Analysis of a Print Advertisement and a Television Commercial

Print advertisements are used by marketers to make advertising appeals with an aim of influencing the manner in which consumers or buyers view themselves. This creates a psychological appeal whereby buyers view buying of certain products as beneficial to them. Print advertisements greatly influence the buying decisions of the consumers. The Tripwire Magazine contains car advertisements that capture the attention of the reader and arouses emotions that make them desire to get more about the cars.The psychological and socials needs of an individual are elicited by an emotional appeal that motivates consumers to make certain purchases (Betonio, 2011). Therefore, advertisers capitalize on the emotional appeal supported with logic in print advertisements to ensure consumers personal and social needs are captured the advertisements influencing the buyers purchase behaviors.The Samsung 46† digital TV LCD (LIQUID CRYSTAL DISPLAY) display appeared in a TV commercial with an emphasis on product features such as the advanced cooling, longer operation, the high, gloss piano black finish, and the quality display resolution capturing consumers emotions through its emotional appeal. The advertisement used a colorful sculpture to show the commercial grade television and its other distinguishing features.In my opinion, they used this colorful art to attract the attention of the costumers and make them believe that they are buying something more than a simple Television; that’s why they mentioned at the end of the advertisement â€Å"is it art or television? † The ad also thrills the consumer when it illustrates how the Samsung 46† digital TV LCD captivates its viewers with professional displays that give a flexible, engaging and an interactive way to channel a message across.In conclusion, print advertisements or TV commercials are powerful advertising tools and are aimed at making a psychological appeal to consumers by attracting, holding as well as m aking them focus their attention on the product arousing an interest to possess it. This creates a positive image to those who purchase the product increasing the need to own one.

Factors Influencing Growth and Development Essay

The environmental impacts on one’s behavior can often determine factors that will shape future behaviors. During critical and sensitive periods development can be greatly affected. Critical periods occur when the existence of certain types of environmental stimuli become necessary for development to continue conventionally. It is theorized that development during the critical period is easily influenced, specifically in the area of personality and social development. On the other hand, during sensitive periods the organism becomes particularly vulnerable to certain types of stimuli in their environment. Unlike critical periods, the absence of stimuli in a sensitive period does not always result in immutable consequences. Societal influences are believed to play a large role on the environmental impacts of development. The way we have been socialized or conditioned is a response to environmental stimuli. For instance, gender is something socially constructed and society places expectations on individuals according to their gender, which will determine the roles they will later fulfill in society. A publication from U.C. Santa Cruz states the following of gender acquisition and the societal influences that are perpetuated around them. Gender stereotypes in infants are perpetuated by society’s expectations and perceptions. Societal influences, preconceived notions and expectations enforce already existing gender stereotypes†¦ Read more: Essay explain how children and young people’s development is influenced by a range of personal factors. In the study of forty-eight children, their mothers, and 16 college students, gender based stereotypes influenced interaction with infants which in turn socialized the infants to conform to their respective gender role. Ratings of the female infants centered on their small size and beauty. Male infants are judged usually according to their ability and intelligence. While evidence of gender stereotyping in infant ratings are becoming less dominant after adolescence, sex stereotyping in adults’ behavior towards infants has changed little. Obviously, society shapes the gender stereotypes that both children and adults hold. (Rivera, 1996)

