DBQ on New England vs Chesapea essays

DBQ on New England vs Chesapea essays DBQ: New England vs. Chesapeake Region There are many different reasons why we are here today. The best explanation is probably due to the two English groups that first came to the New World in search of better lives, who later on were known as the Chesapeake and the New England regions; those who started the development of a rural and unknown world into one of the worlds most populated and economically rich nations; the United States of America. Those two English groups came for better lives, yet they had different reasons to settle; therefore developing two completely different societies. This is what developed the different characteristics between the New England and the Chesapeake region. One of the biggest differences between the New England and Chesapeake region is the reason why they established their colonies. The New England region consisted of separatist puritans that did not just want to purify the Anglican Church, but Protestants that wanted to separate from the Anglican Church to form the perfect church of God, instead of going through the trouble of reforming it. The separatist-puritans embarked on a ship heading to New England with a vision of being the idealistic civilization under Gods eyes and the civilization that others would look up to. They migrated in families, which also gave them a greater chance of survival there were two women for every three men. On the other hand, the Chesapeake Bay consisted mainly of young gentlemen that were blinded by their ambition for gold. The Chesapeake was established for economic wealth and was sent by the Virginia Company of London with the support of James I, who issued a charter for settlement. They did not think about the lifestyle they would lead in the New World, but the wealth they would gain there. These gold-hungry gentlemen were unqualified and unprepared to liv...

Birth Mark essays

Birth Mark essays Love is an experience that many people in todays society desire in their life for many reasons. It is something that many people hold very dear to them. Many people make significant sacrifices to receive the approval and acceptance from those that they love; Nathaniel Hawthorne proved this in The Birth-Mark. What Georgiana did to prove her love to Aylmer was a clear example of the sacrifices she would have made. Love and self-esteem issues could have been the motives for Georgiana removing the birth-mark. These motives could also be why women in todays society have similar procedures done, for similar reasons. Georgianas love for Aylmer could be why she chose to have the birthmark removed. Her love is so strong that she needs to make any sacrifices to prove her love to him. She states, Either remove this dreadful Hand, or take my wretched life! (Hawthorne 1264). This shows that she is truly in love with him and will do anything to gain his approval. Despite her own feelings of the birth-mark, she is willing to have it removed in the name of love. Women in the 21st century are not really concerned with a birth-mark because there is plastic surgery to fix that. Whether it is liposuction, breast implants or dieting, these things are often done for the purpose of gaining the love and approval of a man. Many of these sacrifices are known to be dangerous and even life threatening, but it is still something that is done. These actions can be parallel with those of Georgiana because many of these things are done with the purpose of showing a partner that the love for them is true. The last reason that Georgiana could have wanted the birth-mark removed is because of the many self-esteem issues that she had. In the quote, To tell you the truth, it has been so often called a charm, that I was simple enough to imagine it might be so (Hawthorne 1262). This quote could be ...

Canadian Aboriginal Residential Schools Essay Example | Topics and Well Written Essays - 500 words

Canadian Aboriginal Residential Schools - Essay Example While the effort might have been successful in mitigating native cultural attachment, it has been found out that many residential school students were subjected to physical, emotional, and sexual abuse. Brasfield (2001) claims that many former residential school students experience a similar form of condition as post-traumatic stress disorder, which he calls residential school syndrome. The Canadian government has set up a Truth and Reconciliation Commission that aims at compensating for any abuse they have gone through. However, a greater concern is the implication of residential schools on the current generation of aboriginal Indians whose parents or grandparents have been former residential school students. This paper will explore the impact of residential schools on the current generation of aboriginal Indians in terms of education, income, job opportunities, health services, and child care facilities.Beaulne-Stuebing (2013) cites the findings of a report produced by the Canadian Human rights Commission which points out that there still exists a great well-being divide between aboriginal natives and the non-aboriginals of Canada. The statistical figures take a look at Metis and Inuit Indians and demonstrate marked inequalities between native aboriginals and non-aboriginals. In fact, the social inequality between the two groups is the most significant artifact of colonialism with aboriginals being one of the poorest ethnic groups of Canada (Wilson and MacDonald, 2010).

Alyssa Marie Stephenson Personal Statement Example | Topics and Well Written Essays - 500 words

Alyssa Marie Stephenson - Personal Statement Example The life story of Alyssa Stephenson is like a winding brook, and I am the water that flows wherever the course goes. As I flow, I learn knowledge, skills and attitudes that have made me a stronger person who has the qualities of a good educator and counselor. Ever since as a child, I was active in almost sort of any activity that my parents encouraged me to join. I attended private catholic school from elementary to high school, which instilled in me values such as generosity, compassion and humility. Most of the time, I attended dancing lessons in Manhattan Dance and Arizona Dance Academy. I have been exposed into different dancing styles such as folk dancing during my stay at St. Gregory and cheer dance during my high school days. I cheered all the way to at Tucson at the U of A stations. Such activities brought me self-confidence as I could express myself through dancing. As a dancer, I had the discipline to attend rehearsals and endure long hours of practice until all the steps a re perfect. These experiences taught me discipline, value for hard work, and determination which I can apply to my studies in a graduate program. I have learned how to manage my time and even volunteered at Salvation Army Food Drive as early as grade school. It is very fulfilling to share what you have to other people, and this belief becomes part of my dream to become a teacher. I also want to impart my knowledge and skills to students.

Human psyche Essay Example for Free

Human psyche Essay The urge to compete is a large part of the human psyche. When this sense of competitiveness is taken to the extreme, a war may erupt. Throughout the history of humanity wars have been waged, even before the advent of writing, when poets where there to capture their essence. The epic poem The Iliad by Homer describes a war that took place almost two thousand, seven hundred years ago. The Greek society in which Homer lived was considered more violent than any in existence today. This gave him all the inspiration needed to create an epic war poem. By revealing to the reader the futility and horror of war, Homers Iliad offers an excellent critique of society, more specifically the fragility of human civilization and the savagery of human nature, when under the extreme pressures of combat. This masterful piece of literature, although written in many centuries ago, has much insight on ancient Greek society that can still be applied, with a modern twist, to todays world. The style Homer used in his epic poem was unconventional and highly successful. Compared to many other novels or poem of its time, as well as most modern pieces of literature, The Iliad is much longer. This both helps and hinders the texts ability to convey the messages and meanings of war. In order to capture and preserve the audiences interest during such a long poem, Homer took the reader on adventures beyond the Trojan battle field and into the life of each individual solider. By doing this, the reader feels drawn into the story and shares the horrors and futility the Greeks faced during the Trojan War. A large part of Homers work is dedicated to war and battle scenes. The main reason for this is because many believed Greek society, which took place seven hundred years before Christ, was brutally violent. Fighting was an everyday occurrence and brought honour among the warriors. The Greek gods did not dissipate the violent society; in fact they encouraged it by demanding animal s acrifices as part of daily rituals. It is this bloodlust, along with Homers original style, that has made The Iliad popular and highly influential to this day. War stories depict, through their graphic imagery, the horrors and tragedies taking place during a battle and The Iliad is no exception. The Iliad is most effective at portraying the futility and horrors of war throughout the text with all the gory details. Homer does an excellent job at capturing the realism of each battle scene in over five thousand lines of prose, nearly one third of the poem. As critic Martin Muller points out in Fighting in the Iliad the poet and his audience like such [battle] scenes and their periodic occurrence require no greater motivation then bar-room brawls in a Western. The following quote illustrates Homers ability to evoke graphic images during a battle:  The shaft pierced the tight belts twisted thongs,  piercing the blazoned plates, piercing the guard  he wore to shield his loins and block the spears,  his best defense-the shaft pierced even this,  the tip of the weapon grazed the mans flesh,  and dark blood came spurting from the wound. (pg149, p2) This quote gives the reader a clear image of what is happening as the shaft wounds the unfortunate soldier. Homer also adds to the horrors of the war by telling us about the history of each individual solider before their death. With about two hundred and fifty names in the text, all with individual stories behind their life or death, the story may become murky but never unemotional. Many times a character will be introduced only to be killed off within the same chapter. This adds to the death, destruction and ultimately the horror of the war the Greeks and the Trojans are fighting. As well as reminding the reader of the horrors of war, Homer tells of the futility of fighting such a bloody battle. The sense of frustration and futility of the war is clearly sown as the Greeks fight the Trojans for more than nine years on end. With war comes death, a fact that resounds throughout the Iliad:  While Euchenor knew that boarding the ships for Troy  meant certain death: his father told him so  time and again the strong old prophet said that  hed die in his own halls of a fatal plague  or go with the ships and die at Trojan hands. (pg362, p3) In this quote, describing the life of a solider before he is killed, we see that his efforts during the war appear pointless. He could have met a similar dishonourable death by staying home and enjoying his life. Death represents the futility of fighting a war because it is the only guaranteed result. Monarch Notes tells that since death is a constant presence in life we may better see how men value their lives when they are close to that presence. Homer does an excellent job of bringing the reader down to the battle so that the futility of war can be closely felt.

