Muncie

For the toy store evaluation I picked the local Muncie Target. Target is a superstore that is separated into different department areas ranging from clothing, electronics, baby items children’s items, home décor, toys, seasonal items, a small grocery section, and everyday essentials. When you first walk into Target the first thing you see is the dollar section. The toys section is located directly behind the home décor aisle. The toy department is made up of 9 aisles and each aisle is made up…

Warren Susman believes that in the early twentieth century, there was a transition period of a “culture of character” to a “culture of personality.” In today 's culture, people are led to believe that following the ins and outs of society are what get you further in life rather than the culture of their individual person. We all have an uncanny predilection for observing personality traits in people. From there, we then assume likely character traits. With relatively new variables in our society…

placed upon them by the court. It emerged as a response to the strict uniformity of penal institutions and is a move towards the individualisation of sentencing, as punishment can be tailored to the individual needs of the offender (McLaughlin and Muncie, 2001). Probation was also a response to the overriding penal concern in the 1970’s, which lasted until the early 1990’s, of reducing the prison population, this led to the introduction of an array of alternatives to custody, with the…

The Plant Closure of Electro-Motive Canada The General Motors Diesel Division/Electro-Motive Canada Plant in London, Ontario was born in 1950 after the Second World War. This was a huge success for the City of London. The Plant manufactured and built diesel and electric Locomotives, buses, light armoured vehicles, and had a sister plant in La Grange, Illinois, U.S.A., which we’re all destined for the North American railway freight marketplace. General Motors Corp also ran its automotive plants…

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…