Analysis of Theoretical Perspectives, Research Methodologies and Methods Essay Example

Analysis of Theoretical Perspectives, Research Methodologies and Methods Essay Example Analysis of Theoretical Perspectives, Research Methodologies and Methods Paper Analysis of Theoretical Perspectives, Research Methodologies and Methods Paper According to the Dictionary of Qualitative Inquiry â€Å"postmodernism is an attitude toward the social world at the current stage of its historical development- more of a diagnosis than a theory† (Schwandt 1997, 201). Using this definition â€Å"Children and the Revolution† most comfortably fits into the theoretical perspective of postmodernism. This becomes obvious in the very first lines of the article when the author states her opinions in terms of the current social atmosphere (Craig 2006, 125). More evidence of this theory is found in Craig’s statement that â€Å"we have had half a sex revolution† (2006, 126). Craig seems to be presenting her ideas in this article in order to correct a social assumption that the time and effort of child rearing has become more equal among the sexes, but as her study shows, it has not. This research also fits best within the concept of survey research, even though the researcher herself did not perform the surveys, but used survey information collected from the Australian Bureau of Statistics in their 1997 Time Use Survey (TUS) instead (Craig 2006, 128). Considering the depth of the TUS and the breadth of the number of the individuals that completed the survey as well as the completion rate because of mandatory cooperation with government research such as this, Craig’s analysis of this data is likely to be much more complete and accurate than if she were to conduct her own survey (Craig 2006, 129). Craig’s methods seem to be a comparative analysis, or cross-case analysis (Schwandt 1997, 46). Single cases of individuals’ time spent in certain activities were collected on both male and female, and parent and non-parent participants. These reports of activities and time spent were then averaged according to group, and then compared; male vs. female, parent vs. non-parent (Craig 2006, 129). In contrast, â€Å"Time and Labour† seems to take the more or less rather raw data that Craig offers on time spent in child care for fathers and asks analyzes this a little deeper. The theoretical perspective used in this article seems to be interpretivism. Dermott takes into account the same kind of information that Craig has presented and determines that not only is there a disparity in the actual time spend in child care between men and women, but there seems to be a distinct difference in the psychological frame of mind between mothers and fathers. Dermott looks at the social constructs behind being a â€Å"good worker† and a â€Å"good father† as far as time investment in each activity (Dermott 2005, 91). This research seems to imply that, not only do fathers spend less time in caring for their children, but they do not feel that spending an amount of time equal to that of the mother is necessary for them to achieve the same degree of esteem. Though the methodology that Dermott uses could be considered the same as Craig’s since they both use direct survey-type material straight from their participants, it would be more accurate to say that Dermott is using a heuristic inquiry approach. On the surface both Craig and Dermott are investigating the same phenomenon, just on opposite ends of the spectrum. However, Dermott’s departure from simply analyzing the hours spent in childcare can be seen in such places as on pages 93-94 where she begins by stating that â€Å"Feeling responsible† was one cited reason why the men participating in the study chose to spend more time at work than with their children. Dermott’s investigation of why there is a discrepancy between the role of men and women in rearing children is what makes her work more heuristic than simply a survey. Dermott’s methods are also in contrast to Craig’s since her methodology requires a deeper, more personal look at her subjects than a collection of recorded numbers can provide. Clearly, through various quotes taken directly from her subjects, Dermott has used an interview method to obtain her research material. When comparing the two articles, Crotty’s discussion of the four elements of social research becomes quite poignant (Crotty 1998, 1). Ultimately Craig and Dermott are researching almost identical topics, though they are focusing on the different genders in the same topic. Craig’s approach expresses the discrepancy, but focuses on showing that raising children is, in fact, a major financial and temporal burden, and the women take the brunt of the temporal responsibility as well as play a major support role in the financial responsibility. She shows how this has actually evolved over the years through the change in women’s roles in society. Dermott, on the other hand, addresses the same topic, but explores the reasons behind the disparity. Interestingly enough, Dermott’s research serves as an extension of Craig’s work, though it also shows that the men have the same problem with the one-sided sexual revolution by stating that, though men are being inc reasingly expected to spend more time in child care their roles as the main support of a family have not changed enough to keep up with this trend (Dermott 2005, 92). This stands both in opposition and in explanation of Craig’s statement that though women have entered the workforce in huge numbers the expectation of them taking the majority of the domestic and child care responsibility has not changed (Craig 2006, 126). It is because of the subtleties in the development of the four elements that these two researchers could approach practically the identical topic and yet develop such different perspectives that provide unique information about the topic.