Synopsys For Physical Design Of Asic Computer Science Essay

Synopsys For Physical Design Of Asic Computer Science Essay IC Compiler is the software package from Synopsys for Physical Design of ASIC. It provides necessary tools to complete the back end design of the very deep submicron designs. The inputs to the IC Compiler are: a gate-level netlist which can be from DC Compiler or third-party tools, a detailed floorplan which can be from previous Design Planning through IC Compiler or other third-party tools, timing constraints and other constraints, physical and timing libraries provided by manufacturer, and foundry-process data. IC Compiler generates a GDSII-format file as output ready for tape out of the chip. In addition, it is possible to export a Design Exchange Format (DEF) file of placed netlist data ready for a third-party router. IC Compiler uses a binary Synopsys Milkyway database, which can be used by other Synopsys tools based on Milkyway. [16] 4.2 User Interfaces IC Compiler can be used either with Shell interface (icc_shell) or with Graphical user interface (GUI). Shell interface is the command-line interface, which is used for batch mode, scripts, typing commands, and push-button type of operations. Graphical user interface (GUI) is an advanced graphical analysis and physical editing tool. Certain tasks, such as very accurately displaying the design and providing visual analysis tools, can only performed from the GUI. Also tool command language (Tcl), which is used in many applications in the EDA industry, is available to IC Compiler. Using Tcl, you can write reusable procedures and scripts. The IC Compiler design flow is an easy-to-use, single-pass flow that provides convergent timing closure. Figure 4.1 shows the basic IC Compiler design flow, which is centered around three core commands that perform placement and optimization (place_opt), clock tree synthesis and optimization (clock_opt), and routing and postroute optimization (route_opt). [16] icc1 Figure 4.1 IC Compiler Design Flow [21] For most designs, if the place_opt, clock_opt, and route_opt steps are followed, IC Compiler will provide optimal results. You can use IC Compiler to efficiently perform chip-level design planning, placement, clock tree synthesis and routing on designs with moderate timing and congestion challenges. To further improve the quality of results for your design you can use additional commands and switches for placement, clock tree synthesis, and routing steps that IC Compiler provides. IC Compiler design flow involves execution of following steps: 1. Set up and prepare the libraries and the design data. 2. Perform design planning and power planning. -Design planning is to perform necessary steps to create a floorplan, determine the size of the design, create the boundary and core area, create site rows for the placement of standard cells, set up the I/O pads. -Power planning, is to perform necessary steps to create a power plan to meet the power budget and the target leakage current. 3. Perform placement and optimization. IC Compiler placement and optimization uses enhanced placement and synthesis technologies to generate a legalized placement for leaf cells and an optimized design, which addresses and resolves timing closure issues for the provided design. You can supplement this functionality by optimizing for power, recovering area for placement, minimizing congestion, and minimizing timing and design rule violations. To perform placement and optimization, use the place_opt core command (or from GUI choose Placement menu and then Core Placement and Optimization sub-menu). 4. Perform clock tree synthesis and optimization. To perform the clock tree synthesis and optimization phase, use the command clock_opt (or choose Clock > Core Clock Tree Synthesis and Optimization in the GUI). IC Compiler clock tree synthesis and embedded optimization solve complicated clock tree synthesis problems, such as blockage avoidance and the correlation between preroute and postroute data. Clock tree optimization improves both clock skew and clock insertion delay by performing buffer sizing, buffer relocation, gate sizing, gate relocation, level adjustment, reconfiguration, delay insertion, dummy load insertion, and balancing of interclock delays. 5. Perform routing and postroute optimization. To perform routing and postroute optimization, use the route_opt core command (or choose Route > Core Routing and Optimization in the GUI). As part of routing and postroute optimization, IC Compiler performs global routing, track assignment, detail routing, search and repair, topological optimization, and engineering change order (ECO) routing. For most designs, the default routing and postroute optimization setup produces optimal results. If necessary, you can supplement this functionality by optimizing routing patterns and reducing crosstalk or by customizing the routing and postroute optimization functions for special needs. 6. Perform chip finishing and design for manufacturing tasks. IC Compiler provides chip finishing and design for manufacturing and yield capabilities that you can apply throughout the various stages of the design flow to address process design issues encountered during chip manufacturing. 7. Save the design. Save your design in the Milkyway format. This format is the internal database format used by IC Compiler to store all the logical and physical information about a design. [16] 4.3 How to Invoke the IC Compiler 1. Log in to the UNIX environment with the user id and password . 2. Start IC Compiler from the UNIX promt: UNIX$ icc_shell The xterm unix prompt turns into the IC Compiler shell command prompt. 3. Start the GUI. icc_shell> start_gui This window can display schematics and logical browsers, among other things, once a design is loaded. 4.4 Preparing the Design IC Compiler uses a Milkyway design library to store design and its associated library information. This section describes how to set up the libraries, create a Milkyway design library, read your design, and save the design in Milkyway format. These steps are explained in the following sections: à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Libraries à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Power and Ground Nets à ¢Ã¢â€š ¬Ã‚ ¢ Reading the Design à ¢Ã¢â€š ¬Ã‚ ¢ Annotating the Physical Data à ¢Ã¢â€š ¬Ã‚ ¢ Preparing for Timing Analysis and RC Calculation à ¢Ã¢â€š ¬Ã‚ ¢ Saving the Design 4.4.1 Setting Up the Libraries IC Compiler requires both logic libraries and physical libraries. The following sections describe how to set up and validate these libraries. à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Logic Libraries: IC Compiler uses logic libraries to provide timing and functionality information for all standard cells. In addition, logic libraries can provide timing information for hard macros, such as RAMs. IC Compiler uses variables to define the logic library settings. In each session, you must define the values for the following variables (either interactively, in the .synopsys_dc.setup file, or by restoring the values saved in the Milkyway design library) so that IC Compiler can access the libraries: à ¢Ã¢â€š ¬Ã‚ ¢ search_path Lists the paths where IC Compiler can locate the logic libraries. à ¢Ã¢â€š ¬Ã‚ ¢ target_library Lists the logic libraries that IC Compiler can use to perform physical optimization. à ¢Ã¢â€š ¬Ã‚ ¢ link_library Lists the logic libraries that IC Compiler can search to resolve references. à ¢Ã¢â€š ¬Ã‚ ¢ Setting Up the Physical Libraries: IC Compiler uses Milkyway reference libraries and technology (.tf) files to provide physical library information. The Milkyway reference libraries contain physical information about the standard cells and macro cells in your technology library. In addition, these reference libraries define the placement unit tile. The technology files provide information such as the names and characteristics (physical and electrical) for each metal layer, which are technology-specific. The physical library information is stored in the Milkyway design library. For each cell, the Milkyway design library contains several views of the cell, which are used for different physical design tasks. If you have not already created a Milkyway library for your design (by using another tool that uses Milkyway), you need to create one by using the IC Compiler tool. If you already have a Milkyway design library, you must open it before working on your design. This section describes how to perform the following tasks: à ¢Ã¢â€š ¬Ã‚ ¢ Create a Milkyway design library To create a Milkyway design library, use the create_mw_lib command (or choose File > Create Library in the GUI). à ¢Ã¢â€š ¬Ã‚ ¢ Open a Milkyway design library To open an existing Milkyway design library, use the open_mw_lib command (or choose File > Open Library in the GUI). à ¢Ã¢â€š ¬Ã‚ ¢ Report on a Milkyway design library To report on the reference libraries attached to the design library, use the -mw_reference_library option. icc_shell>report_mw_lib-mw_reference_library design_library_name To report on the units used in the design library, use the report_units command. icc_shell> report_units à ¢Ã¢â€š ¬Ã‚ ¢ Change the physical library information To change the technology file, use the set_mw_technology_file command (or choose File > Set Technology File in the GUI) to specify the new technology file name and the name of the design library. à ¢Ã¢â€š ¬Ã‚ ¢ Save the physical library information To save the technology or reference control information in a file for later use, use the write_mw_lib_files command (or choose File > Export > Write Library File in the GUI). In a single invocation of the command, you can output only one type of file. To output both a technology file and a reference control file, you must run the command twice. à ¢Ã¢â€š ¬Ã‚ ¢ Verifying Library Consistency: Consistency between the logic library and the physical library is critical to achieving good results. Before you process your design, ensure that your libraries are consistent by running the check_library command. [16] icc_shell> check_library 4.4.2 Setting Up the Power and Ground Nets IC Compiler uses variables to define names for the power and ground nets. In each session, you must define the values for the following variables (either interactively or in the .synopsys_dc.setup file) so that IC Compiler can identify the power and ground nets: à ¢Ã¢â€š ¬Ã‚ ¢ mw_logic0_net By default, IC Compiler VSS as the ground net name. If you are using a different name, you must specify the name by setting the mw_logic0_net variable. à ¢Ã¢â€š ¬Ã‚ ¢ mw_logic1_net By default, IC Compiler uses VDD as the power net name. If you are using a different name, you must specify the name by setting the mw_logic1_net variable. 4.4.3 Reading the Design IC Compiler can read designs in either Milkyway or ASCII (Verilog, DEF, and SDC files) format. à ¢Ã¢â€š ¬Ã‚ ¢ Reading a Design in Milkyway Format à ¢Ã¢â€š ¬Ã‚ ¢ Reading a Design in ASCII Format 4.4.4 Annotating the Physical Data IC Compiler provides several methods of annotating physical data on the design: à ¢Ã¢â€š ¬Ã‚ ¢ Reading the physical data from a DEF file To read a DEF file, use the read_def command (or choose File > Import > Read DEF in the GUI). icc_shell> read_def -allow_physical design_name.def à ¢Ã¢â€š ¬Ã‚ ¢ Reading the physical data from a floorplan file A floorplan file is a file that you previously created by using the write_floorplan command (or by choosing Floorplan > Write Floorplan in the GUI). icc_shell> read_floorplan floorplan_file_name à ¢Ã¢â€š ¬Ã‚ ¢ Copying the physical data from another design To copy physical data from the layout (CEL) view of one design in the current Milkyway design library to another, use the copy_floorplan command (or choose Floorplan > Copy Floorplan in the GUI). [16] icc_shell> copy_floorplan -from design1 4.4.5 Preparing for Timing Analysis and RC Calculation IC Compiler provides RC calculation technology and timing analysis capabilities for both preroute and postroute data. Before you perform RC calculation and timing analysis, you must complete the following tasks: à ¢Ã¢â€š ¬Ã‚ ¢ Set up the TLUPlus files You specify these files by using the set_tlu_plus_files command (or by choosing File > Set TLU+ in the GUI). icc_shell> set_tlu_plus_files -tech2itf_map ./path/map_file_name.map -max_tluplus ./path/worst_settings.tlup -min_tluplus ./path/best_settings.tlup à ¢Ã¢â€š ¬Ã‚ ¢ (Optional) Back-annotate delay or parasitic data To back-annotate the design with delay information provided in a Standard Delay Format (SDF) file, use the read_sdf command (or choose File > Import > Read SDF in the GUI). To remove annotated data from design, use the remove_annotations command. à ¢Ã¢â€š ¬Ã‚ ¢ Set the timing constraints At a minimum, the timing constraints must contain a clock definition for each clock signal, as well as input and output arrival times for each I/O port. This requirement ensures that all signal paths are constrained for timing. To read a timing constraints file, use the read_sdc command (or choose File > Import > Read SDC in the GUI). icc_shell> read_sdc -version 1.7 design_name.sdc à ¢Ã¢â€š ¬Ã‚ ¢ Specify the analysis mode Semiconductor device parameters can vary with conditions such as fabrication process, operating temperature, and power supply voltage. The set_operating_conditions command specifies the operating conditions for analysis. à ¢Ã¢â€š ¬Ã‚ ¢ (Optional) Set the derating factors If your timing library does not include minimum and maximum timing data, you can perform simultaneous minimum and maximum timing analysis by specifying derating factors for your timing library. Use the set_timing_derate command to specify the derating factors. à ¢Ã¢â€š ¬Ã‚ ¢ Select the delay calculation algorithm By default, IC Compiler uses Elmore delay calculation for both preroute and postroute delay calculations. For postroute delay calculations, you can choose to use Arnoldi delay calculation either for clock nets only or for all nets. Elmore delay calculation is faster, but its results do not always correlate with the PrimeTime and PrimeTime SI results. The Arnoldi calculation is best used for designs with smaller geometries and high resistive nets, but it requires more runtime and memory. [16] 4.4.6 Saving the Design To save the design in Milkyway format, use the save_mw_cel command (or choose File > Save Design in the GUI). [16] CHAPTER 5: Design Planning 5.1 Introduction Design planning in IC Compiler provides basic floorplanning and prototyping capabilities such as dirty-netlist handling, automatic die size exploration, performing various operations with black box modules and cells, fast placement of macros and standard cells, packing macros into arrays, creating and shaping plan groups, in-place optimization, prototype global routing analysis, hierarchical clock planning, performing pin assignment on soft macros and plan groups, performing timing budgeting, converting the hierarchy, and refining the pin assignment. Power network synthesis and power network analysis functions, applied during the feasibility phase of design planning, provide automatic synthesis of local power structures within voltage areas. Power network analysis validates the power synthesis results by performing voltage-drop and electromigration analysis. [16] Figure 5.1 IC Compiler Design Planning [21] 5.2 Tasks to be performed during Design Planning à ¢Ã¢â€š ¬Ã‚ ¢ Initializing the Floorplan à ¢Ã¢â€š ¬Ã‚ ¢ Automating Die Size Exploration à ¢Ã¢â€š ¬Ã‚ ¢ Handling Black Boxes à ¢Ã¢â€š ¬Ã‚ ¢ Performing an Initial Virtual Flat Placement à ¢Ã¢â€š ¬Ã‚ ¢ Creating and Shaping Plan Groups à ¢Ã¢â€š ¬Ã‚ ¢ Performing Power Planning à ¢Ã¢â€š ¬Ã‚ ¢ Performing Prototype Global Routing à ¢Ã¢â€š ¬Ã‚ ¢ Performing Hierarchical Clock Planning à ¢Ã¢â€š ¬Ã‚ ¢ Performing In-Place Optimization à ¢Ã¢â€š ¬Ã‚ ¢ Performing Routing-Based Pin Assignment à ¢Ã¢â€š ¬Ã‚ ¢ Performing RC Extraction à ¢Ã¢â€š ¬Ã‚ ¢ Performing Timing Analysis à ¢Ã¢â€š ¬Ã‚ ¢ Performing Timing Budgeting à ¢Ã¢â€š ¬Ã‚ ¢ Committing the Physical Hierarchy à ¢Ã¢â€š ¬Ã‚ ¢ Refining the Pin Assignment 5.3 Initializing the Floorplan The steps in initializing the floorplan are described below. à ¢Ã¢â€š ¬Ã‚ ¢ Reading the I/O Constraints: To load the top-level I/O pad and pin constraints, use the read_io_constraints command. à ¢Ã¢â€š ¬Ã‚ ¢ Defining the Core and Placing the I/O Pads: To define the core and place the I/O pads and pins, use the initialize_floorplan command. à ¢Ã¢â€š ¬Ã‚ ¢ Creating Rectilinear-Shaped Blocks: Use the initialize_rectilinear_block command to create a floorplan for rectilinear blocks from a fixed set of L, T, U, or cross-shaped templates. These templates are used to determine the cell boundary and shape of the core. To do this, use initialize_rectilinear_block -shape L|T|U|X. à ¢Ã¢â€š ¬Ã‚ ¢ Writing I/O Constraint Information: To write top-level I/O pad or pin constraints, use the write_io_constraints command. Read the Synopsys Design Constraints (SDC) file (read_sdc command) to ensure that all signal paths are constrained for timing. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Cell Rows: To add cell rows, use the add_row command. à ¢Ã¢â€š ¬Ã‚ ¢ Removing Cell Rows: To remove cell rows, use the cut_row command. à ¢Ã¢â€š ¬Ã‚ ¢ Saving the Floorplan Information: To save the floorplan information, use the write_floorplan command. à ¢Ã¢â€š ¬Ã‚ ¢Writing Floorplan Physical Constraints for Design Compiler Topographical Technology: IC Compiler can now write out the floorplan physical constraints for Design Compiler Topographical Technology (DC-T) in Tcl format. The reason for using floorplan physical constraints in the Design Compiler topographical technology mode is to accurately represent the placement area and to improve timing correlation with the post-place-and-route design. The command syntax is: write_physical_constraints -output output_file_name -port_side [16] Figure 5.2 Floor Plan After Initialization [21] 5.4 Automating Die Size Exploration This section describes how to use MinChip technology in IC Compiler to automate the processes exploring and identifying the valid die areas to determine smallest routable, die size for your design while maintaining the relative placement of hard macros, I/O cells, and a power structure that meets voltage drop requirements. The technology is integrated into the Design Planning tool through the estimate_fp_area command. The input is a physically flat Milkyway CEL view. 5.5 Handling Black Boxes Black boxes can be represented in the physical design as either soft or hard macros. A black box macro has a fixed height and width. A black box soft macro sized by area and utilization can be shaped to best fit the floorplan. To handle the black boxes run the following set of commands. set_fp_base_gate estimate_fp_black_boxes flatten_fp_black_boxes create_fp_placement place_fp_pins create_qtm_model qtm_bb set_qtm_technology -lib library_name create_qtm_port -type clock $port report_qtm_model write_qtm_model -format qtm_bb report_timing qtm_bb 5.6 Performing an Initial Virtual Flat Placement The initial virtual flat placement is very fast and is optimized for wire length, congestion, and timing. The way to perform an initial virtual flat placement is described below. à ¢Ã¢â€š ¬Ã‚ ¢ Evaluating Initial Hard Macro Placement: No straightforward criteria exist for evaluating the initial hard macro placement. Measuring the quality of results (QoR) of the hard macro placement can be very subjective and often depends on practical design experience. à ¢Ã¢â€š ¬Ã‚ ¢ Specifying Hard Macro Placement Constraints: Different methods can be use to control the preplacement of hard macros and improve the QoR of the hard macro placement. Creating a User-Defined Array of Hard Macros Setting Floorplan Placement Constraints On Macro Cells Placing a Macro Cell Relative to an Anchor Object Using a Virtual Flat Placement Strategy Enhancing the Behavior of Virtual Flat Placement With the macros_on_edge Switch Creating Macro Blockages for Hard Macros Padding the Hard Macros à ¢Ã¢â€š ¬Ã‚ ¢ Padding the Hard Macros: To avoid placing standard cells too close to macros, which can cause congestion or DRC violations, one can set a user-defined padding distance or keepout margin around the macros. One can set this padding distance on a selected macros cell instance master.During virtual flat placement no other cells will be placed within the specified distance from the macros edges. [16] To set a padding distance (keepout margin) on a selected macros cell instance master, use the set_keepout_margin command. à ¢Ã¢â€š ¬Ã‚ ¢ Placing Hard Macros and Standard Cells: To place the hard macros and standard cells simultaneously, use the create_fp_placement command. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Floorplan Editing: IC Compiler performs the following floorplan editing operations. Creating objects Deleting objects Undoing and redoing edit changes Moving objects Changing the way objects snap to a grid Aligning movable objects 5.7 Creating and Shaping Plan Groups This section describes how to create plan groups for logic modules that need to be physically implemented. Plan groups restrict the placement of cells to a specific region of the core area. This section also describes how to automatically place and shape objects in a design core, add padding around plan group boundaries, and prevent signal leakage and maintain signal integrity by adding modular block shielding to plan groups and soft macros. The following steps are covered for Creating and Shaping Plan Groups. à ¢Ã¢â€š ¬Ã‚ ¢ Creating Plan Groups: To create a plan group, create_plan_groups command. To remove (delete) plan groups from the current design, use the remove_plan_groups command. à ¢Ã¢â€š ¬Ã‚ ¢ Automatically Placing and Shaping Objects In a Design Core: Plan groups are automatically shaped, sized, and placed inside the core area based on the distribution of cells resulting from the initial virtual flat placement. Blocks (plan groups, voltage areas, and soft macros) marked fix remain fixed; the other blocks, whether or not they are inside the core, are subject to being moved or reshaped. To automatically place and shape objects in the design core, shape_fp_blocks command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Padding to Plan Groups: To prevent congestion or DRC violations, one can add padding around plan group boundaries. Plan group padding sets placement blockages on the internal and external edges of the plan group boundary. Internal padding is equivalent to boundary spacing in the core area. External padding is equivalent to macro padding. To add padding to plan groups, create_fp_plan_group_padding command. To remove both external and internal padding for the plan groups, use the remove_fp_plan_group_padding command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Block Shielding to Plan Groups or Soft Macros: When two signals are routed parallel to each other, signal leakage can occur between the signals, leading to an unreliable design. One can protect signal integrity by adding modular block shielding to plan groups and soft macros. The shielding consists of metal rectangles that are created around the outside of the soft macro boundary in the top level of the design, and around the inside boundary of the soft macro. To add block shielding for plan groups or soft macros, use the create_fp_block_shielding command. To remove the signal shielding created by modular block shielding, use the remove_fp_block_shielding command. [16] 5.8 Performing Power Planning After completed the design planning process and have a complete floorplan, one can perform power planning, as explained below. à ¢Ã¢â€š ¬Ã‚ ¢ Creating Logical Power and Ground Connections: To define power and ground connections, use the connect_pg_nets command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Power and Ground Rings: It is necessary to add power and ground rings after doing floorplanning. To add power and ground rings, use the create_rectangular_rings command. à ¢Ã¢â€š ¬Ã‚ ¢ Adding Power and Ground Straps: To add power and ground straps, use the create_power_straps command. à ¢Ã¢â€š ¬Ã‚ ¢ Prerouting Standard Cells: To preroute standard cells, use the preroute_standard_cells command. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Low-Power Planning for Multithreshold-CMOS Designs: One can perform floorplanning for low-power designs by employing power gating. Power gating has the potential to reduce overall power consumption substantially because it reduces leakage power as well as switching power. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Power Network Synthesis: As the design process moves toward creating 65-nm transistors, issues related to power and signal integrity, such as power grid generation, voltage (IR) drop, and electromigration, have become more significant and complex. In addition, this complex technology lengthens the turnaround time needed to identify and fix power and signal integrity problems. By performing power network synthesis one can preview an early power plan that reduces the chances of encountering electromigration and voltage drop problems later in the detailed power routing. To perform the PNS, one can run the set of following commands. [16] synthesize_fp_rail set_fp_rail_constraints set_fp_rail_constraints -set_ring set_fp_block_ring_constraints set_fp_power_pad_constraints set_fp_rail_region_constraints set_fp_rail_voltage_area_constraints set_fp_rail_strategy à ¢Ã¢â€š ¬Ã‚ ¢ Committing the Power Plan: Once the IR drop map meets the IR drop constraints, one can run the commit_fp_rail command to transform the IR drop map into a power plan. à ¢Ã¢â€š ¬Ã‚ ¢ Handling TLUPlus Models in Power Network Synthesis: Power network synthesis supports TLUPlus models. set_fp_rail_strategy -use_tluplus true à ¢Ã¢â€š ¬Ã‚ ¢ Checking Power Network Synthesis Integrity: Initially, when power network synthesis first proposes a power mesh structure, it assumes that the power pins of the mesh are connected to the hard macros and standard cells in the design. It then displays a voltage drop map that one can view to determine if it meets the voltage (IR) drop constraints. After the power mesh is committed, one might discover problem areas in design as a result of automatic or manual cell placement. These areas are referred to as chimney areas and pin connect areas. To Check the PNS Integrity one can run the following set of commands. set_fp_rail_strategy -pns_commit_check_file set_fp_rail_strategy -pns_check_chimney_file set_fp_rail_strategy -pns_check_chimney_file pns_chimney_report set_fp_rail_strategy -pns_check_hor_chimney_layers set_fp_rail_strategy -pns_check_chimney_min_dist set_fp_rail_strategy -pns_check_pad_connection file_name set_fp_rail_strategy -pns_report_pad_connection_limit set_fp_rail_strategy -pns_report_min_pin_width set_fp_rail_strategy -pns_check_hard_macro_connection file_name set_fp_rail_strategy -pns_check_hard_macro_connection_limit set_fp_rail_strategy -pns_report_min_pin_width à ¢Ã¢â€š ¬Ã‚ ¢ Analyzing the Power Network: One perform power network analysis to predict IR drop at different floorplan stages on both complete and incomplete power nets in the design. To perform power network analysis, use the analyze_fp_rail command. To add virtual pads, use the create_fp_virtual_pad command. To ignore the hard macro blockages, use the set_fp_power_plan_constraints command. à ¢Ã¢â€š ¬Ã‚ ¢ Viewing the Analysis Results: When power and rail analysis are complete, one can check for the voltage drop and electromigration violations in the design by using the voltage drop map and the electromigration map. One can save the results of voltage drop and electromigration current density values to the database by saving the CEL view that has just been analyzed. à ¢Ã¢â€š ¬Ã‚ ¢ Reporting Settings for Power Network Synthesis and Power Network Analysis Strategies: To get a report of the current values of the strategies used by power network synthesis and power network analysis by using the report_fp_rail_strategy command. [16] 5.9 Performing Prototype Global Routing One can perform prototype global routing to get an estimate of the routability and congestion of the design. Global routing is done to detect possible congestion hot spots that might exist in the floorplan due to the placement of the hard macros or inadequate channel spacing. To perform global routing, use the route_fp_proto command. 5.10 Performing Hierarchical Clock Planning This section describes how to reduce timing closure iterations by performing hierarchical clock planning on a top-level design during the early stages of the virtual flat flow, after plan groups are created and before the hierarchy is committed. One can perform clock planning on a specified clock net or on all clock nets in the design. à ¢Ã¢â€š ¬Ã‚ ¢ Setting Clock Planning Options: To set clock planning options, use the set_fp_clock_plan_options command. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Clock Planning Operations: To perform clock planning operations, use the compile_fp_clock_plan command. à ¢Ã¢â€š ¬Ã‚ ¢ Generating Clock Tree Reports: To generate clock tree reports, use the report_clock_tree command. à ¢Ã¢â€š ¬Ã‚ ¢ Using Multivoltage Designs in Clock Planning: Clock planning supports multivoltage designs. Designs in multivoltage domains operate at various voltages. Multivoltage domains are connected through level-shifter cells. A level-shifter cell is a special cell that can carry signals across different voltage areas. à ¢Ã¢â€š ¬Ã‚ ¢ Performing Plan Group-Aware Clock Tree Synthesis in Clock Planning: With this feature, clock tree synthesis can generate a clock tree that honors the plan groups while inserting buffers in the tree and prevent new clock buffers from being placed on top of a plan group unless they drive the entire subtree inside that particular plan group. This results in a minimum of clock feedthroughs, which makes the design easier to manage during partitioning and budgeting. [16] 5.11 Performing In-Place Optimization In-place optimization is an iterative process that is based on virtual routing. Three types of optimizations are performed: timing improvement, area recovery, and fixing DRC violations. T

