | $2 640 000 | $2 640 000 | Farm maintenance (fuel, fertilizer, etc)| $5 000 | $5 000 | $5 000 | $5 000 | $5 000 | Production Payroll| $353 000 | $353 000 | $353 000 | $353 000 | $353 000 | Methanol| Â  | Â  | Â  | Â  | Â  | Potassium hydroxide| $8 000 | $8 000 | $8 000 | Â  | $8 000 | Utilities| $80 000 | $80 000 | $80 000 | Â  | $80 000 | Equipment Maintenance| $8 000 | $0 | $0 | Â  | $0 |Cost of Goods Sold| $3 334 000 | $3 326 000 | $3 326 000 | $3 326 000 | $3 326 000 | Gross Margin| $1 186 000 | $1 194 000 | $1 194 000 | $1 194 000 | $1 194 000 | Gross Margin %| 26. 24%| 26. 42%| 26. 42%| 26. 42%| 26. 42%| Other Expenses: | Â  | Â  | Â  | Â  | Â  | Design works| $10 0 00 | $0 | Â  | $0 | $0 | Renovation expenses| $100 000 | Â  | Â  | Â  | $20 000 | Assembly operations| Â  | Â  | $10 000 | $10 000 | $10 000 | Placing into operation| $53 000 | $5 000 | $5 000 | $5 000 | $5 000 | Advertising/Promotion| $5 000 | $20 000 | $20 000 | $20 000 | $20 000 | Depreciation (service life 12 years)| $66 667 | $66 667 | $66 667 | $66 667 | $66 667 | Land leasing| $0 | $0 | $0 | $0 | $0 | Rent| $0 | $0 | $0 | $0 | $0 |Total Other expenses| $434 667 | $101 667 | $101 667 | $101 667 | $121 667 | Profit Before Interest and Taxes| $751 333 | $1 092 333 | $1 092 333 | $1 092 333 | $1 072 333 | Interest Expense| $79 500 | $79 500 | $79 500 | $79 500 | $0 | Taxes Incurred| $201 550 | $303 850 | $303 850 | $303 850 | $321 700 | Other Expense| Â  | Â  | Â  | Â  | Â  | Net Profit| Â  | Â  | $708 983 | $708 983 | $750 633 | Net Profit/Sales| 10. 40%| 15. 69%| 15. 69%| 15. 69%| 16. 61%| Pro Forma Cash Flow| 2007| 2008| 2009| 2010| 2011| Cash from Operations: | à ‚  | Â  | Â  | Â  | Â  | Cash Sales| $3 164 000 | $3 164 000 | Â  | Â  | Â  | Cash from Receivables| $1 356 000 | $1 356 000 | $1 356 000 | $1 356 000 | $1 356 000 | Subtotal Cash from Operations| Â  | Â  | Â  | Â  | $4 520 000 | Additional Cash Received| Â  | Â  | Â  | Â  | Â  | Sales Tax, VAT, HST/GST Received| $0 | $0 | $0 | $0 | $0 | Loan| $795 000 | $0 | $0 | $0 | $0 |New Investment Received| $2 300 000 | $0 | $0 | $0 | $0 | Subtotal Cash Received| $7 615 000 | $4 520 000 | $4 520 000 | $4 520 000 | $4 520 000 | Â  | Â  | Â  | Â  | Â  | Â  | Expenditures| 2007| 2008| 2009| 2010| 2010| Expenditures from Operations:| Â  | Â  | Â  | Â  | Â  | Salaries| Â  | Â  | Â  | Â  | $353 000 | Payment of Accounts Payable| Â  | Â  | Â  | Â  | $2 973 000 | Subtotal Spent on Operations| $3 334 000 | $3 326 000 | $3 326 000 | $3 326 000 | $3 326 000 | Â  | Â  | Â  | Â  | Â  | Â  | Additional Cash Spent| Â  | Â  | Â  | Â  | Â  | Sales Tax Paid Out| Â  | Â  | Â  | Â  | $321 700 | Principal Repayment (loan)| Â  | Â  | Â  | Â  | $795 000 | Design works| $10 000 | $0 | $0 | $0 | Â  | Renovation expenses| Â  | Â  | $0 | $0 | Â  | Assembly operations| Â  | Â  | $10 000 | $10 000 | Â  |Placing into operation| $53 000 | $5 000 | $5 000 | Â  | Â  | Advertising/Promotion| $5 000 | $20 000 | $20 000 | $20 000 | $20 000 | Land leasing| $0 | $0 | $0 | $0 | $0 | Rent| $0 | $0 | $0 | $0 | $0 | Interest Expense| $79 500 | $79 500 | $79 500 | $79 500 | $0 | Purchase Long-term Assets| Â  | Â  | Â  | $0 | $0 | Subtotal Cash Spent| Â  | Â  | Â  | $3 744 350 | $4 497 700 | Â  | Â  | Â  | Â  | Â  | Â  | Net Cash Flow| $2 788 617 | $842 317 | $842 317 | 317 | $88 967 | Cash Balance| $2 788 617 | $3 564 267 | $4 339 917 | $5 115 567 | $5 137 867 | Annual Break-even, Tons| 961. 34| 961. 34| 961. 34| 961. 34| Assumptions:| Â  | Â  | Â  | Â  | Average Per Tone Revenue| Â  | Â  | $1 130. 00 | $1 130. 00 | Average Per Tone Variable Cost| $742. 00 | $742. 00 | $742. 00 | $742. 00 | Estimated Annual Fixed Cost| Â  | Â  | $373 000 | $373 000 |

Human Enlightenment: a Comparison of Kant and Newman Essay