The Small Magellanic Cloud

The Small Magellanic Cloud The Small Magellanic Cloud is a favorite stargazing target for southern hemisphere observers. Its actually a galaxy. Astronomers classify it as a dwarf  irregular type galaxy that is roughly 200,000 light-years from our Milky Way galaxy. It is part of the Local Group of more than 50 galaxies that are gravitationally bound together in this region of the universe. Formation of the Small Magellanic Cloud Close study of the Small and Large Magellanic Clouds indicates that they were both once barred spiral galaxies. Over time, however, gravitational interactions with the Milky Way distorted their shapes, tearing them apart. The result is a pair of irregularly shaped galaxies that are still interacting with each other and with the Milky Way. Properties of the Small Magellanic Cloud The Small Magellanic Cloud (SMC) is roughly 7,000 light-years in diameter (about 7% of the Milky Ways diameter) and contains about 7 billion solar masses (less than one percent of the mass of the Milky Way). While it is about half the size of its companion, the Large Magellanic Cloud, the SMC contains nearly as many stars (about 7 billion versus 10 billion), meaning it has a higher stellar density. However, the star formation rate is currently lower for the Small Magellanic Cloud. This is probably because it has less free gas than its larger sibling, and, therefore, had periods of more rapid formation in the past. It has used up most of its gas and that has now slowed down starbirth in that galaxy. The Small Magellanic Cloud  is also the more distant of the two. Despite this, it is still visible from the southern hemisphere. To see it well, you should search it out in clear, dark skies from any southern hemisphere location. Its visible in the evening skies beginning in late October through January. Most people mistake the Magellanic Clouds for storm clouds in the distance.   Discovery of the Large Magellanic Cloud Both the Large and Small Magellanic Clouds are prominent in the night sky. The first recorded word of its position in the sky was noted by the Persian astronomer Abd al-Rahman al-Sufi, who lived and observed in the middle of the 10th century. It wasnt until the early 1500s that various writers began recording the presence of the clouds during their voyages across the ocean. In 1519, Ferdinand Magellan brought it into popularity through his writings. His contribution to their discovery eventually led to their naming in his honor.   However, it really wasnt until the 20th century that astronomers realized the Magellanic Clouds were actually whole other galaxies separate from our own. Before that, these objects, along with other fuzzy patches in the sky, were assumed to be individual nebulae in the Milky Way galaxy. Close studies of the light from variable stars in the Magellanic Clouds allowed astronomers to determine accurate distances to these two satellites. Today, astronomers study them for evidence of star formation, star death, and interactions with the Milky Way Galaxy. Will the Small Magellanic Cloud Merge With the Milky Way Galaxy? Research suggests that both the Magellanic Clouds have orbited the Milky Way galaxy at roughly the same distance for a significant portion of their existence. However, it is not likely that they have ventured as close as their current position very often. This has led some scientists to suggest that the Milky Way will eventually consume the much smaller galaxies. They do have trailers of hydrogen gas streaming between them, and to the Milky Way. This gives some evidence of interactions between the three galaxies. However, recent studies with such observatories as the Hubble Space Telescope seem to show that these galaxies are moving too fast in their orbits. This could keep them from colliding with our galaxy. That doesnt rule out closer interactions in the future, as Andromeda Galaxy closes in on an long-term interaction with the Milky Way. That dance of the galaxies will change the shapes of all the galaxies involved in drastic ways.

THE ANTHROPOLOGY OF FOOD AND EATING by Sidney W. Mintz^ and Christine Essay

THE ANTHROPOLOGY OF FOOD AND EATING by Sidney W. Mintz^ and Christine M. Du Bois^ - Essay Example That notwithstanding, what comes out as of utmost importance in the article is what anthropology entails. From the reading, it is asserted that anthropology is concerned with unearthing the origin of human life, culture, as well as social interactions. In fact, through references made to Kant’s philosophy on reasoning, the concept of anthropology is epitomized. It seeks to find knowledge against which man gains understanding of the world. Fabian fronts the idea that knowledge is a possession which contributes to the survival of mankind. The article by Roy Ellen mainly seeks to espouse on the theories that should be accepted as being anthropological. Just as argued by Fabian, anthropology is fundamentally based on theories just like in philosophical studies. In fronting his views on anthropological theories, the author argues that theories are basically presumptions. They constitute of suppositions which should aid one in developing a basis for ascertaining the truth behind contemporary occurrences or predicaments. In doing, the author gives an example of how the theory of evolution from selected individual could be used to give presumptions on the rest of life. Anthropological theories, therefore, should seek to give directions on anthropological studies with the aim of giving information which could be used for the survival of the existent species. There are different theories which have been fronted in this discourse. The first is the simple correlative theory which is based on hypothesis which bear relevance to selected variables. It works by minimizing the variables to selected ones which would best suit the situation at hand. The other is the theory of emergent systems which is characterized by probabilistic occurrences. The last theory is on socio-cultural change as well as its transmission. In reviewing the theories which are existent in anthropology, the writer digresses to the Darwinian Theory of

Relevant Information for Decision Making Essay Example | Topics and Well Written Essays - 500 words