Intel Code of Conduct

Intel Code of Conduct INTEL CODE OF CONDUCT MAY 2, 2007 Our Mission Delight our customers, employees, and shareholders by relentlessly delivering platform and technology advancements that become essential to the way we work and live. Our Values Customer Orientation We Strive To: †¢ Listen and respond to our customers, suppliers and stakeholders †¢ Clearly communicate mutual intentions and expectations †¢ Deliver innovative and competitive products and services †¢ Make it easy to work with us †¢ Excel at customer satisfactionRisk Taking We Strive To: †¢ Foster innovation and creative thinking †¢ Embrace change and challenge the status quo †¢ Listen to all ideas and viewpoints †¢ Learn from our successes and mistakes †¢ Encourage and reward informed risk taking Discipline We Strive To: †¢ Conduct business with uncompromising integrity and professionalism †¢ Ensure a safe, clean and injury-free workplace †¢ Make and meet c ommitments †¢ Properly plan, fund and staff projects †¢ Pay attention to detail Great Place to WorkWe Strive To: †¢ Be open and direct †¢ Promote a challenging work environment that develops our diverse workforce †¢ Work as a team with respect and trust for each other †¢ Win and have fun †¢ Recognize and reward accomplishments †¢ Manage performance fairly and firmly †¢ Be an asset to our communities worldwide Quality We Strive To: †¢ Achieve the highest standards of excellence †¢ Do the right things right †¢ Continuously learn, develop and improve †¢ Take pride in our work Results OrientationWe Strive To: †¢ Set challenging and competitive goals †¢ Focus on output †¢ Assume responsibility †¢ Constructively confront and solve problems †¢ Execute flawlessly INTEL CODE OF CONDUCT MAY 2, 2007 From Intel’s President and CEO Intel competes in fast changing markets. We conduct business in geogr aphies around the world. In this environment of unprecedented change and opportunity, our path to continuing success is clear – uniting under a common vision, shared values and a consistent standard of conduct.Our business success has always depended on our ability to build trusted relationships – with one another, customers, suppliers, governments and communities. But, trusted relationships don’t happen over night. They’re built over time, on the integrity of every decision we make, every expectation we set and every action we take. Everything we do, big or small, can have big and lasting impact. Sometimes, the right action isn’t obvious. But we have our compass: a mission, a set of shared values, and our Intel Code of Conduct.This Code of Conduct represents Intel’s expectations of what it means to act ethically and within the boundaries of the law. Understand the Code. Discuss it, follow it, use it. Find the resources on the Ethics and Com pliance intranet site to help you apply the Code to your day-to-day work. The Code is the standard of conduct that unites us, strengthens and allows us to continuously deliver value and build trust year after year. Integrity beyond reproach is our commitment, our foundation and our future. Paul S. Otellini President and CEO INTEL CODE OF CONDUCT MAY 2, 2007 Table of ContentsCode of Conduct †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Intel Conducts Business with Honesty and Integrity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Conducting Business with Customers, Suppliers, and Others†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Taking Corporate Responsibility†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Preparing Accurate Financial and Other Records†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Intel Follows the Letter and Spirit of the Law †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Antitrust †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Bribery and Anti-Corruption †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Environmental Management and Compliance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Import and Export Compliance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Insider Trading †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Intellectual Property †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Privacy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Public Communications †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Intel Employees Treat Each Other Fairly †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Open and Honest Communication †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Equal Employment Opportunities and Discrimination †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Anti-Harassment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Safety †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest †¦.. 8 Conflict of Interest Examples †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Handling Conflicts of Interest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Gifts and Entertainment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Intel Employees Protect the Company’s Assets and Reputation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Protecting Physical Assets†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Maintaining Information Security †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Safeguarding Trademarks and Brands †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Representing Intel †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Asking Questions and Reporting Concerns †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Ways to Seek Guidance and Report Concerns †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Non-Retaliation Policy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 Approvals and Waivers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Reminders †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Code of Conduct Glossary Terms and Definitions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 INTEL CODE OF CONDUCT MAY 2, 2007 Code of ConductSince the company began, uncompromising integrity and professionalism have been the cornerstones of Intel’s business. In all that we do, Intel supports and upholds a set of core values and principles. Our future growth depends on each of us understanding these values and principles and continuously demonstrating the uncompromising integrity that is the foundation of our company. The Code of Conduct sets the standard for how we work together to develop and deliver product, how we protect the value of Intel, and how we work with customers, suppliers and others.All of us at Intel must abide by the Code when conducting Intel-related business. The Code affirms Intel’s five principles of conduct: †¢ †¢ †¢ †¢ †¢ Intel Conducts Business with Honesty and Integrity Intel Follows the Letter and Spirit of the Law Intel Employees Treat Each Other Fairly Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest Intel Employees Protect the Company’s As sets and Reputation Intel Conducts Business with Honesty and Integrity One of Intel’s core values is to conduct business with uncompromising integrity and professionalism.We put this value into practice by: †¢ †¢ †¢ Treating customers, suppliers, and others fairly, Acting as a responsible corporate citizen, respecting human rights, and managing the impact of our business on the world around us, and Keeping accurate financial and other books and records. Conducting Business with Customers, Suppliers, and Others Intel’s success is based on strong relationships of mutual respect and trust with our customers, suppliers, and others. To maintain these strong relationships, we treat everyone we deal with the way we would expect to be treated: with fairness, honesty, and respect.In our marketing and in our interactions with customers and potential customers, we always represent Intel products and services fairly and accurately. Taking Corporate Responsibility In tel has a long-standing, global reputation as a responsible corporate citizen. For us, corporate responsibility means achieving business success in INTEL CODE OF CONDUCT MAY 2, 2007 1 ways that uphold our values and high standards of ethics and that demonstrate respect for people and the planet. Intel intends to be a leader in encouraging education and enhancing the communities in which we do business.We do this by challenging ourselves and others to continuously improve, inspire, and strengthen our communities, as well as enabling technologies that improve the lives of people around the world. We demonstrate respect for people and the planet and ask all our employees to consider the short and long-term impacts to the environment and the community when they make business decisions. In all Intel-related activities, we need to uphold Intel’s long-standing, global reputation as a role model for socially responsible behavior. Preparing Accurate Financial and Other RecordsIntelâ⠂¬â„¢s financial and other business records shape the business decisions we make. We are responsible for ensuring that Intel’s books and records are full, fair, accurate, timely, and understandable reflections of the company’s operations and business activities. Any records required by our jobs at Intel, such as time cards and expense reports must be accurate and complete. If questions arise, ask a direct or other manager for assistance. If you become aware of records that may be inaccurate, report the situation immediately to a direct or other manager.Intel does not support or condone preparing false records under any circumstances. Intel employs auditors to ensure that the way we conduct business and keep records is consistent with relevant accounting standards. We must cooperate with auditors and ensure that anyone acting under our direction also cooperates with auditors. Intel Follows the Letter and Spirit of the Law As a global company Intel must comply with the l aws of the many countries in which it does business. We are each responsible for knowing and following all applicable laws or regulations.We also must act in a manner that upholds the spirit and the intent of the law. Where the Code or company guidelines differ from local laws or regulations, we must always follow the higher standard. If you believe the requirements of the Code conflict with local law, consult Intel Legal. Violations of laws and regulations have serious consequences, both for the company and for the individuals involved. Therefore, when questions arise on these or other legal matters, you should always seek guidance from Intel Legal. INTEL CODE OF CONDUCTMAY 2, 2007 2 Some of the more common legal topics we encounter include antitrust, anticorruption, environment, import-export, insider trading, intellectual property, privacy, and public communications. Antitrust Antitrust laws, sometimes also called competition laws, govern the way that companies behave in the mark etplace. Antitrust laws encourage competition by prohibiting unreasonable restraints on trade. The laws deal in general terms with the ways companies deal with their competitors, customers, and suppliers.Violating antitrust laws is a serious matter and could place both the company and the individual at risk of substantial criminal penalties. In all regions and countries where Intel does business, Intel is committed to competing vigorously but fairly for suppliers and customers. To adhere to antitrust laws, we must not: †¢ †¢ †¢ †¢ Communicate with any competitor relating to price, any term that affects pricing, or production levels, Divide or allocate markets or customers, Agree with a competitor to boycott another business, or Put inappropriate conditions on purchases or sales.When questions arise, contact Intel Legal for guidance. When dealing with distributors, we need to follow Intel’s pricing and merchandising policies carefully. The executive respons ible for distribution sales and marketing for a geographic area has more particular information regarding local procedures to be followed in dealing with distributors in that area and can answer questions. Bribery and Anti-Corruption Many countries have bribery and other anti-corruption laws that are intended to prevent companies and individuals from gaining an unfair advantage and from undermining the rule of law.We must never offer or accept bribes or kickbacks, and must not participate in or facilitate corrupt activities of any kind. This prohibition on offering or paying bribes also applies to third parties acting on Intel’s behalf, such as contractors or consultants. We must never engage a third party who we believe may attempt to offer a bribe to conduct Intel’s business. When doing business with governments, consult with Intel Legal to be certain you are aware of any special rules that apply, and obtain approval from Intel Legal before providing anything of valu e to a government official. INTEL CODE OF CONDUCTMAY 2, 2007 3 Environmental Management and Compliance A number of environmental laws, standards, requirements, and policies apply to our worldwide business operations, practices, and products. We have a responsibility to understand and follow these requirements, including: †¢ †¢ Conserving energy, water, raw materials and other natural resources, and Managing materials and wastes properly. We support a precautionary approach to the materials used in our products and strive to reduce and minimize the use of hazardous materials and the environmental impact of our manufacturing technologies.Intel expects our suppliers and others to comply also with all applicable environmental laws and standards in their operations. Import and Export Compliance In every country in which Intel does business, laws and regulations govern imports and exports. Many of these laws and regulations restrict or prohibit the physical shipment of Intel pro ducts or the transfer or electronic transmission of software and technology to certain destinations, entities, and foreign persons. In many cases, the law requires an export license or other appropriate government approvals before an item may be shipped or transferred.We have a responsibility to comply with these laws and regulations. Therefore, we must clear all goods through customs and must not: †¢ †¢ †¢ Proceed with a transaction if we know that a violation has occurred or is about to occur, Transfer controlled software and technology unless we have obtained an approved export license, and Apply an inappropriate monetary value to goods and services Violations, even inadvertent ones, could result in significant fines and penalties, denied export licenses, loss of export