Ariel case study Essay Example for Free

Ariel case study Essay Case analysis: Statement of problem: 1. First of all Martin have to find out if the company should improve the equipment. 2. If they decide to improve, then, which currency should they make the purchase in? 3. How can they calculate what their expected rate of return at the most certainty? Analysis: The general question is if the company should make the improvement or not, and if they do (assuming the project is beneficial) which currency will give the highest profit? Since it is calculated that the cost will drop when implementing the new equipment, we assumed that the cash flow equals the difference between the two figures. The NVP is 2,960,532 pesos, but Martin wanted to know whether to make the investment in Euros or Pesos. When we calculated the NPV in euros we can use two different approaches. You can find the NPV (Euro) by either translate NPV (Peso) by dividing it by 15,99. However, the better solution is to use the expected future spot rate on every cash flow, because this estimate is more accurate. Inflation rate is important to look at because, if the inflation rate changes, the NPV also changes and that will effect their decision. So, they have to consider the risk of inflation changes. If the inflation rate drops to 3% in Mexico, the purchase in Euros is more profitable, because the Peso is strengthened. Another variable to consider when deciding between Euros and Pesos is the risks concerning prediction of future currency rates. The short-term exposure, long-term exposure, the political risk and translation exposure could all affect the inflation. Recomendations : The company should go through with the project, because the net present value is positive. However, they should choose which currency to purchase the equipment in carefully, due to the uncertainty of the exchange predictions. They need to take all the risks into account.

Marketing Analysis of Avon

Marketing Analysis of Avon David H. McConnell founded the company in 1886 at the age of 28 years old. He sold books door-to-door and distributed perfume to lure women to buy his books. His perfume was more popular than his books, so he then founded the California Perfume Company (CPC) in New York, New York in a 500-square-foot (46 m2) manufacturing and shipping office at 126 Chambers Street. As the corporation grew, he employed his first representative, Mrs. P.F.E. Albee. In 1897, McConnell built a small (3000 square foot) laboratory in Suffern, New York. In 1906, the West Coast office in San Francisco was destroyed in the Great Earthquake. In 1914 the first non-US office was opened in the Canadian province of Quebec. January 28, 1916, David H. McConnell and Alexander D. Henderson (businessman) in Suffern, New York  [2]  incorporated the California Perfume company. Sales attained $2 million by 1928 following five million units sold in North America. The company name was changed to Avon Products Inc. Octobe r 1939 which was taken public by 1954, sales reached $55 million, and the Avon Calling advertising campaign introduced. Avon Suffern Research and Development facility came into existence in 1971. With one million sales representatives, sales reached $3 million, presently; sales exceed $10 billion worldwide. The 100 million dollar Research and Development facility which house 300 research scientists on the original site in Suffern, New York was opened in 2005. Avon also has offices in Luzerne, Pennsylvania and Davenport, Iowa. Andrea Jung is the companys Chairman and CEO, who was selected to the position in 1999. As at December 2009, the company had approximately 41,000 employees  [3]   2.2 Company Profile 2.2.1 Organizational Structure The Office of the Chairman is responsible for identifying growth initiatives, incorporating global strategies, and apportioning resources to Avon units around the world. In addition, as part of the reorganization, the firms three International Regional headquarters were to be phased out, alternated by nine streamlined business units covering sales, marketing and distribution around the world. Profit and loss accountability rested with them. Managers of these units would report directly to the Office of the Chairman. Also reporting to the chairman are five global staff departments: Finance/legal Affairs, Human Resources, Corporate Affairs and Communications, Planning and Business Development, and a new department Global Product Management. Each department assumes worldwide responsibility for its function 2.2.2 Major Lines of Business Avon Products line includes skin care items, makeup, men and women perfume fragrances, and bath toiletries, hair care, personal care, hand and body care and sun care. Recognizable brand names included Skin-So-Soft, a product in the bath products area, which benefited from wide publicity concerning alternative uses; Moisture Therapy; and Imari fragrance. Newer products include Avon Color, an entirely new line of more than 350 shades of lip, eye, face, and nail colors. The product line assures customers that Avon has just the right shade for them and that their total look could be coordinated. Avon newest product Anew Perfecting Complex for Face, won the most successful skin care product in Avon history. Internationally, the companys product line is marketed primarily at moderate price points. The marketing strategy emphasized department store quality at discount store prices. Avon is the worlds largest manufacturer and distributor of fashion jewelry, and markets an extensive line of gifts and collectibles. A separate division, Giorgio Beverly Hills, manufactures and sells prestige fragrances. These brand name products are sold through major retail department stores, in boutiques, by mail order catalog and by other means. 2.3 Operating Strategies Avon Products Inc. is uniquely among major corporations, a womans company. The company sells products to, for and through women. The company understands women needs and preferences better than most. This understanding guides the basic business and influences the choice of new business opportunities. Avon need to become and are becoming, more customer-oriented and more market- driven. Each one of the 18 words in the vision statement has considerable meaning. The three most important elements, however, are the focus on women, on being global, and on the additional opportunities for Avon in self-fulfillment. Avon Products Inc. Principles To provide individuals with additional earning means to support well-being and happiness. To ensure families satisfaction from quality products To render outstanding service to customers in its helpfulness and courtesy; To acknowledge and reward employees and Representatives contributions. To distribute the dividend of growth and success with others; To meet social corporate responsibility; and To keep and treasure the hospitable Avon spirit. Source: Avon Representative Success Book 2.3 Operating Strategies 2.3.1 Mission Statement and Management Objectives Avon Products Inc. intends being the company that best understands meets and satisfies women needs globally. The International Beauty leading company intends to surpass