Richard Carver’s “Cathedral” focuses on the dealing and...

Richard Carver’s â€Å"Cathedral† focuses on the dealing and overcoming of predispositions. On a more critical accord, â€Å"Cathedral† exemplifies the testing journey of marriage. Carver reveals the reality of close outside friendships impends on marriage through unsettling insecurities, conflicting emotions, and ultimately leading to betrayal. Within the text we notice the invading friendship between the unrevealed narrator’s (the husband) wife and the blind character Robert. Their relationship initiates the insecurities for the narrator, as it transpired though the course of ten years and many deep revealing conversations. Robert and his wife shared with each other countless important and confidential moments of their lives, but the narrator†¦show more content†¦As we call can testify, an individual reacts significantly drastic when invaded on their personal â€Å"bubble,† if you will. So for the narrator, his home is his bubble that Robert has imposed on. Yet to my surprise, Carver depicts the narrator stricken with misconceptions and ignorance about the blind. A great example is when the narrator, maliciously passes judgment about how Robert looks and action compared to his idea of what a blind man should reflect; from his smoking habits, protective glasses, and even his cane was not spare with his harsh tongue. Thus, allowing another man and blind at that, that has an extensive history and quite the uncomfortable playful intimacy with his wife that simply is unacceptable. As most obvious to the eye, critics acclaim Carver’s work to demonstrate overcoming prejudice, yet with the rather dramatic story line the work‘s message on interpersonal relationship and marriage is almost obsolete. It is worthy to recognize the efforts he displays on the essence of marriage and its ongoing challenges with third parties that will ultimately lead to the success or demise of the relationship; a testimony that any social being can relate to. 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Silence of the Lambs and Mr. Brooks Essay - 718 Words

Unit 2: Week 2 - Reader Response - Assignment 1 Juan Luna Park University Serial Killers as Heroes in Popular Culture LE 300J Ms. Silvia Kofler November 2, 2012 Unit 2: Week 2 - Reader Response - Assignment 1 A serial killer could be dining, sitting, or even living next to you at this very moment. Most killers offer little to no obvious clues that will lead anyone to detect their often secretive, undercover actions. I ask myself, â€Å"How can we be so naive to these types of people?† Serial killers amongst us are often well educated, portray an All-American image, yet have a psychotic side to them. First, most serial killers are often well educated. Hannibal Lecter in the movie â€Å"Silence of the Lambs† is a psychologist. Who†¦show more content†¦In â€Å"Natural Born Celebrities: Serial Killers in American Culture,† serial killers are defined as clean cut, normal, All-American people. Some interviewees shared in chapter five state that the reason why it takes so long for the culprits to be apprehended is attributed to the ability to carry on with a normal life. One even offered that in one instance, his vict im actually thought he was joking when he kidnapped her to eventually murder her. In â€Å"Mr. Brooks,† Earl again is a very successful person. He is an ordinary, suit wearing, clean shaven, clean cut, successful Portland, Oregon businessman. I imagine that his killing addiction would shock even his closest, everyday coworkers. Hannibal Lecter is a former psychiatrist. I can’t even begin to imagine the amount of schooling that he endured and numerous certifications, both federal and state, that he must have attained. Yet, he did not like arrogant and obnoxious people, therefore, he murdered them. Despite being well educated and portraying an All-American image, serial killers have a psychotic side to them. Hannibal Lecter showed this side of him when he killed two prison guards. Not only did he murder them but he ate some of their body parts and even carved out the face of one of them to use as a way of disguising himself when he escaped from prison. Earl Brooks murder ed in such a cold hearted way. Evidence of this isShow MoreRelatedLE300J Final Essay1628 Words   |  7 Pagesor evil geniuses, and serial killers want to get caught. As easy as it might be to believe these stereotypes, and although some serial killers meet a few of the descriptions, they are not necessarily true. Through studying Dexter, Perfume, Silence of the Lambs, Frankenstein, Dead Until Dark, and the Walking Dead it can be determined that serial killers are all driven by their own unique motives, they have committed more than three murders, not limited to any specific demographic group, and are committedRead MoreThe Ballad of the Sad Cafe46714 Words   |  187 Pagesblossoming peach trees along the side of the road. In the air the odor of blossoms and sweet spring grass mingled with the warm, sour smell of the near-by lagoon. No. It s somebody s youngun, said Stumpy MacPhail. Miss Amelia watched the road in silence. She had put down her rope and was fingering the straps of her overalls with her brown bony hand. She scowled, and a dark lock of hair fell down on her forehead. While they were waiting there, a dog from one of the houses down the road began a wildRead MoreSummary of She Dwelt Among the Untrodden Ways11655 Words   |  47 Pagesbiographical information can be drawn from the poems—it is difficult even to determine Lucys age.[20] In the mid-19th century, Thomas DeQuincey (1785–1859), author and one-time friend of Wordsworth, wrote that the poet always preserved a mysterious silence on the subject of that Lucy, repeatedly alluded to or apostrophised in his poems, and I have heard, from gossiping people about Hawkshead, some snatches of tragic story, which, after all, might be an idle semi-fable, improved out of slight materials

Strategic Management Assignment Free Essays