privileges, or customs scrutiny and delays.Because these laws and regulations are complex and unique in each country, Intel provides guidelines and training. Insider Trading Many countries have insi der trading laws that restrict securities trading and other activities by anyone who is in possession of material, non-public information. Material, non-public information is any information not generally known to the public that people might find important in making their decisions to buy or sell stock in a company. INTEL CODE OF CONDUCT MAY 2, 2007 4Any Intel employee who possesses material, non-public information regarding Intel or any other company must not: †¢ †¢ †¢ Trade in that company’s stock while in possession of inside information, Use the inside information for personal advantage or the personal advantage of others, or â€Å"Tip† others who may buy or sell securities because of the inside information. When you have regular access to material, non-public information concerning Intel or another company, you need to take special care in planning securities trades. Intel has guidelines and policies to help you plan transactions consistent with th e requirements of the securities laws.Intel directors, officers, and senior employees (Intel grade levels 10 and above) may not purchase or write derivatives of Intel securities, such as puts and calls, or enter into any short sales or short positions (positions that allow the person to profit if the price of Intel securities goes down) with respect to Intel securities, with the limited exceptions noted in the company’s derivative securities policy. Intellectual Property Intellectual property rights are crucial to protecting the investments that companies and individuals make in developing new products and ideas.We protect our intellectual property and respect the intellectual property rights of others. We may not copy, reproduce, or transmit protected material, such as writing, artwork, music, video, photographs, movie clips and software unless we have authorization or license. We must use the confidential information of Intel or others only for business purposes and disclos e it only to those who are authorized and have a need to know. Even after we leave Intel employment, we must continue to protect confidential information (whether Intel's or another party’s) and not use or disclose it without authorization.Furthermore, we must not request or encourage anyone to use or disclose privileged, proprietary, or confidential information unless they are authorized to do so by the owner of that information. Privacy Many countries have implemented, or are planning to implement, privacy laws that set requirements for the appropriate handling of personal data (any information that can be used to identify, contact, or locate an individual). We are committed to protecting the reasonable privacy expectations of everyone we do business with, including our customers, consumers and INTEL CODE OF CONDUCT MAY 2, 2007 5 mployees. We believe individuals have the right to decide when their personal data is collected, used, or disclosed. We also believe that responsi ble stewardship of personal data is a critical component in maintaining trust in the Intel brand and ensuring that individuals feel confident that Intel respects their right to privacy. Therefore we each have a responsibility to comply with Intel privacy and information security requirements when personal data is collected, stored, processed, transmitted, and shared. When questions, issues, or concerns arise, consult Intel Legal or a member of the Privacy Team.Public Communications As a publicly traded company, Intel must comply with a variety of regulations that govern public communications to investors and the public and promote transparency in financial markets. Intel has specific requirements for financial reports and documents that the company files with or submits to the U. S. Securities and Exchange Commission and in other public communications. Therefore, if you are responsible for preparing such reports or contributing information for such reports, you need to ensure that t he disclosures are accurate, reliable, and complete.In addition, only authorized employees may make any public statements on behalf of Intel, whether to the media, investors, or other external entities. If you are contacted by a reporter or the public, refer the caller to Press Relations. Intel Employees Treat Each Other Fairly One of Intel’s core values is to work as a team with respect and trust for each other. We strive to uphold open and honest communication and to protect employees from discrimination, harassment, or unsafe practices. Open and Honest Communication Intel values the free flow of thoughts, ideas, questions, and concerns.Intel encourages employees to raise work-related issues or concerns with the direct manager as soon as possible after they arise. When necessary, the Open Door policy allows you to raises the issue with another manager, such as a department head, a division general manager, or another manager up to and including the Executive Office. If you are not comfortable using the Open Door to get answers to your questions or concerns about the Code or other topics, contact [email  protected] or a Human Resources representative, who will assess the issue or concern and determine next steps.INTEL CODE OF CONDUCT MAY 2, 2007 6 Intel does not tolerate any retaliation against employees for asking questions or making good faith reports of possible violations of law, the Code, or other guidelines. Equal Employment Opportunities and Discrimination Intel values diversity in its workforce, as well as in its customers, suppliers, and others. Intel provides equal employment opportunity for all applicants and employees. Intel does not unlawfully discriminate on the basis of race, color, religion, sex, national origin, ancestry, age, disability, veteran status, gender identity, or sexual orientation.Intel also makes reasonable accommodations for disabled employees. We follow these principles in all areas of employment including recruitment, hiring, training, promotion, compensation, benefits, transfer, and social and recreational programs. Anti-Harassment Intel is committed to providing a workplace free of harassment based on personal characteristics such as race, color, religion, sex, national origin, ancestry, age, disability, veteran status, gender identity, or sexual orientation. Intel strongly disapproves of and does not tolerate harassment of employees by managers or co-workers.We must treat co-workers, customers, and suppliers with dignity and respect. Intel prohibits threats or acts of violence against co-workers, vendors, customers, or others. If you become aware of a threat or act of violent behavior in or near the Intel workplace, notify a manager of the details of the act or threat immediately. Managers who receive such information should immediately notify Intel Security. Safety Intel complies with the safety laws, standards, and Intel guidelines that apply to our business.Sound safety practices are impor tant in all Intel workplaces, not just the fabrication or assembly/test factories. To protect Intel employees, the public, and our communities, we conduct no activity without the proper safety precautions and produce no product without the proper safeguards. We believe all workplace injuries and illnesses are preventable. When we take care, employees and suppliers at Intel workplaces need to obey the safety requirements that apply to our job and workplace. We must not begin or continue any work activity contrary to safety requirements.INTEL CODE OF CONDUCT MAY 2, 2007 7 Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest A conflict of interest occurs when an employee’s personal or family interests interfere—or even appear to interfere—with the employee’s ability to make sound business decisions in the best interest of Intel. We should not put ourselves in situations where we could be tempted to make Intel business decisions that put our personal needs ahead of Intel’s interests. Conflict of Interest ExamplesConflicts of interest typically arise in the following situations: †¢ Conducting any non-Intel business that interferes with the proper performance of our roles at Intel, such as conducting non-Intel business during working hours; utilizing Intel confidential information, specialized skills or knowledge gained as an Intel employee; or using Intel property or equipment for non-Intel uses Offering or accepting a gift, entertainment, or other payment that could be viewed as a bribe Accepting any personal benefit that is or could be interpreted as being given to us because of our role or seniority at Intel or because the donors believe we might be in a position to assist them in the future Participating in or influencing an Intel decision that may result in a personal gain, gain for an immediate family member, or gain for someone with whom we have a close personal relationship Making use of business opportunities discovered or learned through the use of Intel property, information, or our positions at Intel that may result in a personal gain, gain for an immediate family member, or gain for someone with whom we have a close personal relationship Owning a significant interest in any business that does or is seeking to do business with Intel or is in competition with Intel, when the ownership might dilute our loyalty to Intel Supervising an immediate family member or someone with whom we have a close personal relationship †¢ †¢ †¢ †¢ †¢ †¢ Handling Conflicts of Interest Intel recognizes that a conflict of interest may arise without any willful action on our part or that changes in circumstances may create a conflict or appearance of a conflict in situations where previously none existed. If you become aware of a possible conflict of interest, disclose it immediately to your manager, making a full report of all pertinent facts and circumstanc es.The manager will determine, in consultation with Intel Legal as necessary, whether a conflict of interest exists, what needs to be done to resolve the conflict, or whether you may proceed. INTEL CODE OF CONDUCT MAY 2, 2007 8 Disclosure is mandatory; failing to disclose a conflict of interest is a violation of the Code. Gifts and Entertainment Intel recognizes that exchanging business courtesies such as meals, entertainment, routine promotional gifts, and other items can be a part of building strong business relationships. At other times, such business courtesies are not appropriate. Intel provides guidelines to help determine when accepting or offering such courtesies may be appropriate and when to seek advice. As customs vary throughout the world, these guidelines may differ by country.However, there are some principles that are fixed and apply worldwide: †¢ †¢ †¢ †¢ We do not offer or accept a bribe, that is, anything designed to obligate a person to act imp roperly with regard to Intel’s business We do not offer or accept cash or cash equivalents without approval We never participate in any business entertainment activity that would violate the law or embarrass Intel by its public disclosure We consult our Intel Legal representative before offering anything of value to government or political party officials, as such gifts and entertainment are strictly regulated and often forbidden entirely We do not seek favors directly or indirectly, such as gifts, entertainment, sponsorships, or contributions from organizations doing business or seeking to do business with Intel †¢ If you have questions, consult Intel Legal. Intel Employees Protect the Company’s Assets and Reputation Intel spends considerable resources to develop and maintain assets used for the company’s business.We each have a responsibility to comply with all procedures that protect the value of Intel’s assets, including physical assets, informat ion, Intel brands, and its good name and reputation. Protecting Physical Assets Intel’s physical assets include facilities, equipment, and computer and communications systems. We are to use these assets primarily for Intel business. As a narrow exception, we may use computer and communications systems for reasonable, personal use. We need to follow applicable security and use procedures to protect the company’s physical assets from theft, loss, damage, or misuse. Report the theft, loss, damage, or misuse of Intel’s physical assets to Intel Security as soon as possible. INTEL CODE OF CONDUCT MAY 2, 2007 9While Intel respects employee privacy, we should not assume that our desk, cubicle, or use of computer or telephone equipment is private or confidential. Subject to local laws, Intel may search and review both incoming and outgoing communications and all device information, including any passwordprotected employee communications. Maintaining Information Security Proprietary information is another valuable company asset and includes internal and external communication; digital information stored on laptops, handhelds, desktops, servers, backups, and portable storage devices; and hard copy documents and verbal discussions. When we work with proprietary and confidential information, we need to take personal responsibility to safeguard it from unauthorized disclosure, changes, or loss.We must comply with all Intel security policies and procedures for handling information assets and systems to ensure that we meet legal obligations, protect Intel’s reputation, and protect Intel’s investment in proprietary information. Safeguarding Trademarks and Brands Among Intel’s most valuable assets are its trademarks and brands. To protect the value and recognition of Intel's trademarks, Intel has established guidelines that specify how and when they may be used. We must follow these guidelines whenever we use the company’s tradem arks and brands, whether in internal and external communications or in materials prepared by third parties, such as marketing agencies, channel distributors, and Original Equipment Manufacturers. Representing IntelThe value of Intel’s reputation and good name must be upheld whenever we represent Intel. On occasion, Intel may request individuals to act as an employee, officer, director, partner, consultant, representative, agent, or adviser of another entity. In those cases, an employee should discuss the situation with the direct manager. You may need special rules to abide by the Code. In other cases, such as when speaking on business or technology topics in a public setting or posting on the Internet, you