competitors in quality, innovation, value and raising image to become women favorites Beauty Company worldwide by creating a unique portfolio of Beauty and related brands. The Womens quest for Buying Avon products will become home store for women, offering the convenience of multiple brands and channels, and providing a personal high touch shopping experience that helps create lifelong customer relationships. The Premier Direct Seller will expand the companys presence in direct selling and lead the reinvention of the channel, offering an entrepreneurial opportunity that delivers superior earnings, recognition, service and support, making it easy and rewarding to be affiliated with Avon and elevating the image of the industry. Avon products leadership edge is through passion for high standards, respect for diversity and commitment to create exceptional opportunities for professional growth so that associates can fulfill their highest potential. The companys philanthropic efforts aim at eliminating breast cancer and empowering women to be economic independent. As a way of creating wealth for shareholders, Avon seeks new growth opportunities and improving profitability, a socially responsible, ethical company that is noticed and imitated as a model of success. 2.3.2 Business Models and Strategies Avon Products, Inc., is one of the worlds largest direct selling organization and merchandiser of beauty and beauty related products. From corporate office in New York City, Avon markets product lines to women in 112 countries through 1.6 million active independent contractors (sales representatives) that receive a percentage commission for their sales but do not enjoy employment benefits, they sell primarily on a door-to-door basis. The idea behind the direct selling model is to eliminate the middle man (department and cosmetic stores) and get its products directly to consumers which will be able to cut costs and increase profits. November 2005, Avon products inaugurated an exhaustive turnaround plan to restore sustainable growth. The four-point turnaround plan includes: Committing to brand competitiveness by focusing research and development resources on product innovation and by increasing our advertising; Winning with commercial edge by more effectively utilizing pricing and promotion, expanding our Sales Leadership program and improving the attractiveness of our Representative earnings opportunity as needed; Elevating organizational effectiveness by redesigning our structure to eliminate layers of management in order to take full advantage of our global scale and size; and Transforming the cost structure so that our costs are aligned to our revenue growth and remain so. Source: 10-K (Feb 25, 2010) One of the goals of the 2005 Turn-around Plan was to increase the number of Representatives paid in 2007 when the company had 13% increase in net sales as a result of the increase in the number of Representatives Primarily, Avons revenues come from three main categories: 2009 2008 2007 2006 Beauty Products 72% 72% 70% 69% Fashion Products 17% 18% 18% 18% Home Products 11% 10% 12% 13% Source: http://www.wikinvest.com/stock/Avon_Products_(AVP) Beauty Products: Cosmetics, fragrances, and personal care. Fashion Products are Jewelry, watches, apparel and accessories. Home Products: Home products and decorative products. 2.4 SWOT Analysis 2.4.1 Strengths Presence in dynamic sector Strategic focus on emerging markets Diversification through acquisition Wide brand appeal Financial stability Strong brand image 2.4.2 Weaknesses Over reliance on Beauty Products (72%) Limited outlets for the customers Confusing promotions, out of date catalogs, unattractive packaging and customer complains of Avon image. Over reliance on Sales Representatives Products are not commonly found in store 2.4.3 Opportunities Geographic Growth: Enormous growth opportunities exist in countries with huge populations such as China, Indonesia and India. In Eastern Europe, management is excited about the potential in Poland, Czechoslovakia, and Hungary. In the Pacific Rim area, countries like Vietnam, Cambodia, and Laos are targeted as market opportunities. Emerging and Developing Markets: In those markets, the retail infrastructure was undeveloped, especially in the interiors of those countries. The Avon representatives provide consumers with opportunities to buy a wide range of quality products at acceptable prices 2.4.4 Threats Avons dependence on the productivity and profitability of the representative direct-selling model exposes it to cost and litigation risks. It is likely that AVP will incur future costs through litigation and resolution of the lawsuit, which may include terms that would increase costs and decrease profits for Avon. Currency Fluctuation Risks as a result of much presence in global markets: Only 20% of the companys sales Revenue come from the United States while other countries contribute 80%, making the company very sensitive to currency fluctuations and the strength of the dollar. A weakening of the dollar against foreign currencies would allow Avon products to become more competitively priced in global markets, thus positively affecting sales revenue from foreign markets; however, a weak dollar would also mean higher costs for products manufactured overseas. 2.5 Core Competencies Over the last three years, Avon Products have been implementing its turnaround plan through various strategic initiatives, including: restructuring plan, product line simplification program (PLS), strategic sourcing initiative (SSI) and investment in advertising and sales representatives. Among other things the company does well are: Diversification through acquisition Distribution strategy and brand image High technology and innovation Economic Empowerment Philanthropy 3. Industry Analysis 3.1 Industry Definition, structure and major competitors The US personal care products industry includes about 800 companies with combined annual revenue of $50 billion. Major companies include Estee Lauder, Johnson Johnson, and Procter Gamble. The industry is concentrated: the 50 largest firms account for about 70 percent of industry revenue. There are 28,001 companies in this industry with the US personal income driving consumer demand for personal care products  [4]  . Company Sales Location The Protecter Gamble Company 78,938.00M Cincinnati, OH LOreal SA 25,041.73M Clichy, France Kimberly-Clark Corporation 19,115.00M Irving, TX Colgate-Palmolive Company 15,327.00M New York, NY Kao Corporation 12,777.13M Tokyo, Japan Source: http://www.hoovers.com/industry/personal-care-products/1192-1.html 3.2 Industry Growth and Profitability Market moves over the last two years have clearly been extraordinary. The forecast call for a continued, gradual recovery in demand from developed markets with emerging economies faring better. The personal and disposable personal incomes are the main drivers of this sector. According to the Bureau of Economic Analysis, July 2010, Personal income increased $30.0 billion, or 0.2 percent, and disposable personal income (DPI) increased $17.6 billion, or 0.2 percent, Personal consumption expenditures (PCE) increased $44.1 