The patient is a 70 years old man, admitted in Clinton Cardiology Center for repeated chest pain, fainting, hypotension, thoracic discomfort and cough, which appeared suddenly the same day. The clinical exam showed: cold, pale, sweated skin, dyspnea, tachycardia, a diastolic murmur in the third intercostal space near the sternum edge, a third degree systolic murmur above the lower sternum, and a blood pressure of 80/60 mmHg. The electrocardiogram showed signs of right ventricular overload. The patient was known with arterial hypertension form 2009, had an episode of atrial  fibrillation and deep vein thrombosis of the right calf in 2005 and had a hip replacement in 2010. An echocardiographic exam in 2006 noted an ascending aorta aneurism. He had been treated with Betaxolol 20 mg/day for hypertension, Amlodipine 5 mg/day, Indapamide 1. 5 mg/day and Trimetazidine 35 mg x 2/day. He was also treated for a severe depression (Olanzapine). The patient states having worked as an accountant at some point in his life has the occasional beer but never smoked; he doesn’t exercise at all and cannot stand for long period of time. The patient is a high fall risk. LEARNING STYLE English is the patient’s first language and he can read and write; he states having a degree in accounting. He is both an auditory and verbal learner who loves to talk and crack jokes. He speaks clearly and has no trouble communicating at all. He is however feeling discouraged, depressed and is anxious of his current situation but is not eager to learn how to manage his diet and weight as he is not able to exercise due to dyspnea; he is also partially weight bearing on his left leg and is seeing PT as a result from his hip surgery and is still non-compliant with his therapy. The doctor has put him on new medication Reteplase (Retevase) after the doctor diagnosed him with acute myocardium infarction. RETEPLASE (RETEVASE) Reteplase is a thrombolytic drug that is used to dissolve and break the blood clots that cause a heart attack. It works by activating a substance that helps to break up blood clots. Blood clots can prevent oxygen and nutrients from getting to the heart, which causes tissue death and long-term damage to the heart. It’s indicated for use in the management of acute myocardial infarction (AMI) in adults for the improvement of ventricular function following AMI, the reduction of the incidence of congestive heart failure and the reduction of mortality associated with AMI. Reteplase is given by injection into a vein (IV). Generally, it is given as 10 + 10 unit double bolus injection. EACH BOLUS GIVEN OVER 2 MINUTES. WITH THE 2ND BOLUS GIVEN, AN INITIAL DOSE follows by a second dose 30 minutes later. Two 10 unit bolus injections are required for a complete treatment. CONTRAINDICATIONS †¢Active internal bleeding †¢Recent intracranial or intraspinal surgery or trauma. †¢Severe uncontrolled hypertension †¢Known bleeding diathesis ADVERSE REACTIONS †¢hypersensitivity reactions, bleeding †¢GI upset, hypotension, fever †¢cardiogenic shock, arrhythmias, AV block, pulmonary edema †¢ Heart failure, cardiac arrest, ischemia, myocardial rupture, mitral regurgitation, pericardial effusion, venous thrombosis, cholesterol embolism SIDE EFFECTS The most frequent adverse reaction associated with Retavase is bleeding. Other side effects include †¢Pain, redness, or swelling at the injection site †¢Nausea and vomiting †¢Severe headache, eye pain or vision changes. †¢Sudden numbness or weakness, especially on one side of the body †¢Sudden headache, confusion, problems with speech, or balance INTERACTIONS †¢Anticoagulants â€Å"blood thinners† (e. g. , warfarin or heparins) †¢Antiplatelet drugs (e. g. , clopidogrel, dipyridamole, ticlopidine) †¢NSAIDs (e. g. , ibuprofen, naproxen) †¢Drugs that alter platelet function (such as aspirin ) may increase the risk of bleeding if administered prior to or after Retavase (reteplase) therapy DOSAGE Reteplase is for intravenous administration only. Reteplase is administered as a 10 + 10 unit double-bolus injection. Two 10 unit bolus injections are required for a complete treatment. Each bolus is administered as an intravenous injection over 2 minutes. The