Relevant Information for Decision Making - Essay Example packing with this eventual end in mind would be something that the company would be losing money on in the short run; yet something that it was willing to doing order to both see to the needs of the environment as well as engage the customer with the idea that it was a primary focus of the brand to seek to develop a degree of sustainability. Naturally, as with any key decision, relevant and non-relevant costs both factors into such an implementation. As such, this brief analysis will consider the relevant and non-relevant costs associated with management’s decision with regards to aforementioned issue. The change mechanism which will be discussed herein took place over a period of two weeks during the beginning of September 2012. Of course the relevant costs associated with such a change will necessarily be those associated with the differential between the cost of continuing to provide the old form of packaging as opposed to the new. With respect to this differential, as has been noted, it will be more expensive for the firm to engage in the new form of packaging due to the fact that it will require new and emergent technology to be utilized in seeking to reduce the overall amount of waste generated as well as seeking to ensure that the waste that is generated is both photosynthetically degradable as well as biodegradable in enhanced ways. Similarly, the key non-relevant cost associated with this decision is the manner and degree to which the customer will readily embrace the new packaging and/or find themselves unhappy with the changes that have been wrought. This concern is of course highly relevant and important in an industry that is oftentimes subject to the dissatisfaction of consumers based on no other rational than a key component of expected value that they have grown accustomed to has changed or is slightly differentiated than before (Argawal et al 2011). Implementing such a change was not especially difficult from the employee approach as

Care Models For Dementia

Care Models For Dementia Name Gursewak Singh Strength based model A strengths-based approach operate on the statement that people have strengths and resources for their own empowerment. Traditional teaching and expert development models think on deficit based approaches, ignoring the strength and experience of the participants. In a strengths-based approach the focus is on the individual not the content. Drawing on grateful inquiry, strengths based methodologies do not disregard problems. Instead they shift the frame of reference to describe the issues. By focusing on what is working well, informed successful strategies support the adaptive growth of organizations and individuals.(1) Strength-Based Assessment Practitioners working within a strength-based framework emphasize strength-based assessment as a critical first step in the movement toward seeing the strengths and competencies of children and families. Strength-based assessment serves two purposes: 1) It offers practitioners a reliable tool to assess the skills, competencies, and characteristics of individuals and families 2) It provides researchers a reliable and valid way to assess change in individuals following participation in strength-based programs. A reliable tool to assess individual and family strengths and competencies, strength-based assessment provides practitioners with a positive way to approach intervention with youth and families. Practitioners working from a strength-based approach emphasize the importance of asking youth and families the right questions.à ¢Ã¢â€š ¬Ã… ¸ Strength-based assessment is defined as the measurement of those emotional and behavioral skills, competencies, and characteristics that create a sense of personal accomplishment; contribute to satisfying relationships with family members, peers, and adults; enhance one’s ability to deal with adversity and stress; and promote one’s personal, social, and academic development. Planning Personal Planning is a process of discovery. It is a planning process that enables individuals to be self-determining and involves recording and supporting the choices, goals, dreams and aspirations of each individual. †¢The aim of personal planning is for individuals and family/whanau to create a better life for themselves (not the development of a plan). †¢Different approaches will be required for different people. †¢Personal plans are built on strengths, preferences and aspirations. †¢To be useful, plans must be translated into actions. Practitioners working within a strength-based structure emphasize strength-based evaluation as a significant first step in the movement toward seeing the strengths and competencies of children and families. It offers a dependable tool to assess the skills, competencies, and characteristics of individuals and families. It provides researchers a reliable and valid way to assess change in individuals following participation in strength-based programs. A reliable tool to assess individual and family strengths and competencies, strength-based evaluation provides practitioners with a positive way to approach intervention with youth and families. Strength-based assessment is defined as the measurement of those emotional and behavioural skills, competencies, and characteristics that create a sense of personal accomplishment; contribute to pleasing relationships with family members, peers, and adults; enhance one’s ability to deal with adversity and stress; and endorse one’s per sonal, social, and academic development. A strength based approach runs on the assumption that people have strengths and resources for their own empowerment. Here the focus is on an individual strengths and abilities, not their disability. The community is their resource and people learn to grow and change no matter what their disability.