billion, or 0.4 percent. Table 3.2 Personal and Disposable Personal Income 2010 June July Aug. Sept. Oct. (Percent change from preceding month) Personal income, current dollars 0.1 0.2 0.5 0.0 0.5 Disposable personal income: Current dollars 0.1 0.0 0.5 -0.1 0.4 Chained (2005) dollars 0.2 -0.2 0.3 -0.2 0.3 Personal consumption expenditures: Current dollars 0.0 0.5 0.5 0.3 0.4 Chained (2005) dollars 0.1 0.3 0.3 0.2 0.3 Source: Bureau of Economic Analysis, US Department of Commerce. July, 2010 3.3 Pest Analysis of External Factors Affecting the Industry 3.31 Political Factors These include the form of government, role of government whether as a participator or a facilitator or a regulator, political stability and risk, consumer protection, employment law, election, competitive regulations, industry-specific regulations, environmental regulations, understanding cultural differences, government structures, governmental leadership, political trends, taxes, terrorism and war. Avon Products is majorly affected by government tax and industry specifications. Different countries have different regulations with taxes. Political and legal systems of different countries have important implications for Avon Products. Sometimes, the political system changes quickly, throwing the company into crisis and at other hand, it evolve more slowly. Countries Over 30 Hongkong 25.25 China 17.37 United Kingdom 25.69 United States 26.26 Singapore 25.24 Thailand 16.42 Norway 28.19 Canada 27.80 Japan 24.65 Russia 14.66 Source: http://www.euromoney.com/Article/2675660/Country-risk-September-2010-Full-results.html 3.3.2 Economic Factors In various countries, economic growth trends differs, government spending levels, taxation, disposable income, exchange rates, tariffs, inflation, job growth/unemployment, consumer confidence index, import/export ratios, and production levels. Avon has experienced fluctuating growth; its said to largely depend on economic conditions and disposable household income levels. A higher disposable income will definitely increase spending pattern. 3.3.3 Social Factors These include race, family size, age, gender, lifestyle changes, population shifts, education, trends, fads, diversity, immigration/emigration, health, living standards, housing trends, fashion, attitudes to work, leisure activities, occupations, and earning capacity. Since Avon major source of Revenue is on Beauty products which is mainly used by women, the company stands the chance of increasing revenue all things being equal. A higher taste or lifestyle to substitute products like Mary Kay may affect the company revenue. 3.3.4 Technological Factors These are factors that enable innovative and creative ideas that make Avon to compete and meet customers needs. These include Inventions, new discoveries, research, energy uses/sources/fuels, communications, rates of obsolescence, health (pharmaceutical, equipment, etc.), manufacturing advances, information technology, internet, transportation, bio-tech, genetics, agric-tech, waste removal/recycling, and so on, all these and many more need to be improved upon continually. As technology advances, there is need to ensure compliance and engage in more research in an attempt to increase the quality of the products. The company should keep the analysis of past developments separate from that of the present situation and future trends 3.4 Porters five forces of Analysis Competition 3.4.1 Threat of new Entrants: Low Being a household name for some years, the threat of new entrants can be said to be low. Consumers who are serviced in this industry tend to stick with long and experienced 3.4.2 Threat of Substitutes: High There are several substitutes to Avon products by its competitors in the market. A slight change or below standard can push customers to buy other products. 3.4.3 Bargaining Powers of supplier: Low 3.4.4 Bargaining Power of Customer: Low Customers who are mainly women often dont mind price(s) as long as they have value for money spent. Rather than customers fixing price, Avon does. 3.4.5 Rivalry among Competing Firms: High This is really high. Mary Kay among several others is in high competition with Avon. 3.5 Summary Bargaining power of buyers Low Competitive Rivalry within an Industry High Threat of Substitute Products High Threat of new Entry- Low Low Bargaining power of suppliers Low 4. Economic Outlook 4.1 Global Outlook The last three quarters have been impressive with the companys operating performance and its key credit measurements are improving. Avon is envisaged to continue to have conservative stances with its liquidity and share repurchases. Avon innovative ideas has earned its performance very well relative to its consumer products peer group and remains one of the best geographically positioned companies to gain from emerging market growth over the next several years. Avon is in the midst of a restructuring that includes cutting jobs and trimming overhead. It has concentrated on recruiting independent sellers, as well as broadening its assortment of less-expensive items, including products under $5, to drive sales. It is also growing sales in emerging markets. The recession affected the manufacturers of beauty products fairly well, due to large part to their vast product range. While demand for cosmetics stumbled some are considered essentials and were mostly resistant to the downturn. The economic recovery will push the industry back to steady growth, as improving disposable incomes allow consumers to spend more on nonessentials like makeup. Meanwhile, manufacturers will expand both their product lines and geographic reach to take advantage of new market opportunities  [5]  . 4.2 Regional Outlook Avon is on a course of action to deliver strong quarterly growth, although the US market is likely to prove the exclusion to regional growth in view of the tough conditions there. The worlds leading direct sales cosmetic company increased revenue by 8 per cent for the first quarter in dollar terms, while the continuing weakness of the dollar will mean that revenues will rise by 5 per cent in local currencies. Based on region, Avon revenue is projected to leap and operating profit forecast to be up. Internationally, Latin Americas revenue is projected to increase at a double-digit rate and operating profit forecast to grow in line with or slightly ahead of revenue, reflecting a strong performance in both the Brazil and Argentina markets. Europes revenue and operating profit are expected to increase in the ranges of 10 per cent and 15 per cent, respectively. Growth in this region is continuing to focus on the central and eastern European markets. Operating profit is expected to be more than 25% in the Asia Pacific region. 4.3 Local Outlook Avon overall growth is being driven by sales of beauty products, which are expected to increase more and more particularly the Anti-aging skincare Product. The company feels it is also a reflection of its successful new product launches and continuing commitment to invest significant resources to support its brand-building strategies. Also, the company expects increase number of active representative to positively impact on sales. 