E-Business Essay Example for Free

E-Business Essay Supply chain management is a battery of procedures that involve planning, executing and organizing the operations of a supply chain (Haag et al. , 2006). Such cluster of procedures covers all activities of the GAP, including management of raw materials, inventory and final products at both the point-of-origin and point-of-consumption. Supply chain management requires the modification of management from a direct individual-based level of performance to an indirect marketing or integration of operations as key processes in the supply chain. One simple example involves the placement of purchase orders by the purchasing department of the company. This is then coupled by the communication of the marketing department with particular distributors and retailers. Such efforts in integrating several processes in order to maximize and speed up a general process may result in an extremely efficient company. The integration of the financing technology and supplier outreach services facilitates reduction in capital requirements and finance costs associated with the clients (Kemp, 2006). The reduction in requirements and costs is attained through indirect and full cyber marketing, which permits retailers and suppliers to register with the website and interactive with the supply chain system. Such technological innovation of doing e-business helps them track down the payments of any transactions completed or still in progress (Timmers, 2000). In addition, suppliers and buyers are able to work in partnership to settle the final price and this is usually done through the receipt of credit memoranda. Such setting facilitates a faster process of trading. The integration of operations enhances the relationship between the supplier and the buyer, regardless of employment, gender and physical backgrounds.

Becoming a Doctor Essay examples -- Research Medical Career Essays

Becoming a Doctor Many people think that becoming a doctor is difficult. Others have some sense that becoming a physician takes many years and is expensive. Most people realize that being a physician is difficult yet rewarding. All these people are correct. Becoming a physician is a long, arduous, expensive process that can only be accomplished with great dedication.   Ã‚  Ã‚  Ã‚  Ã‚  Before starting the process of becoming a physician (or any profession) you must do some honest soul searching. First of all you must be aware of the time commitment involved in becoming a physician. Medicine is a career that requires many years of preparation. Generally most people graduate college at age 22 and medical school at 26. Then after 3 years of internship and residency, many physicians begin their career at age 29. However, the training for some specialties can last until the physician's early to mid 30's. Obviously this can delay plans for marriage and starting a family. Some people begin their medical education after pursuing other careers, which can further delay the completion of their medical training. You must decide early on if you are willing to dedicate the time it takes to become a physician. As you can see, this is not a decision to be made lightly. More importantly, you must decide if medicine is a field that is right for the kind of person you are. I believe that there are three cornerstones of a successful career in medicine: „h A love for learning in general „h A true intellectual curiosity about medicine in particular „h A strong desire to help others. Being smart and doing well in the sciences are obviously important components of being a successful physician. However, do not fall into a medical career because you have done well in the sciences. Although this is a necessary requirement, you must also be able to relate well with people. As a physician you have an opportunity to help others. Wanting to help others and enjoying helping others are necessary attributes of a good physician. This is something that cannot be taught. However, there are many other professions that can help others. Politicians, religious leaders and social workers all have the opportunity to help others, perhaps in larger numbers. Medicine is a career filled with choices. In what other career can you choose between delivering babies, taking care of children,... ...al Colleges (AAMC) and The American Medical Association (AMA). Many states require only 1 year of training after medical school (internship) in an approved residency program as the bare minimum for obtaining a license. Residency programs are accredited by the Accreditation Council of Graduate Medical Education (ACGME) through the Residency Review Committees (RRC). You need to have passed one of several exams to prove that you are competent (such as the USMLE). Letters of reference are usually required. A check of your malpractice history will also be obtained. The rules for graduates of foreign medical schools are more complex and can be obtained from each state medical licensing board.   Ã‚  Ã‚  Ã‚  Ã‚  Becoming a board certified physician in a specialty involves the completion of a residency in a given specialty, then completing a comprehensive exam (often a written and oral exam). When you have satisfied the requirements of that particular board you are now Board certified and are called a Diplomate of that board (e.g. Diplomate of the American Board of Emergency Medicine). There are 24 approved medical specialty boards in the U.S. Many boards require recertification every 7-10 years.

