Welfare of Children Essay Example for Free

Welfare of Children Essay The family is the basic unit of society. It holds an essential part in fostering a sound and ideal environment that is related in enhancing the world that everybody lives in. This is the reason why establishing good family relationships is very important. Being the case, the role of every family member especially of the parents should be given due attention. However, there is an observable inequality as to how fathers are viewed in comparison with mothers when it comes to the nurturing of their children. Most people believe that it is the primary responsibility of the mother to take care of the children while the father has to deal with money matters. Social workers also adhere to this kind of perspective as they give more importance to mothers when assessing the welfare of a child. Nevertheless, various studies have shown that the absence of fathers in nurturing and guiding their children has detrimental effects. According to the study of Michael Lamb from the University of Michigan, children who are 7 to 13 month old have the same responses when they are separated from their parents. When their father left, the children would have tantrums, which is the same as when their mothers leave them. This research proves that both parents have an important role in development of their children especially during their formative years. Thus, fathering should not be taken for granted (Chen, n. d. ). Some analysts conclude that children who grew up without a father tend to have behavioural problems that are mostly observable in the inability to perform well in school especially when it comes to math and science (Chen, n. d. ). Long term studies in the United States and in New Zealand have conclusive results that father absence increases their daughters’ susceptible for early sexual activities and teenage pregnancy. Evidences prove that daughters who were left by their fathers at a young age tend to develop unstable relationship with men, which makes them engage in casual relationship with the opposite sex (Quigley, 2003). Research also shows that father absence is one of the primary causes of serious social problems like poverty and delinquency (McLanahan, n. d. ). The different studies and researches conducted only prove that the role of the father in the nurturing and rearing of children should not be taken for granted. Fathers should not be simply confined with providing financial and material things. They should also do their part in raising their kids. In the same manner, the society like social services should also give due importance to the part of the father in taking care of their children. The presence of fathers is essential in the development and well being of their children and their family as well as in the enhancement of the whole society. References Chen, N. (n. d. ). The Impact of Father Absence. Retrieved October 6, 2008, from http://extension. missouri. edu/cooper/fok/father_absence. htm. Quigley, A. (2003). Father’s Absence Increases Daughter’s Risk of Teen Pregnancy. Retrieved October 6, 2008, from http://mentalhealth. about. com/cs/familyresources/a/teensex503. htm. McLanahan, S. (n. d. ). Father Absence and the Welfare of Children. Retrieved October 6, 2008, from http://www. olin. wustl. edu/macarthur/working%20papers/wp-mclanahan2. htm.

Comparison of Goldman Sachs and Close Brothers Annual Report

Comparison of Goldman Sachs and Close Brothers Annual Report International Financial Accounting – Comparison of the Annual Reports 2005 of Goldman Sachs and Close Brothers Description of activities and source and type of revenues Goldman Sachs has three main types of activities Investment banking. This covers services like merger and acquisition advice, helping clients raise debt. Trading and principal investments. This covers trading and investing in fixed income and equity products, currencies and commodities. This is the largest division in terms of net revenues and generated 66% of net revenues in 2005. Asset management and security services. This division provides advisory and financial planning services including brokerage and advisory services to wide range of clients like pension fund and hedge funds. Table 1 shows the net income of the above three divisions in 2005. Table 1 – Goldman Sachs: Net income in the year ended November 2005[1] Division Net revenues, $ billion Revenue as % of total Investment banking 3.67 15% Trading and principal investments 16.36 66% Asset management and security services 4.75 19% Total 24.78 100% Close Brothers provides following main activities Investment banking. Close Brothers has three main divisions under investment banking: Asset management. This division manages assets of private clients, trust funds and offshore funds. Corporate finance provides merger and acquisition, financial restructuring and debt advisory services to corporate clients. Market-making division specialises in providing liquidity to the London retail market-making markets in UK and many international shares. Banking division normal banking services like deposits and foreign exchange facilities to personal and professional clients. Table 2 shows the distribution of operating income, as a measure of revenues, of different divisions Table 2 – Close Brothers: Operating income in the year ended 31 July 2005[2] Division Operating income as % of total Asset management 21% Corporate Finance 7% Market-making 24% Investment banking 52% Banking 48% Total 100% Profitability of the two companies from the company and shareholders perspectives The table 3 shows the profitability of Goldman Sachs in the years ended November 2004 and 2005 Table 3 – Goldman Sachs: Profitability[3] 2005 2004 % change Net revenues, $ billion 24.78 20.55 20.6% Pre-tax earnings, $ billion 8.27 6.68 23.8% % of revenues 33.4% 32.5% Net earnings, $ billion 5.63 4.55 23.7% % of revenues 22.7% 22.1% Diluted earnings per common share, $ 11.21 8.92 25.7% Return on average common shareholders equity 21.80% 19.80% 10.1% Goldman Sachs increased its net revenues by 20.6 % in 2005 whereas pre-tax earnings increased by 23.8 % in the corresponding period. This shows that the company achieved not only higher profits in 2005 but also increased the profitability by limiting growth in expenses. This is supported by the fact that pre-tax earnings as a percent of net revenues were 33.4 % in 2005 compared to 32.5 % in 2004. Net earnings also increased by 23.7 % in the year 2005 in line with growth in pre-tax earnings. The higher growth in net earnings compared to net revenues shows that higher sales were not achieved at the expense of lower margins. Profitability for shareholders is measured in terms of diluted earnings per share. The growth in diluted earnings per share was 25.7 % in 2005. This was even higher than the growth in net-earnings. Shareholders’ profitability is also measured in terms of return on shareholders equity which is net earnings divided by the shareholders equity. This increased by 10% from 19.8 % in 2004 to 21.8 % in 2005. Higher return indicates Goldman Sachs is using equity to earn higher profits. The table 4 shows the profitability of Close Brothers for the years ended July 2004 and 2005 Table 4 – Close