4.4 Summary There is strong growth and improving profitability as the global outlook becomes Stable from Negative. 5. Ten-year pro forma forecast 5.1 Underlying Assumptions Avon had $650 million Agreement with Silpada. The company designs is the worlds largest and fastest-growing sterling silver jewellery home party company which is expected to generate revenue from 2015  [6]  . Focus on emerging markets such as Brazil, China, Colombia, Russia, Turkey, and Venezuela, aiming for high market share and brand recognition in these markets. The only positive regional revenue growth the company had been in the Latin America and China at 5.6% and 0.7%  [7]  . For example, China re-licensed Avon for direct-selling, which allowed Avons revenues from China to increase rapidly from 2006 to 2008. The total revenue from China rose from $212 million in 2006 to $353 million in 2009  [8]  . Similar situations may arise in Avons other emerging market segments. Increased cost of production and Companies are also focused on controlling their operating margins in order to maximize their profits. While advertising and commodity costs have been rising, efficient production has been useful in reducing margins. A takeover Rumour by LOreal expand in emerging markets, particularly in Latin America  [9]   First quarter for the year ended March 31st, 2010.  [10]  Avons net income was $43 million, a 64% decrease from Q1 FY 2009 net income of $117 million. The decrease was mainly caused by AVPs effective tax rate being a 66.1% due to the devaluation of Venezuelan currency. Excluding this negative impact, net income was actually $144 million. Total revenue increased 14% to $2.5 billion. The number of active representatives grew by 6% as the recessionary environment attracted many unemployed people to Avons independent selling business strategy. Additionally, the companys Beauty segment grew by 14%. Avon had mixed sales results internationally, as it had a 2% sales decline in North America, a 22% sales increase in Latin America, a 31% sales decrease in China, a 28% sales increase in Eastern Europe, and a 23% sales increase in Western Europe and Africa. The company spent $96 million on advertising a 23% increase from the same quarter last year. Second quarter for the year ended 30th June, 2010, Q2 FY 2010.  [11]  The companys Net Income was $167.6 million more than double the year-ago quarter value of $82.9 million. Net sales rose 8% to $2.68 billion. Sales in all of the companys product categories increased with 16% growth in perfume and 12% growth in color cosmetics. Avon increased advertising in the quarter to $97 million, up 19% from the prior year quarter. The company increased advertising mainly in Latin America. Geographically, Avons revenue increased 16% in Latin America from strength in Brazil and Mexico. Sales in North America remained flat. Important to note is Other Income for the quarter in review shows a deficit of usd 100m.  [12]   Third quarter for the year ended September 30th, 2010 Avons net income increased 7% to $167 million. The higher costs are due to advertising and weak sales from markets like china and Brazil. Net Revenue increased 4% to $2.66 billion, compared to $2.56 billion in the prior year quarter. The company benefited from higher sales in Latin America (8% growth) and Western Europe, the Middle East, and Africa (11% growth). However, sales in North America remained stagnant with a 2% decline in growth and sales in China fell by 30% as Avon tries to transition away from retail stores in the region in favor of a direct selling method that it uses in its other markets. Advertising costs increased 36% as the company promoted its fragrances as well as its two new product categories hair and acne  [13]  .

Martha Grahams choreography

Martha Grahams choreography Discuss how the choreography of Martha Graham or Merce Cunningham reflected the changing contexts in which her/his work was produced. Martha Graham (1894-1991) was a truly inspirational and revolutionary performer and choreographer throughout the 20th century. Her work was a great influence to people from all aspects of the arts, from famous stage actors to painters, composers, sculptors and of course choreographers. Over Grahams seventy year long career she created a great many one hundred and eighty one pieces. (States http://www.innovationpark.psu.edu/coolblue/events/martha-graham-dance-company-clytemnestra last accessed 05/01/2010) These were an important influence for many people. She changed the way many perceive and interpret dance. It was 1910 when Graham was sixteen that she first laid eyes on an enthralling dance piece. It was seeing Ruth St. Denis at a performance of her famous solos The Cobras, Radha, Nautch and Egypta, in Los Angeles that caught her attention. Graham knew from this point on that this new, defining concept of dance with bare feet and natural flow is what she wanted to devote her life to. Due to her persistent and determined nature, she refused to conform to the social normalities of ballet within contemporary dance. It was 1926 when Graham formed the Martha Graham Dance Company. She veered off from the strict form of traditional ballet and led the way for a new language of dance which was based on her own principles of dance as an inner expression. With this ideology she focused more on significant movement than on classical technique, the likes of which ballet demands. She loved the form of precise movements of the body and she was set to faà §ade classical dance moves. She would go on to do this through her expressionistic work. Many of her performances would involve a rather racy theme, or something that was very rare for the period in which it was created. She also reflected what was going on around her socially. When discussing Grahams use of contraction and release, for which she was so well known, Susie Cooper (2009) states, Graham developed the movements of breathing contraction and release as the basis for her movement vocabulary and technique. When breaking down the dance of Graham I think Merle Armitage said it best; The dance of Martha Graham is neither literally (story telling in the allegorical sense) nor is it symbolic. It is a pure art of the dancea play of form which in itself is significant and provocativea language of its own, not a hand-maiden of another art form. Perhaps it is the first uninfluenced American dance expression, wholly disarming in its simplicity but curiously profound in its complexity. (Armitage, M. 1969 Martha Graham the early years. Da Capo Press, Inc.) Graham was greatly influenced by her father. Dr Graham was a physician who showed particular interest in the way people moved and used their bodies. This state of mind was passed on to his daughter and later on in her life she used to state his favoured dictum movement never lies.Graham was inspired by many different sources ranging from paintings and artwork to Greek mythology, Native American ceremonies and the American Frontier. Most of her truly memorable roles depict grand and significant women in history. Such as Clytemnestra, Jocasta, Medea, Phaedra and Joan of Arc.Lamentation is Grahams dance from 1930. It is