Holden Account Management

efox Account Plan Account: ANZ Operations and Technology Pvt Ltd Total WSP Revenue: $40,000 Total CDSP Revenue: $0 Sales Professional: Amit D Bhattacharya 29/11/2010 Page 1 of 12 efox by Holden International www. holdenintl. com efox Account Plan Corporate Goals & Initiatives Corporate Goals: undefined Corporate Initiatives: undefined 29/11/2010 ANZ Operations and Technology Pvt Ltd Page 2 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Account: ANZ Operations and Technology Pvt Ltd Opportunity: NPLC Bangalore-Mumbai Value: $40,000 Close Date: May 11 2010 Sales Professional: Amit D Bhattacharya Sales Prediction Opportunity is closed 29/11/2010 Page 3 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Discovery Expanded Opportunity Analysis Solid Emerging Weak Non-existent Excellent Good At parity Marginal Bad Disadvantaged Tentative Disconnected Severely at Risk Strong Growing At Risk Nov 29 2010 Dominant Secure Value Premise Business Quality Competitive Strength Political Alignment Summary Can We Add Value? – Value Premise Client Involvement in Value Discovery Business Impact -11 0 Driving Mechanism Measurability -3 -4 -3 0 -3 0 -15 -4 Should We Pursue? – Business Quality Geography/Resourceable Funding Risk Assessment Future Value to Us 0 0 0 Time frame Client Competence Profitability to Us 0 Can We Compete? – Competitive Strength Solution Compatibility Client History Philosophical Alignment 0 0 Competitor's Solution Compatibility Competitor's Client History -4 -3 -4 -27 -4 -3 -56 Competitor's Philosophical Alignment -4 Are We Politically Aligned To Win? – Political Alignment Decision-Making Process Leverage Political Leverage Appropriate Executive Sponsorship Established Momentum -4 -4 -4 0 Competitor's Decision Process Leverage -4 Competitor's Political Leverage Competitor's Approp. Exec. Sponsorship -4 Competitor's Established Momentum Total Score 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 4 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Establish Value Value Statements Sharath S, Lead – Technology, O We can provide the ethernet link as needed by you to reduce the choking and proper running of the applications as the current bandwidth is choked. Critical Business Issues Traffic is very high on the existing link which leads to choking Area of Improvement Upgrading of the bandwidth capability in the existing link Business Impact Credibility Need to release the choking and Track record of having provided the IT applications will run more similar links to Sonata Software, smoothly IBM etc Value Proposition Beginning April 28th 2010 as a result of the new link from TTSL, ANZ Operations and Technology Pvt Ltd will be able to effectively increase the bandwidth on the existing link resulting in effective removal of the choking for proper running of the IT applications with the economic payback of increased productivity of employees. We will document our delivered value by **. 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 5 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Competitive Strategy Differentiation Analysis Our Strategy Competitor Strategy for Strategy Coaching Prompt 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 6 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Political Support Support Base Map MV VM RP SS VB RP Ravi Pangal, Head – Transitions, E Agenda: Contribution: VM Viswas M, Head – IT strategic Sourcing and asset Management, M Agenda: Contribution: VB Vaidyanathan B, Manager Facilities, O Agenda: Contribution: MV Mahendran V, Head – IT Infrastructure, M Agenda: Contribution: SS Sharath S, Lead – Technology, O Agenda: Contribution: 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 7 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Ravi Pangal, Head – Transitions, E Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Ravi Pangal has exerted influence outside of his or her organizational authority Ravi Pangal has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Ravi Pangal is an effective risk taker, in terms of his or her ability to assess and manage risk Ravi Pangal demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Ravi Pangal is a good listener Ravi Pangal can appropriately and successfully work in exception to company policy Ravi Pangal influences important decisions before they are formally made Ravi Pangal has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Ravi Pangal is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Ravi Pangal is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 1 2 3 4 5 6 7 8 9 10 My discussions with Ravi Pangal touch upon potential opportunities beyond the curre nt business opportunity Ravi Pangal utilizes e or my company as a nontraditional resource through which value can be derived Ravi Pangal makes an effort to assist me in cost-justifying the value that we can contribute Ravi Pangal introduces or references me to influential people in the account Ravi Pangal has a clear strategy for establishing us as the preferred supplier Ravi Pangal utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Ravi Pangal openly discusses his or her company's plans, projects, and personnel with me Ravi Pangal can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Ravi Pangal takes the initiative in assisting me in the current business development opportunity I feel my relationship with Ravi Pangal transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Som etimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 8 of 12 efox by Holden International www. oldenintl. com efox Winning Sales Plan Viswas M, Head – IT strategic Sourcing and asset Management, M Agenda: Contribution: Fox Evaluator 1 2 3 4 5 6 7 8 9 10 Viswas M has exerted influence outside of his or her organizational authority Viswas M has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Viswas M is an effective risk taker, in terms of his or her ability to assess and manage risk Viswas M demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Viswas M is a good listener Viswas M can appropriately and successfully work in exception to company policy Viswas M influences important decisions before they are formally made Viswas M has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Viswas M is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Viswas M is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Viswas M touch upon potential opportunities beyond the current business opportunity Viswas M utilizes me