(2) 5.1 Strengths: †¢It is an empowering alternative to traditional therapies which typically describe family functioning in terms of psychiatric diagnoses or deficits. †¢It avoids the use of stigmatizing language or terminology which families use on themselves and eventually identify with, accept, and feel helpless to change. †¢It is at odds with the victim identity epitomized in popular culture by the appearance of individuals on television or talk radio sharing intimate details of their problems—which is inherently self-defeating. †¢It fosters hope by focusing on what is or has been historically successful for the person, thereby exposing precedent successes as the groundwork for realistic expectations. †¢It inventories (often for the first time in the persons experience) the positive building blocks that already exist in his/her environment that can serve as the foundation for growth and change. †¢It reduces the power and authority barrier between the person and therapist by promoting the person to the level of expert in regards to what has worked, what does not work, and what might work in their situation. Weaknesses: †¢Focusing too much on the strengths may cause further problems for important matters/problems may be overlooked and ignored. †¢A person’s creativity and innovativeness may not grow and develop if he/she only performs based on his/her strengths. †¢It makes it difficult to build resilience. The support of the social value of people with a disability, older people and people with a mental illness in New Zealand society. Persons with disabilities have emerged in the public eye in recent years in both affluent and economically poor societies as being people who have a legitimate grievance with their communities due to their historical role and status as being people who have been forced to live at the margins of everyday life. Support for people who are socially devalued and their families to exercise more control and authority over their lives and futures. New Zealand practices social role valorisation in terms of accepting disabled people in the the public.(3) Social Role Valorisation Model Social Role Valorisation is a set of approaches intended to enable devalued people in society to experience the good life. These approaches are best used by persons who clearly believe that depreciation of a party is wrong, and who are prepared to work to overcome this SRV,s many strategies derived from practical experience and from what research has revealed, is to help devalued people achieve valued social roles. It finds that this is the most powerful way to work against devaluation and its negative effects, and provides a wide variety of techniques and approaches to do so.(4) Person-Centred Planning â€Å"refers to a group of approaches to organizing and guiding community change in alliance with people with disabilities and their families and friends†. A typical person-centred plan should include these steps in one form or another: †¢Getting to know the person with the disability. †¢ Assembling a team to develop a comprehensive personal profile of the individual, known as the â€Å"focus person†. †¢A clear, unrestricted vision of success is developed by the team, which guides the rest of the process. This vision involves the person’s talents and dreams, and includes new roles he or she can fill in society. Person-Centred Planning usually begins by getting to know the person. This involves meetings or visits outside of the professional setting, such as at a home setting. It is assumed that parents or those closest to the focus person know this person best. A network or â€Å"circle† of people is established who know and have a vested interested in the individual. This network is intervisionary, as different to interdisciplinary, and may include family, friends, peers and clergy. The focus person and parents control the planning process. organization is achieved by a facilitator who makes records, utilizes graphics, and who works to establish and promote the vision. The external facilitator also helps to ensure that the focus person’s role is being met in the process. A positive, relaxed atmosphere of acceptance is developed to promote maximum comfort for the focus individual. The focus person and/or those most important to this person selects the time and location for meet ings as well as who will and will not be invited. When the vision of success has been achieved, the final step is to develop Flexible ongoing action plans and community supports by an open forum and brainstorming. The person’s setting, current skills/deficits, current activities, and other information are also collected. Barriers that may stand in the way of community involvement are evaluated, such as insufficient funding, a lack of recreational facilities, and community attitudes. Service providers are taught where the person would prefer to live, work, spend leisure time, and relax. They are also taught to analyze the person’s daily schedule in terms of strengths, learning styles, and capacities. The result is daily and weekly schedules that involve residence, work. Programs and staff training are provided at this time in the following areas as needed and depending on the goals. A review of the individual’s daily and weekly schedules is undertaken.(5) There may be programmatic shortcomings that interfere with the clients getting what they need. However, any such programmatic weaknesses may be created by other non-programmatic trouble, such as regulations, funder requirements, lack of comprehensiveness of an entire service system. There may not be other local services that have greater or lesser structure that allow them to take in people who have greater or lesser degrees of need than the service being assessed can adequately address. And so on. The lack of needed service options, and the pressure to accept clients who do not need what the service is structured to offer, are non-programmatic issues. There was a time, even a generation ago, that much more was known about the deficits, limitations and purportedly negative traits of persons with disabilities than was known about their strengths, gifts and contributions. This had its origins in a largely exclusive focus on peoples limitations and a virtual non-recognition of their str engths and contributions. This began to change as some people began to recognize the drawbacks of a deficit model and the merits of a strengths based approach to disability. This notion of strengths based strategies originated outside of the disability world though it has spread to many sectors including mental health, social work, youth work, and education. Now the voices of disabled people are heard and active participation in community has enhanced their living. (6) Assessment †¢knowing that individuals and families themselves have natural authority and are best placed to identify their own needs and plan for the future †¢actively listening, providing opportunities for families/individuals to tell their story, honoring and respecting their journey and having a non-judgmental approach †¢taking the time needed to develop the relationship, understand needs and aspirations and plan any required response Planning Person-Centred Planning â€Å"refers to a group of approaches to organizing and guiding community change in alliance with people with disabilities and their families and friends†. A typical person-centred plan should include these steps in one form or another: †¢Getting to know the person with the