MKTG Essay Example | Topics and Well Written Essays - 500 words - 1

MKTG - Essay Example The main goal of the new product is to capture the upcoming healthy food segment, penetrating the market with a strong presence, grabbing market share and contributing to the revenue. The proper combination of the Marketing mix, which is product, price, place and promotion and the determinant attributes can lead to a successful product. As far as the product is concern, it is just fit for the upcoming healthy food market. People can’t resist the finger licking fast food irrespective of alarming rate of the obesity in the United States. However, in this scenario if the Fast food lovers get an option to have the same tasty food but with lower calories as just 250 units instead of 470 units in Wendy’s single sandwich and 670 units in Burger king’s Whoppers respectively. The vegetarian option is very promising, it has been seen that only three percent of Americans are completely vegetarian. However, almost sixty percent prefer food which is meatless (Campbell, 2008, p 91). This revealing data says that American want foods which are vegetarian in nature. And they would love to have that with the brand name of McDonald’s. The pricing is very much important. McDonald’s has always adopted the penetration pricing strategy. And that is the reason it is the largest seller of the fast foods in the world. The combo healthy meal price is only $ 3.59, which is very much competitive and the individual price for the baked patties burger would be only $ 1.09, the mash potatoes at $ 1.50 and the smoothies at $ 2.29. The interesting part is the combo gives a saving of $1.29 with respect to the individual items if they are bought all by any customer. This pricing strategy would definitely help the new product to penetrate the market easily. The place for the pilot project for the healthy meal has been chosen wisely. The Colorado is famous for the McDonald’s. Once a McDonald’s

Importance of Choice in the Strategy Formulation

Importance of Choice in the Strategy Formulation In recent years, international hospitality industry, like any other industry, has been affected by the effects of globalization, the information technology revolution, and the consumer demand. Hence, the targets in tourism have suffered considerable alterations and forced hospitality managers to re- examine their decision-making plans. Hospitality is difficult to manage and assess as long as it deals with a new awareness and addresses to new demands. Its level can be given through the customer feedback. For tourism to be considered an industry it must have a production process and a generic product mutually and inseparably related. The purpose of this chapter is to focus attention upon the theoretic aspects regarding the strategic choices in this field, the way they are elaborated, implemented, used, and put into practice. To be more precise, the chapter looks at the strategic choices used be Romania and Bulgaria on the sea side tourism. 2.2. STRATEGIC CHOICE 2.2.1. IMPORTANCE OF CHOICE IN THE STRATEGY FORMULATION PROCESS Ranking the elements in a strategy formulation process, strategic choice comes third. When there are no choices, there can be little value in considering strategy at all. To be better understood, a definition of strategy is necessary to mention. According to Michael Baker, Marketing strategy is a process that can allow an organization to concentrate its resources on the optimal opportunities with the goals of increasing sales and achieving a sustainable competitive advantage.(See Baker, MICHAEL, The Strategic Marketing Plan Audit, 2008, ISBN,p.3 ). According to the above definition, any strategy must have a pre established plan which establishes goals, identifies alternatives, and makes use of intuition and experience. In other words, it includes basic activities on a long term, as well as objectives. In general, small companies are limited by their resources, whereas large ones find it difficult to change quickly. Even when managers seem free to make strategic choices, the results may depend in the same measure on chance and opportunity, as on the managers deliberate choices. It is proven fact that events, and especially unexpected events, can play a major part in determining results. Any process of choice could be divided into four steps: Identifying options Evaluating the options against preference criteria Selecting the best option Taking action In practice, it may be difficult to identify all possible actions at the same time. Sometimes, unexpected events create new opportunities, destroy the foreseen ones, or alter the balance of advantage between opportunities. For these reasons, good strategic choices have to be challenging enough and achievable. And here comes analysis, judgment and skills, elements which make the difference in defining strategies. 