string(44) " as the geographic scope of its operations\." HANOI UNIVERSITY FACULTY OF MANAGEMENT AND TOURISM —————-o0o—————- INTERNAL ENVIRONMENT ANALYSIS Research in Motion Ltd. Tutor: Mr. Nguy? n Anh Quan Students: Ph? m Thanh H? ng M? u Minh Tuy? n Vu Ng? c Anh Class: Tutorial 3 Course: Strategic Management Date: 16/09/2009 Word count: 3, 261 words I. We will write a custom essay sample on Strategic Management Assignment or any similar topic only for you Order Now INTRODUCTION Besides external environment analysis, in order to craft a plausible strategy, the company has to understand itself as well, or in other words, to carefully evaluate its resources and competitive position. In this report, we look into the case of Research in Motion Ltd. RIM) to illustrate this point. Firstly, we will provide readers with background knowledge of the company, following by assessment of the company’s current strategy. Then, the SWOT analysis is executed, and the weighted competitive strength assessments is considered. Lastly, from the analysis, we provide the list of issues and problems that merit front-burner managerial attention. II. BODY 1. Company’s background: RIM was founded in 1984 by Mike Lazardis. Based in Waterloo, Ontario, the company also has offices in North America, Europe and Asia Pacific. RIM provides platforms and solutions for access to time-sensitive information, including email, phone, Instant Messaging (IM), short message service (SMS) messaging, Global Positioning System (GPS), Internet and intranet-based applications. RIM is known primarily as the maker and provider of Blackberry wireless devices and e-mail services. It can provide users with a wireless extension of their work and personal email accounts, including Microsoft Outlook, IBM Lotus Notes, Novell GroupWise and many Internet service provider (ISP) email services. RIM has recently reached 14 million subscribers worldwide and had just over $6 billion in revenue. In early 2008, RIM was one of Canada’s largest companies with a market capitalization of $69. 4 billion. RIM had more than 100,000 enterprise customers and an estimated 42% market share of converged devices. Revenues were contributed mainly by handheld sales (73%), followed by service (18%), software (6%) and other revenues (3%). In 2007, 57. 9% of RIM’s revenues were derived from the US, 7. 3% from Canada and the remaining 34. % from other countries. RIM had over 270 carrier partnerships in more than 110 countries. In terms of product innovation, RIM has a wide range of product design and innovation awards, including recognition from Computerworld as one of the Top 10 Products of the Past 40 Years. 2. Assessment of company’s current strategy 2. 1 Company’s strategic approach: RIM’s strategy focuses mainly on differentiating its products from those of competitors in order to serve a niche market for business class. In terms of differentiation, the BlackBerry wireless platform and line of handhelds include e-mail, phone, IM, SMS, internet, music, camera, video, radio, organizer, GPS and a variety of other applications. BlackBerry’s small size, long battery life, and ease of use, made the product extremely popular with busy executives who valued the safe and secure delivery of corporate mail. In fact, organizations that relied on sensitive information, such as the U. S. government and large financial institutions, were early and loyal adopters of BlackBerry and RIM’s largest customers. RIM’s enterprise e-mail servers, which were attached to the customer’s e-mail and IM servers behind company firewalls, encrypted and redirected e-mail and other data before forwarding the information to end consumers through wireless service providers (see Exhibit 3). RIM had more than 100,000 enterprise customers and an estimated 42 per cent market share of converged devices as mentioned above. 2. 2 Firm’s competitive scope: RIM has a quite narrow geographic market coverage, mainly in the region of North America, with the US market contributing 57. % of RIM’s revenues, 7. 3% from Canada and the rest 34. 8% from other countries. The company competes in several industries, including wireless devices, software and service. In terms of revenue distribution, as mentioned above, handheld sales is in the first rank 73%, followed by service 18%, software 6% and other revenues 3%. 2. 3 Recent move position and performance: In terms of competing against rivals, RIM ’s strengths firstly lie in the ability to improve its products both in design and technology. For example, RIM had recently introduced the award-winning Blackberry Pearl and Blackberry Curve, which were a significant design from previous models and for the first time targeted both normal consumer and business professionals. RIM had a variety of product designs and innovation awards, including one of the â€Å"Top 10 Products† from Computerworld in the Past 40 Years. Recently, RIM has stepped up in advertising its product, like images from celebrities like Madonna and Paris Hilton holding Blackberry in their hands. Especially, US President Obama were sighting using Blackberry device. Also, RIM is very brave to open their target market to younger consumers instead of their usual business consumers by launching Facebook, partnerships with software developers to bring popular games such as Guitar Hero II to the Blackberry mobile platform. Another illustration is that just six months after launching Facebook for BlackBerry, downloads of the popular social networking software application had topped one million, indicating that younger consumers were gravitating towards the popular handhelds. All these actions suggest a more aggressive move to the consumer, or at least prosumer, smartphone space. What’s more, RIM is expanding the number of product and technology development facilities in locations such as Fort Lauderdale. Geographic expansion is an essential strategy, but it has its trade-off. We will talk more about this in the SWOT analysis. One of the key factor for RIM to win over competitors is in the field of RD. RIM employed just over 2,100 people with different RD areas of expertise: radio frequency engineering, hardware and software design,audio and display improvement, antenna design, circuit board design, power management, industrial design, and manufacturing engineering, among others. RD efforts focused on improving the functionality, security and performance of the BlackBerry solution, as well as developing new devices for current and emerging network technologies and market segments. RD had increased significantly both in terms of the total number of employees as well as the geographic scope of its operations. You read "Strategic Management Assignment" in category "Management" Since 2000, the RD group had grown more than tenfold, from 200 to 2,100 people and expanded to two more locations in Canada. Additionally, by merging with competitors, RIM had over 270 carrier partnerships in more than 110 countries around the world. Through the Blackberry Connect licensing program other leading device manufacturers such as Motorola, Nokia, Samsung and Sony Ericsson could also equip their handsets with Blackberry functionality and other technologies. 2. 4. Evaluating the strategy: 2. 4. 