a solo choreography which shows the struggle of human emotion and is a visual counterpart to the contemporary architecture that was beginning to grace the skyline of New York in a new and exciting way. Graham describes her piece as; a solo piece in which I wear a long tube of material to indicate the tragedy that obsesses the body, the ability to stretch inside your own skin, to witness and test the perimeters and boundaries of grief, which is honourable and universal. (Graham, M. 1991 Blood Memory: An Autobiography. Doubleday; 1st edition.) Many of her movements in this piece are from a grounded position and slowly contract and release to an upward position, much like the building and construction of a skyscraper. For example she is sitting on the edge of a bench and contracts from side to side and then arches into a high release which represents the rise of a building. As the dance progresses Grahams movements become a lot faster and angular. This shows the speed and contemporary design that the buildings were being built. It seems safe to assume that her fundamental aim is to allow the power and energy of the living world to filter through and animate her work. (Armitage, M. 1969 Martha Graham the early years. Da Capo Press, Inc.) Chronicle (1936) brought upon a new period of contemporary dance. Completely danced by women, serious issues were brought to light for the first time. It is a preface to war, devastation, destruction and seclusion. It showed Grahams anti-war stance. It was a counterpart to events such as the great depression. It was an iconic step forward in modern dance. Clytemnestra (1958) was considered by many to be Grahams masterpiece. It was an evening long performance, her largest scale work that she ever produced. Composed by Halim El-Dabh. The piece is based on an ancient Greek story about Queen Clytemnestra. It involves love affairs and sacrifice of her daughter. This was a very symbolic piece, use of red material as costume and props for the entrance to the Queens bedchamber. Graham had used material before in Lamentation but not in a design way, so Isamu Noguchi incorporated it within the design. (Graham, M. 1991 Blood Memory: An Autobiography. Doubleday; 1st edition.)Graham collaborated with many artists and visionaries alike. (The following are just to name a few.) Many of whom influenced her work and she in turn influenced them. Isamu Noguchi was a famous sculptor and was a good friend of Grahams and created many of her sets for her pieces. Graham was often compared to many famous artists by society. Her affect on dance was thought upon like Stravinskys music, Picassos paintings or Frank Lloyd Wrights architecture. One of the foremost composers of the time, Aaron Copland, worked with Graham. Copland was known to incorporate jazz music and folk music into his compositions, a revolutionary design for the time. This was then shown through Grahams pieces, for example, Appalachian Spring (1944), one of Grahams well known dances, had a brand new score created for it by Copland. This was a revolutionary piece both in the style of the choreography and of the music. Appalachian Spring was Grahams piece based on a springtime celebration of the American pioneers of the 19th century after they build a new farmhouse. Other composers were William Schuman, who composed Night Journey (1947) for Graham, Samuel Barber composed Frescoes (1978/79). Louis Horst was another of Grahams most valued composers, also known to be Grahams closest adviser on choreographic and creative issues. Graham collaborated with the famous designer Roy Halston Frowick, who created the costumes for some of her later works. He was one of the most proclaimed designers of the seventies. The first time Graham collaborated with Halston was on her work Lucifer (1975), which starred Margot Fonteyn and Rudolf Nureyev. Lucifer was a reference to the light bearer of biblical times. When talking about this piece Graham states; Many people have asked me why I did Lucifer with Rudolf Nureyev. Lucifer is the bringer of light. When he fell from grace he mocked Gosh. He became half god, half man. As half man, he knew mens fears, anguish, and challenges. He became the god of light. Any artist is the bringer of light. Thats why I did with Nureyev. Hes a god of light.And Margot Fonteyn was such a glorious complement to him at it. Luminous as night. When I first saw Margot Fonteyn she was a great and beautiful figure. The magic of Margots presence is an elusiveness of spirit that defies description (Graham, M. 1991. Blood Memory: An Autobiography. Doubleday; 1st edition.) Grahams final performance in which she danced was her work Cortege of Eagles (1967). It is one of her Greek mythology drawn pieces. It is about Hecuba reliving the massacre of the Trojan War. It is a very dramatic based piece focusing on the internal actions and ideals of Hecuba. It is not as investigative as her earlier Greek mythology drawn pieces. It has a focus to emotions and presence more than movement of Graham herself. Instead the actions are carried out by the chorus of dancers. As if they were playing out Hecubas memories. Martha Graham is still celebrated today as one of the most important performers and choreographers of all time. Maple Leaf Rag (1990) was Grahams last choreographed work with a score by Scott Joplin and Calvin Kleins costumes. Graham was working on a piece called The Eye of the Goddess before her death in 1991. It was her new ballet for the Olympic Games in Barcelona. So many of her students became choreographers and company leaders and took a certain aspect of her work with them. Merce Cunningham is a prime example, and this is one of the reasons why we still get to see a lot of her style of work today. Graham changed the concept of what we know as contemporary/modern dance. If not for her, many ideas of how we perceive dance would not exist in the present day. Some found Grahams work ugly and hateful; others called it a revolutionary masterpiece. People have asked me why I chose to be a dancer. I did not choose. I was chosen to be a dancer, and with that, you live all your life. (Graham, M. 1991. Blood Memory: An Autobiography. Doubleday; 1st edition.) Bibliography Books Horosko, M. 2002 Martha Graham: The Evolution of Her Dance Theory and Training. University press of Florida. Armitage, M. 1969 Martha Graham the Early Years. Da Capo Press, Inc. Graham, M. 1991 Blood Memory: An Autobiography. Doubleday; 1st edition. DVDs/Videos http://www.youtube.com/watch?v=aEvcP-vXk4M (Last accessed on 13/11/09) http://www.youtube.com/watch?v=xgf3xgbKYko (Last accessed on 12/11/09) DVD Martha Graham in Performance. Kultur. http://www.youtube.com/watch?v=fFNsKeMbW20 (Last accessed on 19/12/09) http://community.ovationtv.com/_Martha-Graham-A-Dancer-Revealed/video/251083/16878.html (Last accessed on 06/01/10) Websites http://www.studio360.org/americanicons/episodes/2006/01/07 (Last accessed on 13/11/09) http://en.wikipedia.org/wiki/Martha_Graham (Last accessed on 13/11/09) http://www.cmi.univ-mrs.fr/~esouche/dance/Lamentation.html (Last accessed on 12/11/09) http://www.dancehelp.com/articles/modern-dance/martha-graham.aspx (Last accessed