2.2.2 STRUCTURE OF STRATEGIC CHOICE The Figure 1.1 shows how the three logical elements of strategy formulation process interact. The shaded background is a reminder of the importance of context in determining the aspects to be solved by strategic choice. Figure 1.2 expands the detail so that to illustrate the significance of the overlaps. The common ground between any two circles is of some interest, but it is only where all three circles overlap that viable options exist. Thus, the chosen strategy is a viable option because it is here where intent and assessment fully meet. Of interest are also the areas where any two circles overlap. So, the criteria for choice derive from intent and assessment. In practice, the process for choosing a strategy may be structured like in Figure 1.3. It starts by identifying available options. Any chosen strategy will have to answer the questions what , how , why , who , and when in order to provide answers to each of these questions. There are likely to be different kinds of options. Figure 1.3 shows three types: products/ services / markets, resources/ capabilities, and methods of progress. They are typical but not necessarily exhaustive. 2.2.3 OPTIONS FOR MARKETS AND PRODUCTS / SERVICES The tourism industry is a constellation of businesses, agencies, and non-profit organizations which work together to create products. Thus, the type of option relates to which products or services to offer in which markets. The diagram in Figure 1.4 structures a certain decision, as it was suggested for the first time by Igor Ansoff .The axes of the diagram represent the product, market needs, and market geography. The last is defined by four cells. The possible choices about products and markets can be represented as movements within or away from these cells. One set of choices is possible within the existing product / market set. Do nothing choice means continuing the present strategy. This strategy compares any proposed change with the do nothing option as a baseline. This option, however, is not often viable for the long term as competitors will be likely to gradually take the market by improving their product, processes, relationships. Withdraw choice is leaving the market by closing down or selling out .This may seem a negative option but necessary to focus available resources into areas of greater strength. It mainly occurs in declining markets. Consolidate choice refers to attempting to hold market share in existing markets. This is a defensive option which involves cutting costs and prices. It mostly occurs in mature markets or ones beginning to decline. Market Penetration choice means increasing market share within the same market. This is a more aggressive option and involves investing in product improvement, advertising, or channel development. Other possible options are Product Development that is developing and acquiring new products and Market Development, an option which addresses to new market needs. Diversification is another type of option having to do with new products. It may be of two kinds: related and unrelated. Related diversification, in its turn, divides into: backward, forward, and horizontal integration. Any management choice has to focus on the relative attractiveness of available options. Whether the present position is bad enough, even risky alternatives are preferable to doing nothing. 2.2.4 OPTIONS IN METHODS OF IMPLEMENTATION Options are likely to occur in methods of implementation as well. There are four main methods to make companies grow their capabilities: internal development, acquisition, contractual arrangements, and strategic alliances. Internal development is the most obvious approach to growth. It involves developing the necessary skills among the existing staff and acquiring the necessary production capacity. This method has one disadvantage: it takes time for the competitors to move faster, otherwise opportunities may be lost. Acquisition is a very common implementation option, used by such countries as the UK and USA. Take overs and mergers are dominant for this method of implementation. The disadvantage for mergers is that they can cause operational and psychological disorder which distracts the people. Competitors can use this turmoil in their benefit as they are free to concentrate on customers rather than on internal changes. Many acquisitions may be beneficial at the right price, but may also destroy shareholder value at a too high price. Contract arrangements, regardless of their type, have in common the need for a written contract which binds two or more parties into a clear agreement as to who will do what and pay what. When disputes happen they can be handled in courts by agreed arbitration procedures, or by not renewing the present contract at the expiry. The contract arrangements come in different forms: Consortia are groups of companies that form a joint entity for a specific purpose. When this purpose is achieved, the consortium breaks up and the separate partners may find themselves competing in different consortia for a new project. Franchising is common in retailing. The franchisee pays