Brothers: Profitability[4] 2005 2004 % change Operating income,  £ m 448 401.2 11.7% Pre-tax profit,  £ m 108.62 101.34 7.2% % of operating income 24.2% 25.3% Profit after tax,  £ m 70.75 67.42 4.9% % of operating income 15.8% 16.8% Diluted earnings per common share,  £ 0.47 0.45 4.4% Profit attributable to shareholders,  £ m 68.58 65.21 Shareholders equity,  £ m 540.32 509.26 Return on average common shareholders equity 12.69% 12.80% -0.9% Close Brothers increased its operating income by 11.7 % in 2005 whereas pre-tax earnings increased by 7.2 % only in the corresponding period. This shows that the increase in pre-tax profits was countered by a much higher increase in expenses. The operating margin dropped by 1% from 25.3 % in 2004 to 24.2 % in 2005. Operating margins of Close Brother were about 9 % lower than that of Goldman Sachs indicating that Close Brothers operates in a more competitive environment. Similarly profit after tax as a percent of revenues were 7 % lower in case of Close Brothers – 15.8 % for Close Brothers compared to 22.7 % for Goldman Sachs. The growth in diluted earnings per share was only 4.4 % in 2005. This is much lower than the growth in Goldman Sachs earning per share. The return on common shareholder equity was only 12.70 % in case of Close Brother which means that from shareholders point of view return in Goldman Sachs is higher than Close Brothers. Long-term financial structure of two companies Table 5 shows the financial structure of Goldman Sachs looking at its short and long-term borrowings along with shareholders equity. Table 5 – Financial structure of Goldman Sachs[5] 2005 2004 $ billion % $ billion % Short term borrowings 55.22 36% 54.96 41% Long term borrowings Secured 15.67 10% 12.09 9% Unsecured 84.34 54% 68.61 51% 100.01 64% 80.7 59% Total borrowings 155.23 100% 135.66 100% Cash and cash equivalent 10.26 4.36 Net debt 144.97 131.30 Shareholders equity 28.00 25.08 Long term debt to equity 78% 76% Net debt / (net debt + equity) 84% 84% The % of long-term borrowings has increased from 59 % to 64 % in the year 2005. This has mainly come from the increase in unsecured long-term borrowings. The company is highly geared and its net debt to total capital ratio is 84 %. As of November 2005, 84 % of Goldman Sachs was financed through net debt, i.e., out of every $1 of its capital, 84 cents came from debt. The table 6 shows the financial structure of Close Brothers. Table 6 – Financial Structure of Close Brothers[6] 2005 2004  £ m %  £ m % Short term borrowings 132.22 15% 287.36 40% Long term borrowings 729.28 85% 434.00 60% Total borrowings 861.5 100% 721.36 100% Cash and cash equivalent 1.25 0.85 Net debt 860.25 720.51 Shareholders equity 540.32 509.26 Long term debt to equity 57% 46% Net debt / (net debt + equity) 61% 59% Company’s long-term borrowings have increased significantly from 60 % to 85 % in the year 2005. Close Brothers gearing are more on long-term borrowings as compared to Goldman Sachs. The net debt to total capital ratio is 61 % which means that Close Brothers is less geared compared to Goldman Sachs. Because of higher equity percent in Close Brothers, the long-term debt to equity ratio of Close Brothers is only 57 % in 2005 as compared to 78 % of Goldman Sachs. Analysis of difference in cash flow from profit Cash flows differ from profits because of the following major items: Inclusion of non-cash items like depreciation and amortisation in net profits Cash inflow and outflow in purchase and sale of property and businesses. In case of purchase, no impact is on profit and loss. In case of a sale, only profit or loss over the cost price is included in the profits and not the full amount of sale. Cash inflow or outflow from the financing activities like raising or retiring loan, issue of equity. This impacts cash flow but is not included in the profit and loss statement. We now look at the above sources of difference for both Goldman Sachs and Close Brothers. Table 7 shows the cash flow calculation from net profits of Goldman Sachs for the year 2005. Table 7 – Comparison of cash flow and profits of Goldman Sachs[7] $ bln Net profits 5.63 Cash flow Net profits 5.63 Non-cash items in net earnings 2.16 Cash used in assets and liabilities -20.203 Cash used in operating activities -12.413 Cash from investing activities -1.06 Cash from financing activities 19.37 Change in cash 5.90 Goldman used $12.4 billion of cash in operating activities in 2005 and this includes $20.20 billion of cash used in assets and liabilities. Operating activities also include $2.16 billion of non-cash items like depreciation and amortisation, deferred income tax and stock options. Another $ 1 billion of cash was used in purchase of businesses, property and leases. The cash outflow from operating activities was compensated by cash inflow from financing of $19.37 billion. This was mainly made up of cash inflow of $43 billion from long-term borrowings. Table 8 shows the cash flow calculation of Close Brothers for the year 2005. Table 8 – Comparison of cash flow and profits of Close Brothers for the year ended 31 July 2005[8]  £ m Profit after tax 70.75 Cash flow Cash flow from operating 521.52 Tax -37.82 Net cash flow from operating activities 483.70 Cash from investing activities -171.23 Cash from financing activities -67.98 Change in cash 244.49 While the profit after tax was only  £70.75 million, cash increased by  £244.49 million in the year 2005. This was mainly due to net cash inflow from operating activities of  £483 million. The differences in the sources of cash generation arise between Goldman Sachs and Close Brothers arise from the way they include cash items under different categories. Close Brother was able to show high cash inflow from operating activities because of classification of reduction in loan advances of  £190 million and loan notes issuance of  £260 million under trading activities. If we take out the above two ash inflows form operating activities, then net cash inflow from operating activities would be only  £33.7 million (483.7 – 190 – 260). Also then the cash flow form financing activities would change from - £68 million to  £382 million. Examples of accounting transactions subject to different GAAP Goodwill amortisation and impairment. Goldman Sachs is listed at New York Stock Exchange and subject to US GAAP. Under US accounting SFAS No. 142 â€Å"Goodwill and Other Intangible Asset†, Goldman Sachs tests goodwill each year for impairment[9]. It amortises intangible assets over the useful life which was on average 16 years in 2005[10]. Close Brothers follows Financial Reporting Standard No. 10 and amortised the goodwill over 20 years[11]. Where Goldman Sachs has an option to choose the useful life, companies in UK normally follow the option of 20 years. The change in amortisation years results in difference in profits even though this is a non-cash item. Share based compensation. Goldman Sachs followed US accounting principles SFAS 123 and SFAS 148 under which the compensation expense is recognised over the relevant service period[12]. Close Brother didn’t expense the share based compensation in the year 2005 and expects that future alignment with International Financial Reporting Standards on expensing of share based award