or my company as a nontraditional resource through which value can be derived Viswas M makes an effort to assist me in cost-justifying the value that we can contribute Viswas M introduces or references me to influential people in the account Viswas M has a clear strategy for establishing us as the preferred supplier Viswas M utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Viswas M openly discusses his or her company's plans, projects, and personnel with me Viswas M can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Viswas M takes the initiative in assisting me in the current business development opportunity I feel my relationship with Viswas M transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 9 of 12 efox by Holden Internation al www. holdenintl. com efox Winning Sales Plan Vaidyanathan B, Manager Facilities, O Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Vaidyanathan B has exerted influence outside of his or her organizational authority Vaidyanathan B has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Vaidyanathan B is an effective risk taker, in terms of his or her ability to assess and manage risk Vaidyanathan B demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Vaidyanathan B is a good listener Vaidyanathan B can appropriately and successfully work in exception to company policy Vaidyanathan B influences important decisions before they are formally made Vaidyanathan B has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Vai dyanathan B is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Vaidyanathan B is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -1 0 0 -1 1 0 1 0 -2 0 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Vaidyanathan B touch upon potential opportunities beyond the current business opportunity Vaidyanathan B utilizes me or my company as a nontraditional resource through which value can be derived Vaidyanathan B makes an effort to assist me in cost-justifying the value that we can contribute Vaidyanathan B introduces or references me to influential people in the account Vaidyanathan B has a clear strategy for establishing us as the preferred supplier Vaidyanathan B utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Vaidyanathan B openly discusses his or her company's plans, projects, and personnel with me Vaidyanathan B can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Vaidyanathan B takes the initiative in assisting me in the current business development opportunity I feel my relationship with Vaidyanathan B transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never 0 -1 0 0 1 -2 -1 0 -1 -1 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 10 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Mahendran V, Head – IT Infrastructure, M Agenda: Contribution: Fox Evaluator 1 2 3 4 5 6 7 8 9 10 Mahendran V has exerted influence outside of his or her organizational authority Mahendran V has know ledge of his or her company's ission and business goals, as evidenced in his or her working to directly or indirectly advance them Mahendran V is an effective risk taker, in terms of his or her ability to assess and manage risk Mahendran V demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Mahendran V is a good listener Mahendran V can appropriately and successfully work in exception to company policy Mahendran V influences important decisions before they are formally made Mahendran V has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Mahendran V is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Mahendran V is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confr ontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Mahendran V touch upon potential opportunities beyond the current business opportunity Mahendran V utilizes me or my company as a nontraditional resource through which value can be derived Mahendran V makes an effort to assist me in cost-justifying the value that we can contribute Mahendran V introduces or references me to influential people in the account Mahendran V has a clear strategy for establishing us as the preferred supplier Mahendran V utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Mahendran V openly discusses his or her company's plans, projects, and personnel with me Mahendran V can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Mahendran V takes the initiative in assisting me in the current business development opportunity I feel my relationship with Mahendran V transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 11 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Sharath S, Lead – Technology, O Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Sharath S has exerted influence outside of his or her organizational authority Sharath S has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Sharath S is an effective risk taker, in terms of his or her ability to assess and manage risk Sharath S demonstrates integrity, in terms of not being willing to compromise h is or her company or individuals within the Power Base to advance his or her own aspirations Sharath S is a good listener Sharath S can appropriately and successfully work in exception to company policy Sharath S influences important decisions before they are formally made Sharath S has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Sharath S is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Sharath S is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 0 -1 0 1 -2 1 1 -2 1 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Sharath S touch upon potential opportunities beyond the current business opportunity Sharath S utilizes me or my company as a nontraditional resource through which value can be derived Sharath S makes an effort to assist me in cost-justifying the value that we can contribute Sharath S introduces or references me to influential people in the account Sharath S has a clear strategy for establishing us as the preferred supplier Sharath S utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Sharath S openly discusses his or her company's plans, projects, and personnel with me Sharath S can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Sharath S takes the initiative in assisting me in the current business development opportunity I feel my relationship with Sharath S transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -1 -2 -2 -2 -2 0 0 29/11/20 10 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 12 of 12 efox by Holden International www. holdenintl. com