the franchiser a fee for services and royalties. The franchisee is halfway between an employee and an independent entrepreneur. His risk is limited by the previous success of the brand name and the support and advice given by the franchiser. Licensing allows a small inventive company to license its product to be manufactured and marketed by others. This can determine quick growth by avoiding the need to build manufacturing or distribution capability. Agents imply doing business in foreign countries or specialized markets where the volume of business is too low to justify a permanent presence. The agent must be familiar with local requirements and calls for additional support from the principal when opportunities arise. There are conflicts among agents which include conflicts of interest. Strategic alliances and partnerships have come into fashion over the last decade .When there are contracts between the parties, there is a wider intention to cooperate at a strategic level in order to share information and to work together in a way that goes beyond a clear contractual arrangement. It is considered that for a rapidly changing world, strategic alliances are the only way to achieve speed of response and global spread. 2.2.5. GROUPING OPTIONS INTO STRATEGIC OPTIONS Possible options about product / markets, resources / capabilities, and the method of implementation must be combined into a smaller number of strategic options. This may be an up or down process. The bottom -up approach implies linking what might be done in detail into strategies. The top- down approach means testing general ideas of future direction against detailed options. 2.2.6. GENERAL TESTS OF STRATEGIC OPTIONS The tests, important otherwise, cannot be totally objective. Each strategic option has to pass two tests as shown in Figures 1.2 and 1.3 .These tests must be: Aligned in that it conforms to the strategic intent. This test answers the question: Does this option take us where we want to? Feasible in that the capabilities and resources needed to get success can be made available. The test answers the following question: Will it work? Acceptance is a third test, related to the two mentioned above, asking the question: Will this option be acceptable? Acceptable means to win the approval of two groups: those who will have to approve it and those who will have to implement it. Any strategic option has to pass all these three tests. In the case when more than one strategic option passes these tests, they have to be compared with each other to find the best solution, at that particular moment. It is also important to take into account such situations as risks. 2.2.7. THEORETICAL FRAMEWORKS FOR ASSISTING STRATEGIC CHOICE There have been several attempts to provide theoretical frameworks for making strategic choices .One highly influential, was the concept of Generic Strategies, devised in 1985 by Porter. He mentioned that the most important choices dealing with any business are the scope of the markets. It is about how to serve and how to compete in the chosen markets. The scope can be broad- tackling the whole market , or narrow tackling one particular part of the market. Companies achieve competitive advantage either by having the lowest product cost or by having products which are different in ways valued by customers. The axes of Figure 1.5 are the scope of the chosen market and chosen basis of competition. The four quadrants in the same figure suggest four possible strategies. When the scope is narrow, the distinction between cost and differentiation becomes unimportant so Porter mentions only three generic strategies : coast leadership, differentiation, focus. While differentiation implies a difference in the perception of the product by clients, focus implies a difference in target market. According to Porter, the weakest strategy is b being stuck in the middle . Managers were enthusiastic about generic strategies when first published. Gradually, the reality showed a distinction between differentiation and cost. Few companies afford to ignore cost however different their product may be. On the other side, there are very few companies to admit that their product is the same as all the others. Porters Generic Strategy Model has been extended into the Strategy Clock (Figure 1.6) The important addition is the hybrid strategy, an optional balance between price and the added value perceived by the customer. The offerings may often fall into three categories. There are cheap offerings for those customers to whom the price is the most important aspect. At the other end are the luxury offerings with high quality and appeal to those customers who want the best and most differentiated. In the middle, are the good valued offerings which compromise between the other two and offer a good trade off between price and value. 