Marketing Is Everything

HER JANUARY-FEBRUARY 1991 Marketing Is Everything by Regis McKenna he 1990s will belong to the customer. And that is great news for the marketer. Technology is transforming choice, and choice is transforming the marketplace. As a result, we are witnessing the emergence of a new marketing paradigm – not a â€Å"do more† marketing that simply turns up the volume on the sales spiels of the past but a knowledge- and experience-based marketing that represents tbe once-and-for-all death of the salesman. Marketing's transformation is driven by tbe enormous power and ubiquitous spread of tecbnology.So pervasive is technology today tbat it is virtually meaningless to make distinctions between technology and nontecbnology businesses and industries: tbere arc only tecbnology companies. Tecbnology has moved into products, the workplace, and the marketplace with astonishing speed and thorougbness. Seventy years after tbey were invented, fractional borsepower motors are in some IS to 20 bousebold products in tbe average American home today. In less than 20 years, the microprocessor has achieved a similar penetration. TWenty years ago, there Regis McKenna is chairman of Regis McKenna Inc. a Palo Alto-headquartered marketing consulting firm that advises some of America's leading high-tech companies. He is also a general partner of Kleiner Perkins Caufield &) Byers, a technology venture-capital company. He is the author of Who's Afraid of Big Blue? (Addison-Wesley, 1989) and The Regis Touch (Addison-Wesley, 1985]. DRAWING BY TIMOTHY BLECK T 65 MARKETING IS EVERYTHING were fewer than 50,000 computers in use,- today more than . 50,000 computers are purchased every day. The defining characteristic of this new technological push is programmahility.In a computer chip, programmability means the capability to alter a command, so that one chip can perform a variety of prescribed functions and produce a variety of prescribed outcomes. On the factory floor, programmability transforms the production operation, enabling one machine to produce a wide variety of models and products. More broadly, programmability is the new corporate capability to produce more and more varieties and choices for customers – even to offer each individual customer the chance to design and implement the â€Å"program† that will yield the precise product, service, or variety that is right for him or her.The technological promise of programmahility has exploded into the reality of almost unlimited choice. Take the world of drugstores and supermarkets. According to Gorman's New Product News, which tracks new product introductions in these two eonsumer-products arenas, between 1985 and 1989 the number of new products grew by an astonishing 60% to an all-time annual high of 12,055. As venerable a brand as Tide illustrates this multiplication of brand variety. In 1946, Procter & Gamble introduced the laundry detergent, the first ever. For 38 years, one version of Tide served the entire market.Then, in the mid-1980s, Procter & Gamble began to bring out a succession of new Tides: Unscented Tide and Liquid Tide in 1984, Tide with Bleach in 1988, and the concentrated Ultra Tide in 1990. To some marketers, the creation of almost unlimited customer choice represents a threat – particularly when choice is accompanied by new competitors. TVenty years ago, IBM had only 20 competitors,- today it faces more than 5,000, when you count any company that is in the â€Å"computer† business. Twenty years ago, there were fewer than 90 semiconductor companies; today there are almost 300 in the United States alone.And not only are the competitors new, bringing with them new products and new strategies, but the customers also are new: 90% of the people who used a computer in 1990 were not using one in 1980. These new customers don't know ahout the old rules, the old understandings, or the old ways of doing business – and they don't care. What the y do care about is a company that is willing to adapt its products or services to fit their strategies. This represents the evolution of marketing to the market-driven company. Several decades ago, there were sales-driven companies.These organizations focused their energies on changing customers' minds to fit the product – praeticing the â€Å"any color as long as it's black† school of marketing. As teehnology developed and competition increased, some companies shifted their approach and became eustomer driven. These companies expressed a new willingness to change their product to fit customers' requests – practicing the â€Å"tell us what color you want† school of marketing. In the 1990s, successful companies are becoming market driven, adapting their products to fit their customers' strategies.These companies will practice â€Å"let's figure out together whether and how color matters to your larger goal† marketing. It is marketing that is oriente d toward creating rather than controlling a market; it is 66 HARVARD BUSINESS REVIEW January-February 1991 based on developmental education, incicmcntul improvement, and ongoing process rather than on simple market-share tactics, raw sales, and one-time events. Most important, it draws on the base of knowledge and experience that exists in the organization. T ese two fundamentals, knowledge-based and experiencebased marketing, will increasingly define the capabilities of a successful marketing organization. They will supplant the old approach to marketing and new product development. The old approach – getting an idea, conducting traditional market research, developing a product, testing the market, and finally going to market – is slow, unresponsive, and turf-ridden. Moreover, given the fast-changing marketplace, there is less and less reason to believe that this traditional approach can keep up with real customer wishes and demands or with the rigors of competition.C onsider the mueh-publieized 1988 lawsuit that Beecham, the international consumer products group, filed against advertising giant Saatchi ; Saatchi. The suit, which sought more than $24 million in damages, argued that Yankelovich Clancy Shulman, at that time Saatchi's U. S. market-research subsidiary, had â€Å"vastly overstated† the projected market share of a new detergent that Beecham launched. Yankelovich forecast that Beecham's product, Delicare, a cold-water detergent, would win between 45. 4% and 52. 3% of the U. S. arket if Beecham backed it with $18 million of advertising. According to Beeeham, however, Delicare's highest market share was 25%; the product generally achieved a market share of between 15% and 20%. The lawsuit was settled out of court, with no clear winner or loser. Regardless of the outcome, however, the issue it illustrates is widespread and fundamental: forecasts, by their very nature, must be unreliable, particularly with technology, competitors, cu stomers, and markets all shifting ground so often, so rapidly, and so radically.The alternative to this old approach is know ledge-based and experience-based marketing. Knowledge-based marketing requires a company to master a scale of knowledge: of the technology in which it competes; of its competition; of its customers; of new sources of technology that can alter its competitive environment; and of its own organization, capabilities, plans, and way of doing business.Armed with this mastery, companies can put knowledge-based marketing to work in three essential ways: integrating tbe customer into tbe design process to guarantee a product tbat is tailored not only to the customers' needs and desires but also to the customers' strategies; generating nicbe thinking to use tbe company's knowledge of cbannels and markets to identify segments of tbe market tbe company can own; and developing the infrastructure of suppliers, vendors, partners, and users wbose relationships will help susta in and support tbe company's reputation and technological edge.The otber balf of this new marketing paradigm is experiencebased marketing, wbicb empbasizes interactivity, connectivity, and creativity. With tbis approacb, companies spend time with tbeir customers, constantly monitor tbeir competitors, and develop a feedback-analysis system tbat turns this information about the market and the competition into important new product intelligence. At the same time, tbese companies botb evaluate their own )anuary February 1991 HARVARD BUSINESS REVIEW 67 MARKETING IS EVERYTHING echnology to assess its currency and cooperate with other companies to create mutually advantageous systems and solutions. These close encounters – with customers, competitors, and internal and external technologies – give companies the firsthand experience they need to invest in market development and to take intelligent, calculated risks. In a time of exploding choice and unpredictable change, market ing – the new marketing – is the answer. With so much choice for customers, companies face the end of loyalty.To combat that threat, they can add sales and marketing people, throwing costly resources at the market as a way to retain customers. But the real solution, of course, is not more marketing but better marketing. And that means marketing that finds a way to integrate the customer into the company, to create and sustain a relationship between the company and the customer. The marketer must he the integrator, both internally – synthesizing technological capability with market needs – and externally bringing the customer into the company as a participant in the development and adaptation of goods and services.It is a fundamental shift in the role and purpose of marketing: from manipulation of the customer to genuine customer involvement; from telling and selling to communicating and sharing knowledge; from last-in-line function to corporate-credibilit y champion. Playing the integrator requires the marketer to command credibility. In a marketplace characterized by rapid change and potentially paralyzing choice, credibility becomes the company's sustaining value.The character of its management, the strength of its financials, the quality of its innovations, the congeniality of its customer references, the capabilities of its alliances – these are the measures of a company's credibility. They are measures that, in turn, directly affect its capacity to attract quality people, generate new ideas, and form quality relationships. The relationships are the key, the hasis of customer choice and company adaptation. After all, what is a successful brand hut a special relationship?And who hetter than a company's marketing people to create, sustain, and interpret the relationship between the company, its suppliers, and its customers? That is why, as the demands on the company have shifted from controlling costs to competing on product s to serving customers, the center of gravity in the company has shifted from finance to engineering-and now to marketing. In the 1990s, marketing will do more than sell. It will define the way a company does business. The old notion of marketing -was epitomized hy Marketing Is Everythins, and Everything T A/T / +' IS IViarKCting he ritual phone call from the CEO to the corporate headhunter saying, â€Å"Find me a good marketing per- ^†Ã¢â‚¬Ëœ^ ^† ‘^†^ ^^ marketing operation! † What the Q^Q wanted, of course, was someone who could take on a discrete set of textbook functions that were generally associated with run-of-the-mill marketing. That person would immediately go to Madison Avenue to hire an advertising agency, change the ad campaign, redesign the company logo, redo the brochures, train the sales force, retain a high-powered public relations firm, and alter or otherwise reposition the company's image.HARVARD BUSINESS REVTEW lanuary-February 1991 68 Behind the CEO's call for â€Å"a good marketing person† were a number of assumptions and attitudes about marketing: that it is a distinct function in the company, separate from and usually subordinate to the core functions; that its job is to identify groups of potential customers and find ways to convince