disability. †¢ Assembling a team to develop a comprehensive personal profile of the individual, known as the â€Å"focus person†. †¢A clear, unrestricted vision of success is developed by the team, which guides the rest of the process. This vision involves the person’s talents and dreams, and includes new roles he or she can fill in society. Person-Centred Planning usually begins by getting to know the person. This involves meetings or visits outside of the professional setting, such as at a home setting. It is assumed that parents or those closest to the focus person know this person best. A network or â€Å"circle† of people is established who know and have a vested interested in the individual. This network is intervisionary, as different to interdisciplinary, and may include family, friends, peers and clergy. The focus person and parents control the planning process. organization is achieved by a facilitator who makes records, utilizes graphics, and who works to establish and promote the vision. The external facilitator also helps to ensure that the focus person’s role is being met in the process. A positive, relaxed atmosphere of acceptance is developed to promote maximum comfort for the focus individual. The focus person and/or those most important to this person selects the time and location for meet ings as well as who will and will not be invited. When the vision of success has been achieved, the final step is to develop †¢developing a true partnership with families and people with a disability †¢focusing and building upon individual and family strengths †¢providing the information required for individuals and families to make informed choices †¢keeping in regular contact with the individual or family †¢Committing to make a real difference in the lives of people with a disability and/or their families – believing that all people have a contribution to make to society and should have the opportunities to do this. The following 12 principles form the basis of decisions. They are underpinned by the principles of the: †¢Treaty of Waitangi †¢UN Convention on the Rights of Persons with Disabilities †¢NZ Disability Strategy †¢Cares’ Strategy 1. As citizens, disabled people have the same rights and responsibilities as all other people to participate in and contribute to the life of the community. 2. Disabled people and/or families supporting disabled people are best placed to determine their own goals, and to plan for the future either independently, as a family, or supported by advocates of their choice. 3. Families, friends and personal supports are the foundations of a rich and valued life in the community. 4. Disabled people and their families have natural authority and are best placed to be their most powerful and enduring leaders, decision makers and advocates. 5. Maori disabled are recognized as tangata whenua. Their aspirations, rights and needs will be met in ways that support their identity, beliefs, values and practices as individuals within whanau. 6. The aspirations, rights and needs of diverse cultural groups are understood and respected in ways that support their identity, languages, beliefs, values and practices. 7. Access to information that is timely, accurate and available in appropriate formats enables people to make appropriate decisions and to gain more control over their life. 8. Communities are enriched by the inclusion and participation of disabled people, and these communities are the most important way of providing friendship, support and a meaningful life to people with disabilities and/or their families and carers. 9. The lives of disabled people and/or their families are enhanced when they can determine their preferred supports and services and control the required resources, to the extent that they desire. 10. Services and supports provided through Local Area Coordination complement and support the primary role of families, carers and communities in achieving a good life for disabled people. These services and supports should not take over or exclude the natural supports that already exist or could be developed. 11. Partnerships between individuals, families and carers, communities, governments, service providers and the business sector are vital in meeting the needs of disabled people 12. Disabled people have a life-long capacity for learning, development and contribution. Coordination †¢LAC focus on the creation and maintenance of natural networks and assisting with access to community services rather than disability specific services. †¢Combined with a focus on natural networks and community services, community building is an essential element of the Local Area Coordination approach. †¢Community building is about working to achieve: Neighborhood, local and community resources as part of the natural support for individuals and families Community awareness of and support for people with a disability and/or their families Development of leadership skills of community members, where these leadership skills are of benefit to people with a disability and families in the local community Full inclusion of people with a disability and families in all aspects of community life (the social, economic, cultural, environmental and spiritual). †¢there is a clear and agreed geographic boundary that defines the area where each LAC works †¢Local Area Coordination is seen in the context of, and as a participant in, community rather than as a traditional service response approach. †¢LAC are embedded in the community and have family friendly offices 5.1 Strengths †¢Focus on a meaningful life and family leadership †¢Emphasis on strengthening community capacity and less on funding †¢Greater emphasis on the principles of planning for the future especially at times of transition, importance of personal networks and community connections †¢Complement the role of other services and partnerships †¢Work with local communities to support inclusion and the valued contribution of people with disabilities Weaknesses †¢Many individuals said there was a restriction on time as to when they could access the LAC service due to LAC post being part-time; often enquiries were put on hold or fitted in with work time. It was commonly felt that a full time LAC worker was needed or other additional support put into place to meet demands of individuals. †¢Expansion of the role and high workloads, reducing LAC capacity for direct work with consumers. †¢Some perceptions of inconsistency in quality and levels of service REFERENCES 1)http://www.axiomnews.ca/NewsArchives/2008/December/December15a.html 2) http://www.tuhana.org.nz/index.php/strenghs-based-approaches#1 3) http://www.imaginebetter.co.nz/purpose.php 4) http://www.socialrolevalorization.com/ 5) https://www.seniors.alberta.ca/PDD/Central/Docs/PCP_Lit_Review.pdf 6) http://www.socialrolevalorization.com/articles/kendrick/respect-for-people-with-disabilities.html