must make it clear that you are expressing your own views and not those of Intel, unless you are speaking as an authorized representative of the company.You must carefully follow special rules of conduct if you participate in or take a leadership position with an industry trade association, to avoid antitrust violations. INTEL CODE OF CONDUCT MAY 2, 2007 10 Asking Questions and Reporting Concerns Each employee is responsible for reading, understanding, and following the Code. Anyone who violates the code is subject to discipline, up to and including termination of employment. Anyone who violates the law may also be subject to civil and criminal penalties. To help Intel conduct business with uncompromising integrity and professionalism, every employee has the duty to report possible violations of the law, the Code, and other company guidelines. Ways to Seek Guidance and Report ConcernsBecause the Code cannot address every situation, you will need to seek guidance whenever unsure of the correct course of action. Intel offers many ways to get information and ask questions about the Code. Consistent with Intel’s Open Door process, address the issue with your manager or with any other person in the management chain, including the Executive Office o r any officer of the corporation. Address ethics and legal questions and concerns with the internal groups who specialize in handling such issues at Intel, including Internal Audit, Intel Security, Intel Legal, and Human Resources Legal. Report concerns using the Ethics Reporting Form at EthicsandCompliance. intel. com, which allows for anonymous reporting.You have an obligation to report any potential or actual violations of the law, the Code, or other Intel guidelines, so they may be investigated. Intel takes all reports seriously, looks into the matter, and takes appropriate action. Non-Retaliation Policy Intel does not tolerate any retaliation against anyone who in good faith reports possible violations of law, the Code, or other company guidelines, or who asks questions about on-going or proposed conduct. Employees who attempt to retaliate will be disciplined. Employees who believe they have experienced retaliation for reporting possible violations should contact a local repres entative in Human Resources or Intel Legal.Approvals and Waivers The Code sets out expectations for Intel’s conduct. When certain situations require permission from management or another person before taking action, you need to raise the issue promptly to allow enough time for the necessary review and approval. In a particular circumstance Intel may find it appropriate to waive a provision of the Code. To seek a waiver, speak with a manager, who will consider the request in consultation with others, such as Intel Legal or Internal Audit. INTEL CODE OF CONDUCT MAY 2, 2007 11 Directors and executive officers who seek a waiver should address the Board of Directors or a designated committee of the Board.Intel discloses such waivers for directors and executive officers to the extent and in the manner required by law, regulation, or stock exchange listing standard. Reminders The Code serves as our guide for conducting business with integrity. It is not an employment contract and co nfers no rights relating to employment. The Code is not a complete list of Intel guidelines. You are expected to know and comply with all Intel guidelines related to your job. Violation of these other guidelines may also result in discipline, up to and including termination of employment. INTEL CODE OF CONDUCT MAY 2, 2007 12 Code of Conduct Glossary Terms and Definitions Topic Term DefinitionConduct Business with Honesty/Integrity Conducting Business with Customers, Suppliers, and Others Preparing Accurate Financial/Other Records Company guidelines Additional documentation to clarify key topics such as Supplier Publicity and Confidentiality Policy (SPCP) Financial record Any record that flows into Intel's financial statements. Preparing Accurate Financial/Other Records Preparing Accurate Financial/Other Records Preparing Accurate Financial/Other Records Other business records Auditors Any other document, including PowerPoint presentations, that is not financial in nature, e. g. whit e papers, statements of work, etc. Includes both external and internal auditors. Accounting Standards Generally Accepted Accounting Principles (GAAP), International Accounting Standards (IAS), Securities ; Exchange Commission (SEC)Follow the Letter and Spirit of the Law Bribery and AntiCorruption Government official or representative Any individual acting on behalf of a government, government department, government agency or government-owned company. Enforcement agencies interpret â€Å"government official† very broadly to include individuals who would not traditionally have been treated as a government â€Å"official†. For example under the current enforcement practice even an employee of a partially government-owned entity can be treated as a government â€Å"official†. Consultants who have been retained by the government or who are acting on behalf of the government clearly fall within the current definition. Someone other than the parties directly involved i n the action or transaction.Giving of something of value, money, a favor, something in kind which may include a promise or excusing a debt or obligation is offered or give to a person in position of trust in order to influence his/her judgment or conduct. Bribery and AntiCorruption Bribery and AntiCorruption Third party Bribe INTEL CODE OF CONDUCT MAY 2, 2007 13 Topic Environmental Management and Compliance Import and Export Compliance Term Precautionary approach Import Definition Carefully considering the health or environmental risks from using a material and striving to find cleaner and safer alternatives. An import is any item coming into a country or crossing a border.Imports may be subject to customs duty, quota restrictions, bans, or licensing requirements, depending on the country of origin and the item. An Export is often seen as merely a physical shipment of goods, but this is a common misconception. An export can also take the form of an e-mail message, a conversation, or even a foreign national catching a glimpse of technology or a process that originated in the U. S. A Foreign Person is anyone who is not a U. S. citizen or permanent U. S. resident who is working and residing in the United States. Depending on what country the Foreign Person is from and what type of work he/she will be doing for Intel, an export license may need to be obtained prior to employment.Intel produces products, software and technologies that are considered controlled by the U. S. government. There is also manufacturing equipment at Intel that may be considered controlled by the U. S. government. Give the holder the right to buy stock at a specified price during a specified period of time. Transactions where the underlying value is derived from another indicator, such as a stock price, an index price, an interest rate, etc. Examples include call options which give the holder the right to buy stock at a specified price, or put options which give the holder the right to sell stock at a specified price, during a specified period of time.Give the holder the right to sell stock at a specified price during a specified period of time. Tipping occurs when someone gives material inside information about a company to someone else in circumstances where it is likely that the recipient of the information will trade on that information. Information or subjects discussed with an Intel attorney Import and Export Compliance Export Import and Export Compliance Foreign Persons Import and Export Compliance Controlled software and technology Insider Trading Insider Trading Calls or Call Options Derivatives Insider Trading Insider Trading Puts or Put Options Tip or Tipping Intellectual Property Privileged INTEL CODE OF CONDUCT MAY 2, 2007 14Topic Intellectual Property Privacy Term Intellectual property rights Personal data Definition Include patents, trademarks, copyrights, trade secrets, know how, and mask work rights Personal data includes any information that can be u sed to identify, contact or locate someone. This includes any information which is linked to personal data, or from which other personal data can easily be derived. Examples include someone’s name, address, telephone number, fax number, e-mail address, Social Security Number or other national government identifier, etc. Treat Each Other with Fairly Anti-Harassment Harassment Harassment is a specific type of employment discrimination.It includes verbal, physical and visual conduct that creates an intimidating, offensive, or hostile environment in the workplace that interferes with work performance. Harassment may be based on gender, race, color, religion, national origin, ancestry, age, marital status, sexual orientation, disability, gender identity or veteran status. Any place where Intel business is being conducted including owned or leased offices, labs, warehouses, factories, construction sites, outdoor spaces on Intel property, or offsite business meetings. Defined safety procedures and expectations for the purpose of controlling employee risk to recognized safety hazards. Safety Intel workplaces Safety Safety requirementsAvoid Conflicts of Interest Handling Conflicts of Interest Bribe Giving of something of value, money, a favor, something in kind which may include a promise or excusing a debt or obligation is offered or give to a person in position of trust in order to influence his/her judgment or conduct. This refers to an employee taking advantage of a situation at the expense of the company and profits from the situation as a consequence of taking advantage. It does not matter whether or not the gain or profit was done with intent. Examples of these would be corporate credit-card fraud, expense fraud, theft of Intel products, theft of confidential information, and time-card fraud. An interest in something outside of an employee’s job at Intel is significant when this influences an employee’s ability to make fair and impartial dec isions in the best interest of Intel. Handling Conflicts of InterestPersonal gain Handling Conflicts of Interest Significant interest INTEL CODE OF CONDUCT MAY 2, 2007 15 Topic Handling Conflicts of Interest Handling Conflicts of Interest Dilute Term Definition To reduce the strength, force, or efficiency This may or not refer to a blood relative; this also includes friendships or relations whose may be influential in another person’s decision making or judgments. Action that is done deliberately or with intent To make known; to reveal or uncover These refer to the usually acceptable practices between representatives of 2 or more companies that are considering doing business or are actually doing business together.These practices would include invitations to events or meals, the giving of gifts of appreciation. Under corporate policies and practice, this refers to items of nominal or small value that are routinely given away for marketing purposes and as such these must inclu de a logo or trademark of the supplier, vendor, or contractor who is giving this away. To feel morally or legally bound to do (or avoid doing) something for someone else. For example, a supplier or customer offers you entertainment within acceptable dollar guidelines. If you would feel obligated to provide some benefit to the supplier or customer in return, you should avoid the entertainment. Close personal relationshipHandling Conflicts of Interest Handling Conflicts of Interest Handling Conflicts of Interest Willful action: Disclose Business courtesies Handling Conflicts of Interest Routine promotional Gifts and Entertainment Obligate Protect the Company’s Assets/Reputation Maintaining Information Security Proprietary and confidential information Specific data types that are regulated by laws, contractual agreements, national and international regulations, and Intel Policies. Failure to provide proper access restrictions on the distribution, display, transportation, use, or storage of this information may put Intel at risk and may also put the individuals involved at risk.Examples: Conflict of Interest, Insider Trading and Tipping, Personnel Privacy, Health Information Privacy, Customer Privacy, Customer Transaction Information, Trade Secrets, Future Marketing Information, Controlled Technology, Sensitive Business Processes, Security Information, Legal and Information Export regulations. 1. An asset is something of value to its owner; is often referred to â€Å"property†. Assets may come in the form Safeguarding Trademarks and Assets INTEL CODE OF CONDUCT MAY 2, 2007 16 Topic Brands Term Definition of tangible and intangible property. 2. An asset is any economic resource controlled by an entity as a result of past transactions or events and from which future economic benefits may be obtained. Examples include cash, equipment, buildings, and land. Safeguarding Trademarks and Brands TrademarkA trademark is anything that identifies the source of o ne’s goods or services and distinguishes them from those of another, including a word, a name, a design, a color, a phrase, a sound, or even a scent. It is a word (Tide*), name (Howard Johnson*), symbol (McDonald’s Golden Arches*), device (Pillsbury Doughboy*), phrase (The Ultimate Driving Machine*) or sound (Intel Bong/Sonic) that is used in trade with goods to indicate the source of the goods and to distinguish them from the goods of others. A trademark is a valuable asset worth millions of dollars and signifies the standards of excellence and consistent quality associated with the Intel products and services. This gives the consumer an assurance of quality when making future purchasing decisions in the marketplace.Thus, a trademark is inherently bound up with the â€Å"good will,† and reputation, that is developed by the owner of the mark. 1. A brand is a collection of images and ideas representing an economic producer; more specifically, it refers to the con crete symbols such as a name, logo, slogan, and design scheme. 2. Is often used interchangeably with â€Å"trademark†. 3. A brand is a sign identified by a distinctive word, phrase, sign, package or label. It is a representation of a company’s name, trademarks, products, designs and symbols. Safeguarding Trademarks and Brands Brands Safeguarding Trademarks and Brands Safeguarding Trademarks and Brands Representing Intel Original Equipment Manufacturers (OEM) Channel Distributors Direct Customers