them to buy the company's product or service; and that at the heart of it is image making – creating and projecting a false sense of the company and its offerings to lure the customer into the company's grasp.If those assumptions ever were warranted in the past, however, all three are totally unsupportable and obsolete today. Marketing today is not a function; it is a way of doing business. Marketing is not a new ad campaign or this month's promotion. Marketing has to be all-pervasive, part of everyone's job description, from the receptionists to the board of directors. Its job is neither to fool the customer nor to falsify the company's image. It is to integrate the customer into the design of the product and to design a ystematic process for interaction that will create substance in the relationship. To understand the difference between the old and tbe new marketing, compare how two bigb-tech medical instrument companies recently bandied similar customer telepbone calls requesting tbe repair and replacement of their equipment. Tbe first eompany – call it Gluco – delivered tbe replacement instrument to tbe customer witbin 24 hours of tbe request, no questions asked. Tbe box in wbich it arrived contained instructions for sending back tbe broken instrument, a mailing label, and even tape to reseal tbe box.Tbe pbone call and tbe excbange of instruments were handled conveniently, professionally, and witb maximum consideration for and minimum disruption to tbe customer. The second company – call it Pumpco – bandied tbings quite differently. Tbe person wbo took the customer's telepbone call bad never been asked about repairing a piece of equipment; sbe tbougbtlessly sent tbe customer into tbe limbo of bold. Finally, sbe came back on the line to say tbat tbe customer would have to pay for tbe equipment repair and tbat a temporary replacement would cost an additional $ 15.Several days later, tbe customer received tbe replacement witb no instructions, no information, no directions. Several weeks after the customer returned tbe broken equipment, it reappeared, repaired but witb no instructions concerning tbe temporary replacement. Finally, tbe customer got a demand letter from Pumpco, indicating tbat someone at Pumpco bad made the mistake of not sending tbe equipment C. O. D. To Pumpco, marketing means selling tbings and collecting money; to Gluco, marketing means building relationsbips witb its custotners.The way tbe two eompanies bandied two simple eustomer requests refleets tbe questions tbat customers increasingly ask in interactions witb all kinds of businesses, from airlines to software makers : Wbicb company is competent, responsive, and well organized? Wbicb company do I trust to get it rigbt- Wbicb company would I ratber do business witb? Successful companies realize tbat marketing is like quality integral to tbe organization. Like quality, marketing is an intangible tbat tbe customer must experience to appreciate.And like quality – wbicb in tbe United States bas developed from early ideas like HARVARD BUSINESS REVIEW )anuary-February 1991 69 MARKETING IS EVERYTHING planned obsolescence and inspecting quality in to more ambitious concepts like the systemization of quality in every aspect of tbe organization – marketing bas been evolutionary. Marketing bas shifted from tricking tbe customer to blaming the customer to satisfying the customer – and now to integrating tbe customer systematically.As its next move, marketing must permanently shed its reputation for hucksterism and image making and create an award for marketing much like tbe Malcolm Baldr ige National Quality Award. In fact, companies tbat continue to see marketing as a bag of tricks will lose out in sbort order to companies tbat stress substance and real performance. Marketing's ultimate assignment is to serve customers' real needs and to communicate tbe substance of tbe company – not to introduce tbe kinds of cosmetics tbat used to typify tbe auto industry's annual model cbanges.And because marketing in tbe 1990s is an expression of tbe company's cbaracter, it necessarily is a responsibility tbat belongs to the whole company. The Goal ofMarketing Is to Own the Market, Not fust U. S. companies typically make two kinds of mistakes. Some get caught up in the excitement and drive of making things, particularly new creto Sell the ations. Others become absorbed in the competiPwduct ^^^^  °^ selling things, particularly to increase their market share in a given product line. Both approaches could prove fatal to a business.Tbe problem witb tbe first is tbat it lea ds to an internal focus. Companies can become so fixated on pursuing tbeir R&D agendas that they forget about tbe customer, tbe market, tbe competition. They end up winning recognition as R&D pioneers but lack the more important capability – sustaining their performance and, sometimes, maintaining their independence. Genentech, for example, clearly emerged as the R&D pioneer in biotechnology, only to be acquired by Rocbe. Tbe problem with the second approach is that it leads to a market-sbare mentality, which inevitably translates into undershooting the market.A market-share mentality leads a company to think of its customers as â€Å"share points† and to use gimmicks, spiffs, and promotions to eke out a percentage-point gain. It pusbes a company to look for incremental, sometimes even minuscule, growtb out of existing products or to spend lavishly to launch a new product in a market where competitors enjoy a fat, dominant position. It turns marketing into an expensive fight over crumbs rather than a smart effort to own the whole pie. Tbe real goal of marketing is to own the market – not just to make or sell products. Smart marketing means defining what wbole pie is yours.It means thinking of your company, your technology, your product in a fresh way, a way that begins by defining what you can lead. Because in marketing, what you lead, you own. Leadership is ownership. When you own the market, you do different things and you do tbings differently, as do your suppliers and your customers. When you own tbe market, you develop your products to serve tbat market specifically; you define tbe standards in that market; you bring into your camp third parties who want to develop their own compatible products or offer you new features or add-ons to aug- 70 HARVARD BUSINESS REVIEW January-February 19yi ent your product; you get the first look at new ideas that others are testing in that market; you attract the most talented people because of your ack nowledged leadership position. Owning a market can become a self-reinforcing spiral. Beeause you own the market, you become the dominant force in the field; beeause you dominate the field, you deepen your ownership of the market. Ultimately, you deepen your relationship with your customers as well, as they attribute more and more leadership qualities to a company that exhibits such an integrated performance. To own the market, a eompany starts by thinking of a new way to define a market.Take, for instance, the case of Convex Computer. In 1984, Convex was looking to put a new computer on the market. Because of tbe existing market segmentation. Convex could have seen its only choice as competing for market sbare in the predefined markets: in supercomputers where Cray dominated or in minicomputers where Digital led. Determined to define a market it could own. Convex created the â€Å"mini-supercomputer† market by offering a product with a priee/performance ratio between Cray's $ 5 million to $15 million supercomputers and Digital's $300,000 to $750,000 minieomputers.Convex's product, priced between $500,000 and $800,000, offered teehnological performance less than that of a full supercomputer and more than that of a minicomputer. Within this new market. Convex established itself as the leader. Intel did the same thing with its microprocessor. The company defined its early products and market more as computers than semiconductors. Intel offered, in essence, a computer on a chip, creating a new category of products that it could own and lead. Sometimes owning a market means broadening it; other times, narrowing it. Apple has managed to do both in efforts to create and own a market.Apple first broadened the category of small computers to achieve a leadership position. The market definition started out as hobby computers and had many small players. The next step was the home computer – a market that was also crowded and limiting. Tb own a market, Apple i dentified the personal computer, which expanded the market concept and made Apple the undeniable market leader. In a later move, Apple did the opposite, redefining a market by narrowing its definition. Unquestionably, IBM owned the business market; for Apple, a market-share mentality in that arena would have been pointless.Instead, with technology alliances and marketing eorreetly defined, Apple created – and owned – a whole new market: desktop publishing. Once inside the corporate world with desktop publishing, Apple could deepen and broaden its relationships with the business customer. Paradoxically, two important outcomes of owning a market are substantial earnings, which can replenish the company's R&D coffers, and a powerful market position, a beachhead from wbich a company can grow additional market share by expanding both its teehnological capabilities and its definition of the market.The greatest praetitioners of this marketing approach are Japanese companies i n industries like autos, commercial electronics, semiconductors, and computers and communications. Their primary goal is ownership of certain target markets. The keiretsv industrial! structure allows them to use all of the market's infrastructure to achieve HARVARD BUSINESS REVIEW January-February 1991 * r ^ MARKETING IS EVERYTHING this; relationships in technology, information, politics, and distribution help tbe company assert its leadership. Tbe Japanese strategy is consistent.Tbese companies begin by using basic research from tbe United States to jump-start new product development. From 1950 to 1978, for example, Japanese companies entered into 32,000 licensing arrangements to acquire foreign technology at an estimated cost of $9 billion. But the United States spent at least 50 times tbat much to do the original R&D. Next, these Japanese companies pusb out a variety of products to engage the market and to learn and then focus on dominating tbe market to force foreign competitors to retreat – leaving them to barvest substantial returns.Tbese buge profits are recycled into a new spiral of R&J3, innovation, market creation, and market dominance. Tbat model of competing, which links R&D, technology, innovation, production, and finance – integrated through marketing's drive to own a market – is the approacb tbat all competitors will take to succeed in the 1990s. In a world of mass manufacturing, the counterpart was mass marketing. In a world of flexible Technolo2V n^^nufacturing, the counterpart is flexible market7-. 