on 13/11/09) http://www.pitt.edu/~gillis/dance/martha.html (Last accessed on 26/11/09) http://www.pbs.org/wnet/americanmasters/episodes/aaron-copland/about-the-composer/475/ (Last accessed on 19/12/09) http://www.pbs.org/wnet/americanmasters/episodes/martha-graham/about-the-dancer/497/ (Last accessed on 19/12/09) http://www.pbs.org/wnet/americanmasters/episodes/isamu-noguchi/about-isamu-noguchi/675/ (Last accessed on 19/12/09) http://en.wikipedia.org/wiki/Appalachian_Spring (Last accessed on 19/12/09) http://www.studio360.org/americanicons/episodes/2006/01/07 (Last accessed on 19/12/09) http://www.answers.com/topic/louis-horst-1 (Last accessed on 19/12/09) http://en.wikipedia.org/wiki/William_Schuman (Last accessed on 19/12/09) http://marthagraham.org/resources/about_martha_graham.php (Last accessed on 19/12/09) http://www.innovationpark.psu.edu/coolblue/events/martha-graham-dance-company-clytemnestra (Last accessed on 05/01/10) http://www.nytimes.com/1985/04/06/arts/the-dance-martha-graham-s-cortege-of-eagles.html?pagewanted=1 (Last accessed on (05/01/10) http://www.exploredance.com/marthagraham2103.php (Last accessed on 05/01/10) http://www.goodreads.com/author/quotes/47790.Martha_Graham (Last accessed on 06/01/10)

A lEsson Befor dying Essay -- essays research papers

A Lesson Before Dying For my final book review I read the novel A Lesson Before Dying By Ernest J. Gains. The book took place in the 1940 right after the great depression. A society stricken by poverty is depicted early in the book. The atmosphere in the first chapter is leading us into the idea of: how can justice prevail in a society dominated by a single group of people? If this story took place in modern day I believe that question would not be as relevant as it is in the forty’s.   Ã‚  Ã‚  Ã‚  Ã‚  Grant Wiggins, one of the main characters is a teacher at an elementary school, Grant is a very bitter man for being so young, maybe it is because he has known nothing but segregation and racisms his whole life, growing up in Louisiana. Over the course of the novel, he learns to accept responsibility for his own life, for his relations with other people, and for the condition of Southern society. Jefferson is another one of the main characters; Jefferson is a black man who is described as being sensitive and kind of stupid. Jefferson is accused for a murder and faces the death penalty, he becomes very depressed waiting on death row because he feel so worthless in a white dominate world, but Grant befriends him and helps him out before he dies.   Ã‚  Ã‚  Ã‚  Ã‚  Jefferson is convicted of murder, while in his cell the hears his own lawyer call him a hog, this upsets him very much and he realizes how the white dominate the world and that justice can no...

Macbeth: A Tale Of Two Theories :: essays research papers fc

Macbeth: A Tale of Two Theories Macbeth(c.1607), written by William Shakespeare, is the tragic tale of Macbeth, a virtuous man, corrupted by power and greed. This tagedy could in fact be called "A Tale of Two Theories". One theory suggests that the tragic hero, Macbeth, is led down an unescapable road of doom by an outside force, namely fate in the form of the three witches. The second suggests that there is no supernatural force working against Macbeth, which therefore makes him responsible for his own actions and inevitable downfall. It must be remembered that Macbethis a literary work of art, and as a peice of art is open to many different interpretations, none of them right and none of them wrong. But the text of the play seems to imply that Macbeth is indeed responsible for his own actions which are provoked by an unwillingness to listen to his own conscience, the witches, and his ambition. First, Macbeth ignores the voice of his own psyche. He knows what he is doing is wrong even before he murders Duncan, but he allows Lady Macbeth and greed to cloud his judgement. In referring to the idea of the murder of Duncan, Macbeth first states,"We will proceed no further in this business"(I.vii.32). Yet, after speaking with Lady Macbeth he recants and proclaims,"I am settled, and bend up/Each corporal agent to this terrible feat"(I.vii.79-80). There is nothing supernatural to be found in a man being swayed by the woman he loves, as a matter of fact this action could be perceived as quite the opposite. Second, the witches have to be dispelled as a source of Macbeth's misfortune before the latter theory can be considered. It is admittedly strange that the weird sisters first address Macbeth with,"All hail, Macbeth! hail to thee Thane of Cawdor!"(I.iii.49), a title which not even Macbeth is aware he has been awarded. Even stranger is the third witch calling to Macbeth,"All hail, Macbeth, that shalt be king hereafter!"(I.iii.50). However as stated by Bradley,"No connection of these announcements with any actions of his was even hinted by [the withches]"(232). Some are still not convinced though of the witches less than supernatural role; nevertheless, Macbeth appears throughout the play to be completely aware of his actions, as opposed to being contolled by some mystic force. The effect of the witches on the action of the play is best summarized by these words: ...while the influences of the Witches' prophecies on Macbeth is very great, it is quite clearly shown to be an influnce and nothing more.(Bradley 232) Most important to the theory that Macbeth is reponsible for his own actions

It331 Documentation

Infinet Infinet is a company that has been providing networking and data communications solutions for companies since 1994. Infinet has throughout the years stayed on top of current networking trends and technologies to ensure reliability and extensive network lifetimes for Infinet’s customers. Our clients range all across the southern and southwestern states of the U. S. Infinet’s mission to its customers is to provide them a network resolution that suits their needs and budget with the highest reliability that current technology can offer.Infinet has many different teams working within the company to maintain positive relations and to provide the highest level of customer service. Technical Support – Infinet offers its clients technical support 24 hours a day, 7 days a week. Technical support is available to help troubleshoot with clients to attempt to reach a resolution as soon as possible. Sales Team – Infinet’s sales representatives work with o ur potential customers to determine the customer’s needs and forward the information they gather to Infinet’s design team.Design Team – The design team at Infinet is primarily responsible for the development of a project plan, diagrams, and the implementation of the project plan. The design team is then responsible for the presentation of their proposal to the client in a way that is easy for the client to understand. Networking Team – Once a deal has been made with a client the project is then handed to the networking team. The networking team at Infinet is responsible for the installation of all hardware, software, cabling, and any other type of device to be installed.The networking staff at Infinet is the most crucial part of Infinet. Training for client employees