Ethical Issues in Tv Movies Movie Review Example | Topics and Well Written Essays - 250 words

Ethical Issues in Tv Movies - Movie Review Example One girl was about eighteen but the other was only fourteen. Appropriately, the officers in the show were outraged and to be honest, I would have been pleased to see the culprits beaten to a pulp in the episode. The officers knew though that the criminals involved would have been beaten while being held for trial and for that reason put them into general population. While I am sure there are some that would find that to be controversial, I am not one of them. In the show, the elder girl has an abortion and is placed into the care of family members. The younger child presented a more sensitive issue. Firstly, her family members had now abandoned her because while she was raped, rape constituted sex before marriage and she was therefore disgraced permanently. If the family had accepted her back, then they would have shared in the disgrace. The young girl was abandoned and left in the hospital pregnant. Olivia, the female detective is understandably jarred and shaken and wants to kill anyone who touches the girl and is arguing in favor of terminating the pregnancy. The doctor in the show explains that the child's body is not developed enough to carry a pregnancy and delivery.

Research paper on methods of healthcare quality measurement Essay

Research paper on methods of healthcare quality measurement - Essay Example The following brief discussion will help the readers to understand the characteristics and aspects of these two measurement processes. Structural Quality Measurement Structural quality measurement generally comprises the resource characteristics in a healthcare system including groups of practitioners, individual practitioners, geographic location, accessibility of services, and systems of care. This structural quality measurement assesses the presumed capacity of practitioners (Donaldson, 1999). It helps to provide quality health care. The structural quality measurement helps the healthcare professional to assess specialty board certification, licensure and training structures. This measurement system helps to provide facility such private accreditation, safe physical attributes, government certification and effective procedures and policies. Process Quality Measurement The present quality of care literature is enriched with performance measurement discussion. It is one of the curre nt terminologies that are related to quality measurement. Process quality performance may include service, convenience, timeline and interpersonal aspects of care. This process quality performance measurement provides awareness and information to the patients. Moreover, it helps the patients to share their views and advice that can help in the decision making process. Example These two quality measurement methods are utilized in healthcare as important quality measurement tools. The following discussion will reveal the effectiveness of these two methods in the improvement of health care institution. Structural Quality Measurement in Healthcare The structural quality measurement method helps to assess nursing home care. It is evident that several complexities involved in the health care organization structure affect the quality of care. Due to the complexity, the health care institutions cannot follow the rules and regulations effectively (Penson & Wei, 2006). Therefore, in order to improve the organizational structure and level of care, several health care institutions implement the structural quality measurement process. A majority of patients in nursing homes used to file complaints against inadequate nursing care. The structural quality measurement helps the nurses or other health care staff to improve their skills and nursing care abilities. This process provides effective facility, training and staffing for the employees in a nursing home. Availability of patient care, nursing home workforce, and effective training programs needs careful review to judge the quality of care. Process Quality Measurement in Healthcare In nursing homes, several frequent problems include hazardous and uncertain environments, inadequate care plans and unsanitary food. In this kind of situation, process quality measurement methods are implemented in order to overcome the issues and improve the service and performance of healthcare. In terms of quality of the clinics, these measu rements generally focus on the management and diagnosis of the diseases. It also addresses preventive care such as disease screening (Brown & Remenyi, 2004). The results of these measurements are provided to the employees. It helps the employees to choose the health plans. A majority of healthcare systems provide consumer report cards. It helped the healthcare institutions to

No topic Essay Example | Topics and Well Written Essays - 250 words - 71

No topic - Essay Example Furthermore, vertical marketing systems can take numerous forms. Moreover, in a company VMS, one associate of the distribution channel possesses the other associates. Though they are owned mutually, every corporation in the chain remains to do a discrete task. However, in an ordered VMS, one associate of the channel is significant and influential ample to organize the actions of the other associates deprived of an ownership stake. Whereas. Horizontal marketing is the union of organizations on the equal level to follow marketing prospects. Moreover, the organizations join their capitals like production abilities and supply to exploit their incomes probable. For instance, a soft drink firm may cartel with a bread producer and the two foodstuffs are marketing and distributed jointly. I think the best form that best describes Costco Company is the vertical approach. Vertical organizations give clear lines of power and a fitted extent of control; these can result in high operating effectiveness. Overall, the business is encompassed of comparatively minor departments, allowing bosses to observe carefully and control the actions of their underlings. However, workers at the bottom of a vertical structure might feel less esteemed than those upper in the Chain. Moreover, for the company to cut cost, the number of chains should reduce. That will ensure that the value drops

Do the policies and ideology of multiculturalism unite us or divide us Essay

Do the policies and ideology of multiculturalism unite us or divide us - Essay Example In order to promote multiculturalism, policies are in place to protect ethnic identities of immigrants and Canadian ethnic minorities. There are programs for education, employment and support for navigating government services. However, these policies do not always result in equal treatment. Multiculturalism is a laudable goal and it looks good from the outside. However, it is not always good from the inside. The idea of multiculturalism, especially in Canada, makes people feel like they are part of a greater good, a bigger picture promoting anti- racism, and that they fighting for group and individual equality. However, policies created to help protect identity or to aid aboriginals protect their culture or immigrants to integrate into Canadian society sometimes offer advantages to immigrants that native born Canadians do not enjoy. One very visible difference in policy is in the area of education. Canada has actively recruited immigrants to boost the economy for more than a century . Because of the Offical Languages Act in 1969 to mollify Quebec separatists, numerous ESL and EFL programs exist for adult immigrants across the country to help new arrivals integrate (Derwing and Thompson 2005). However, over the years these programs have been modified to emphasize the employability skills of participants and to communicate Canadian values. Other programs, such as neighbourhood national festivals are promoted and subsidized by the government to allow immigrants to communicate their culture to other Canadians in an effort to promote understanding, acceptance and equal opportunity. The LINC program improved upon its predecessor by adding women, who were considered unemployable, to the list of beneficiaries, but it still emphasized â€Å"Canadian† values, rights, and responsibilities (Bettencourt 2003, 25), including laws, shopping and banking, plus information for services (Bettencourt 2003). It was changed again in 2000. Based upon standards of measurement o f language skills, it aims to bring all immigrants’ language skills to a useful level (CIC 1996). Various changes were made to this program by the CIC (CIC 2001; CIC 2006; CIC 2007; CIC 2009) While all this work to help new immigrants benefits society as a whole, the amount of money spent on these programs is not equalled in educations programs for native born Canadians. For example, a native born Canadian who moves to Quebec is not eligible for free French lessons, nor is a Quebec resident who moves to an English province. This is seen as favouring immigrants at the cost of native born Canadians. Education of immigrant children required a change in Canadian school systems. However, public education is the purview of the provincial governments, not the federal government (JEAN-PIERRE, 2011). So many provinces have developed multicultural programs to help resolve the problems of immigration of non-English or French speaking immigrant children. Since schools are funded mostly by property taxes, this is seen as spending the taxes of the Canadian middle class, generally native born, citizens on programs that do not visibly benefit their children. While a case can be made for the value of foreign language instruction to child educational and intellectual development, Canadian schools already offer bilingual education: French and English. Adding other languages might be better accepted if those added languages

Draft Research Paper Example | Topics and Well Written Essays - 2250 words

Draft - Research Paper Example As the paper declares an emerging way of social networking that has been ably used by organizations to manage crises is blogging. This is because these blogs provide information to customers and may also display their opinion to the public. Blogs especially the political blogs may be important tools for communication especially when crises arise and can also help in the monitoring of responses of the targeted audience. According to thr research findings social media has played an important aspect in the management of crises whenever they occur within organizations. An unpredictable occurrence that may take place that may interfere or impede the expectations of the stakeholders served by the organization and may affect the performance and outcomes of the entity. In the advent of the technology and social media, organizations have increasingly experienced different cases of crises in the management of their affairs. Coombs used the situational crisis communication theory (SCCT) in the categorization of crises and found that some affected the victim that called for minimal responsibility, natural disasters, violence at the work place, unverified claims (rumors), tampering with products, accidents and technical errors. In addition, other crises were found to be product harm, crises that could be prevented, crises caused by human errors, as well as organizational misdeeds amongst others. In the case of businesses or other profit-generating organizations, the crises may be specific to the type of products or services that they deal in or offer to their clientele.

