Everett

The thirty-second president of the United States, Franklin Delano Roosevelt, exclaimed during his Inaugural address: “The test of our progress is not whether we add more to the abundance of those who have much; it is whether we provide enough for those who have too little” (Kleinknecht 26). This quote starkly contrasts Ronald Reagan's priorities and the policies he pushed, which did not benefit every man as he claimed. In the history of American politics, no president stands out quite like…

The main goal of the ecocentric Deep Ecology ecological movement is to end the dominantion and power relationships modern humans have over nonhuman Nature, and to set up realistic biological conditions under which the wild species and biodiversity of the earth can exist and flourish. The deep ecological approach to contesting Earth’s future is to distinguish between the vital and the nonvital needs of humans. The vital needs of nonhumans get priority before the non vital needs of humans. Deep…

companies have had increasing involvement in successive Boeing jet programs, a process which has helped Boeing achieve almost total dominance of the Japanese market for commercial jets. The 787 Dreamliner would be assembled in its factory in Everett, Washington, Instead of building the complete aircraft from the ground up in the traditional manner; final assembly employs just 800 to 1,200 people to join completed subassemblies and to integrate systems. Boeing has assigned its subcontractors…

However, the large drop in PalmKid’s contribution margin per unit combined with a decrease in the actual number of PalmPro units sold as well as a drop in the actual contribution margin per unit below budget, led to the total contribution margin being much lower than budgeted. Other factors could be discussed here––for example, it seems that the PalmKid did not achieve much success with a three digit price point––selling price was budgeted at $149 but dropped to $102. At the same time,…

Unfortunately, some companies have mismanaged their greatest asset—their brands. This is what befell the popular Snapple brand almost as soon as Quaker Oats bought the beverage marketer for $1.7 billion in 1994. Snapple had become a hit through powerful grassroots marketing and distribution through small outlets and convenience stores. Analysts said that because Quaker did not understand the brand’s appeal, it made the mistake of changing the ads and the distribution. Snapple lost so much…