will reduce profits by  £ 4 million[13]. Summary of non-numeric information in the annual report and importance to the shareholders Summary of information for Goldman Sachs Investment banking backlog increased in 2005 over 2004[14]. This means that the company was expecting more business to materialise in fees in 2005 and also shows the healthy environment in financial markets. The company increased its market risk in equities and interest rate products in the second half of 2005 assuming that market conditions will remain favourable[15]. If market conditions turn against Goldman Sachs assumption, the riskier investments would lead to higher losses. The business is very prone to financial market conditions and hence it is difficult to predict future earnings[16]. Investors with good knowledge of financial markets – mainly sophisticated institutional investors – can predict with some reasonability future earnings of a company like Goldman Sachs. It would be difficult for individual investors to do the same and hence they have to rely on credible sources for future earning potential of Goldman Sachs. Summary of information for Close Brothers The business performance is subject to economic conditions in UK[17]. Bad debt charge was low in 2005 due to low interest rate and full employment. Increase in interest rate and low employment would increase bad debt charge and reduce profitability. Reputation risk is the most importance and any public failure can lead to significant reduction in income[18]. Implementation of International Financial Reporting Standards could have a material impact on income because of issues like recognition of share based awards[19]. BIBLIOGRAPHY Goldman Sachs, Annual Report 2005, http://www2.goldmansachs.com/our_firm/investor_relations/financial_reports/annual_reports/2005/ Close Brothers, Annual Report 2005, http://www.closebrothers.co.uk/uploads/cbg2005full.pdf Footnotes [1] Goldman Sachs, Annual Report 2005 [2] Close Brothers, Annual Report 2005 [3] Goldman Sachs, Annual Report 2005 [4] Close Brothers, Annual Report 2005 [5] Goldman Sachs, Annual Report 2005 [6] Close Brothers, Annual Report 2005 [7] Goldman Sachs, Annual Report 2005 [8] Close Brothers, Annual Report 2005 [9] Goldman Sachs, Annual Report 2005, Pg. 74 [10] Goldman Sachs, Annual Report 2005, Pg. 89 [11] Close Brothers, Annual Report 2005, Pg. 31 [12] Goldman Sachs, Annual Report 2005, Pg. 73 [13] Close Brothers, Annual Report 2005, Pg. 8 [14] Goldman Sachs, Annual Report 2005, Pg. 24 [15] Goldman Sachs, Annual Report 2005, Pg. 25 [16] Goldman Sachs, Annual Report 2005, Pg. 25 [17] Close Brothers, Annual Report 2005, Pg. 5 [18] Close Brothers, Annual Report 2005, Pg. 6 [19] Close Brothers, Annual Report 2005, Pg. 8

Change Management And Leadership

Change Management And Leadership INTRODUCTION The present age of business is extremely competitive and the only tool for survival is adaptability which comes through constant change. Vested deeply in leadership styles, culture and communication, successful change is vital and yet hard to describe. The role of human resource as an active partner, focusing on the companys vision and ensuring open communication channels is fundamental for change in the organization. Change in any organization may be a result of a combination of elements; social, cultural, economic and/or environmental (Beer, 2002). Also, a lot of companies indulge in the change process to improve their overall efficiency. It is quite established that any kind of change in the organization, triggers emotions as the employees face the effects and end results of the transformation. The way and extent to which employees may experience emotions is largely shaped and influenced by the culture of the organization (Beer, 2002). Research suggests that when the employees val ues were consistent with the organization, they embrace the changes more easily (Beardwell, 2004). However, the emotional response to cultural change is usually of a severe nature. It is known that when emotions were taken into account and respected the employees positively adapt to the change. SCOPE OF THE PAPER The paper is an effort to understand organizational change in the global economy. In this paper I shall attempt to explain the importance of mission command as a driving agent for change. Furthermore, I shall also discuss the roles of leaders in order to bring about successful change and lastly, the role model of a successful organization for the global age. DEFINING CHANGE MANAGEMENT Change management, which is the recognized method for bringing about any change in the organization, is defined as the procedural manner and implementation of skills and knowledge, resources and tools to control the outcomes of change (Beer, 2002). It implies defining and embracing corporate plans, procedures, technologies and configurations to handle the change which results from both internal and external events. More and more, change management is perceived as a vital part of every business to boost productivity and maximize profits by ensuring that the organization remains at par with the changes in the surroundings (Beer, 2002). Nonetheless, to bring about an all-encompassing and manageable change, there are usually few barriers that have to be overcome. Usually, these barriers surface because of the organizations failure to address the vital elements of change management, which includes intelligent planning, proper communication and cooperation, often on many lines and varying cultures (Beer, 2002). To carry out the responsibility of a strategic business partner, human resources must be incorporated in the change management process from the very first step. After a thorough understanding of change, from employee perspective to novel tools and techniques, human resources play a very significant role to bring about change in any organization successfully. DISCUSSION Sudden shifts, authentic and drastic revolutions are the forces that are changing the nature and environment of businesses in the current age of globalization. The business arena is getting tougher and the competitors too resourceful as organizations are liberated from the traditional ways of operating (Machin, 2003). The old notions for conducting business no longer hold true in the era of globalization. Globalization is a term with no specific definition and is often used interchangeably with the term internationalization. As mission command explains, global leaders are those who have the potential to steer through the intricacies of the transactional business world. (Kanter, 2003) They express the vision and plan in a multi-environment from a multiple functionality perspective so that they are able to pull along the entire team. This requires setting up examples thorough determined leadership and sharing the views of the team members. This implies fast paced development for individuals with potential along with a multi-cultural exposure, performance appraisals and developmental opportunities to keep them motivated. The teams led by global managers need a vision and a global fellow feeling (Kanter, 2003). This means that high performance global organizations should create an all-encompassing culture where people feel that their interests match