1 From quantitative standpoint: †¢ In 2007 revenue increased by 98% from the previous year. †¢ Reached 14 million subscribers worldwide and had just over $6 billion in revenue (see Exhibits 1 and 2). †¢ Since 2000, the RD group had grown more than tenfold, from 200 to 2,100 people, made up about 35 per cent of RIM’s 6,254 employees. Total headcount had also been growing in double digits over the last five years (see Exhibit 7). †¢ Low employee turnover rate and received â€Å"Canada’s 10 most admired corporate culture†. 2. 4. 2 Key indicators of how well the strategy is working †¢ Firm’s sale, market share and customers: 14 million subscribers in 2008, nearly double than in 2007 with 8 million subscribers worldwide. †¢ $6 billion in revenue, doubling of that in 2007 (see Exhibits 1 and 2) †¢ 1/6 of the market share (Exhibits 8). RIM revenue compared with others: For 4 years RIM revenue increased 10 times more from $595 million to $6,009 million, while the leader Nokia almost double ( $46,606 million to $80,672 million), Motorola from $23,155 million to $36,622 million. Apple from $6,207 million to 24,006 mil and Palm from $838 million to $1,561 million. Overall, RIM had the fastest growing rate (Exhibits 6). †¢ As one of the first to market with two-way messaging, over the years RIM has continuously improve its design and technology with award-winning models like Blackberry Pearl and Blackberry Curve. Also, good money is being spent on investment in RD to keep up with the change of the mobile industry. This creates a good image and reputation of the company to customers. 3. SWOT Analysis: 3. 1 Strengths: †¢ Product innovation: (a competence) The rationale of R D Department at RIM is: â€Å"Communication Through Innovation†. ? Products that attract the attention of both consumers and business professionals. Originally built for busy professionals, BlackBerry had made considerable headway in the consumer market and become something of a social phenomenon. CO-OP program with the University of Waterloo. CO-OP supplies business and industry with experience and contacts, as well as the opportunities to apply and refine what is learned in class. †¢ World leader in Business Mobile Communications market: ? One of the only trusted phones for the business-class mobile e-mail. As mentioned above, BlackBerry integrate e-mail, phone, IM, SMS, internet, GPS and a variety of oth er, in addition to small size, long battery life, and ease of use; making the product extremely popular with busy entrepreuners. Accumulated wide range of product design and innovation awards, recognition by Computerworld as Top 10 products of the past 40 Years. RIM had more than 100,000 enterprise customers and an estimated 42 per cent market share of converged devices, and significantly higher market share of data-only devices, in North America. †¢ Secure delivery: ? Source code is one of their few technical assets which is highly protected and is a key role in the success of the company, delivering the safe and secure voice and data transmission on which the BlackBerry reputation was built. This can be considered as a distinctive competence of RIM. †¢ Strong working culture: RIM’s core competence. ? Company culture has contributed towards a lower turnover rate compared to larger companies, and more happy employees. They have flexibility, adaptability and the ability to work collaboratively. There are not a lot of process or the kind of bureaucracy. 3. 2 Weaknesses: †¢ Shortage of physical space at RIM’s Waterloo campus. It is considered as a hazard of a growing company since it is not going to be conducive for expansion. †¢ Internal resistance to expand RD to locations outside of Waterloo. There are people here, even leaders and senior people, who said: â€Å"What? Products being built elsewhere? No! We can’t do that! Then we won’t have any control! † So, some of it is a cultural shift and a mind shift for the people that have been there and it is hard for them to let go and to be part of a really big company. 3. 3 Oppor tunities: †¢ Economic situation: ? Many smaller firms and technology start ups are struggling financially. ? In light of the dynamic market situation, RIM needs to ensure that its investment in RD keeps up with the pace of change in the mobile industry. Analysts predict an immense opportunity for smart phones starting in 2008-2009, which shipments reaching the billions by 2012. †¢ There are not many trusted alternatives for business-class mobile e-mail. RIM could be one of the world’s biggest handset manufacturers in the future. 3. 4 Threats: †¢ Global economic downturn recently caused a lot of difficulties for all companies, and RIM is not taken into the exception. †¢ Explosive growth and increased competition on the RD team to develop new solutions in the global smartphones market. In 2007, Symbian Operating System designed for mobile devices held an estimation of 65 percent worldwide share of the converged devices, shipping 77. 3 million smartphones. Th e second position was given to Microsoft’s Windows Mobile OS with 12 percent while RIM Blackberry OS at 11 percent. †¢ Apple announced that it would be pursuing the business segment, as Microsoft and Google were also both trying. Apple’s innovation in its mobile user interface and new technology (thermal touch screen) has created a new trend in mobile phone usage. This prompted a lot of design activities among competitors. Key competitors have already expanded globally while RIM is just on the way to be a global player. As can be seen from the SWOT above, RIM has a lot of strengths compared with its weaknesses. Its main problems that need solving currently are the expansion of the head quarter in Waterloo and the frightful competitiveness between competitors since there are day-by-day changes in technology that is considered as the matter of life and death for every player in mobile industry. When RIM becomes a global cell-phone producer, it has to face with the c ompetition from giants such as NOKIA, Motorola, Apple, Palm, etc. . Weighted competitive strength assessment To do the weighted competitive strength assessment of RIM, we take 2 main competitors namely Apple and Nokia. In order to have a precise view, we would like to consider the competitive assessment merely in the biggest industry of RIM – smart phones. The 8 key success factors that most affect industry’s members to prosper in the marketplace are identified. Among them, qualified human resource and quality of the products are considered the most important, thus get the weight of 0. 2. These are followed by the innovation to create new product, which is given 0. 15 weight. Reputation/image, financial resources, technological skills and product security are all rated as of medium importance, hence having 0. 1 weight. Last comes the customer service capability with the weight of 0. 