2.3 STRATEGIC CHOICES USED BY ROMANIA AND BULGARIA When discussing this issue, it is important to focus upon the targets in tourism, targets that have changed in accordance with the new demands. Among these targets, here are some: Increasing visitor satisfaction Increasing the amount visitor spend for services Delivering the best prices Reducing seasonality Involving the local authorities to create community In terms of hotel industry, Romania has inherited a great tourist accommodation capacity from the communist period. Since the 1960s Romania had developed many accommodation facilities, mainly on the sea- side coast of the Black Sea. The low ranked hotels from this area are convenient for a mass tourism demand. After the 1990s the main tourism indicators have pointed out two distinctive periods on the Romanian market. These are characterized by severe government instability and lack of policies and strategies regarding the tourism industry. During 1990 2000 there was a slow intensity of the privatization process, only 55, 3 % of the accommodation facilities were private owned. After 2001 , Romanian tourism industry has followed and increasing trend due to an accelerated privatization , 92 % of the accommodation facilities have been transformed from state owned to private owned .Lots of investments have occurred in modernizing the accommodation structures and increasing the volume of the green field investments. Elaborating and applying strategies in Romanian tourism companies is a complex process, alive, and in continuing expansion. Meanwhile, Bulgaria has come in with a dynamic and harsh competition .This has determined the need to change this industry by elaborating new strategies which focus on perspective , positioning , plan , and pattern. The differentiation strategy, suggested by Porter, is the strategy that the Romanian hotels are following. The Romanian hotel market considers that differentiation can be the result of a strong marketing campaign meant to strengthen the unique characteristics of the product / services within the mentality of the customers. The hotels in Romanian market are pursuing a focus differentiation strategy. They are producing products and services for the high price market segments. Another strategy used by Romania is the training strategy. Within the service sector, it is of great importance to exist an interaction client employee. The customers satisfaction is given by the behavior of the employees. The hybrid strategy is pursued by those hotels which envision a decrease f the distribution costs and those that renounce to the unprofitable clients. These hotels attempt to sustain their strategy by the use of the Internet and E- commerce. The tourism industry in Bulgaria plays an important part in the countrys economy. Accession to the UE has had a great impact on its market, as the seaside summer resorts on the Black Sea Coast are the main attraction. One of the strategies used by Bulgarian hoteliers is to base their prices on the products perceived value .Value based pricing means that the marketer cannot design a product and a marketing program and then fix the price. Price is a worth value to consider .The company uses the non- prices variables to build in the buyers minds a perceived value by setting prices to match the perceived value. ( Kotler , 2003 ).To simplify, hoteliers are aware that consumers must feel as if they get a good deal for their money. Perceived value is the key of any good pricing strategy. Bulgarians also use the differentiating strategy. Their purpose is to offer unique products and services so as to obtain a price premium. In other words, by implementing differentiated services or personalized services , a company can build its customer loyalty when substitute products or services are not available in the market. In this way, they charge their customers a higher price than their rivals based on the cost of the delivery system and service quality. The coast- leadership strategy has made the Bulgarian hospitality a name. Researchers in the fields of marketing and strategic management have suggested numerous approaches to help firms achieve cost leadership. Some of these are using mass production techniques, achieving economies of scale, adopting a new technology, achieving mass -distribution, reducing input costs , achieving resource, and improving access to raw materials. 2.4 SUMMARY Strategic choice is the third logical element of the strategy process, playing a central role. The process of choice is deciding between different options. There are likely to be possible options about a product and services and about market segments defined by both customer need and geography. Indicators between what is possible and what is required may follow from the results of a strategic assessment. The various options may inter-relate so it is necessary to identify a small number of strategic options made up of appropriately related options. Strategic options have to be aligned, acceptable, and feasible. If here is more than one strategic option, that meets these tests, they need to be compared both logically and politically in order to take a final decision.