A Novel of Nature and Love Personal Statement Example | Topics and Well Written Essays - 750 words - 1

A Novel of Nature and Love - Personal Statement Example I suppose nature did not accept my ultimate presence on the scene forever and in no time a roaring sound of thunder rejected my proposal and the sky went black with it, bashing the windscreen of our car with heavy rain, thunder shook the whole mountainous range which made me think of my death (Sprague, 2005). We all in response to the shattering flood decided to pull over the side by the road. Unfortunately, not everyone on the road had the same decision of stopping by. As we pulled over, I heard a gaudy scratching of tires and shouts which passed our car and then bang. The driver had faced the music of his erroneous all rushed to the scene and found the eventual misery of nature (Anderson & Alison, 2004). The driver and the front seat passenger unfortunately by the will of God had flown to their final destinations, though children at the back seat were safe. I couldn’t stand the decision of nature and roll back to the car with mourn and grief. It was an unforgettable trip whe re joy drowned me into the positives of nature but as I seemed to forget the balance of nature, it made me taste the dip of its flipside too. I had visited this hill station before in winter too but now coming back here in summer again helped me realize its natural significance again with a different perspective. Whistling breezes, musical sounds of pine trees, carved attractive mountains, sunshine, frosting waterfall, cuddling of clouds, fearlessness of monkeys, colorful rainbows and elegant landscapes had taken my heart which helped me inhibiting natural positives to my memory but soon enough the thundering rain spoiled the whole attraction of hill stations and revealed the flipside of nature (Lawrence and O'Brien, 2000), I experienced the ultimate grief of humanity in the form of death. In the incident of accident and death, I forgot every joy of this trip what I saw, what I felt, what I touched, what I heard? Every inch of my dream and desirable memory got deleted within seconds . I asked my father to proofread my essay, his feedback encouraged me to submit this point of view essay for grading. He stated that the description is overwhelming, in contrast, were the first para explained the positive elements of nature than the other side of the picture. The essay used and explained all the rhetoric tools of writing. The event described follows consistency and transition in happening and occurrence according to the features specified. The storyline progresses as we move from one para to another as the journey and trip decision is made then with the car moving to the hill station, sceneries progress, cold breezes, sounds of pine trees, rain, mountainous landscapes, waterfalls, aqueducts floating water down the range, sunshine, clouds, rainfall, thunderstorm, heavy rain, scratching of tires, accident and consequences of accidents etc.

Julius Caesar Essay Example for Free

Julius Caesar Essay

The Current Marketing Strategies Of British Airways

The Current Marketing Strategies Of British Airways From the period 1990 to the current age, the aviation industry has been one of the most booming sectors. Worldwide increase in GDP created a wave in the economy. The demand to travel resulted in the growth of the airline industry. During the year 2000 the airline industry suffered one of its most tragic phases regarding to the growth of the industry. This happen mainly due to the problems faced by the world, for instance the terrorist attacks on the world trade centre and the deadly virus named SARS which claimed a lot of lives in south east Asia. Many travelers reduced their travel and preferred avoiding few critical places of the world. Due to this there was a major impact which led to the downfall of the airline industry. The crisis initially stared a slowdown in the demand for airlines and as the crisis evolved the demand started to decrease in a rapid manner. British airways completed 90 years of service on 25th August 2009. The origin of British airways could be traced back from the 19th century. Its first ever flight took off on 25th august 1919. Since then British Airways has seen a lot of changes and developments. The first flight operated from London to Paris and it carried only a single passenger and the cargo included newspapers, Devonshire cream and grouse. During the year 1924 many airlines emerged. Out of these four airlines joint hands and formed Imperial Airways limited. They basically provided services to Paris, Brussels, Basle, Cologne and Zurich. In the year 1930 handful of UK air transport companies joint hands to form British Airways Limited which emerged to become the biggest competitor for Imperial Airways. Due to nationalization by the UK government British Airways and Imperial Airways formed British Overseas Airways Corporation (BOAC) in the year 1939. Domestic and Continental flights were operated by another airline, British European Airways. In the year 1972 British airways Board which was established in the year 1960 merged BOAC and BEA which led to the formation of British Airways in the year 1974. Marketing Strategies of British Airways: Marketing is nothing but a mix of Place, Product, Price and promotion. British Airways have based their marketing strategies based on the marketing mix. They have a product strategy, pricing strategy, Promotion strategy. Product Strategy of British Airways: Introduction to product strategy: Product is the main and the key feature of any sector or a company. Place, price, promotion comes along with product. Without a product the other three marketing mixes, place, price, promotion cannot be considered. The main product of British Airways is providing air carriers (flights) to the customers who wish to travel. It provides various services which are intangible. These services become a part of the product which is sold by British Airways. British airways have different types of classes for travelling which are executive class, business class, club class and economy class. The product sold by British Airways has been divided into different product levels. The first being the core product what a customer is purchasing. In the case of British Airways its the flight tickets which are been purchased by a customer. He buys them basically to satisfy his need to travel from one place to the other. The second is the basic product. In the case of British Airways it is the flight. The customers here book the flights to their destinations on the basis of the schedule provided by British Airways. British airways has a very big network and it connects UK to all parts of the world.The British airways flies to 95 different cities in Europe and 60 other destinations throughout the world. It is rated as one of the busiest airline in the world. The third is the expected product by the customer. In the case of British Airways it would be the various products such as complimentary meals, drinks, allocated seats and onboard entertainment and other services. British Airways also provides extra services such as various executive classes. British airways provide gold class, silver class and the blue class. They have different kinds of services to fulfill different kinds of needs of their customers. Pricing strategy of British Airways: Pricing is nothing but a method by which the price or the value of the product is been calculated. Its the amount paid by a customer in order to enjoy the product or service. While setting the price the company needs to keep to basic things in mind. They are quality and the price. If the price is higher than the quality, the company would run under losses. And if the price and quality are balanced then the company would reach its profits soon. British Airways has three different strategies. They are; Premium price strategy: In this kind of strategy the people of higher class in the society are targeted as they can afford such kind of cost. The main customers for this strategy are executive and business class users. They have been given high quality services as they pay a high price. Medium price strategy: In this kind of pricing strategy the medium class of the society is been targeted. Here the quality of services provided is lower than the premium price .in every kind of strategy the quality keeps deteriorating but at a minimum level. This strategy is basically used in order to give competition to various other airlines which provide the same services. Low price strategy: This strategy is basically used to compete with low cost carriers like Raynair. British airways provide low cost fares along with added quality services and its name. People would obviously prefer British airways than the other low coast carriers as they are getting British airways at the same cost along with their name. Considering other competitors British airways revised its pricing policy. The factors determining them are; -Determining the pricing objectives -Acting according to the demand -Cost estimation -comparing competitors prices and costs -selection of a pricing method PROMOTION STRATEGY: British airways have provided various offers during festivals like Christmas. This ticket is generally known as British airways escape ticket. Rates have been slashed to a large extent and also people who travel in silver and gold class have been given free upgrades but only one way of the journey. Domestic flying rates have also been slashed. PROBLEMS FACED BY BRITISH AIRWAYS: -TERRORISM: The attacks on the World Trade Centre in the year 2001 created fear among the travelers and since then the airline industry at a whole faced a huge downfall. Despite all security measures taken in recent times people travelers are not able to regain their confidence. Due to this there is a slight decrease in travel. But in recent years terrorism has been controlled due to which airline industry has picked up in a rapid manner -Oil prices: Increase of crude oil prices created an economic downfall due to which the airline industry was badly hit. British airways being a part of it faced the problems dude to which they had to increase their fares. The increase in fares led to people choosing low cost carriers and thus British Airways lost a lot of business. Volcanic ash: The volcano which erupted in Iceland created lot of disruption in the airspace of UK due to which 4000 flights were cancelled on 15th April 2010. Thos went on for nearly 3 weeks due to which many airlines faced huge losses. British airways were one of them. Strikes: The crew of British airways seems to go on strikes for everything possible. In recent years crew members have resorted to strikes based on salaries and staffing issues. Die to this many flights were cancelled. Low cost carriers took advantage of this and British airways started losing its business and the respect of its brand. People started to prefer other airlines due to the strikes. British airways is losing business due to this. The issue is still not been resolved. Competitors: The different types of marketing strategies used by rival airlines are much more effective due to which British airways is losing its valuable customers. Various competitors like emirates, Virgin Atlantic, Lufthansa are providing travelers with better services than British airways. These problems are general in-flight problems faced by the passengers who are travelling on British airways. These problems are based on the feedback and reviews of the customers -Passengers travelling have complained about the food which is been served to them during the journey -Passengers are complaining about the entertainment provided on the flight -passengers also have complained about the staff and they say that they dont seem to be caring and are only professional. SWOT analysis: Strengths: British airways have purchased a new fleet of aircrafts which are highly equipped with the latest technologies available. Its competitors are still on the way to get changing their inventory. British airways have its main strength in its name. The very name of it marks its respect. Weakness: The marketing strategies of BA arent as good as its competitors. The reason behind this is that BA is using simple and outdated strategies. Whereas its competitors are using intense marketing strategies which are developed by highly skilled market analysts. British airways suffer losses due to number of strikes every year. Opportunities: As British airways provide various services, it has got the potential to score customers in the global market. If they do so then globalization can be their strength instead of their weakness. Threats: the threats of British airways are internal as their decision making is poor. Due to this there is loss in business. British airways have its prime focus on local issues and national issues due to which it fails to see global. Thus globalization is been ignored.