05. [pic] From the assessments, it is seen that RIM ranks higher than its two competitors in terms of product quality and product security. However, the company is not as good as rivals in other aspects. Therefore, all things considered, the firm has a net competitive disadvantage versus major competitors, with the weighted overall strength rating of only 6. 9 compared to Apple’s 7. 4 rate and Nokia’s 8. 5. 5. Strategic issues and problems that merit front-burner managerial attention After careful consideration of both industry and competitive analysis, as well as the evaluations of the company’s own competitiveness, we have come to the â€Å"worry list† that is further discussed below. This list points out strategic issues that the managers of Rese arch in Motion need to address and resolve so that the company can be more financially and competitively successful in the years ahead. ? How to recruit and retain qualified engineers: As mentioned above, RD and engineering were the heart and soul of RIM. Therefore, the growth of the company is in close relationship with the development of its technological human resource. With the explosive growth of the firm, since 2000, the RD group had grown more than tenfold, from 200 to 2,100 people. However, the industry is experiencing a scarcity in the labor market, especially for high-skilled workers, leading to fierce competition to attract talented individuals. †¢ In the specific situation of RIM, because of its centralization in Waterloo, the company relies heavily on the labor supply of the region. However, this resource is strictly limited. On the other hand, the enterprise also faces threats from other companies, such as Microsoft or Google, as Waterloo is regarded as â€Å" an incredible pool of talent†. †¢ Attracting outside talent to Waterloo was difficult given the competitive nature of the global software development industry. The city of 115,000 people might not be perceived by some candicates to be as attractive as other high-tech centers which were more cosmopolitan, for instance Silicon Valley, or Taipei, Mitaka, Glasgow. †¢ In software, breakthrough innovations often came from small teams led by a visionary. In other words, although new graduates were essential, to be ahead of the game, a good proportion of the incoming employees for RIM was going to have to be senior hires. In the dynamic wireless communications market, exceptional software developers were scarce. †¢ From another perspective, similar to other players in the telecommunication industry, it is RIM’s policy to maintain its RD spending as a consistent percentage of total sales. RD expenses are seen as a proxy for new product or service development, therefore used as a key indicator of future revenue potential. Human capital represented the bulk of RD dollars and in fact, this rate is decreasing from 10. 59% in 2004 to 5. 99% in 2008. This is significantly low compared to rivals’ rate: Palm with 12. 24%, Motorola with 12. 09% and Nokia with 10. 20%. As a result, the need to increase the RD employees is crucial to the development of the corporation. ? How to solve the shortage of physical space at RIM’s Waterloo: This is another problem that needs attention from managers of RIM. The expansion of physical space is essential to satisfy the current demand of organization’s people as well as facilitate the growing human resource. Whether to remain centered in Waterloo or expand existing geographies: Maintaining the centralization in its headquarter brings about various benefits, such as the nurturing of the corporate culture, or the control of technology together with core activities. In fact, the cryptographic and software source code of Blackberry on which the brand reputa tion was built is considered uncompromised by the corporation. It is said by Chris Wormald, vice president of strategic alliences, that â€Å"Our source code is really among our few enduring technical assets. We have gone through extraordinary measures to protect it. We don’t give anyone any access under any circumstances. This vertical integration of technology makes geographic expansion and outsourcing of software development very difficult. † Therefore, intellectual property rights is strategically managed through a strategy that divided core platform development from product and technology development, with most of the core work still occuring in Waterloo. However, it is also concerned that without geographical expansion, the company can be left behind in its competition. How to maintain the unique culture while expanding the company: The culture at RIM headquarters was seen as one of its differentiators and was a key factor in RIM’s low employee turnover rate. The company has recently been recognized as one of â€Å" Canada’s 10 Most Admired Corporate Cultures†. This culture is described as flexible, adaptable and supportive, leading to the ability t o respond quickly to market opportunities of the firm. Compared to its competitors, RIM has a nice and dynamic environment, a place engineers like to work. Nevertheless, this unique culture is being challenged. The exponential growth of the company means the dramatic increase in human resource, and how to integrate the newcomers into RIM’s culture becomes an alarming question. Furthermore, when expansion of RD is brought into consideration, internal resistance is also heard. People complained about changing in the strategy. So here a cultural shift for the people is required. ? How to compete with rivals in markets other than the North America: In terms of operating system, RIM Blackberry is ranked the third worldwide, with 11% market share in 2007, and the first in North America. In the same year, 57. % of RIM’s revenues were derived from the United States, 7. 3% from Canada and the remaining 34. 8% from other countries. Currently RIM had offices in North America, Europe and Asia Pacific, however, it had only three wholly owned subsidiaries — two in Delaware and one in England. From this statistics, it can be seen that the main market of Blackberry is still North Ameri ca. To compete successfully, RIM has to enhance its appearance and market share in other major markets as well. Expanding the global reach of Blackberry solutions is therefore a fundamental part of RIM’s strategy. III. CONCLUSION From the internal environment analysis, we draw a conclusion that RIM is pursuing a reasonable strategy of focus differentiation. Its trend to move toward the consumer market is wise, promising to bring more market share and profits for the company. However, because of its small size and limited resources compared to big players in the industry, it is somehow having a net competitive disadvantage. To further itself in the future, the company should enhance its strengths, minimize the weaknesses together with catching opportunities as well as eliminating threats. The worry list above should be considered carefully so that the company can be compete more successfully in the coming years. REFERENCE 1. Company Histories. â€Å"Research in Motion Ltd. † [Online] Available at: http://www. fundinguniverse. com/company-histories/Research-in-Motion-Ltd-Company-History. html [Accessed 20 August 2009]. 