second bolus is given 30 minutes after initiation of the first bolus injection. Each bolus injection should be given via an intravenous line in which no other medication is being simultaneously injected or infused. No other medication should be added to the injection solution containing reteplase. There is no experience with patients receiving repeat courses of therapy with reteplase. Nursing Implications Monitor vital signs, especially blood pressure and pulse. (Decreasing blood pressure, increase in pulse may indicate internal bleeding). Protect patient from injury by maintaining limited mobility during drug therapy. Monitor all possible sites of bleeding during infusion. Ensure that cardiac rhythm is monitored during therapy. (Dysrhythmias may occur with reperfusion of myocardium). Monitor CBC during and after therapy for indications of blood loss due to internal bleeding. (Patient has increased risk of bleeding for 2-4 days post therapy. ) Lab test considerations †¢Plasminogen (Administration of Retavase(reteplase) may cause decreases in plasminogen and fibrinogen †¢Degradation of fibrinogen in blood samples removed for analysis NURSING PROCESS Assessment Prior to administration: †¢Obtain complete health history including allergies, drug history and possible drug interactions †¢Obtain a baseline ECG and electrolytes, ABG, blood urea nitrogen and cardiac enzyme levels †¢Assess lab values; obtain CBC, PT, Hgb, Hct, platelet count †¢Asses vital signs and neurological status †¢Assess for recent surgery or trauma, bleeding disorders, or history of hemorrhagic stroke or GI bleeding Nursing Diagnoses †¢Tissue perfusion, Ineffective related to adverse effects of medication †¢Injury, Risk for (bleeding) related to adverse effects of medication †¢Knowledge, Deficit related to drug therapy, action, and side effects Planning Patient teaching and demonstrate understanding of risks and benefits of drug therapy. Inform patient that activity will be limited during infusion and pressure dressing may be needed to prevent any active bleeding. Patient will remain free of unusual and excessive bleeding. Maintain effective tissue perfusion. Continuously monitor cardiac rhythm and explain to patient that cardiac rhythm will be monitored during treatment. Instruct patient of increased risk of bleeding, activity restriction, and frequent monitoring during this time. Teach patient regarding need for frequent vital signs. Take and record vital signs every 15minutes during infusion and for 2 hours following. Intervention Continue to monitor for adherence and compliance. At start of therapy watch for any signs of hypersensitivity, shortness of breath and a feeling of tightness and pressure in the chest. Check patient vital signs frequently and  monitor his skin color and sensory of function of extremities every hour. Evaluation Evaluate the effectiveness of drug therapy by confirming that patient goals and expected outcomes have been met. Protect patient from injury by maintaining limited mobility during drug therapy this helped to prevent any falls since he’s a high risk for falls. By monitoring his vital signs, especially blood pressure and pulse (Decreasing blood pressure, increase in pulse may indicate internal bleeding) this reduced risks for any internal bleeding. Patient understands the risks and benefits of the drug therapy. The teaching plan is reasonable and effective as well and if implemented today would serve to teach the patient and assist him to better manage the MI and prevent other related complications such as hypertension, embolisms, dyspnea and circulation. REFERENCES ?2009 Edition Delmar’s Nurse’s Drug Handbook By George R. Spratto, Ph. D. , Adrienne L. Woods pages 1394-1395 ?http://www. rxlist. com/retavase-drug/patient-images-side-effects. htm ?http://www. drugs. com/cons/retavase. html ?http://reference. medscape. com/drug/retavase-reteplase-342289 ?http://www. mayoclinic. com/health/drug-information/DR602387.