Chaucers Canterbury Tales - Knights Tale :: Chaucer Knights Tale Essays

In his prologue, Chaucer introduces all of the characters who are involved in this fictional journey and who will tell the tales. One of the most interesting of the characters introduced is the Knight. Chaucer refers to the Knight as â€Å"a most distinguished man† and, indeed, his sketch of the Knight is highly complimentary.   Another Knight seen in the â€Å"Canterbury Tales† is the rapist knight in the Wife of Bath’s Tale, who is not a very noble knight and doesn’t follow a chivalric code. This knight seems more realistic as opposed to the stereotypical ideal knight that Chaucer describes in the Prologue. It is hard to believe that such a   perfect knight existed during that time.   Ã‚  Ã‚  Ã‚   Today we look back at knighthood, chivalry, and â€Å"curteisye† as romantic and unreal. It is true that a code of   behavior did exist, and Chaucer presents the Knight as a real representative of the code. However the Knight in the Wife of Baths tale, is the complete opposite of this one, and violates all of the rules of Knighthood. By way of contrast the Knight in The Wife of Bath’s Tale is more common during the Middle Ages, and stories of rape by knights were not uncommon. Chaucer goes against the normal chivalric ideal of a knight by presenting a knight as he really might have been, which is the knight presented in The Wife of Bath’s Tale. As all of the different tales reflect back on the characters of the pilgrims who tell them, the ideas in the Knight’s Tale are reflected back on the Knight.   His tale is a tale of ideal love and chivalry, and fits the character of the Knight. Furthermore, fitting the Knight’s character, his tale has no incidents of vulgarity, the love is a clean love, with no hint of sensuality. The love exists on a high, platonic level.   In the article â€Å"Costume Rhetoric in the Knight’s Portrait:   Chaucer’s Every-Knight and his Bismotered Gyphon,† by Laura F. Hodges, featured in the April 1995 edition of the Chaucer Review, Hodges examines the reasons behind Chaucer’s decisions on the clothing of his Knight. Hodges said that the fact that the Knight was wearing soiled clothing is an allusion to the fact that the knight was soiled religiously. However I think his shirt was â€Å"much stained† by where the armor had left his mark, and he just arrived from service and went directly on his pilgrimage.

Trade Law Essay -- International Law

Part 1: Critically assess the argument that electronic bills of lading are better and more effective than paper bills of lading. This essay will answer the first part of the question by at first introducing bills of lading, their history and features and then explain what electronic bills of lading are. Bills of lading originated as a result of Mediterranean trading during the 11th or 12th century AD when records of the goods loaded (where the word ‘lading’ comes from) on to ships over long distances were kept. During the early part of the 20th century rules were drawn up by the International Law Association called the Hague Rules that aimed at regulating the obligations and the liabilities of those carrying the goods by sea. A bill of lading documents the type, destination and quantity of the good being transported and also serves as a receipt of shipment when the goods reach their destination. Being a legal document between the carrier and the shipper, which must be signed by both and also signed by the recipient, a bill of lading can be treated as evidence under many different laws as it is a document of title. Due to it being a document of title the shipment will be incomplete without the documentation; therefore it cannot be passed on to the correct party when the goods are presented at the port of destination stipulated in the ocean bill of lading. Bills of lading are usually made in three original pieces or parts which are sent off to the consignee by mail, another is sent off to with the goods and the last is retained by the shipper. Sometimes the master of the ship retains a copy for their own personal reference. An example copy of a bill of lading may be seen in appendix one, at the end of this essay. Two ex... ...hnology Law, 17(2), 125-149. Livermore, J. (2006). Electronic bills of lading. Journal of Maritime Law and Commerce, 28(1), 455-59. Nilson, k. (1995). Electronic bills of lading — planning for areas of risk. Journal of Financial Crime, 2(4), 311-316. Scrutton, T. E. (2009). Charterparties and Bills of Lading. London: BiblioBazaar. UNCTAD. (2004). UNCTAD Survey Reveals Why Paper B/Ls Still Rule. Managing Exports, 2004(8), 1-14. Wang, F. F. (2010). Law of Electronic Commercial Transactions: Contemporary Issues in the EU, US and China (Routledge Research in Information Technology and E-commerce Law). Routledge. Yiannopoulos, A. (1995). Ocean Bills of Lading: Traditional Forms, Substitutes, and EDI Systems. The Hague: Kluwer law International. Zekos, G. I. (1999). EDI and the contractual role of computerised (electronic) bills of lading. Managerial Law, 41, 1-34. Trade Law Essay -- International Law Part 1: Critically assess the argument that electronic bills of lading are better and more effective than paper bills of lading. This essay will answer the first part of the question by at first introducing bills of lading, their history and features and then explain what electronic bills of lading are. Bills of lading originated as a result of Mediterranean trading during the 11th or 12th century AD when records of the goods loaded (where the word ‘lading’ comes from) on to ships over long distances were kept. During the early part of the 20th century rules were drawn up by the International Law Association called the Hague Rules that aimed at regulating the obligations and the liabilities of those carrying the goods by sea. A bill of lading documents the type, destination and quantity of the good being transported and also serves as a receipt of shipment when the goods reach their destination. Being a legal document between the carrier and the shipper, which must be signed by both and also signed by the recipient, a bill of lading can be treated as evidence under many different laws as it is a document of title. Due to it being a document of title the shipment will be incomplete without the documentation; therefore it cannot be passed on to the correct party when the goods are presented at the port of destination stipulated in the ocean bill of lading. Bills of lading are usually made in three original pieces or parts which are sent off to the consignee by mail, another is sent off to with the goods and the last is retained by the shipper. Sometimes the master of the ship retains a copy for their own personal reference. An example copy of a bill of lading may be seen in appendix one, at the end of this essay. Two ex... ...hnology Law, 17(2), 125-149. Livermore, J. (2006). Electronic bills of lading. Journal of Maritime Law and Commerce, 28(1), 455-59. Nilson, k. (1995). Electronic bills of lading — planning for areas of risk. Journal of Financial Crime, 2(4), 311-316. Scrutton, T. E. (2009). Charterparties and Bills of Lading. London: BiblioBazaar. UNCTAD. (2004). UNCTAD Survey Reveals Why Paper B/Ls Still Rule. Managing Exports, 2004(8), 1-14. Wang, F. F. (2010). Law of Electronic Commercial Transactions: Contemporary Issues in the EU, US and China (Routledge Research in Information Technology and E-commerce Law). Routledge. Yiannopoulos, A. (1995). Ocean Bills of Lading: Traditional Forms, Substitutes, and EDI Systems. The Hague: Kluwer law International. Zekos, G. I. (1999). EDI and the contractual role of computerised (electronic) bills of lading. Managerial Law, 41, 1-34.

Act Database :: essays research papers

â€Å"In today’s competitive world, business professionals are increasingly aware of the value of managing relationships and communicating effectively, both within the workgroup and with their customers,† said Christopher Calisi, vice president of Symantec’s Remote Productivity Solutions Group. â€Å"ACT! 4.0 is an invaluable tool for building and maintaining relationships with customers and potential customers.† ACT! 4.9 is a fully customizable contact manager. As business demands rise, it is imperative that software applications provide users with useful solutions for managing all aspects of their business. ACT! 4.0 extends customer databases with the world of Internet information, delivers superior integration with communication tools, and provides the power users are looking for in a familiar and easy-to-use interface. My current company currently uses ACT! 4.0. This is very useful to have up-to-date information on our customers and automotive part numbers they are currently using. My office currently exists of 16 salesmen with one office manager. My company has reviewed numerous databases and has chosen ACT! 4.0 for the use of:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Tracking names  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Tracking numbers  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Addresses  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Correspondence (i.e., memos, faxes, emails) The need for keeping tack of budgets and dollar figures was not necessary for our business. My company uses ACT! 4.0 for many reasons:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Customers names, numbers, addresses  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Database of letters, memo’s, faxes, and emails sent out.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Tracking of notes, phone conversations, and meeting minutes.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Personal reminders.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Meeting times and locations Keeping up-to-date address and number information on our customers is vital in this line of business. ACT! 4.0 is easy to input customers names and address. Once that information is in the database you can simply click on the buttons that says; letter or memo, and a letter or memo comes up with all the information on it, all you have to do is type the body of the letter. You can also click on fax and you can send a fax cover page with attachments through your computer. One feature that has been very useful in the past few years is email addresses. If you need to send an email just click on the email button and it goes directly to Microsoft Outlook. All the information you send to a customer (memo, fax, email, letter) is kept in that customer’s database. This allows you to keep track of information you sent without having to go through all your software to locate what you sent and where it is saved in your computer. There is also a field to keep track of notes, phone conversations, and meeting minutes.