2. Pkaasish, 2008. â€Å"Research in Motion Ltd. Always on, always connected†. [Online] Available at: http://www. oppapers. com/essays/Blackbberry/132559 [Accessed 22 August 2009]. 3. 2008. â€Å"RIM Reviews in Waterloo, ON (Canada)†. [Online] Available at: http://www. lassdoor. com/Reviews/RIM-Waterloo-Company-Reviews-EI_IE9091. 0,3_IL. 4,12_IC2280158_IP4. htm [Accessed 30 August 2009]. 4. PATRICIA BOW, 2008. â€Å"BUSINESS†¦ not as usual†. [Online] Available at: http://www. alumni. uwaterloo. ca/alumni/pubs/magazine/spring09/business/index. html [Accessed 30 August 2009]. 5. Arik Hesseldahl, 2006. â€Å"BlackBerry vs. Redberry in China†. [Online] Available at: http://www. businessweek. com/technology/content/apr2006/tc20060413_266291. htm? chan=search [Accessed 30 August 2009]. 6. Innovation, 2008. â€Å"BlackBerry: Innovation Behind the Icon†. Online] Available at: http://www. businessweek. com/innovate/content/apr2008/id2008044_416784_page_2. htm [Accessed 1 September 2009]. 7. Singapore and Reading (UK), 2008. â€Å"Smart mobile device shipments hit 118 million in 2007, up 53% on 2006†. [Online] Available at: http://www. canalys. com/pr/2008/r2008021. htm [Accessed 2 September 2009]. 8. Wikipedia, 2008. â€Å"Smartphone†. [Online] Available at: http://en. wikipedia. org/wiki/Smartphone [Accessed 3 September 2009]. 9. BlackBerry Nation Sample Chapter. â€Å"Chapter Two: The Birth of the BlackBerry†. [Online] Available at: http://blackberrynationbook. om/index. php/BlackBerry_Nation_Sample_Chapter#Financing_The_BlackBerry [Accessed 2 September 2009]. 10. Damian Francis, 2009. â€Å"Screw You Economic Downturn, We’re BlackBerry! †. [Online] Available at: http://www. popsci. com/gear-amp-gadgets/article/2009-02/screw-you-economic-downturn-we%E2%80%99re-blackberry [Accessed 6 September 2009]. Exhibit 1 Note: RIM Fiscal year ends in March (Fiscal 2008 is the year ending March 31, 2008) Source: RIM Fiscal 2007 Annual Report and Fiscal 2008 Press Release (April 2, 2008) Exhibit 2 [pic][pic] Exhibit 3 [pic] 1. BlackBerry ® Enterprise Server : Robust software that acts as the centralized link between wireless devices, wireless networks and enterprise applications. The server integrates with enterprise messaging and collaboration systems to provide mobile users with access to email, enterprise instant messaging and personal information management tools. All data between applications and BlackBerry ® smartphones flows centrally through the server. 2. BlackBerry ® Mobile Data System (BlackBerry MDS): An optimized framework for creating, deploying and managing applications for the BlackBerry Enterprise Solution. It provides essential components that enable applications beyond email to be deployed to mobile users, including developer tools, administrative services and BlackBerry ® Device Software. It also uses the same proven BlackBerry push delivery model and advanced security features used for BlackBerry email. 3. BlackBerry Smartphones: Integrated wireless voice and data devices that are optimized to work with the BlackBerry Enterprise Solution. They provide push-based access to email and data from enterprise applications and systems in addition to web, MMS, SMS and organizer applications. . BlackBerry ® Connectâ„ ¢ Devices: Devices available from leading manufacturers that feature BlackBerry push delivery technology and connect to the BlackBerry Enterprise Server. 5. BlackBerry ® Alliance Program: A large community of independent software vendors, system integrators and solution providers that offer applications, services and solutions for the BlackBerry Enterprise Solution. It i s designed to help organizations make the most of the BlackBerry Enterprise Solution when mobilizing their enterprises. 6. BlackBerry Solution Services: A group of services that include: BlackBerry ® Technical Support Services, BlackBerry ® Training, RIM ® Professional Services and the Corporate Development Program. These tools and programs are designed to help organizations deploy, manage and extend their wireless solution. Source: http://na. blackberry. com/eng/ataglance/solutions/architecture. jsp Exhibit 4 [pic][pic] Source: http://www. rim. com/newsroom/media/gallery/index. shtml and Fortune, â€Å"BlackBerry: Evolution of an icon,† Jon Fortt, Sept 21, 2007, accessed April 7, 2008: http://bigtech. blogs. fortune. cnn. om/blackberry-evolution-of-an-icon-photos-610/ Exhibit 5 MOBILE TELEPHONE USERS WORLDWIDE (IN MILLIONS) [pic] Source: Created from data accessed from the Global Market Information Database, April 4, 2008, http://www. portal. euromonitor. com. proxy1. lib. uwo. ca:2048/portal/server. pt? control=SetCommunityCommunityID=207PageID=720cached=falsespace=CommunityPage Exhibit 6 [pic] [pic] Note: Nokia 2007 includes Nokia Siemens. Source: Company Annual Reports. Exhibit 7 [pic] Source: RIM Annual Reports. Exhibit 8 Market share of mobile operating system 2008 [pic] Source: Wikipedia, the free encyclopedia How to cite Strategic Management Assignment, Essays

Therachem Case free essay sample

Therachem is a pharmaceutical company created in 1950, and has a portfolio of 7 different products Performance: The company has a signi? cant revenue growth of 68% over the last 3 years, driven mostly by Arthroquell Salesmen team: the sales rep’s job is to visit physicians and encourage them to prescribe Therachem drugs for their patients For the past 3 years Therachem has been growing its sales force by about 40 representatives per year and has expected this year to increase the number of reps from 433 to 473. Therachem is wondering if it has to maintain its 40-rep hiring per year rhythm or invest in human capital: A consultant report is suggesting Therachem to increase its sales force by 322 rep over the next 3 years, however is it opportune to do such a signi? cant increase or is it too unrealistic? Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits Goals Find the optimal solution for Therachem, taking into account strategic dimensions on the hiring rythm Methodology Optimize number of reps and the allocation of reps between products Resource Allocation analysis of the zero growth model, the Smythe model and the consultant model Creation of alternative models Assessement Smythe model is not optimal The consultant recommandation may be optimal it shows some risks in terms of hiring a lot of new rep There is an alternative with an optimal net contribution per new rep compared to the zero growth model Recommandations Do not increase more than 40 person hiring per year Do a more optimal allocation of human resource through the products Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits Zero growth model Arthroquell Proxinil 144,0 $109,5 53% $51,5 $27,2 $30,8 Renora 135 150 77,0 $175,2 59% $71,8 $14,6 $88,8 Dermet Topisal 57,0 $157,8 59% $64,7 $10,8 $82,3 Mistalon 57,0 $33,6 53% $15,8 $10,8 $7,0 $448,2 $81,8 $6,0 $380,3 $583,3 Total 433,0 $1  119,3 98,0 $643,2 62% $244,4 $18,5 Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution Strategic option number one: Smythe model Arthroquell Proxinil 184,0 $124,7 53% 58,6 $34,8 $31,3 125,0 $734,4 62% $279,1 $23,6 $431,7 Renora 135 150 98,0 $191,4 59% $78,5 $18,5 $94,4 Dermet Topisal 73,0 $167,2 59% $68,6 $13,8 $84,9 Mistalon 73,0 $40,1 53% $18,8 $13,8 $7,4 Total 553,0 $1 257,7 $503,5 $104,5 $6,0 $643,7 Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution An increase of 120 new reps (an increase of 40 per year) = a gain of net contribution of $60,4m The Smythe model focuses its sales force mainly on Arthroquell and Proxinil with respectively 23% and 34% of the sales force. We will write a custom essay sample on Therachem Case or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits Strategic option number two: Consultant’s model, the most pro? table Arthroquell Proxinil 167,1 $119,4 53% $56,1 $31,6 $31,7 Renora 135 150 120,7 $201,2 59% $82,5 $22,8 $95,9 Dermet Topisal 86,1 $172,3 59% $70,6 $16,3 $85,4 Mistalon 70,7 $39,3 53% $18,5 $13,4 $7,5 Total 755,5 $1  465,3 $582,3 $142,8 $6,0 $734,2 Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution 350 300 250 Effort 310,8 $933,2 62% $354,6 58,7 $519,8 An increase of 322 new reps (an increase of approx 100 per year) = a gain of net contribution of $151m Base vs. Recommended Scenario However the model doens’t take into consideration the time you need to train the new sales reps as well as the economic climate parameters. 200 150 100 50 0 Arthroquell Proxinil Renora 135 150 Base scenario Recommended scenario An increase as signi? cant as this one is risky (in terms of redundancy costs as well) which makes the management decisions dif? cult and slow. Segments Dermet Topisal Mistalon Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits How to combine the rythm of hiring from the Smythe model with the optimal allocation of sales force from the consultants’ model? Resource allocation with a limit of an increase of 120 new sales rep: Arthroquell Proxinil Renora 135 Dermet 150 Topisal 99 $192,0 59% $78,7 $18,7 $94,6 Mistalon 0 $5,0 53% $2,4 $0,0 $2,7 Total 553,0 $1  374,3 $542,5 $104,5 $6,0 $721,3 Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution 258 $912,0 62% $346,5 48,8 $516,7 130 $101,7 53% $47,8 $24,6 $29,3 66 $163,6 59% $67,1 $12,5 $84,1 An increase of 120 new reps (an increase of 40 per year) = a gain of net contribution of $138m However the new product Mistalon has an allocation of 0 sales rep, which is completely uncoherent with Terachem strategy to launch this new product! We need to ? nd a resource allocation that is optimal while taking into consideration a reasonnable increase in sales rep (40 per year) AND a minimum allocation for the launch of the new product Mistalon. Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits How to ? nd an optimal ressource allocation that also puts forward Mistalon? (1/2) Resource allocation with a constraint of 30 sales rep for Mistalon: Arthroquell Proxinil 120,7 $95,6 53% $44,9 $22,8 $27,9 Proxinil 130 $101,7 53% $47,8 $24,6 $29,3 Renora 135 150 93,0 $160,5 59% $77,2 $17,6 $93,6 Renora 135 150 99 $192,0 59% $78,7 $18,7 $94,6 Dermet Topisal 60,9 $160,5 59% $65,8 $11,5 $83,2 Dermet Topisal 66 $163,6 59% $67,1 $12,5 $84,1 Mistalon 30,0 $5,0 53% $8,4 $5,7 $3,8 Mistalon 0 $5,0 53% $2,4 $0,0 $2,7 Total 553,0 $1  368,9 $540,9 104,5 $6,0 $717,5 Total 553,0 $1  374,3 $542,5 $104,5 $6,0 $721,3 Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution 248,3 $906,6 62% $344,5 $46,9 $515,2 Arthroquell A decrease of $4m compared to the most optimal solution with 553 sales rep but the new product Mistalon is launched. Terachem can capitalize on the future of this product Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution 258 $912,0 62% $346,5 $48,8 $516,7 However let’s try and come closer to the initial idea of Smythe, who decided to allocate 73 sales representatives to Mistalon, a product which has a potential of future growth. Necessity to analyse the impact of allocating more than 30 sales representatives to Mistalon. Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits How to ? nd an optimal ressource allocation that also puts forward Mistalon? (2/2) Resource allocation with a constraint of 57 sales rep for Mistalon (today’s ? gure): Arthroquell Proxinil 184,0 $124,7 53% $58,6 $34,8 $31,3 Proxinil 112,2 $89,3 53% $42,0 $21,2 $26,1 Renora 135 150 98,0 $191,4 59% $78,5 $18,5 $94,4 Renora 135 150 88,4 $185,2 59% $75,9 $16,7 $92,5 Dermet Topisal 73,0 $167,2 59% $68,6 $13,8 $84,9 Dermet Topisal 56,7 $157,6 59% $64,6 $10,7 $82,3 Mistalon 73,0 $40,1 53% $18,8 $13,8 $7,4 Mistalon 57 $33,6 53% $15,8 $10,8 $7,0 Total 553,0 $1 257,7 $503,5 $104,5 $6,0 $643,7 Total 553,0 $1  366,3 $540,6 $104,5 $6,0 $715,3 Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution 125,0 $734,4 62% $279,1 $23,6 $431,7 Arthroquell Smythe’s initial plan Sales Representatives Planned Revenue Unit Margin Cost of Goods Sold Direct Selling Cost Indirect Selling Cost Net Contribution 238,6 $900,6 62% $342,2 $45,1 $513,3 Optimization with 553 sales reps while maintaining today’s sales reps allocated to Mistalon This solution allows to respect Smythe’s initial decision but at the same time maximise the pro? t: $715,3m (last alternative) $643,7m (Smythe) = $71,6m Context Executive summary Smythe model Consultant model Alternatives Recommanda tions/Limits The last alternative: Total Net Margins â‚ ¬Ã‚  800,00 â‚ ¬Ã‚  700,00 â‚ ¬Ã‚  600,00   500,00 â‚ ¬Ã‚  400,00 â‚ ¬Ã‚  300,00 â‚ ¬Ã‚  200,00 â‚ ¬Ã‚  100,00 â‚ ¬Ã‚  0,00 0 138,252165 276,50433 414,756495 553,0086601 691,2608251 829,5129901 â‚ ¬Ã‚  276,99 â‚ ¬Ã‚  540,15 â‚ ¬Ã‚  648,15 â‚ ¬Ã‚  686,68 â‚ ¬Ã‚  717,55 â‚ ¬Ã‚  732,80 â‚ ¬Ã‚  732,64 The maximum net margin seems to stabilize around $730m. The last solution allows Terachem to reach $715m total net margin. If we compare it to the consultant’s model the difference in net margin is -2,33%, however there is -62% new reps hired!