Runners High :: Definition Sports Running Papers

Runner's High Many runners have had the opportunity to experience a state of euphoria while running. While the actual state that they feel varies immensely for each individual there is a common feeling associated with the term "runner's high". When a person is asked about runner's high they typically will say that it a pleasant state that a runner might experience after a certain distance. This in fact may not be true for only runners though. Skiers, surfers, football players and wrestlers all have "highs" or moments when they feel they are working to their maximum potential and feeling on top of the world. Runner's are not the only types of athletes that experience intense emotional feelings. One must question exactly what is included in this feeling. Defining a "high" may not be all that easy, if there even is such a thing. Many people have related runner's high to the feeling of an orgasm. At this time, the body and mind are both highly stimulated and seem to elevate a person's senses. Other people have responded to the question of "What is runner's high?" by saying that when the environmental stimuli around you is near perfect and you are feeling good you are actually feeling a type of "high". We must not overlook the facts though, which include physical and physiological details to back up feelings of runner's high. Throughout time, runner's high has been debated and there is still no general definition as to what it is, or even if it exists. Looking at different personal experiences and physical evidence one can generally conclude that runner's high is a state of euphoria caused by the environmental stimuli around the runner and the biological aspects of stress associated with running. The most obvious aspects to address with runner's high are the biological and psychological aspects that can be associated with it. When the body is put under stress the mind reacts accordingly. This is why endorphins are commonly associated with runner's high. Endorphins are any of a group of opiate proteins with pain-relieving properties that are found naturally in the brain. The word "endorphine" comes from endogenous, meaning "produced within the body" and morphine, a chemical substance derived from opium that elevates mood and reduces pain. Endorphines in turn are neurotransmitters that are chemically similar to morphine.1 It has been realized that the brain responds to morphine and that morphine receptors are in the brain.

Case study on Online grocery stores in India Essay

This case study involves three retailers that engaged in alternative approaches to eGrocer strategy formulation. The primary goals were to assess the relationship between a company’s business model(s) and its performance in the online grocery channel and to determine if there were other company and/or market related factors that could account for company performance. The first company is BigBasket currently present in Mumbai, Hyderabad and Bangalore. The other one is Aaramshop which is a website that operates in National Capital Region of India and offers FMCG and CPG goods and the last one is Salt n Soap, Online Grocery Store in Kolkata operating out of Kolkata. First, we seek to achieve insight into how uptake of Internet-based eGrocer relates to management orientation and find relationships between the uptake of Internet-based eGrocer and entrepreneurial orientation, competitive intensity, and IT maturity. BIGBASKET see more:old age homes article Overview: BigBasket.com is India’s largest online food and grocery store. It has over 10,000 products ranging from fresh Fruits and Vegetables, Staples, Spices and Seasonings to FMCG branded products, Beverages, Personal care products, Meats and much more. The order is delivered right to the customer’s doorstep, anywhere in Bangalore, Mumbai & Hyderabad. Within a year, the company is planning to start services in Delhi and Chennai as well. Subsequently, it also plans to cater to Pune, Ahmedabad and Kolkata. The customer can schedule their delivery date and time (4 delivery slots per day). Payment options include cash on delivery, credit and debit cards or food coupons. The Company is co-founded by V.S.Sudhakar (Director), HariMenon (CEO and head merchandising), Vipul Parekh (head finance and marketing), Abhinay Choudhari (head customer service and business development) and V S Ramesh (Head logistics and Supply Chain). BigBasket’s Board of Directors include Meena and Ganesh K of Tutorvista. The average monthly order size stands at Rs 1,500. Since its inception, the company has seen demand grow 25-30 per cent on a month-on-month basis. Business Model: Once a customer registers on BigBasket.com he can browse the wide range of products, select the products he wants and place an order online. Internally the products are then picked, hygienically packed and delivered to the  customer in the time slot selected by the customer. BigBasket has tie-ups with manufacturers, wholesalers and importers and the merchandising teamwork on a combination of post order procurement and in house stocking. The service is unique as it lets customers shop for daily essentials from the comfort of their homes, saving them time, effort and money. The company provides high quality products at competitive prices along with an on time delivery guarantee. There are two operating models. It is called just-in-time model. This means that not just perishables but everything they bring against an order. So they consolidate orders for the day, go and buy the products and deliver. When they reach a particular volume, they move from the just-in-time mo del to what is called the warehouse stocking model. That is where they are as far as Bangalore is concerned. They buy products directly from the supplies, like Unilever and Procter & Gamble, they buy from farmers and mills and stock the products in the warehouse. They stock a certain number of days of sales, depending on the product and sales. They are able to set initial inventory levels and then decide what the re-ordering levels are. So it is all completely automated. Analysis: BigBasket’s business model relies on on-time delivery of goods, and in order