with those of the organization and hence they remain self-challenged in accordance with the mission dashboard. In such an environment, a sense of belonging preva ils and motivation stems from common values and ideals, being involved in work that is both challenging and has meaning too. (Millward, 2007) Such organizations are not distracted by inward issues. They have a clear agenda and focus on competition, consumers and communities. Both the commercial and the large-firm divisions of the financial structure are experiencing a transformation in UK, stemming from a system which was egalitarian, had low affinity between work endeavor and incentive to more market-driven preparations. This development creates a necessity for management methods that twist the relation linking an individual employees efforts and the monetary outcomes associated with it (London, 2001) Nonetheless, the speed with which the change occurs is very different for both segments. Influenced by political factors, local groups exercising control or even due to links with the government, a lot of big organizations enjoy better and protected positions. It is not rare to come across companies which are inefficient but have been given favors due to their connections. In such scenarios, mission leadership provides the missing link between the desired strategies and the processes required for their implementation and execution. However, with mission le adership things have become more transparent. An inefficient favor may acquire undue favors but when it comes to success, only real potential wins the show in the tough competitive global arena (Coram, Burnes, 2006). When managing changes in organizations, the role of a leader is extremely crucial. It draws on one of the key notions of leadership literature, on interpersonal influences and also as the significant role that managers assume in the business as change agents. Their influence is reflected in the change process as they catalyze it. Leaders today must make decisions in highly complex, competitive and dynamic environments (Gilbert, 2007). This makes effective decision-making more difficult as well as more critical than in the past. Research has found that managers frequently plan, solve problems and make decisions based upon incomplete and sometimes inaccurate information. At worst, this may result in dire consequences for their organization. At best, this can cause less than optimal decisions to be made, placing the organization in a less effective and competitive position than it would otherwise be. Ineffective use of information is often due to the following factors: Managers may make incorrect assumptions about or lack knowledge of, available information. They may lack the comfort, ability or inclination to access critical information because of chain of command or networking issues. Staff may be unequipped to adequately interpret existing information. Critical internal and external information and the abilit y to access it may be absent. Communication promotes changes and broadens support for the companys goals. Communication has been emphasized throughout research as a key to successful leadership roles. Effective leaders understand the importance of communicating the company values and making sure that these values connects with followers and their needs. The management of change process also depends upon the type of organization under review. Different change management procedures are successful in different settings. In other words, success can be determined in terms of the organizations capacity to fit and adjust well in its changing environment. (Kotter, 2005) An innovative organization is one in which forces of change such as learning is truly reflected, whereas the force of direction results from its environment, In order to keep up to date with the fast paced global business environment, it has now become a necessity to properly manage employees in the workplace. In efforts to excel in the global economy, organizations have evolved from personnel to human resource to finally human capital management (Pettigrew, 2000). Efficient organizations are those who strive to formulate productive and positive relations with employees globally. This ultimately becomes visible in the policies that demand full cooperation of the employees through using better proper performance and organizational change strategies (Kouzes et al, 2005). As technology continues to invade every aspect of our personal and business lives, it is predicted that the economic pressures will increase and will raise a demand for custom-tailored services transformations. It is therefore important for employee relations to stress on knowledge management and individuals at a personal level to gain competitive advantage (Burnes, 2000). The evolving model of industrial relations therefore, acknowledges that companies will be successful in any competitive situation only if they are able to raise the employees skills through a structured method which ensures sustainable benefit and as a result, establishes a safe future for all the employees. When translated, it broadly means that efficient, mutually consented functioning and a basic understanding of workers ambitions should be kept in mind. Overall, it emphasizes on recognizing employees voice (Knights, 2002). Employee voice is described in various manners and is expressed through diverse paths. Another very frequently used way for employee voice is attitude surveys, which provide a flexible but not an interactive route. A few categories of employee voice encompass direct contribution in the organization and structuring of work and an indirect affect on major decisions which have an influence on the organization in the wider perspective via mutual committees or job c ouncils. Like the work environment, leadership style and culture all have a huge impact on the performance and efficiency output of any organization, in the same manner; employee relations too, greatly affect the performance of any organization (Kouzes et al, 2005). One way of leadership is transformational leadership where the leaders act beyond their agendas as emotions steer them to and another is transactional leadership where the leaders map efforts with proper rewards. Nonetheless, the basic constituents that make up good practice are proper skill training and development, job design, continuing consultation and guidance and involvement (Kotter, 2005). Along with this approach is the practice of fair and good management which promotes a positive self worth based on unbiased decisions and mutual trust incorporated into the organizations culture. The outcome of this approach is directly connected to companys performance as it affects the dedication level of employees, besides their motiva tion to perform and excel. For all these reasons it is very significant to maintain healthy employee relations. In UK, in any organization, from the employees viewpoint of their agreement, their individual evaluations of success at work are influenced by a range of elements which encompasses the type of wok assigned, social incorporation in the work environment, involvement in decisions and most of all job security (Burnes, 2000). All these collectively make the understanding