New Zealands History, Government, and Geography

New Zealand is an island country located 1,000 miles (1,600 km) southeast of Australia in Oceania. It consists of several islands, the largest of which are the North, the South, Stewart, and Chatham Islands. The country has a liberal political history, gained early prominence in womens rights, and has a good record in ethnic relations, especially with its native Maori. In addition, New Zealand is sometimes called the Green Island because its population has high environmental awareness and its low population density gives the country a large amount of pristine wilderness and a high level of biodiversity. Fast Facts: New Zealand Capital: WellingtonPopulation: 4,545,627 (2018)Official Languages: Maori, English  Currency: New Zealand dollar (NZD)Form of Government: Parliamentary democracy under a constitutional monarchy; a commonwealth realmClimate: Temperate with sharp regional contrastsTotal Area: 103,798 square miles (268,838 square kilometers)Highest Point: Aoraki/Mount Cook at 12,218 feet (3,724 meters)  Lowest Point: Pacific Ocean at 0 feet (0 meters) History of New Zealand In 1642, Dutch explorer Abel Tasman was the first European to discover New Zealand. He was also the first person to attempt mapping the islands with his sketches of the North and South islands. In 1769, Captain James Cook reached the islands and became the first European to land on them. He also began a series of three South Pacific voyages, during which he extensively studied the areas coastline. In the late 18th and early 19th centuries, Europeans began to officially settle on New Zealand. These settlements consisted of several lumbering, seal hunting, and whaling outposts. The first independent European colony was not established until 1840 when the United Kingdom took over the islands. This led to several wars between the British and the native Maori. On February 6, 1840, both parties signed the Treaty of Waitangi, which promised to protect Maori lands if the tribes recognized British control. Shortly after signing this treaty, though, British encroachment on Maori lands continued and wars between the Maori and British grew stronger during the 1860s with the Maori land wars. Prior to these wars, a constitutional government began to develop during the 1850s. In 1867, the Maori were allowed to reserve seats in the developing parliament. During the late 19th century, the parliamentary government became well-established and women were given the right to vote in 1893. The Government of New Zealand Today, New Zealand has a parliamentary governmental structure and is considered an independent part of the Commonwealth of Nations. It has no formal written constitution and was formally declared a dominion in 1907. Branches of Government in New Zealand New Zealand has three branches of government, the first of which is the executive. This branch is headed by Queen Elizabeth II who serves as the chief of state but is represented by a governor general. The prime minister, who serves as the head of government, and the cabinet are also a part of the executive branch. The second branch of government is the legislative branch. It is composed of the parliament. The third is the four-level branch comprised of District Courts, High Courts, the Court of Appeal, and the Supreme Court. In addition, New Zealand has specialized courts, one of which is the Maori Land Court. New Zealand is divided into 12 regions and 74 districts, both of which have elected councils, as well as several community boards and special-purpose bodies. New Zealands Industry and Land Use One of the largest industries in New Zealand is that of grazing and agriculture. From 1850 to 1950, much of the North Island was cleared for these purposes and since then, the rich pastures present in the area have allowed for successful sheep grazing. Today, New Zealand is one of the worlds main exporters of wool, cheese, butter, and meat. Additionally, New Zealand is a large producer of several types of fruit, including kiwi, apples, and grapes. In addition, the industry has also grown in New Zealand and the top industries are food processing, wood and paper products, textiles, transportation equipment, banking and insurance, mining, and tourism. Geography and Climate of New Zealand New Zealand consists of a number of different islands with varying climates. Most of the country has mild temperatures with high rainfall. The mountains, however, can be extremely cold. The main portions of the country are the North and South islands that are separated by the Cook Strait. The North Island is 44,281 square miles (115,777 square kilometers) and consists of low, volcanic mountains. Because of its volcanic past, the North Island features hot springs and geysers. The South Island is 58,093 sq mi (151,215 sq km) and contains the Southern Alps—a northeast-to-southwest oriented mountain range covered in glaciers. Its highest peak is Mount Cook, also known as Aoraki in the Maori language, at 12,349 feet (3,764 meters) above sea level. To the east of these mountains, the island is dry and made up of the treeless Canterbury Plains. On the southwest, the islands coast is heavily forested and jagged with fjords. This area also features New Zealands largest national park, Fiordland. Biodiversity One of the most important features to note about New Zealand is its high level of biodiversity. Because most of its species are endemic (i.e. native only on the islands) the country is considered a biodiversity hotspot. This has led to the development of environmental consciousness in the country as well as ecotourism. Interesting Facts About New Zealand There are no native snakes in New Zealand.76% of New Zealanders live on the North Island.15% of New Zealands energy comes from renewable sources.32% of New Zealands population lives in Auckland. Sources â€Å"The World Factbook: New Zealand.†Ã‚  Central Intelligence Agency.â€Å"New Zealand.†Ã‚  Infoplease.â€Å"New Zealand.†Ã‚  U.S. Department of State.