to manage the operations smoothly and efficiently, it uses the hub-and-spoke mode of distribution. Here wholesalers deliver goods to BigBasket’s warehouses. Branded delivery vans then deliver these goods to the consumers. Perishables are only warehoused for a matter of hours, and in some cases it’s 24 hours from farm to fridge. It handles 1,500 plus orders a day in Bangalore and 700 plus orders a day in Mumbai and Hyderabad. The grocery store banks on technology-driven solutions to track everything from the time an order is placed to delivery. BigBasket uses AssetTrackr RestAPI interface to tightly integrate with the ERP system and handle all movement of trucks and delivery vehicles, notification to customers on estimated delivery times, etc. AssetTrackr’s real time location data helps achieve optimal vehicle utilization. AARAMSHOP Overview: AaramShop is a hybrid retail platform that enables sales and marketing of FMCG / CPG brands to â€Å"short on time – high on stress† consumers. It enables grocery shopping by leveraging the strengths of the  neighborhood retailers and integrates them with opportunities provided by the internet. AaramShop was founded by Vijay Singh, who, as an entrepreneur, has a deep focus and passion for brand marketing. Head-quartered in New Delhi, AaramShop is a small team of techies and marketers that have been operational since a little less than a year. Over 1900 retailers across 26 cities in India use AaramShop as their preferred commerce platform. Their tie-ups with retailers are based on mutual strengths. The retailer has a time-tested local presence, which includes an ability to deliver goods to the doorstep of the consumers in his catchment area. They intend to add to this strength with the increased accessibility of the shop on web and mobile devices. This is don e at no additional cost to the retailer. AaramShop currently lists over 12k SKUs. Only branded products are listed in AaramShop; commodities and private labels are excluded from their platform. The core idea of AaramShop is to enable independent retailers, who have a physical presence, to have a web-store, which allows them to connect better with modern consumers. Business Model: The business model of AaramShop is different from most e-commerce sites, as they do not believe that transaction based revenues is the way to go in the grocery category at the moment. AaramShop does not make revenues on taking part of the margins made by the grocers; rather, they have created a number of premium services that are offered to brands. These services are in various genres like, advertising options, on and off the platform, analytical led marketing and marketing at the retail point. The idea behind this unconventional and unique business model is that AaramShop does not disrupt the existing business practices and thereby ensures no escalation of costs. New Delhi-based AaramShop has partnered with retailers so that customers can shop at these local retailers online. Once logged in to the site, users can choose a local retailer and shop for groceries. AaramShop then sends the order to the retailer in real time. The groceries are delivered to the customerâ₠¬â„¢s doorstep and the customers pay for the goods upon delivery. They don’t keep any inventory and their partner retailers maintain their own inventories. There is no cost for the retailer to join AaramShop, they are basing their ability to get revenues by offering premium opt-in services offered to the brands. Analysis: The model does look scalable and rather interesting as compared to regular ecommerce shopping. There is no logistics cost that the startup incurs and it brings in the comfort of your local store as well. The only issue is predictability of order delivery as live inventory is not available online. The current format is more like providing one more interface to your regular grocery store, with the same issues and comforts. A more of ajax functionality would make the shopping process faster and avoid showing shopping bag page after every item is added. Unlike other online grocery delivery stores that become a threat to the small local businesses, AaramShop puts the ball back into the court of local businesses that had begun to feel underprivileged in this age of Internet. AaramShop has overcome three major hurdles of business. †¢It has convinced kiranawalas about the business model by putting them in touch with customers and being paid directly. †¢Secondly, it has convinced customers by eliminating the need for online payments. Furthermore, since customers can choose their own kiranawala, they can be assured of quality. †¢Thirdly, it has cut its own operational costs by eliminating the need to set up an inventory to stock goods or hire delivery boys. AaramShop is a great example of how you can optimize on the available resources to maximize your gains. AaramShop makes most of its money through ads of the numerous grocery brands it stocks on its portal. With a model like AaramShop, everybody is a winner – the suppliers, the consumers and the business itself! SALT N SOAP Overview: Salt n Soap, a BlueBeaks initiative, intends to provide its consumers a convenient, social, enjoyable and rewarding experience of shopping their daily grocery needs online from the comfort of their homes and offices. Started in November 2012, Salt n Soap (www.saltnsoap.com) is owned and operated by BlueBeaks Solutions LLP (www.bluebeaks.com). Though the services of booking daily grocery needs online and receiving timely delivery at the convenience of home or office are the basic foundations of Salt n Soap, Salt n Soap is more than just another online version of a hyper  mart, supermarket or a local kirana store. Salt n Soap intends to provide today’s busy urban consumers online tools for making their shopping experience social, enjoyable and rewarding. Salt n Soap enables this through the various social features of the website, engaging and interesting games and contests. Salt n Soap comes up with, and, last but not the least, the goldmine of information and analyt ics that facilitate a smarter buying decision. Apart from offering what conventional online grocery sites have to offer (i.e. online purchase, home delivery, discounted products, etc.), they have come up with quite a few innovative and engaging products and services that will catch attention of discerning customers. First, they are positioning online grocery services to â€Å"cash reach, time poor† segment of population, typically SEC A1 and A2 class of people, working couple with