The use of symbolism in rappaccinis daughter Essay -- essays research

The use of Symbolism in Rappaccini’s Daughter Nathaniel Hawthorne’s work is unique. His writings are full of subtle imagination, analysis, and poetic wording. His short stories are known for their originality and for their ability to provoke the reader’s thoughts. Although a large portion of his stories are allegories, Hawthorne’s preference is to draw more heavily on symbolism (Pennell 13). His use of symbols adds depth to his stories and helps to reveal different aspects of his characters. In Rappaccini’s Daughter, Hawthorne uses symbolism to create a modern day tale of Adam and Eve in the Garden of Eden. There are two settings for this story. The first and main setting is an eye appealing garden next to Giovanni Guasconti’s room which is located in Padua, Italy. This garden is used in this story as a symbol for the Garden of Eden. The garden is described by Hawthorne in such a way that the reader can almost picture a garden that is alive with vibrant colors and an array of flowering plants and shrubs. There are a variety of types of plants and herbs growing in the garden. Some of the plants are vines, some are growing in decorative urns, and some have grown wild until they were wrapped around statues (2217). The entire garden was â€Å"veiled and shrouded in a drapery of hanging foliage† (2217). The plants in the garden â€Å"seemed fierce, passionate, and even unnatural† to Giovanni (2225). Some of the plants in the garden â€Å"crept serpent-like along   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   the ground† (2217). In the middle of the garden is a marble fountain. While it is in ruins, it is â€Å"sculptured with rare art† (2217). The fountain continues to flow and provide water for the plants of the garden. This fountain is comparable to the tree of life and the river that waters the Garden of Eden (Norford). Giovanni associates this fountain as an â€Å"immortal spirit† (2217). The shrub with the purple flowers that is growing at the base of the fountain can be equated to the tree of knowledge of good and evil in the Garden of Eden (Norford 179). Within both gardens, the fall of man takes place. In Eden, it is the fall of... ...od created Eve as a mate for Adam so that he would not have to be alone. Rappaccini feels he has given Beatrice and Giovanni a marvelous gift. He is proud of the fact that he has given Beatrice and Giovanni the power to keep the outside world away (Kloeckner 335). Similarly, God gave Adam and Eve the wonderful gift of everlasting   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   life. Throughout the story, Hawthorne shows a pronounced respect for Rappaccini’s intelligence. In the Garden of Eden, Adam and Eve lost their innocence and their purity when they did not listen to God. When they ate from the tree of knowledge of good and evil they disobeyed God. This was a direct result of pride. In Rappaccini’s Daughter, innocence and purity are taken from Beatrice by the conflict between Dr. Rappaccini and his adversary Professor Baglioni. Innocence is lost for Giovanni through his involvement in Beatrice’s death (Pennell 61).

Organisational dialogue

First, this essay will explore the definitions of dialogue as well as organizational cultures and how these concepts related to each other. It is followed by a discussion on the ways that dialogue may have positive effects regarding the cultural aspects. The final section of this essay pays attention to the challenges of and solutions to implementing and promoting dialogue within an organization. There Is a variety of deflations of dialogue.The derivation of this word stems from the Greek roots dialogs which consists of did and logos. Did means through, and logos means the word, or more specifically, the meaning of the word' (Boom 1996, p. 6). Based on its origin, Boom (1996) defines dialogue as a combination of communication practices flowing through and among people, focused on discovering the essence and power of people thinking and how the group's culture is built through this process.Isaacs (1999) believes that dialogue Is, In particular, a flow of meaning, while Gerard and Elea nor (2001 ) define dialogue by contrasting It with discussion and conclude that dialogue is seeing the whole and connections between arts, learning through asking and answering, and creating shared meaning among group members. In further similarities, Gerard and Turfs (1995) assume that dialogue is concerned with the environment where belief and communication diversity are encouraged In terms of respects, honors and values, as well as awareness to raise the creation of shared meaning.The role of dialogue in relation to organizational culture is of thorough understanding through many deferent organizational culture definitions. In fact, we all commonly think that it is the way we do things around but through research of organizational behavior, Machines, Lessons & Traveling (2013) believe it ‘consists of values and assumptions shared within an organization' (p. 448). At the same time, for E. C. Martins and F. Turbulence (2003), the central Ingredient of culture Inside an organi zation is the subconscious shared values and beliefs.A powerful culture offers shared values that ensure everyone in the organization focus on the same goals and objectives (Robbins, 1996). Organization has its culture usually performs higher in the market. In a word, the key feature of building and transforming organizational ultra Is creating and maintaining shared values that seem to be the main purposes of outlining dialogue among members. Through practicing dialogue, collective communication is created, and organizational culture is transformed. These aspects include transformation of member behavior, the experiential feeling of community and people's attitudes.Firstly, in the comparison between dialogue and discussion of Gerard and Eleanor (2001), the main role of dialogue is to help people learn how to communicate with each other differently and produce collective