BACP Ethical Framework Focus Essay

Considering a way to ethically monitor what I do with clients is a really interesting area for me. I said to my supervisor very early on in our working relationship that there was no way for her to know if any work was actually taking place in the room, because there was no practical way to observe my practice. Although this was part in jest, I am genuinely intrigued that there is so much work going on around individuals’ welfare, with no real way of ensuring it is healthy, productive, professional and appropriate. My supervisor told me that, if work was not occurring, then this would be clear in supervision, and my retention of clients. I have kept this in mind if my thoughts have ever wandered since. I think, for me, there is a level of confidence, I can only hope this comes as a result of a level of competence. Within OnTrak it has been mentioned by my supervisor and senior staff that I am successful at retaining what can often be a very sporadic client group. I think that the young people I work with must be getting something from the process, or they simply would not return! OnTrak work to ensure clients are aware of the Ethical Framework for Good Practice in Counselling and Psychotherapy from their initial assessment. It is covered (along with the agencies specific policies) during a client’s assessment with a senior practitioner. The core components are then covered by myself at the first session and then covered as and when necessary. An example of this would be a client who missed a session and, at the next session, told me he had done so because he was not entirely sure of the confidentiality boundaries around criminal activity. He had missed the session because he ‘knew I would make him talk about it’, after subsequent discussion we worked to clarify this to mean he would want to talk about it on some level, and knew I would encourage this as an empathic result. By restating the confidentiality conditions I was able to reas sure the client, and positive work continued. I think, like any profession, there will be bad counsellors in operation, I believe that the reasons for (and importance of) working within an ethical framework ensure that clients can, at the very minimum, be met by an individual who will do no harm, even if they are not able to help the individual progress with their issues. In order to ensure that my relationships with clients are bounded by this professional framework they are invited to discuss the ethical guidelines throughout the  sessions, and encouraged to research any areas they are unsure of on the BACP website. When we did an exercise in class around the contracting and boundary setting that takes place in our own sessions some class members thought mine was a bit lengthy. In my experience my initial contracting would have been fairly focussed but, with experiences of subsequent clients, I have found it necessary to include more areas for the client to be aware of, which lengthens this initial exchange. As an example of this, I was approached in a bar by one client’s friends who asked about our counselling relationship. The client has obviously pointed me out, and this led to the encounter. I politely declined talking about any client issues, using client confidentiality as the reason, and have been really clear with subsequent clients what expectations we have if contact outside of the counselling room occurs. Considering the values covered in the Ethical Framework for Good Practice in Counselling and Psychotherapy, I think three stand out for me: Ensuring the integrity of practitio ner-client relationships. This is key to me due to my professional background alongside these studies. I work at a local school and the pastoral role I have means there are frequent occasions where young people can be in a state of incongruence and display a lack of consequential thinking. This means it is crucial to be empathetic, but also aware of self-preservation too, both emotionally (to avoid transference) and also professionally (to avoid any questioning of professionalism or allegations of inappropriateness. I have found this lends itself really well to my counselling practice as I am hyperaware of any situations that could be misconstrued, and believe I can interpret clients struggling with boundaries in their own awareness. One female client was displaying inappropriate sexual overtones, so this was discussed with my supervisor and addressed within subsequent sessions. Fostering a sense of self that is meaningful to the person(s) concerned. With the clients at OnTrak, so m any of their presenting issues can be attributed, at least in part, to an unawareness of self. Often exacerbated by a need to be what others (parents, teachers etc) believe they should be. For me, the real turning point is when these young people find their own voice, as I have managed to do myself, then they also begin to see that they can create their own sanctuary. Striving for the fair and adequate provision of counselling and psychotherapy services. This one represents somewhat of a challenge for me,  personally. Within OnTrak we are a self-referral only agency. A group I struggle with, due to my own beliefs, is the client base with OnTrak who simply don’t want to be there. Although self-referral suggests clients have made the autonomous decision to enter therapy, we have a number of clients who feel coerced to attend, this can be through pressure from parents, or heavy suggestion from GP and/or school. Due to my own reticence to access personal therapy, and feeling obligated to attend sessions. I can relate to clients who are in therapy against their will, I empathise with them (perhaps there is an element of envy as well!) and encourage clients to move on if they are not in a place to access therapy positively. Therefore, whilst I feel 100% that we have adequate facilitation of a therapeutic practice, I do sometimes question how ‘fair’ it is, from the perspective of clients who would rather be somewhere e lse. Something I have struggled with in many jobs since I returned from my time living and working overseas in the idea of professional standards. I am very reluctant to do anything which stops me from expressing my of creativity and style but, as this usually does not represent a very ‘corporate’ outlook, I understand there are some parts of my external appearance that clients may struggle with, particularly my tattoos and piercings. I resolved from fairly early on that it would be inappropriate to have my larger tattoos on show; I have experienced how judgemental people can be and did not want to risk the client-counsellor relationship to take on any negative connotations due to transference. There was one occasion that this potentially represented an issue, my supervision overran one week and, although I had allowed myself time to get changed, it meant that I would potentially be meeting a client in a top that revealed my chest tattoo. This offered several interesting areas of focus, my supervisor offered to give me a lift to my home to get changed (I saw this as blurred lines, so politely declined), the supervisor was the one who initially highlighted there may be an issue (which raised the familiar sense of being judged) and it meant the client session would start a little later on this occasion, which could impact the client and myself. I think there is a definite expectation of clients (particularly being young at OnTrak) and I do not necessarily embody that. Clients have mentioned on several occasions that I am not what they expected, and I think sometimes I struggle with the behaviour, dress, and communication with professional peers due to my issue  with supervi sion and being submissive. I believe I have competence and integrity when it comes to my clients’ wellbeing, but this sometimes goes missing when dealing with colleagues. I have the same perspective to my counselling as I do in my role at the school, to use the Ethical Framework for Good Practice in Counselling and Psychotherapy’s ideas of ethical principles I put great value in beneficence and justice. The clients (or, in my professional capacity, the students) are key, and thus they occupy most of my concern. This can put me out of sync with colleagues and classmates as I struggle to see the link between peer feedback & guidance, and professional progression. I am working to build bridges with colleagues, my supervisor and classmates, but I think there is a definite desire to relate to the clients, not the ‘experts’. Although I have been at the agency for three years, I already have quite a varied anecdotal base of experience to draw from. Specific training at the agency allowed me to look at areas that may be accessed (consciously or unconsciously) while dealing with this client type, this fosters a sense of competence, but also resilience to the issues these clients may be bringing. There have been cases where I have had to consider my limits as a trainee, particularly a client who brought legal issues to our sessions. After disclosing her experience of sexual abuse from a sibling during one of our sessions I signposted a client to the local sexual assault centre. This was done after discussion with my supervisor and senior staff at the agency, and involved one of the senior staff joining us for part of a session. I initiated that, as I wanted to ensure the client’s needs were being met, but accepted that I may not be best placed to do so at the time. Another client believed her cousin w as having inappropriate relationships with minors. Again, this was explored away from the sessions to help me see where I was struggling, and how much of my ‘self’ was potentially playing out in the sessions. The outcome of this was that a youth worker at the youth club where this boy was meeting young girls was made aware of his activity (with the client’s permission, and direction) and acted according. One of the things my supervisor and senior staff at the agency acknowledge is my ability to recognise my responsibility to clients. When I started at the agency I had my probationary period extended by six months. This was not due  to my inability to work with clients (which was made clear to me), but a result of my poor administration. Initially this was a struggle, I was working well with clients, having positive outcomes and keeping clients engaged, but I have since realised there is a responsibility I have to the wider profession. With CORE forms and client notes (for the agency, not myself) there was an initial distrust as I felt they were just box ticking exercises (in truth, a part of me still believes this!), but I now realise they are necessary parts of the process, to ensure the continuation of the agency, and the appropriate records are kept for clients. There is still a sense that I am a child in an adult world for me. Not just in my studies, but in life as a whole. Thi s means I can sometimes struggle with expectations of my own conduct within my training group and in the agency setting. As I have said, I believe my time with clients is appropriate, positive and productive, but there is a definite need to be seen as a team player and contributor, which I have often struggled with. There are times I will say things in class, or to colleagues in the agency that represent me as an individual, rather than as a professional. I think the gap between these two ‘sides’ is getting smaller as a result of my personal therapy, and just getting older, but there are still times when I feel the need to censor my views. Unfortunately, this is often retrospectively! I believe I can competently demonstrate professional standards in my therapeutic work, but there is still a side of me that can cause issues for me when it comes to peer relationships. However, the solace from this is something I feel within the counselling relationships I have. There is something about being in emotional contact with someone at that level that just unlocks empathy, sincerity, respect and humility in me that I struggle to access away from those sessions. I find that as a client as well, not just a practitioner. I agree that the challenge of working ethically means that I will inevitabl y encounter situations where I have competing obligations and perceptions. I believe that I have the courage to seek support and advice, to ensure that there are no ‘heroic’ actions I take in haste, which may result in dangerous decisions and consequences for my clients, or myself.