of any given job. Even though the contract is for individuals, it has aspects involved that are important to the entire workgroup, at the department level or even throughout the organization. One can say that the nature of employee relations in UK has undergone a lot of significant changes in idea as well as in procedure, leaving widespread impacts. Once, what were considered just unions grew to a level of social participation with constituents of unitarist and pluralist models combined to create a mediatory third approach? (Taylor, 2003)The rebirth of the role of union involvement as partners in organizations, along with the widening of the previously strict concept of voluntarism, to entail an extensive and general approach which had the tendency to embrace economic facts, has depicted that voluntarism in the UK work environment still remains a founding standard in employee relations. (Taylor, 2003) Moreover, the paradigm shift promoting employee involvement has added a new meaning to the employee-manager relationship which has caused a deep change of culture in many business organizations. This also means that the paternalistic and technical beliefs that were prevalent have to be abandoned. With time the reality and presence of the change is felt throughout the organization and the manager should be prepared to deal with any resistance to the change. Employees who continue to resist, remain agitated are often categorized as difficult ones (Pettigrew, 2000). But the truth remains that they feel more vulnerable and may need individual counseling or assurance from the manager to discuss the change and how it affects his performance expectations. It is also important to realize that change can be triggered from both internal and external elements. External triggers encompass developments in materials or technology, shift in consumer needs and demands, actions and innovations from the competitors, new regulations and laws, shifting local or global trade scenarios, political changes and/or changes in cultural and social values. Internal triggers can be innovations in service/product design, ideas to boost performance and morale, job restructuring, change in senior management, insufficient knowledge base, innovations due to training workshops, business relocation, identification of issues, better process of manufacturing and/or improved ideas for service delivery to the customers. Usually the actions of the top management are a reaction to some external agent; tougher competition, shifting market trends or better technology (Pettigrew, 2000). It is vital to realize the importance of change as the key to survival and growth in todays fast paced global economy. Reluctance to change poses the threat of becoming stale and unresponsive. The main challenge is to remain alive and move swiftly and easily. Organizations that are able to embrace and adjust successfully to the change process are the ones who involve their people in it. It is an undeniable fact that the employees of the organization have to face and adhere to the change process and they are crucial in bringing about change. Proper management of the human aspect of change has multifold benefits. Not only does it guarantee successful execution and proper utilization of the technical solutions, it also sets the perfect ground for implementation of future solutions. (Burnes, 2000) CONCLUSION The rate of organizational change has not declined in the past years and with the current pace of economy, it not likely to decline in the near future also. This leaves the organizations with only one option; to adapt and embrace change as efficiently as possible. The swift and continuous developments in technology are leading organizations to change their systems and procedures. (Stickland, 2005) A lot of organizations take a lot of time to embrace and adjust to new economic trends while some implement them without difficulty. New trade ways require new ways for organizations to conduct business (Kotter, 2005). Globalization has shrunk distances and has eliminated the former obstacles in the market. In such a situation, unremitting change has become the soul of organizational life. The irony is that in most of the organizations, despite the ever changing economic scenario and the thrift competition, the operational plans and structures still reflect upon the previous ideals and real ities, making the inertia of the organization the most critical barrier to change (Beardwell, 2004). This failure is a result of a variety of factors, like the absence of a change custodian or the fact that the person trying to initiate change is at a junior position, poor support from the management, lack of appropriate project management skills, all hopes pinned to one solution, lamely or loosely defined objectives and/or the focus of the change unit on a lot of projects instead of the key project. (Knights, 2002)

michael jordan :: essays research papers

Michael Jeffrey Jordan is the son of Deloris and James Jordan. He has three siblings, Ronald James, Deloris, and Larry. Mike was born on February 17th, 1963 in Brooklyn Hospital. He grew up in North Carolina. Before basketball Mike enjoyed playing the game of baseball. I chose him because I knew little about him, like he played with the Chicago Bulls and he got married and had a son. Before I didn’t know he got a divorce. He is currently playing with the Washington Wizards in his fifteenth season of basketball. He is the fourth player to score 30,000 points. Besides basketball, Michael Jordan opened his own school and training camps called Michael Jordan Flight School.   Ã‚  Ã‚  Ã‚  Ã‚   One day Mike’s father made a full basketball court in their backyard where Larry and Michael always played there. He started playing around the age of eight. Every time the two brothers played it made Mike’s skills get better and made him into a better player. He wasn’t sure if basketball fitted his talents, so he went to baseball, football, and track. However, Mike found his love in the game of basketball. He wanted to work on his game to become a pro player so he skipped school to practice, but unfortunately he got suspended. His mother made him study all day. Mike never said an unkind word to anyone and was liked by everyone, even his teachers. When he needed help, he’d come after school to learn more. Some people would make fun of him in front of girls. In that way no one would marry him.   Ã‚  Ã‚  Ã‚  Ã‚  A basketball scout picked him in Division I. No one from his school had ever played in Division I. His experience gave him more confidence to play the game of basketball. He played for the University of North Carolina Tar Heels where he made both team and starting lineup. At age 20 Michael was 160 lbs., six foot six inches and could run the 40-yard dash in 4.3 seconds. His confidence and carelessness improved his game and made him into a great decision maker to lead in all areas of the game. He loss to St. John’s University, University of Missouri, and Tulane University in 1982-1983. The Sporting News named Michael Jordan College Player of the Year. Michael Jordan was drafted to the NBA by the Chicago Bulls in 1984 in the first round (third overall) to start his amazing career as a pro basketball player.