busy work schedule and very little time to do daily shopping chore. Hence, Salt n Soap position is more on â€Å"value† a customer derives by saving time rather than being just a â€Å"discount† shop. Business Model: Salt n Soap is a Kolkata-based outfit that has apparently pioneered the concept of â€Å"open analytics† in this space where customers can instantly summon a variety of data on a product like its market share, purchasing trends, and a comparison with what people in the same socio-economic class are buying. The site also lets you know when it thinks a particular product has run out, thanks to some nifty code, and pings you so you’re reminded to buy more of it. Consumers have access to a variety of data like market share of a product, purchase trend of a product, comparison of purchase trend with average pattern of people in the same SEC (Socio Economic Class). Consumers can maintain their budget for purchase and track their consumption compared to the budget. Salt n Soap also seem to have developed an algorithm that predicts (presumably reasonably accurately) the number of days of provision that a user has and thus prompting him/her when he should buy the same product again. Salt n Soap has integrated their product with social media to provide a social experience to their consumers. Consumers are also rewarded with redeemable points for sharing their shopping experience with their friends in social media. The website has been designed to enable users to shop through a â€Å"list† where he/she can select multiple products from one screen instead of having to navigate to multiple screens. Analysis: They seem to operate efficiently with very low capital investment. Plus they provide a lot of innovative value added features to consumers which are typically not available in a brick and mortar store. Some such features are a unique web front that allows customers to shop multiple products without having to navigate to many pages (remember, unlike some other products like books, apparels or jewelry, for groceries, customers buy many products at one time), providing personal shopping assistance, helping customers to plan and monitor their grocery budget and inventory, analytics on market share and sale trend of products, etc. Salt n Soap seemed to have understood that online shopping and especially grocery shopping is not about just providing a web front to the consumer allowing them to book an order and then delivering the goods to the consumer’s doorstep. They have introduced the concept of â€Å"Personal Shopping Assistance† where they promise to provide pe rsonalized assistance to consumers in buying through qualified professionals. Salt n Soap is constantly innovating on the features to ensure a more enriching and meaningful experience for its users. CHALLENGES OF ONLINE GROCERY BUSINESS Grocery is a pretty complex business from the back-end and supply chain perspective. The complexity is one of the biggest challenges. We deal with close to 8,000-10,000 SKUs. Order sizes are large. Typically at the beginning of the month you have 30-60 items in one order. That makes it very different from typical ecommerce businesses where you normally shift one or two products, it could be a camera or a mobile phone and so on. The back-end is complex because the supply chain is not yet efficient. You deal with a large number of vendors and suppliers and not all of them are organized. WHY ONLINE GROCERY RETAIL BURNS CASH †¢Lack of consistency in quality and fill rates †¢Delivery and inventory costs †¢Low repeat customer rates †¢Touch and feel nature of Indian shoppers †¢The supply chain in India is built to help kirana stores †¢Order value is  very low †¢Brands and distributors will not give long-term credit †¢Warehousing needs skill, technology is just a tool †¢Organized retail far from saturated Online grocery business in India: The grocery segment has one of the most predictable consumption patterns and buying these products online has a huge advantage. It follows that online groceries would be big business in India. The truth is no player has broken even and the market is littered with shutdowns across the country. It is estimated online groceries contribute less than one per cent of the total food and groceries market in India and an equally small percentage of the e-commerce market in India is dominated by travel, electronics and apparel. One of the biggest rivals of e-grocers is the local kirana store, which offers home delivery in many cities, often within an hour. But kirana shops lack the cost advantages to offer customers the best price, and cannot stock a wide range of products. CONCLUSION Online grocery has been a late entrant in e-commerce space in general (probably albeit due to early failure stories like Webvan), and in India, in particular. However, since 2011, quite a number of start-ups have launched online grocery stores all across India. They are generating reasonable amount of traffic and interest as well as good amount of venture capital funding. While no one doubts the eventual ascent of this segment, when that will happen and at what cost remain unanswered, primarily because of its single-digit margins, low order values and complex logistics, as well as the high cost of customer acquisition. So, few online groceries have been funded and fewer still will be able to get subsequent rounds of finance. The big difference is that there is a very large population on the Internet today. Today smart phones and smart devices allow customers to use the Internet on the go. More than half a dozen start-ups have launched online grocery stores in recent past. Working people, happy to have rice, sugar and even organic  pepper delivered to their doorstep, may wonder why no one thought of it sooner. There is, of course, room for growth. Within this category, the organised food and grocery market, is expected to grow at a compound annual rate of 30 per cent in the next five years. Truly online grocery seems to have come to a different age from the time when the colossal failure of Webvan started by George Sheen hit the headlines in 2000 and someway led to the dotcom burst. Better IT infrastructure, more net savvy customers and leaner warehousing and logistics compared to the early stage start-ups in online grocery will probably make online grocery stores succeed now. Online grocery stores in India seem to have an inherent advantage over those started in the West because of comparatively lower labour costs. However, the flip side is poor logistics infrastructure in India.