Revision of sport issues

Future of sports managers It is likely that sports managers will have to work with a series of suppliers for sporting facilities. Mainstream sport has a well-organised supplier base. However, with the emergence of new types of sports, managers will need to open themselves to divergent providers. This also implies that opportunities for entrepreneurship will increase in sports. Therefore, managers should be prepared to work with upcoming businesses.Advertising We will write a custom assessment sample on Revision of sport issues specifically for you for only $16.05 $11/page Learn More For those individuals handling new forms of sports, it will be essential to be prepared for divergent standards as different facilities can offer different experiences. Conversely, managers in older sports are likely to experience even more stringent rules as sporting facilities will be standardised. It will be critical for managers to sensitise their players about rules of t heir game and focus on them during training. Mainstream sports have rigid structures that require various sports representatives to liaise with local councils or other government bodies. This can be an impediment to ambitious sporting managers because councils are highly bureaucratic. Many of them may worry about citizen unease, and this could hamper their progress. Sports managers will also find it difficult to participate in sports development as construction projects are likely to increase in costs. Individuals who feel unsatisfied with existing facilities may find it difficult to organise funds for new areas; most of them may not penetrate the rigid mainstream structure. It may become difficult for managers to promote community goals. Mainstream sports have national sports organisations that control many activities. It will be difficult for these sports leaders to create change unless they go through the rigorous process of volunteer membership in those organisations. Overall, s ports development is likely to be a painstaking process because of the pyramid structure of mainstream sports. An athlete will have to start from scratch and work his or her way upwards. This can be quite disappointing to managers. BBL articles One of the key advantages of BBL was that it revamped the sport by reaching out to new audiences. The sporting body had ignored women and younger players for a long time. Most of them were not interested in the sport because of its time limits and its format.Advertising Looking for assessment on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More The approach also provided incentives for all members of the cricket body to play their part. Since owners share their status with players, they encourage the latter to improve on their performance as much as possible. Additionally, since BBL is mostly local, then the stakeholders can exert considerable control over the number and nature of match es that competitors play. This has shifted attention away from the traditional, international competitors. BBL has also added variety to the sport. Individuals did not like a number of things in the old sport. BBL changed these factors by providing new and shorter formats for the new demographics. It thus increased interest in the sport. One key disadvantage is the diversity of the games played. Marketers may enjoy marketing the sport to different demographics depending on what they prefer. However, this has the effect of splitting support for the traditional formats. Furthermore, it may isolate Australians from the international community as they will be playing their own versions. Secondly, BBL may dilute the purity of the sport. Some of the most loyal fans are the ones who followed traditional cricket. The new market segments are not as reliable; therefore, the group may be lost. Finally, the approach brings financial challenges as managing the sport is difficult. In the future, it is likely that BBL will become less divergent. Some of the formats offered in the sport will come together to form coherent structures for those involved. Coaches as key performance managers Coaches play the biggest role in training athletes or sportsmen for competition. Therefore, they are essential, in determining how effectively these individuals perform. It is particularly interesting that most of them do their work voluntarily as only 30% of the coaches get earnings for their work. Coaches instruct players about various aspect of their sport and this prepares them to become successful in competitions. Sometimes coaches engage in administrative work. This means organising the business aspects of their teams. Their job can entail raising funds for the athletes working with other sports personnel.Advertising We will write a custom assessment sample on Revision of sport issues specifically for you for only $16.05 $11/page Learn More Many coaches do not feel qualified for this role, but they often do it because they have no choice. It is a given fact that if a sporting team lacks funding, then it will not be able to carry out its duties well. Business development is a fundamental aspect of the coaching role in sports. Coaches also enhance performance by mentoring sportsmen and women. They often serve as role models in whom the players can confide. Activities that take place outside the field have a profound impact on participation within the field. Therefore, athletes need to have a senior advisor who can guide them on how to handle these issues such that they do not interfere with their professional lives. Some coaches’ success is predominantly associated with their mentoring roles. Therefore, one cannot ignore this aspect. In close association with mentoring is conflict resolution. Team sports often require group cohesion for them to work. Members who lack this component may register poor performance irrespective of st rong technical abilities. Coaches enhance performance by dealing with group dynamics. They create a strong team spirit between the members and also resolve conflicts among players should they emerge. This assessment on Revision of sport issues was written and submitted by user Lance Morales to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Your Complete Guide to Seasonal Jobs and the Holiday Season at Work

Your Complete Guide to Seasonal Jobs and the Holiday Season at Work As the calendar ticks down, it can be tempting to lean into the party season, and get sucked into a cycle of relaxing, celebrating, and otherwise winding down along with the waning minutes of the year. But really, this season is one that you can use to your advantage, whether it’s making extra money as a seasonal worker, bulking up your job search readiness for the new year, or stepping up your game at work while everyone else is knocking off early for egg nog happy hours. Comprehensive Guide to Seasonal Jobs  Surviving the Holiday Season  How to Maximize Your Holiday Break  Don’t Forget to Keep Up Your Job Search Momentum  Start Your New Year’s Resolutions Early  Let’s look at some of the careers)Surviving the Holiday Season at WorkIf you’re more interested in getting through the next month or two at the job you already have, we’ve got you covered there, too. It can be a tough time of year, with everyone trying to wrap things up to get out the door for the holidays, or even just finding motivation to get through your to-do list while more tempting options beckon. We’ve got your survival guide to getting through the holiday season at work:3 Tips for Staying Focused at Work During the Holidays7 Ways to Close Out the Year with a BangAnd don’t forget that festive minefield, the company holiday party. If you want to keep your work rep intact, here’s what not to do:Don’t Be These 5 People at Your Office Holiday PartyOr you can opt out altogether, and skip the chaos in favor of your own private celebration (whatever that may be). We’ve got your excuses ready to go:5 Festive Ways to Avoid the Office Holiday PartyThere are many, many temptations floating around this time of year, and if you’re not careful, they can trick you into making poor decisions, or just plain ignoring your professional obligations or development. You don’t have to become the office Scrooge, but a little extra care and attention to your work right now can go a long way.How to Maximize Your Holiday BreakHow many times can one person watch It’s a Wonderful Life, anyway? You’ll likely have down time at some point during this holiday season, and while you can still make room for the fun or family-related things you want to do, you can also take some of that time to work on your career momentum.For example, reflecting on the year that just passed is a great time to reflect on what you want to do next. New career path? New job? Want to go for that promotion? While things are a bit slow at work, this is your chance to start formulating your battle plan for the new year. You don’t have to make any definitive decisions, but we’ve got you covered as you start to think about what New Year You will be doing to achieve your goals.What You Absolutely Need to Know About Changing Careers4 Ways You Can Use Your Holiday Break to Gear Up for the New Year10 Steps on How to Get Your Finances in OrderYou can also use your break to devote some time and energy to a side hustle or a business idea, if you’re not quite ready to make a career or job jump in the new year. If you have a side hustle in mind, great! You have some time to work on developing it. If you’re not sure yet what you can or want to do, then you have time to figure that out too while you’re tuning out Uncle Phil’s latest fishing story.The Side Hustle: How to Make Money on the Side7 Strategies for Your Side HustleDowntime doesn’t have to be lazy time- think of the break as an opportunity to devote mental space to things that might usually get crowded out by everyday work and routines.Don’t Forget to Keep Up Your Job Search MomentumIf you’re looking for a new job, you might think that there’s not much point to keeping it up over the holidays, when people are less likely to be hiring/in the office/etc. Not true! Even if HR departm ents are slowing down for the year end, or you’re not seeing as many openings, there are still plenty of things you can do to make sure your hunt doesn’t go colder than Minnesota in December.How to Handle Your Job Search Over the HolidaysEven if you do put our active job search on hold over the holidays, you can put in a little prep and thinking to get yourself ready to hit the ground running come January 1.5 Killer Job Search Tips for the New YearTop 7 Trends That Will Help You Find a Job Next YearAnd if nothing else, you can always work on your resume!Top 6 Resume Template ResourcesResume Format Guide: What Your Resume Should Look Like in 2017Top Resume Trends for 2017This is a great time of year to hunker down and perfect your application package for the new year. You can get your resume in tip-top shape, start thinking about those personal and professional anecdotes for interviews, and maybe even find some good holiday sales on a new interview outfit. You donâ€⠄¢t have to put your professional development on pause just because everyone else is starting to check out for the year.Start Your New Year’s Resolutions EarlyWhile many of us wait until the calendar has safely flipped over to the new year, there’s no reason you can’t start thinking about how you’ll ease back into the usual grind (or an improved one).5 Ways to Get Back on Track After the Holidays5 Ways to Jumpstart Your Career in the New Year5 Ways to Be Happier at Work in the New Year6 New Year’s Resolutions for the Lazy Professional7 Ways to Keep Your New Year’s Health Resolutions5 New Year’s Resolutions Mark Zuckerberg Made That Can Inspire YouThe more thought and energy you put into your new year now, the more likely you are to stick to your new and improved self after the holidays are but a distant memory.The holiday season isn’t usually thought of as a hotbed of career activity, but you have tons of ways to make the seaso n work for you and your productivity. After all, year-end fun and celebration are important, but soon enough we’ll all be facing the cold glare of January. And when that comes, you can feel like you’ve set yourself up nicely for the coming year.