7 ine. The technology comes first, the ability to marJZ VUI Vt^Ci j^gj follows.The tecbnology embodies adaptability, programmability, and customizability; now comes marketing that delivers on those qualities. Today tecbnology has created tbe promise of â€Å"any thing, any way, any time. † Customers can have their own version of virtually any product, including one that appeals to mass identification rather than individu ality, if tbey so desire. Think of a product or an industry where customization is not predominant. The telephone? Originally, Bell Telephone's goal was to place a simple, all-black pbone in every home. Today there are more than 1,000 permutations and combinations available, ith options running the gamut from different colors and portahility to answering machines and programmability – as well as services. Tbere is the further promise of optical fiber and the convergence of computers and communications into a unified industry with even greater technological choice. How about a venerable product like the bicycle, which appeared originally as a sketch in Leonardo da Vinci's notebooks? According to a recent article in the Washington Post, tbe National Bicycle Industrial Company in Kokubu, Japan builds made-to-order bicycles on an assembly line.The bicycles, fitted to each customer's measurements, are delivered within two weeks of the order – and the company offers 11,231,8 62 variations on its models, at prices only 10% higher than ready-made models. Even newspapers tbat report on this technology-led move to customization are themselves increasingly customized. Faced witb stagnant circulation, the urban daily newspapers have begun to customize their news, advertising, and even editorial and sports pages to appeal to local suburban readers. The Los Angeles Times, for example, has seven zoned editions targeting each of tbe city's surrounding communities.What is at work here is the predominant matbematical formula of today's marketing: variety plus service equals customization. For 72 HARVARD BUSINESS REVIEW January-February all of its handying about as a marketing buzzword, customization is a remarkably direct concept – it is the capacity to deal with a customer in a unique way. Technology makes it increasingly possible to do that, but interestingly, marketing's version of the laws of physics makes it increasingly difficult. According to quantum physics, things act differently at the micro level Light is the classic example.When subjected to certain kinds of tests, light behaves like a wave, moving in much the way an ocean wave moves. But in other tests, light behaves more like a particle, moving as a single ball. So, scientists ask, is it a wave or a particle? And when is it which? Markets and customers operate like light and energy. In fact, like light, the customer is more than one thing at the same time. Sometimes consumers behave as part of a group, fitting neatly into social and psychographic classifications. Other times, the consumer breaks loose and is iconoclastic.Customers make and break patterns: the senior citizen market is filled with older people who intensely wish to act youthful, and the upscale market must contend with wealthy people who hide their money behind the most utilitarian purchases. Markets are subject to laws similar to those of quantum physics. Different markets have different levels of consumer energy, stages in the market's development where a product surges, is absorbed, dissipates, and dies. A fad, after all, is nothing more than a wave that dissipates and then becomes a particle.Take the much-discussed Yuppie market and its association with certain branded consumer products, like BMWs. After a stage of bigh customer energy and close identification, the wave has broken. Having been saturated and absorbed by the marketplace, the Yuppie association has faded, just as energy does in the physical world. Sensing the change, BMW no longer sells to the Yuppie lifestyle but now focuses on the technological capabilities of its machines. And Yuppies are no longer the wave they once were; as a market, they are more like particles as they look for more individualistic and personal expressions of their consumer energy.Of course, since particles can also behave like waves again, it is likely that smart marketers will tap some new energy source, such as values, to recoalesce the youn g, affluent market into a wave. And technology gives marketers the tools they need, such as database marketing, to discern waves and particles and even to design programs that combine enough particles to form a powerful wave. The lesson for marketers is much the same as that voiced by Buckminster Fuller for scientists: â€Å"Don't fight forces,- use them. Marketers who follow and use technology, rather than oppose it, will discover that it creates and leads directly to new market forms and opportunities. Take audiocassettes, tapes, and compact discs. For years, record and tape companies jealously guarded their property. Knowing that home hackers pirated tapes and created their own composite cassettes, the music companies steadfastly resisted the forces of technology – until the Personics System realized that technology was making a legitimate market for authorized, high-quality customized composite cassettes and CDs.Rather than treating the customer as a criminal, Personics saw a market. Today consumers can design personalized music tapes from the Personics System, a rewed-up jukebox with a library of HARVARD BUSINESS REVIEW (anuary R-bmary 1991 73 MARKETING IS EVERYTHING over 5,000 songs. For $1. 10 per song, consumers tell tbe macbine wbat to record. In about ten minutes, tbe system makes a customized tape and prints out a laser-quality label of tbe selections, complete witb tbe customer's name and a personalized title for tbe tape. Launcbed in 1988, tbe system bas already spread to more tban 250 stores.Smart marketers bave, once again, allowed tecbnology to create the customizing relationship witb tbe customer. We are witnessing tbe obsoleseence of advertisg-1^ tbe old model of marketing, it made sense as oveS fTOm ^^^ wbole formula: you sell mass-produced tn lU Q 3 j^ygg market tbrougb mass media. Marketing's job was to use advertising to deliver a message to tbe consumer in a one-way communication: â€Å"Buy tbis! † Tbat message no longer w orks, and advertising is sbowing tbe effects. In 1989, newspaper advertising grew only 4%, compared witb 6% in 1988and9% in 1987.According to a study by Syracuse University's Jobn Pbilip Jones, ad spending in tbe major media bas been stalled at 1. 5% of GNP since 1984. Ad agency staffing, researcb, and profitability bave been affected. Three related factors explain tbe decline of advertising. First, advertising overkill bas started to ricocbet back on advertising itself. Tbe proliferation of products has yielded a proliferation of messages: U. S. customers are hit witb up to 3,000 marketing messages a day. In an effort to bombard the customer with yet one more advertisement, marketers are squeezing as many voices as they can into tbe space allotted to tbem.In 1988, for example, 38% of primetime and 47% of weekday daytime television commercials were only 15 seconds in duration; in 1984, those figures were 6% and 11 % respeetively. As a result of the shift to 15-second commercials, th e number of television commercials bas skyrocketed; between 1984 and 1988, prime-time commercials increased by 25%, weekday daytime by 24%. Predictably, bowever, a greater number of voices translates into a smaller impact. Customers simply are unable to remember wbich advertisement pitcbes wbich product, much less wbat qualities or attributes might differentiate one product from anotber.Very simply, it's a jumble out tbere. Take tbe enormously clever and critically acclaimed series of advertisements for Eveready batteries, featuring a tireless marching rabbit. Tbe ad was so successful tbat a survey conducted by Video Storyboard Tests Inc. named it one of tbe top commercials in 1990 for Duracell, Eveready's top competitor. In fact, a full 40% of tbose wbo selected tbe ad as an outstanding commercial attributed it to Duracell. Partly as a consequence of tbis confusion, reports indicate that Duracell's market share has grown, while Eveready's may have sbrunk sligbtly.Batteries are not the only market in whicb more advertising succeeds in spreading more confusion. The same thing bas happened in markets like athletic footwear and soda pop, where competing companies have signed up so many celebrity sponsors that consumers can no longer keep straight who is pitcbing wbat for whom. In 1989, for example. Coke, Diet Coke, Pepsi, and Diet Pepsi used nearly three dozen movie stars, athletes, musicians, and television personalities to tell consumers to buy more cola. But wben tbe 74 HARVARD BUSINESS REVIEW January-February 1991 moke and mirrors bad cleared, most consumers couldn't remember wbetber foe Montana and Don Jobnson drank Coke or Pepsi – or botb. Or wby it really mattered. Tbe second development in advertising's decline is an outgrowth of the first: as advertising has proliferated and become more obnoxiously insistent, consumers bave gotten fed up. Tbe more advertising seeks to intrude, tbe more people try to shut it out. Last year, Disney won the applause of commercial-weary customers when the company announced tbat it would not screen its films in tbeaters that showed commercials before the feature.A Disney executive was quoted as saying, â€Å"Movie theaters should he preserved as environments where consumers can escape from the pervasive onslaught of advertising. † Buttressing its position, tbe company cited survey data obtained from moviegoers, 90% of wbom said tbey did not want commercials sbown in movie tbeaters and 95% of wbom said tbey did want to see previews of coming attractions. More recently, after a number of failed attempts, the U. S. Congress responded to the growing concerns of parents and educators over the eommercial content of children's television.A new law limits tbe number of minutes of commercials and directs tbe Federal Communications Commission botb to examine â€Å"programlength commercials† – cartoon shows linked to commercial product lines – and to make each television station' s contribution to cbildren's educational needs a condition for license renewal. Tbis concern over advertising is mirrored in a variety of arenas from public outcry over cigarette marketing plans targeted at blacks and women to calls for more environmentally sensitive packaging and products.The underlying reason bebind botb of these factors is advertising's dirty little secret: it serves no useful purpose. In today's market, advertising simply misses the fundamental point of marketing – adaptability, flexibility, and responsiveness. Tbe new marketing requires a feedback loop; it is tbis element tbat is missing from tbe monologue of advertising but that is built into the dialogue of marketing. Tbe feedback loop, connecting company and customer, is central to tbe operating definition of a truly market-driven company: a company that adapts in a timely way to the changing needs of tbe customer.Apple is one such company. Its Macintosh computer is regarded as a machine that launched a revolution. At its birth in 1984, industry analysts received it with praise and acclaim. But in retrospect, the first Macintosh had many weaknesses: it had limited, nonexpandable memory, virtually no applications software, and a blackand-wbite screen. For all tbose deficiencies, bowever, tbe Mac bad two strengtbs tbat more than compensated: it was incredibly easy to use, and it bad a user group tbat was prepared to praise Mac publicly at its launeb and to advise Apple privately on bow to improve it.In other words, it had a feedback loop. It was tbis feedback loop tbat brougbt about change in tbe Mac, wbicb ultimately became an open, adaptable, and colorful computer. And it was changing the Mac that saved it. Months before launebing tbe Mac, Apple gave a sample of tbe product to 100 influential Americans to use and comment on. It signed up 100 tbird-party software suppliers wbo began to envision applications that could take advantage of the Mac's simplicity. It HARVARD BUSINESS RE VIEW (anuary-February 1991 75MARKETING IS EVERYTHING trained over 4,000 dealer salespeople and gave full-day, hands-on demonstrations of the Mac to industry insiders and analysts. Apple got two benefits from this network: educated Mac supporters who could legitimately praise the product to the press and invested consumers who could tell the company what the Mac needed. The dialogue witb customers cmd media praise were worth more than any notice advertising could buy. Apple's approach represents the new marketing model, a shift from monologue to dialogue.It is accomplished through experience-based marketing, where companies create opportunities for customers and potential customers to sample their products and then provide feedback. It is accomplished through beta sites, where a company can install a