is also provided by the networking team. TTI’s Proposal The following is a list of TTI’s major needs as stated in our documentation that Infinet received. Network Design †¢ TTI must stay within the regulations regarding network design to remain in compliance with various regulations. †¢The network must be separated into two networks, Curriculum and Administrator, and not allow access from the Curriculum Network to any computers or servers on the Administrator network. A maximum of 200 workstations will be deployed at each campus for the Curriculum network and a maximum of 50 computers for the Administration network. †¢The network must facilitate 100x growth in LAN throughput, 2x growth in WAN throughput, and a 10x growth in the main campus internet connection. It must also remain functional for a minimum of 5 years. †¢The four new schools must connect via the ISP’s internal network into a central device at headquarters and forward any internet requests through the headquarters’ internet connection. †¢Each campus will have a MDF room where data will be sent and forwarded as needed.The Houston West campus will include an MDF as well as an IDF on the second floor to forward data to the MDF. †¢Each school has four labs that require 31 connections. There needs to be 3 runs of cabling to the 30 computers on the Curriculum network and 1 run of cable to terminate at the instructor’s computer on the Administrator network. †¢All computers on the Administration network will have their ip addresses set statically and all computers on the Curriculum network will obtain their ip addresses automatically from a DHCP server. DHCP Server †¢Each campus will have a DHCP server to hand out ip addresses to nodes on the Curriculum network.DNS and E-Mail †¢DNS and e-mail servers will be implemented in a hierarchical manner with all services located on the master server at the main campus. †¢All DNS and e-mail servers will be capable to communicate with each other in the event that the master server becomes unavailable. Administrative Server †¢TTI will need to have an Administration s erver at each school site to interface with the DBMS at headquarters for student tracking, grades, attendance, and other functions †¢The Administration server must not be accessible by any students or the Curriculum network. Web Server TTI will need a web server to host its virtual library which will house an online library for curricular research and give students access to several online databases. Application Server †¢All computer applications will be housed on a server at each school location to provide the IT staff with an easy solution to upgrading applications. FTP Server †¢An FTP server will be setup to provide TTI staff with a quick way to recover missing or corrupt files. Executive Summary Infinet has recently received a request from TTI to implement a network plan to meet the addition of four new campuses within the state of Texas.We believe that we have come up with the most reliable and secure plan to meet your needs at a reasonably low price. In our plan we have included many options to provide TTI with our personal recommendations as well as options lower in cost to suit TTI’s financial obligations. Infinet will take on all responsibility of hardware and software installations as well as an effective training plan to give the IT staff at TTI the tools they need to monitor and maintain their network. Assumptions and Constraints The following list is a few assumptions that Infinet has made based the information TTI has presented. TTI has already laid down the cabling or has done so with the construction of the building. †¢TTI will remain responsible for any physical security of network components and servers. †¢Proper cooling will be available in the MDF and IDF rooms. †¢TTI is needs new workstations to be purchased and installed. If we are wrong with any of our assumptions we have made a few possible solutions. †¢Infinet has the staff and resources to lay down any cabling if need be. †¢Infinet has in cluded the option to omit any costs for new workstations if TTI has no desire to upgrade their current workstations.Deliverables Based upon the previous information, Infinet has come up with what we plan to bring to the table. †¢Infinet will propose hardware and costs with several options for TTI to better suit their budget and needs. †¢Infinet will provide a project schedule and implementation timeline to clarify each phase of the project. †¢Infinet will identify the network topology and layout. Our main highlights will include the following. o4 T1 data lines for point-to-point connectivity and 1 T1-speed data frame relay to connect all sites to the Internet. Fiber optic-multi mode backbone. oSegment LAN at each site into two networks, administrator and curriculum. oSuccessful network connectivity with campuses to the main campus as well as Internet connectivity. oEstablishment of MDF’s at each location as well as an IDF at the Houston location on the second f loor. oImplementation of an IP subnet capable to meet current needs and to facilitate growth. oDHCP configuration with student network and static IP addresses assigned to the administrator network. oInstallation of DHCP, DNS, and Application servers at each site.Each location will have a separate Administration server that will directly communicate with the DBMS at the main campus. oThe main campus will include the main DNS server, DNS, IIS, Active Directory, Exchange, Web, Application, and FTP servers. †¢Infinet will provide a comprehensive backup solution for data and power. †¢Infinet will ensure security to the Administration LAN as well as a firewall to deny access from any device outside the TTI network. †¢Infinet will present a training plan for the IT support staff for TTI to give them the necessary knowledge and tools to monitor and maintain the network. Infinet will have a prototype for display to demonstrate our ability to effectively separate the Curriculum and Administration networks. Project Plan Implementation and Timeline There are going to be 7 major steps to complete the project. 1. Inspect locations Verify the current setup and identify the requirements that TTI needs to accomplish before installation takes place. Also to identify the location of the new hardware and verify what is needed. Jason: Dallas, Scott: Houston, Troy: San Antonio, Tyson: Austin An estimated 4. 5 days will be needed to complete the inspection of all sites. 2. Purchasing and DeliveryAll hardware that has been deemed necessary will be ordered and delivered to each site. During this time, Technician’s will be coordinated at each site to prepare for hardware installation. An estimated 18. 5 days will be needed to complete purchasing and delivery of all sites. 3. Hardware Installation All hardware will be installed and setup at each location. This includes all Workstations, Servers, Networking Equipment and Cabling. An estimated 11. 5 days will be need ed to complete hardware installation of all sites. 4. Software Installation All software and server services will be setup and implemented at all locations.Routers, switches and firewalls will be configured and optimized for network communication between sites. Workstations will be setup with their appropriate network configuration. An estimated 4. 