Insurance for White Masculinity: Methods of Control to Ensure a Dominan

Insurance for White Masculinity: Methods of Control to Ensure a Dominant Race The nineteenth-century saw great changes within America and from these changes an ideology was created in an effort of understanding and unification among white men. Changes were occurring so rapidly that they could not be digested and readily accepted, therefore opposition to these rose very significantly. The nineteenth century saw for a great number of political changes as the black race began to collect rights, the arrival of immigrants on an unprecedented scale, the colonization of the remaining world, and the change of women’s roles. White women started to become more educated and moved out of the house and into workplace disrupting the domestic order that was essential to keeping men’s lives stable as Tocqueville claims that the â€Å"regularity of [women’s] affection was the safeguard of American men’s lives† and without this regularity a hysteria and insanity developed. (Barker-Benfield 47) White women were immediately labeled as threat to the lineage of white men because the civilized woman began to be considered a â€Å"Race of Hysteria.† (Briggs 1) Women were considered hysterical as it was believed that as a civilization became more civilized it became a â€Å"breeding place for insanity† and these ideals were pushed upon women because their roles in society were significantly changing and men were not apt to accept these changes readily. (Barker 52) White Masculinity was developed out of the idea of making sure that white women would not become a â€Å"racial threat† to white men’s lineage; white women were supposedly becoming civilized and hysterical at the same time and then began to significantly lose in population because of these problems to the other... ...aura. â€Å"The Race of Hysteria: ‘Overcivilization’ and the ‘Savage’ Women in Late Nineteenth-Century Obstetrics and Gynecology.† American Quarterly 52.2 (2000). . - Evans, Dylan â€Å"An Introductory Dictionary of Lacanian Psychoanalysis†. - Goodis, David. The Moon in the Gutter. Great Britain: Serpent’s Tail, 1983. - Lansbury, Coral. â€Å"Gynecology, Pornography, and the Antivivisection Movement.† Rutgers University, (Spring 1985): 23 pars. - Nelson, Dana D.. National Manhood. London: Duke UP, 1998. - Rabate, Jean-Michel. The Cambridge Companion to Lacan. Cambridge UP, 2003. - Salinger, J.D.. The Catcher in the Rye. New York: Little, Brown and Company, 1945. - Thompson, Jim. The Nothing Man. New York: Vintage Crime, 1954. Insurance for White Masculinity: Methods of Control to Ensure a Dominan Insurance for White Masculinity: Methods of Control to Ensure a Dominant Race The nineteenth-century saw great changes within America and from these changes an ideology was created in an effort of understanding and unification among white men. Changes were occurring so rapidly that they could not be digested and readily accepted, therefore opposition to these rose very significantly. The nineteenth century saw for a great number of political changes as the black race began to collect rights, the arrival of immigrants on an unprecedented scale, the colonization of the remaining world, and the change of women’s roles. White women started to become more educated and moved out of the house and into workplace disrupting the domestic order that was essential to keeping men’s lives stable as Tocqueville claims that the â€Å"regularity of [women’s] affection was the safeguard of American men’s lives† and without this regularity a hysteria and insanity developed. (Barker-Benfield 47) White women were immediately labeled as threat to the lineage of white men because the civilized woman began to be considered a â€Å"Race of Hysteria.† (Briggs 1) Women were considered hysterical as it was believed that as a civilization became more civilized it became a â€Å"breeding place for insanity† and these ideals were pushed upon women because their roles in society were significantly changing and men were not apt to accept these changes readily. (Barker 52) White Masculinity was developed out of the idea of making sure that white women would not become a â€Å"racial threat† to white men’s lineage; white women were supposedly becoming civilized and hysterical at the same time and then began to significantly lose in population because of these problems to the other... ...aura. â€Å"The Race of Hysteria: ‘Overcivilization’ and the ‘Savage’ Women in Late Nineteenth-Century Obstetrics and Gynecology.† American Quarterly 52.2 (2000). . - Evans, Dylan â€Å"An Introductory Dictionary of Lacanian Psychoanalysis†. - Goodis, David. The Moon in the Gutter. Great Britain: Serpent’s Tail, 1983. - Lansbury, Coral. â€Å"Gynecology, Pornography, and the Antivivisection Movement.† Rutgers University, (Spring 1985): 23 pars. - Nelson, Dana D.. National Manhood. London: Duke UP, 1998. - Rabate, Jean-Michel. The Cambridge Companion to Lacan. Cambridge UP, 2003. - Salinger, J.D.. The Catcher in the Rye. New York: Little, Brown and Company, 1945. - Thompson, Jim. The Nothing Man. New York: Vintage Crime, 1954.