prelaunch product and study its use and needed refinements. Experienced-based marketing allows a company to work closely with a client to change a product, to adapt the technology â€⠀œ recognizing that no product is perfect wben it comes from engineering. This interaction was precisely the approach taken by Xerox in developing its recently announced Docutech System.Seven months before launeh, Xerox established 25 beta sites. From its prelaunch eustomers, Xerox learned what adjustments it should make, what service and support it should supply, and what enhancements and related new products it might next introduce. The goal is adaptive marketing, marketing that stresses sensitivity, flexibility, and resiliency. Sensitivity comes from having a variety of modes and channels through which companies can read the environment, from user groups that offer live feedback to sophisticated consumer scanners that provide data on customer choice in real time.Flexibility comes from creating an organizational structure and operating style that permits the company to take advantage of new opportunities presented by customer feedback. Resiliency comes from learning from mistakes – marketing that listens and responds. The line between products and services is fast Marketing a Product d Service Is Is iVl(irK6tll2g Q. 1 rOuUCt gj-jjj ]viotors makes more money from lending its eroding, what once appeared to be a rigid polarity ^^^ ^^^ become a hybrid: the servicization of prod^^^^ ^^^ ^^ productization of services. When Gen- ustomers money to buy its cars than it makes from manufacturing the cars, is it marketing its products or its services? When IBM announces to all the world that it is now in the systems-integration business – the customer can buy any box from any vendor and IBM will supply the systems know-how to make the whole thing work together – is it marketing its products or its services? In fact, the computer business today is 75% services; it consists overwhelmingly of applications knowledge, systems analysis, systems engineering, systems integration, networking solutions, security, and maintenance.The point applies just as well to less grandiose eompanies and to less expensive consumer products. Take the large corner drugstore that stocks thousands of products, from cosmetics to wristwatches. The products are for sale, but the store is actually marketing a service – the convenience of having so much variety collected and arrayed in one location. Or take any of the ordinary products found in the home, from boxes of cereal to table lamps to VCRs. All of 76 HARVARD BUSINESS REVIEW January-February 1991 hem come with some form of information designed to perform a service: nutritional information to indicate tbe actual food value of the cereal to tbe health-conscious consumer; a United Laboratories label on tbe lamp as an assurance of testing; an operating manual to belp tbe nontecbnical VCR customer rig up tbe new unit. Tbere is ample room to improve tbe quality of this information – to make it more useful, more convenient, or even more entertaining – hut in almost every case, the service information is a critical component of the product.On the other side of tbe hybrid, service providers are acknowledging tbe productization of services. Service providers, such as banks, insurance companies, consulting firms, even airlines and radio stations, are creating tangible events, repetitive and predictable exercises, standard and customizable packages tbat are product services. A frequent-flier or a frequent-listener club is a product service, as are regular audits performed by consulting firms or new loan packages assembled by banks to respond to cbanging economic conditions.As products and services merge, it is critical for marketers to understand clearly what marketing the new hybrid is not. Tbe serviee component is not satisfied by repairing a product if it breaks. Nor is it satisfied by an 800 number, a warranty, or a customer survey form. Wbat customers want most from a product is often qualitative and intangible; it is tbe service tbat is integral to the product. Ser vice is not an event; it is the process of creating a customer environment of information, assurance, and comfort. Consider an experienee that by now must have become commonplace for all of us as consumers.You go to an electronics store and buy an expensive piece of audio or video equipment, say, a CD player, a VCR, or a video camera. You take it bome, and a few days later, you accidentally drop it. It breaks. It won't work. Now, as a customer, you have a decision to make. When you take it back to the store, do you say it was broken wben you took it out of the box? Or do you tell the truth? The answer, honestly, depends on how you think the store will respond. But just as honestly, most customers appreciate a store that encourages them to tell the truth by making good on all customer problems.Service is, ultimately, an environment that encourages honesty. The company that adopts a â€Å"we'll make good on it, no questions asked† policy in the face of adversity may win a custo mer for life. Marketers who ignore the service component of their products focus on competitive differentiation and tools to penetrate markets. Marketers who appreciate the importance of the product-service hybrid focus on building loyal customer relationships. Technology and marketing once may bave Technology looked like opposites.The cold, impersonal sameness of technology and the high-touch, human Technology uniqueness of marketing seemed eternally at odds, Computers would only make marketing less personal; marketing could never leam to appreciate the look and feel of computers, datahases, and the rest of the high-tech paraphernalia. On the grounds of cost, a truce was eventually arranged. Very simply, marketers discovered that real savings could be gained hy KARVAKD BUSINESS REVIEW lanuary-February 1991 Markets 77 MARKETING IS EVERYTHING using technology to do what previously had required expensive, intensive, and often risky, people-directed field operations.For example, market ers learned that by matching a database with a marketing plan to simulate a new product launch on a computer, they could accomplish in 90 days and for $50,000 what otherwise would take as long as a year and cost at least several hundred thousand dollars. But having moved beyond the simple automation-for-cost-saving stage, technology and marketing have now not only fused but also begun to feed hack to each other. The result is the transformation of both technology and the product and the reshaping of both the customer and tbe company.Technology permits information to flow in both directions between the customer and the company. It creates the feedback loop that integrates the customer into the company, allows tbe company to own a market, permits customization, creates a dialogue, and turns a product into a service and a service into a product. T he direction in which Genentech has moved in its use of laptop and hand-held computers illustrates the transforming power of technology as i t merges with marketing. Originally, the biotechnology company planned to have salespeople use laptops on their sales calls as a way to automate the sales function.Sales reps, working solely out of their homes, would use laptops to get and send electronic mail, file reports on computerized â€Å"templates,† place orders, and receive company press releases and information updates. In addition, the laptops would enable sales reps to keep databases that would track customers' buying histories and company performance. That was the initial level of expectations – very low. In fact, the technology-marketing marriage has dramatically altered the customer-company relationship and the joh of the sales rep. Sales reps have emerged as marketing consultants.Armed with technical information generated and gathered by Genentech, sales reps can provide a valuable educational service to their customers, who are primarily pharmacists and physicians. For example, analysis of the largest study of children with a disease called short stature is available only through Genentech and its representatives. With this analysis, which is hased on clinical studies of 6,000 patients between the ages of one month and 30 years, and with the help of an on-line â€Å"growth calculator,† doctors can better judge when to use the growth hormone Protropin.Genentecb's system also includes a general educational component. Sales reps can use their laptops to access the latest articles or technical reports from medical conferences to help doctors keep up to date. The laptops also make it possible for doctors to use sales reps as research associates: Genentech has a staff of medical specialists who can answer highly technical questions posed through an on-line question-and-answer template.When sales reps enter a question on the template, the e-mail function immediately routes it to the appropriate specialist. For relatively simple questions, online answers come back to the sales rep within a day. In the 1990s, Genentech's laptop system – and the hundreds of similar applications that sprang up in tbe 1980s to automate sales, marketing, service, and distribution – will seem like a rather obviHARVARD BUSINESS REVIEW January-February 1991 78 ous and primitive way to meld tecbnology and marketing.The marketer will bave available not only existing tecbnologies but also tbeir converging capabilities: personal computers, databases, CD-ROMs, grapbic displays, multimedia, color terminals, computer-video tecbnology, networking, a custom processor tbat can be built into anytbing anywhere to create intelligence on a countertop or a dasbboard, seanners that read text, and networks tbat instantaneously create and distribute vast reacbes of information. As design and manufacturing tecbnologies advance into â€Å"real time† processes, marketing will move to eliminate tbe gap between production and consumption.Tbe result will be marketing workstations †“ the marketers' counterpart to CAD/CAM systems for engineers and product designers. Tbe marketing workstation will draw on grapbic, video, audio, and numeric information from a network of databases. The marketer will be able to look tbrougb windows on tbe workstation and manipulate data, simulate markets and products, bounce concepts off otbers in distant cities, write production orders for product designs and packaging concepts, and obtain costs, timetables, and distribution scbedules.Just as computer-comfortable cbildren today tbink notbing of manipulating figures and playing fantastic games on tbe same color screens, marketers will use the workstation to play botb designer and eonsumer. Tbe workstation will allow marketers to integrate data on historic sales and cost figures, competitive trends, and consumer patterns. At tbe same time, marketers will be able to create and test advertisements and promotions, evaluate media options, and analyze viewer and readersbip data. And fi nally, marketers will be able to obtain instant feedbaek on concepts and plans and to move marketing plans rapidly into production.Tbe marriage of technology and marketing should bring witb it a renaissance of marketing RikD – a new capability to explore new ideas, to test tbem against tbe reactions of real eustomers in real time, and to advance to experience-based leaps of faith. It should be the vehicle for bringing tbe customer inside the company and for putting marketing in tbe eenter of tbe company. In tbe 1990s, tbe critical dimensions of tbe company – including all of tbe attributes tbat togetber define how the company does business – are ultimately tbe functions of marketing.That is wby marketing is everyone's job, wby marketing is everytbing and everytbing is marketing. ^ Reprint 91108 HARVARD BUSINESS REVIEW liinuary-February 1991 79 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing New sletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses.Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact [email  protected] org.