understanding. While in discussion, people intend to keep their opinions and only the most powerful and influence d person might decide the results of the whole group, dialogue, in contrast, gives members a commitment to a common set of guidelines (Gerard and Turfs 1995). Participants try to minimize conflicts and bring all different points of view into a standard value.Therefore, the more often people practice dialogue, the more behavioral changing they have to integrate and sustain in community. Moreover, based on Bomb's research in 1996, Isaacs (1999) stated four principles of dialogue which include listening, respecting, suspending and voicing. Among these principles, listening skill plays an important role in changing behavior of a group. As a whole song could not be sensed and understood through a single note (Isaacs 1999), organizational cultures and objectives are not able to be established by a single idea.Hence, dialogue is a powerful tool to encourage people to listen thoroughly to others' ideas and engage in the conversation. Then, shared meanings, or the culture of the company is g radually transformed. Secondly, by setting up the conditions of community, dialogue transforms the feeling of the corporation culture (Gerard and Turfs 1995). When a new group starts to involve in the community, dialogue will generate an atmosphere having the ‘experiential feel' (Gerard and Turfs 1995, p. 148) of community.In an organizational scope, employees commence to sense what the company's culture would seem to be in full community based on its principles. Furthermore, for Sense (1995), dialogue is as a facilitator for team learning. He believes that team is the key feature to create shared values, and through the application of dialogue into team learning process, knowledge and feeling of the community cultures are transferred from one to others, ND individual's values as well as beliefs are positively transformed and integrated into the collective cultures.The final aspect that dialogue has the power to change the organizational culture is attitudinal transformation. As participants experience the effects of dialogue, the attitude level becomes as a ‘byproduct of the incorporation of new modes of behavior and learning the â€Å"feel† of what being in community is like' (Gerard and Turfs 1995, p. 148). Then, cooperative and collaborative attitudes start to replace the attitudes of inflexible individualism. This statement is conformable with the research f Scheme (1993) where he describes dialogue as talking around the campfire' (p. 391).During the past time, meetings were usually held around a campfire where people could simply share their opinion without any discussion or arguments. Through that, (Scheme 1993) and spend time listening to others' opinions before reflecting on their assumptions. Moreover, Isaacs (1999) also emphasized the main goal of the respecting principle of dialogue that is not to seek a decision, but to tolerate difference, gap and conflict. Therefore, the more people practice dialogue, the more hey have collect ive orientation by gradually changing their individualistic behavior, and then, the whole organizational culture is enhanced.Although dialogue has been proved to have a positive effect on organizational culture, people still face challenges in applying it into organization learning system. First, most organizations are generally a hierarchy and authorized structure which is contrary to the principles of dialogue (Boom, 1996), so employees tend to afraid of expressing their ideas or opinions to the people who are at higher level. In fact, in some top-down companies, managers have the right to create and change organizational culture as well as enforce rules and delegate duties to employees.Although it has its value, this structure might find it difficult to get dialogue going. Moreover, there are situations where people have different ideas and assumptions, and dialogue might become frustrated. If someone is not willing to listen to other's assumptions, it is considered as an act of violence (Boom, 1996) which may lead to an argument and no results could be concluded. And last but not least, in case of a cross-culture organization, dialogue becomes a more complicated and lengthy Scheme 1993) process due to the different cultural backgrounds of the employees.Then, it is necessary for companies to allocate more time and resources in designing dialogue process that may help employees communicate effectively, and the organizational culture is transformed on the right track. Despite all these challenges, dialogue still plays a significant role in transforming organizational culture if companies have methods and strategies to apply it appropriately. Sense (2006) gives a simple analysis about balancing dialogue and discussion within members of an organization. As ‘in a discussion, decisions are made.In a dialogue, complex issues are explored' (Sense 2006, p. 230), learning team must learn how to control movement back and forth between dialogue and discussion and distinguish between the ground rules and the goals to have both dialogue and constructive discussion. Communication audit is another approach to deal with the organizational practice of dialogue. For Harrier and Tourist (2004), communication audit is the key to creating a world-class communication system since the results of communicating performance among all staffs is accurately reported to the managers.This process is effective to solve problems both in top-down organization and cross-culture since it reveals communication strengths and weaknesses among employees at all levels as well as suggests solutions for improvement. In conclusion, dialogue has proved itself as an effective but challenging way of transforming organizational culture. Through behavioral, experiential and attitudinal transformation, corporation culture is positively changed as dialogue awareness of the collective assumptions, minimize arguments and by practicing dialogue, people learn how to accept the differ ences of others.