Parents: 5 Ways to Help Your Teen Adjust to High School

For many parents, the high school years are a distant memory. Yet if you try, maybe you can remember how it felt to start high school. There were new friendships to be made, an uncertain class schedule, and new teachers to get to know. The teen years were well underway. Maybe you were popular, maybe you were awkward, maybe you were content to be a wallflower. No matter who you were, high school was a period of transition. Even if you can’t remember starting high school, think back to the last time you started a new job. Remember that strange mix of excitement and anxiety paired with the desire to fit right in and hit the ground running? If you’re the parent of a teen about to start high school, maybe now you can appreciate what he or she is going through. It’s no cakewalk, but there are definitely ways you can help. In this post, we’ll outline 5 ways to support your teen as he or she adjusts to high school. Some high schools have a formal orientation day for incoming students. This is sometimes a casual open house, where families are invited to walk through the school. Other times it is a formal event with a rigid schedule. In any case, try to make sure that your student doesn’t miss this important opportunity. Many of the first-day jitters are simply a fear of the unknown. If your student has the chance to walk through his or her class schedule, locate classrooms, note resources like the nurse’s office or bathrooms, and even practice using his or her locker a few times, at least some of these fears can be laid to rest. Keep in mind that these events are not always designed to include parents. If parents are invited, make yourself available, but don’t be surprised if your teen chooses to attend alone. After all, high school is an important milestone in independence and the sooner your teen gets used to doing it on his or her own, the better prepared he or she will be for the first day. At the same time though, make sure that your student knows you’re ready and willing to go if he or she wants you there. Sometimes the comfort of a parent is the just reassurance teens need as they approach this important day. The easiest way to guarantee some kind of social support network as high school begins is to join fall activities. If your teen plays on a sports team, encourage him or her to try out for fall sports. If his or her sport isn’t offered in the fall, suggest that he or she asks around to find out if there’s a group of winter or spring athletes who work out together during the off season. If your teen is into art, theater, community service, or specific academic pursuits, suggest that he or she joins a related school activity. Often times, these clubs or activities can provide ready-made social networks to provide support and positive peer pressure as your teen acclimates to high school. Odds are that if you made it through your teens, at some point in time you made decisions that you now regret. Odds are also that you sometimes found yourself in the midst of other teens making poor choices. The teenage years are often a time of pushing limits, experimenting with newfound independence, and discovering who one truly is. It’s important to remember that your teen’s high school experience will be unique to him or her. While it’s more than okay to discuss your own mistakes, don’t jump to the conclusion that your teen is poised to make the same ones. Instead, face each challenge head on as it arises and try to keep your own mistakes out of it when emotions flare (as they likely will at some point). At the same time, avoid pushing your own interests and strengths on your teen. You may have been the star of the 100 meter hurdle or the lead of four major theatrical productions, but that doesn’t mean that your teen is going to follow in your footsteps. In fact, often the more you push it, the less likely your teen is to prioritize your agenda. Our Early Advising Program helps students in 9th and 10th grade discover their passions and build strong academic and extracurricular profiles to succeed in high school. As high school begins, your teen is likely to experience an increasingly complicated schedule. There will be school assignments in multiple classes to track. Sometimes class schedules rotate on 4 or 6 day cycles. Extracurricular commitments can stack up quickly. Get your teen ahead of the game by establishing an organizational system before the school year starts. For some families, this means a weekly and monthly calendar posted prominently in a common space. For other families it means a shared calendar app or online schedule. Some teens like the option of using a calendar on their phone that includes scheduled notifications to avoid any forgotten deadlines. Find a system that your teen seems comfortable with and implement it before the first day of school. For some more ideas about getting organized, see our post Eight Tips to Use Your Time Efficiently and Stay Organized in High School . As your teen spreads his or her wings, it’s likely that he or she will someday find him or herself in an uncomfortable or even dangerous situation. As parents, we do our best to guide our teens away from these scenarios, but it’s equally as important to provide them with the tools to deal with them when they’re face to face. Part of helping your teen adjust to high school means making a gameplay for the unexpected. What will your teen do when he’s stuck someplace with a driver who’s been drinking? How will your teen respond when he realizes the party he’s arrived at isn’t the kind he wants to be associated with? How can he or she escape without losing face or being judged by peers? A few years back, one dad’s brilliant way of providing his teens with an easy excuse to get out of an uncomfortable situation went viral. His system essentially included an innocuous â€Å"code word† that when texted to him as a single word signaled that his teens needed help. If he received a text with the code word, he or a sibling would call the teen on his or her cell phone and tell him or her that something had come up at home and he or she needed to return immediately. Then, they could arrange a ride together and he could extricate his teen from whatever situation had made him or her feel unsafe or uncomfortable, without peer judgement for having called dad. You can read more about implementing a code word for your teen in the original viral post . Starting high school is an important milestone that’s often fraught with anxiety and fear of the unknown. As parents, we can help to support our teens through this transition by providing them with the tools they’ll need to build confidence, establish meaningful social connections, and make smart decisions along the way.