Accrual Method Checkpoint HSM/260 Essay

In a nonprofit organization it is important to make sure we are utilizing the best accounting system for our organization. Organizations that are non-profit are expected to provide financial statements that are based upon the accrual method of accounting. The accrual method of accounting differs from cash basis accounting. In the accrual method, income is recognized when services are rendered (Kokemuller, 2013). The accrual method focuses on recording revenue and expenses when the transaction occurs. Cash basis of accounting records income as money is received. An example of cash basis accounting is when a non-profit uses their checkbook to record debits and transactions as they occur. Accrual accounting is important because it ensures accountability in a non-profit organization. In an accrual system revenue does not equal cash. Expenses and revenue in an accrual system is based on the time frame in which they were earned. The cash basis accounting is based upon the actual payment. Revenue on an accrual system is not related to the cash basis system as cash accounts are. The statement of cash flow in the financial management of a human services organization is very important. This statement provides a financial record of the cash received and spent within a specific time period, for example on a yearly quarterly basis. The non-profit and human services organizations are kept informed by the statement of cash flow and how finances are managed and disbursed. In the financial management of a nonprofit organization it is important to understand the difference between accrual and cash basis methods of accounting. The accrual method is used most often in nonprofit organizations because it demonstrates the correlation between costs and income the most precisely. Reference Page: 1. Kokemuller, N. (June, 2013). Does Revenue Equal Cash In An Accrual System? Retrieved from: http://smallbusiness.chron.com/revenue-equal-cash-accrual- system-68175.html

Nicholas Coppernicus Essays - Copernican Revolution, Free Essays

Nicholas Coppernicus Essays - Copernican Revolution, Free Essays Nicholas Coppernicus Nicolaus Copernicus was a Polish astronomer, best known for the astronomical theory that the sun is stationary and Earth, spinning on its axis once daily, revolves around the sun annually. He was very intelligent and was educated at various universities. If Copernicus hadnt challenged Pltolmys theory, it would have affected us in many ways. Space travel, satellites, and weather prediction would not be as advanced. Nicolaus Copernicus was born on February 19, 1473 in Torun, Poland (Wood 87). He was born into a family of merchants. Copernicus uncle, Bishop Lukasz Watzerode, made sure his nephew obtained a solid education. In 1491 Copernicus enrolled in Jagiellonian University. From there he studied liberal arts for four years but received no degree. Like many others he went to Italy to study medicine and law (Smith 1039). Before he left, his uncle appointed him a church administrator in Fronbork. He then used the money from there to pay for school. Copernicus began to study canon lay at the University of Bologna in 1497. At that time he, was living at the home of mathematics professor, Domenico Maria de Novara. Copernicus astronomical and geographical interests were greatly inspired by Novara (Westman). Around 1500 Copernicus gave speeches on astronomy to people in Rome. Later that year he gained permission to study medicine at Padua University. Copernicus, without completing his medical studies , received a doctorate in canon law from Ferrara in 1503, after which he returned to Poland to take up his administrative duties (Smith 1039). From 1503 to 1510, Copernicus stayed in his uncles bishop palace in Lidzbark Warmiski. From there he published his first book, a Latin translation of letters on morals by a Byzantine writer. Between the times of 1507 and 1515, he completed a short astronomical book. It was not published until the 19th century (Wood 87). The main premises of the Copernican theory were that Earth rotates daily on its axis, while revolving yearly around the sun. He argued that other planets also circle the sun. His theories of planetary motion had the advantage of accounting for the daily and yearly motion of the sun and stars. It explained the apparent motion of Mars, Jupiter, and Saturn and the fact that Mercury and Venus never moved more than a certain distance from the sun. His theory also stated that the sun was stationary. Another important aspect on Copernicans theory was that it allowed some kind of order of the planets, according to their periods of revolution. Unlike Pltolomys theory, the greater the radius of the planets orbits, the greater the planet takes to make one revolution around the sun. Not many 16th century readers wanted to believe the Copernican theory. They didnt believe that there was a rotating Earth and that it spun 24 hours a day (westman). Nicolaus Copernicus passed away in 1543, but no one forgot his astronomical theory. By the 17th century, most major thinkers in England, France and Denmark were Copernicans, but natural philosophers in other European countries held strong anti-Copernican views for a least another century. Copernicus was a very intellectual man. He was one of the greatest thinkers of all time. For him to challenge Pltolmys theory was very courageous at that time. Many people doubted his theory. It was hard for people to believe something so different to what they had known. Its incredible that Copernicus didnt let society change his thinking. If it wasnt for his intelligence and courage, we wouldnt have the knowledge to test our space technology.

5 Steps on How to Get Organized in College

5 Steps on How to Get Organized in College With all that you have to balance, getting organized in college can sometimes seem like both a hopeless and useless task. After all, what kind of person can create order out of so much chaos?! You might be surprised, however, to learn just how easy it can be to get organized during your time in school. 1. First and Foremost, Have a Time Management System Whether youre a super senior or an incoming first-year student, time will be your most precious commodity. Just when you need it the most, it will seem the most scarce. And you will rarely if ever, feel like you have enough of it. Consequently, having a good time management system that you use is critical for getting organized - and staying that way - during your time in school. After all, how are you supposed to know what youre supposed to be doing if you arent even sure, well, what youre supposed to be doing? 2. Write Down All Your Academic Responsibilities When you first get your syllabi at the beginning of the semester, find a quiet table at a coffee shop, get a cup of coffee, and sit down with your calendar. Put everything thats on your syllabi into the calendar: when classes meet, when things like required films and labs are scheduled, when midterms are, when classes are canceled, when finals and papers are due. And when you think youre all done putting everything in, double check your work and do it again. Once you have everything inputted into your time management system, you can rest assured that youll know about all required course assignments well before their deadline. Sometimes, just knowing whats coming down the pipeline can account for 90% of your organization prowess. 3. Go Through Something Once a Week It sounds strange, but youll likely be surprised at just how helpful this rule can be when it comes to staying organized in college. At least once a week, go through and organize something. It can be your backpack; it can be your bank statement; it can be your desk; it can be your email. You undoubtedly, however, will find something that slipped your mind or that youve been meaning to get to. And if you hadnt have gone through that item, you would likely have forgotten all about it. 4. Have a Budget and Check in on It Regularly A major part of being organized in college is staying on top of your finances. Even if most of your costs, like room and board in the residence halls, are taken care of through the financial aid office, staying on top of your money situation is still important. Being organized means knowing whats going on in your college life at any given point in time. If you arent sure how much money is in your account - or, worse, if youll have enough to make it through the semester or quarter - you arent organized. So stay on top of your budget and know where youre money has gone, where it is, and where its headed. 5. Be Proactive and Plan in Advance You know that guy down the hall who always is stressing out and cramming last minute for exams? Or that girl who freaks out every time she has a paper due the next day? Chances are youd be hard pressed to find someone who would describe either of them as organized. If you know whats coming - holidays, major events, midterms, papers, lab reports, finals - you can plan in advance and avoid unnecessary chaos. And if you know whats coming, you can organize your life (e.g., get enough sleep) far enough in advance that you can still enjoy yourself during even the worst of the worst.