Kilogram and Density

CHAPTER 1 1. List the seven SI base quantities, units, and symbols. TIME Second (s) 2. Give the correct SI derived units of the following quantities. Density Speed Acceleration Force Pressure kg/m3 Energy 3. Convert the following: ? m (Ans. 1. 22) a. 1. 22 x 10-9 km = b. 6. 523 x 10-4 nm = c. 2. 5x 10-9 nm3 = d. 30. 5 cm/? s = e. 9. 6 ng/mm2 = 4. Mm (Ans. 6. 523 x 10-19) mm3 (Ans. 2. 5 x 10-27) km/h (Ans. 1. 09 x 106) kg/m2 (Ans. 9. 6 x 10-6) Perform the following calculations and report each answer with the correct number of significant figures and units. b. 2. 457 m x 1. 2 m x 2. 45 m d. 3. 6050 cm x (24. 10 cm – 23. 0 cm) a. 3. 45 m – 3. 4 m c. (50. 214 g – 49. 93 g) x 1. 224 cm / 55. 22 cm3 e. 4. 0 x 102 cm – 3 cm f. ?2. 7612g ? 2. 7601g ? 2. 20cm 3 g 26. 167m ? 83m 5. 100m h. 12. 64 cm – 48 mm + 0. 246 m (answer in meters) 7. 87 g/m2 (16. 1 m – 8. 44 m) i. Ans. a) 0. 1 m; b) 7. 2 m3; c) 6. 3 x 10-3 g/cm2; d) 3. 61 cm2; e) 4. 0 x 102 cm; f) 5. 0 x 10-4 g/cm3; g) 21. 4 g/m3; h) 0. 324 m ; i) 1. 03 g/cm3 5. The element beryllium is considered toxic at a concentration of 3. 0 x 10-12 g/cm3. What is this concentration in ng/m3? (Ans. 3. 0 x 103) 6. The average density of the earth is 5. 52 g/cm 3. What is its density in: a) ? /mm3? (Ans. 5. 52 x 103) b) lb/ft3? (1 lb = 453. 6 g; 1 in = 2. 54 cm) (Ans. 345) 7. Diamond has a density of 3. 513 g/cm3. The mass of diamonds is often measured in â€Å"carats† where 1 carat = 200 mg. What is the volume (in cm 3) of a 2. 5 carat diamond? (Ans. 0. 14) The density of a liquid alcohol is 0. 79 g/cm 3. A tank measuring 3. 2 m x 0. 0020 km x 4. 1 mm is filled with the alcohol. What is the mass of the contents in kg? (Ans. 21) The density of gold is 19. 3 g/ cm 3. A 3. 4 mg sample of gold is hammered into a square foil that is 8. 6 ? 10? 6 cm thick. What is the length of a side of the square, in cm? Ans. 4. 5) A 14-karat gold ring contains 58. 3% gold and weighs 12. 41 g. If go ld sells for $276. 00/ounce, what is the value of the gold in the ring? (1 oz = 28. 35 g) (Ans. $70. 4) A packing material has a density of 12. 8 kg/m 3. How many lbs of this material are needed to fill a 2. 00 ft3 box? (1lb = 454 g; 1in = 2. 54 cm) (Ans. 1. 60 lb) 8. 9. 10. 11. 12. A jogger runs at an average speed of 6. 5 mi/h. (1 mile = 1. 609 km; 1 in = 2. 54 cm) a) How fast is she running in m/s? (Ans. 2. 91 m/s) b) How many kilometers does she run in 98 min? (Ans. 17 km) c) How long should it take her to cover 12 km? (Ans. 1. h) d) If she starts a run at 11:15 am, what time is it after she covers 4. 75 x 10 4 ft? (Ans 12:38pm) 13. Manganese makes up 1. 3 x 10-4 percent by mass of the elements found in a normal healthy body. How many grams of manganese would be found in the body of person weighing 183 lbs? (2. 