Search for Freedom in Incidents in the Life of a Slave Girl, Song of So

Search for Freedom in Incidents in the Life of a Slave Girl, Song of Solomon, and Push       Many minority authors write about an individual's search for self which culminates in the realization of personal freedom. This has been an important theme in African-American literature beginning with the slave narratives to modern poetry and prose. The concept of freedom has a myriad of meanings which encompasses national political liberty to an individual's own personal freedom. Personal freedom is the ability to ignore societal and familial influences to find the true sense of self. Individuals are truly liberated when they are physically, mentally, and spiritually free. Sense of self is the enlightenment we possess when we psychologically realize and accept our true qualities and limitations. Attaining personal freedom is not a simple affair. It is a lifelong journey which is tedious and demanding with obstacles and setbacks which must be conquered. The search for personal freedom is exemplified in the following three novels, Incidents in the Life of a Slave Gi rl by Harriet Jacobs, Song of Solomon by Toni Morrison, and Push by Sapphire. The main protagonists, Linda Brent, Milkman and Precious, respectively, achieve personal freedom through attainment of knowledge, by confronting their families, and by overcoming the prejudices of society. Moreover, although the search for personal freedom is an individual journey, it cannot be achieved without assistance.    Knowledge is a primary factor in the attainment of personal freedom. This includes not only scholarly education but also awareness of historical heritage and familial legacy. Henry Louis Gates, Jr., in his introduction to The Classic Slave Narrativ... ...Carmean, Karen, Toni Morrison's World of Fiction, Troy: The Whitston Publishing Company, 1993. Jacobs, Harriet. Incidents in the Life of a Slave Girl, Written by Herself. 1861. The Classic Slave Narratives. Ed. Henry Louis Gates, Jr.. New York: Mentor, 1987. 332-515. Morrison, Toni. Song of Solomon. New York: Plume, Peach, Norman. Modern Novelists Toni Morrison. Ed. Norman Page. New York: St. Martin's Press, 1995. Sapphire. Push. New York: Vintage Contemporaries, 1996. Storhoff, Gary. "'Anaconda Love': Parental Enmeshment in Toni Morrison's Song of Solomon." Style 31 No. 2 (Summer 1997). 290-309. September 18, 2001 <http.//p26688.cl.uh.edu:2071/cgi-bin/web>. Willbern, David. "Reading After Freud." Ed. G. Douglas Atkins and Laura Morrow. Contemporary Literary Theory. Amherst: University of Massachusetts Press, 1989. 158-179.   

How can Hughes Electrical improve it market Share? Essay

Business Studies Coursework Name: – Richard Rutter Candidate: – 3186 How can Hughes Electrical improve it market Share? Aim: o To find out how Hughes Electrical increase its market share. In order to do this I will need to: o Research the history of Hughes. v o Plot where Hughes retail outlet(s) are in Norfolk. v o To research how location, can help Hughes, increases its market share. o Research what types of products they sell. o Find out what their target audience is. o Research the known methods of promotion. o Distinguish, which methods will be suitable for Hughes. o Recommend how Hughes can increase its market share, in the next five years. Objectives: o Find out what their performance has been like during the last 2 years. o Compare them to a successful competitor (Argos.), to see how they’re differing and if they are more or less effective. History of Events concerning Hughes: 1921 – Hughes Electrical was founded in Lowestoft, Suffolk by Frank Hughes, a young electrical engineer. 1928 – Frank bought his first shop and the family literally lived over it for some years. 1946 – Frank retired and his sons Peter and Jim took over the management of the business. 1950 – Hughes was determined to get into the Television Age. 1953 – Hughes had gained experience installing many televisions in Suffolk. 1962 – Hughes began its expansion, when it purchases Norfolk radio in Great Yarmouth. The Hughes Company then had 5 shops all trading within 10 miles of Lowestoft and all selling or renting televisions, audio products and home appliances. 1970 – Further expansion into the Norwich area in 1972, Ipswich in 1976 and Bury St Edmunds in 1979. 1980 – Hughes Electrical product range has expanded enormously during the last 2 decades as video recording and digital technology opened up whole new consumer markets. 1985 – Video cameras were introduced and with increasing miniaturisation became camcorders and lately digital camcorders. 1990-2003 – Effectively Hughes has been using the same tried and tested methods to stay a successful business for many years, and I expect many more years to come. Hughes has evolved from: (in 80 years.) Type of organisation Hughes Electrical is a local High Street retailer based in Norfolk and Suffolk. They specialise in supplying analogue/digital multi media equipment for purchase or hire such as Television, Audio and Camcorder (electrical and audio goods). Hughes also has a large range of household electrical products (small and large white goods), which are also available to purchase or hire. They take great pride in their product knowledge and provide a full in house service facility for goods in and out of warranty. Hughes operates from the tertiary sector, this is a growing industry and Hughes is already well developed, this is a strong advantage to Hughes. What makes a business successful? In theory a business needs to follow the four p’s to be successful, these are product, place, price and promotion. Product – This is the thing that is being sold, either a service or an object, the company will need a good product that sells well and creates a lot of revenue for the business. Place – This is where the business is located, which is crucial if the company is a store, but less of crucial if the company is catalogue order for instance. Price – The price must be fair to the consumer, and competitive, so that there will be a smooth cash flow through the business. This is healthy for the consumer and the business. Promotion – The promotion is the way in which the business promotes a service or a product, unless the product is well known already this will be another crucial factor in the company’s sales. How Hughes are successful in their product. Hughes is hugely successful in this area, they offer a full service to their customers, and this involves hiring out their goods or selling them directly. All products have a 12-month guarantee, which in this time if the product develops a fault it will be fixed free of charge. Any rented product will be installed free of charge. Customers will find this very satisfying, because they know that if anything goes wrong then they can take it back no questions asked. Hughes is well known for selling electrical goods and at low prices, this is a good market to be selling to, because the demand for electrical goods will always be big. This is because technology is ever changing, while reading the history of Hughes, I noticed that when a new product or technology is released Hughes is nearly always the first company to sell them. Hughes sell well-known trusted brand names, this works in their favour in the long run, although the product not being the cheapest available on the market, they are well known and trusted, so they are more popular and sell better. Some examples of their products are shown below: Site location: Photograph of Site: (Norwich, Castle Mall.) Why Hughes location is successful and unsuccessful. Hughes is located in the castle Mall Norwich. This is a busy shopping mal, which attracts people from families to teenagers. The shop itself is situated next to Argos and the Sony centre. All three stores are potential competitors. This may be an advantage, because they all need to attract similar customers, it also means that they’re prices must be competitive to win sales over the other two outlets. Hughes is very easy to get to for customers, because it is opposite an escalator and an elevator. The castle mall has its own parking facilities, so that customers to the mall can park very close. The whole of the castle mall is under ground and which means customers can shop whatever the weather is like. The range of other types of shops such as clothes, food and services is a bonus to Hughes, because customers even going to the cinema may end up browsing through the store. Customers can go to the shopping mal and buy all of their products in one go as well. The only negative point is that Hughes must coincide with the castle malls opening hours, e.g. they are not permitted to open on Christmas day. Hughes will only loose a minute profit. I conclude with the castle mal is Hughes strongest positive side, because it helps them attract endless customers. How Hughes prices its products to be more successful. As explained in the location, Hughes is situated next-door to competitors Argos and the Sony Centre. The three stores are constantly trying to undercut each other’s prices. This attracts new customers, who are interested in the low prices. Price wars are healthy to the customer, because it drives down their prices, it helps keep the businesses on their toes and alert, because they need to keep their costs down to make a profit. Hughes has got their pricing perfected, customers browsing the store notice this, and always come back. How Hughes is successful in promoting its products. Here are some of the known methods of promoting a product: * Price promotions. * Commercial Advertising (Radio, Television, Newspapers.) * Coupons * Competitions and prizes * Frequent user / loyalty incentives * Point-of-sale displays – where the product is placed in the store Promotion is the area in which I think Hughes needs to improve. I believe Hughes is badly advertised and has little publicity. My questionnaires primary reason is to find the public awareness relating to Hughes. Primary Research Primary research is a type of researching. This method of research can be very time consuming. The different primary researches are: * Questionnaires * Interviews * Experiments For my primary research I have decided to compile a questionnaire, as it is effective and easy to make and distribute, because I will only need to question two people. I will distribute it to the manager of Hughes. I will distribute another to a competitor of Hughes (Manager of Argos Castle Mall.) Example Questionnaires. Questionnaire (Manager of Hughes.) Do you think that the location of your store is appropriate for your product? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Which features of the location do you think attract the most customers? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do customers have difficulty locating the store? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do you think Hughes is competitive with its pricing? Give reasons why/why not? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦ Do you think your store advertises successfully? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Does your store plan carefully where the products are placed, to maximise sales? Please give an Example. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Questionnaire (Manager of Argos.) Do you think that the location of Hughes is appropriate for its product? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Which features of the location do you think attract the most customers to Hughes? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do you think customers have difficulty locating the store? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do you think Hughes is competitive with its pricing? Give reasons why/why not? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦ Do you think Hughes advertises successfully? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do you think Hughes plans carefully where the products are placed, to maximise sales? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Secondary Research. Secondary research is research, which has already been carried out. It comes in two separate forms, internal and external. Internal sources Internal research has already been collected, by the company and is free and easy to use. External sources External research is research, which has taken pace outside of the business, it has no purpose and so is a very general guide. External resources I could use: * Newspapers * Internet * Magazines * Library Secondary research is very cheap and easy, I have decided to look on their website to find out a little more about Hughes, as it may help me to make recommendations. Our Service Pledge Hughes Electrical has always put its customers’ service requirements first. We are qualified to repair nearly all brands of electrical products and employ over 100 engineers who do just that. We want you to come back and shop with us again and again and we know that you will only do so if you are happy with both our prices and service. Our pledge is to provide our Internet customers with an after-sales service which is as good as that enjoyed by the customers of our 35 high street stores, and to pay as much attention to your requirements after your purchase as we do before. Product Guarantee All of our goods are supplied with a minimum of a 12 months parts and labour guarantee starting from the day of delivery. In event of a fault within the guarantee period In event of a fault we recommend that you initially consult the instruction manual which is provided with your product, there is normally a frequently asked questions section at the back of the manual which often resolves what was thought to be a problem. If the fault persists and the product was purchased from one of our shops, please call your nearest service centre for attention – contact details can be found in the contact us section. If the fault persists and the product was bought online, please email us at webservice@hughestv.co.uk or call our help line on 01473 275887 so that we can provide immediate assistance. If this fault is within 28 days of purchase we will either arrange to collect the goods and exchange them, or if you would prefer issue you with a full refund. If the fault is after 28 days of purchase but before the expiry of the guarantee, we will, at our discretion, either collect the item from your house for inspection and if necessary carry out a repair at our service centre or we will instruct an engineer to inspect and repair the item in your house. It is your responsibility to pack the goods adequately for our collection as Hughes Electrical will not accept any responsibility for damage caused by inadequate packaging. It is important to note that if Hughes Electrical incurs a charge for service or carriage for an item that is not faulty then we reserve the right to charge this amount to you. In event of a fault outside the guarantee period If the fault occurs after the expiry of the manufacturer’s or extended guarantee then we will offer you a chargeable repair service. We recommend that you consult the instruction book provided with your product and pay particular attention to the Frequently Asked Questions in the back. Portable items and televisions up to 28 inch will be collected for repair in our workshops. It is your responsibility to ensure adequate packaging of these items as Hughes Electrical will not accept any responsibility for damage to the product while it is in transit. Major kitchen appliances and 32 inch plus televisions will be repaired by our agent in your house. If you live outside East Anglia, we will notify you of a suitable agent who will undertake the repair to your direct instructions. If you live within East Anglia then we will undertake the repair ourselves.