2 lb = 1. 0 kg) (Ans. 0. 11 g) If 5. 00 lbs of mercury cost $175 and mercury has a density of 13. 6 g/cm3, what is the cost of 2. 00 L of mercury? (1 lb = 454 g) (Ans. $ 2. 10 x 103) If a raindrop weighs 65 mg on average and 5. 1 x 10 5 raindrops fall on a lawn every minute. What mass (in kg) of rain falls on a lawn in 2. h? (Ans. 5. 0 x 103 kg) A concentrated sulfuric acid solution has a density of 1. 84 g/cm3 and contains is 95. 7% H2SO4 by mass. (Note: density of a solution means mass of solution divided by volume of solution. ) a) How many grams of pure H 2SO4 are contained in 1. 00 gallon of this solution? 3. 785 L) (Ans. 6. 66 x 103) (1 gallon = 14. 15. 16. b) How many mm3 of this solution contain 100. 0 mg of pure H2SO4? ( Ans 56. 8 mm3) 17. A gold alloy has a density of 12. 4 g/ml and contains 75. 0% gold by mass. Calculate the volume of this alloy that can be made from 255 g of pure gold. (Ans. 27. 4 mL) 18.Whole milk contains 8. 0 % butterfat by mass. If 5. 0 g butterfat supplies 15 calories, how many calories are contained in 1. 45 gallons of whole milk ( density of milk = 0. 8 g/ml; 1 gallon = 3. 785 L) (Ans. 1. 1 x 103 cal) Earthâ€℠¢s oceans have an average depth of 3. 800 x 10 3 m, a total area of 3. 63 x 108 km2, and an average concentration of dissolved gold equal to 5. 80 ng/L. 19. a) Caculate the volume of the oceans in cm3. (Ans. 1. 38 x 1024) b) How many kilograms of gold are in the oceans? (Ans. 8. 00 x 109 kg) c) If a recent price of gold was $370. 00/troy oz, what is the value of gold in the oceans? 1 troy oz =31. 1g) (Ans. $ 9. 52 x 1013) 20. When combining the masses 0. 0562 kg, 124. 213 g and 1635 mg, the total should be reported to ______ significant figures. (Ans. 4) 21. What is the best answer to report for the following mathematical operation? 15. 415 ? 14. 515 + 0. 0402597 (Ans. 0. 300) 3. 465 22. How many vials of volume 24. 2 mm 3 can be filled from a bulk sample of 0. 525 kg of a liquid of density 0. 900 g/cm3? (Ans. 2. 41 x 104) It is estimated that uranium is relatively common in the earth’s crust, occurring in amounts of 4 g/metric ton. A metric ton is 1000 kg.At this concentrati on, what mass of uranium is present in 1. 0 mg of the earth’s crust? A. B. C. D. E. 4 nanograms 4 micrograms 4 milligrams 4 x 10-5 g 4 centigrams 23. 24. Which of the following are intensive properties? W. mass X. density Y. volume Z. boiling point Which one of the following is not a physical property of water? A. B. C. D. E. It exists in solid, liquid, and gaseous forms It reacts with sodium to form sodium hydroxide It is clear and colorless It freezes at 100? C at 1 atm pressure It boils at 100? C at 1 atm pressure 25. ————————————–ANSWERS: 23 A; 24 X and Z; 25 B.