5 days will be needed to complete software installation of all sites. 5. Finish Installation and Network Testing All hardware and software installation will be finished and network setup will be verified and tested for problems. Security policies and double firewall will be tested for weaknesses from outside Internet connectivity. Backup solution will be tested and verified with a complete disaster recovery plan.An estimated 11. 5 days will be needed to complete the finish Installation and network-testing phase of all sites. 6. Training Training for the TTI administration and IT staff, so that they will be fully capable of maintaining and monitoring the network using SNMP standards. An estimated 5 days training will be needed for training. 7. Support Period: 10 day on call support. Any problems detected during this 10 day period will be corrected by Infinet. Project Details Network Topology TTI Network Overview All campuses will be connected through the ISP’s internal network.Internet access from the campuses will be forwarded to the Houston Headquarters and then out to the internet through Houston’s T3 or Frame Relay connection. Houston Headquarters Campus The Houston Main Campus will house the main DBMS server and the master backup server. The application, main DNS, DHCP, and Active Directory servers will also be located in the MDF. Each of the other four campuses’ internet connections will be forwarded to the Houston campus’ router, Cisco 7204 VXR, which will then forward internet connectivity through the Houston campus’ T3 or ISDN connection.The T3 or ISDN connection will be gu arded by a PIX515e firewall that will block all incoming requests except those for web and e-mail traffic. Houston West Campus The Houston West campus has the same setup as the other campuses, minus Houston Headquarters, except that cable runs will come from the MDF to a switch on the second floor that computers on that floor will connect to. It hosts local DNS, E-Mail, DHCP, and application servers as well. Dallas, San Antonio, and Austin Campuses These campuses will host local DNS, DHCP, application, E-Mail, and FTP servers and have T1 connections.Project Details IP Schema The IP addressing scheme we chose is designed to make administering the network easier. Each IP address will allow TTI’s IT staff to identify if it belongs on the student or administrator network and what its physical campus location is. The chart below provides the details. HoustonHouston WestAustinDallasSan Antonio Student Network10. 1. 5. 0/2410. 1. 15. 0/2410. 1. 25. 0/2410. 1. 35. 0/2410. 1. 45. 0/24 Admin Network10. 1. 10. 0/2510. 1. 20. 0/2510. 1. 30. 0/2510. 1. 40. 0/2510. 1. 50. 0/25 Student Range10. 1. 5. 2 – 10. 1. 5. 25410. 1. 5. 2 – 10. 1. 15. 25410. 1. 25. 2 – 10. 1. 25. 254 10. 1. 35. 2 – 10. 1. 35. 25410. 1. 45. 2 – 10. 1. 45. 254 Admin Range10. 1. 10. 2 – 10. 1. 10. 12610. 1. 20. 2 – 10. 1. 20. 12610. 1. 30. 2 – 10. 1. 30. 12610. 1. 40. 2 – 10. 1. 40. 12610. 1. 50. 2 – 10. 1. 50. 126 Student Gateway10. 1. 5. 110. 1. 15. 110. 1. 25. 110. 1. 35. 110. 1. 45. 1 Admin Gateway10. 1. 10. 110. 1. 20. 110. 1. 30. 110. 1. 40. 110. 1. 50. 1 Student Broadcast10. 1. 5. 25510. 1. 15. 25510. 1. 25. 25510. 1. 35. 25510. 1. 45. 255 Admin Broadcast10. 1. 10. 12710. 1. 20. 12710. 1. 30. 12710. 1. 40. 2710. 1. 50. 127 Project Details Security Security planning for the internal and external TTI network should be as follows. †¢A nominal amount of training with the staff will have to be done with regards to physica l and logical security. †¢Logical security should be setup using the firewall for external use and ACL’s, managed switches, and password security for internal security. †¢Using monitoring programs to the benefit of the school and to see where problems may rise. †¢Monitoring tools for service availability and bandwidth management. oNagios oMRTG oEmail NotificationActive Directory Structure TTI. EDU Training and Maintenance Plan Once the project has been completed, Infinet will begin the training of Network and System Administrator personnel at each TTI location. The training will be for the length of 5 days from 8 A. M to 12 P. M. and 1 P. M. to 5 P. M. for a total of 40 hours. Each site will be trained simultaneously from Infinet’s design team. TTI’s IT staff will be trained on the router and switch configurations, IP addressing schemes, all servers and their configurations, troubleshooting techniques, and client node configurations.TTI will also be provided with contact information regarding their WAN connections. Once training has been completed a support period will begin. This support period will last for 10 business days, Monday through Friday. During this period TTI will be responsible for â€Å"digging† into their network to find any bugs or potential problems. Upon the discovery of any problem TTI can contact Infinet’s customer support to work out a resolution. All warranty information on hardware will be held by Infinet until the expiration of the support period at which time TTI will be solely responsible.One item to keep in mind is that although we will discontinue responsibility after the support period, Infinet is always willing to listen to clients’ problems and give suggestions to help the client reach a solution. Risk Analysis The following table addresses particular events that may delay the completion of the project. RiskImpactProbabilityResponse Late arrival of connectivity equipmentLH Push all servers to a â€Å"plug-n-play† state to minimize schedule interference. Cable interferenceHMLocate the source of interference and terminate it or insulate the cabling.Damaged server or wrong server hardwareMMSend equipment back and obtain new equipment Late arrival of serversMMSend equipment back and obtain new equipment ISP problemsMMDepending on response time of ISP, possibly find a new ISP. VPN connectivity problemsMMDiagnose the source and implement solution. Natural disasterHLResolution depends on the effects of the disaster. Sudden increase in the pricing of resourcesMLConsult with TTI. Perhaps find an alternative solution in the case of drastic changes. Poor attendance during training phaseMLHold multiple sessions or commute to certain locations for additional training if necessary.Complications when migrating existing dataMLPerform any conversions or third party support. SQL connectivity problemsMLDiagnose the source and implement solution. Wrong equipment o r damaged equipmentLMSend equipment back and obtain new equipment Backup Strategy Hardware: The Houston campus will house the main backup server. The type of device will be either Dell PowerVault 110T LTO-2-L, a tape drive solution, or Iomega StorCenter Pro 200d, a device that uses random access rather than sequential. The choice of device will be up to TTI. Each campus except for headquarters will use Bytecc 40GB 3. 5†³ LANDisk NAS for data backups.This networked attached storage device utilizes a 100-BaseTX networking interface and a Western Digital 40GB hard drive. Each campus will have a UPS system. The device we have selected, APC Back-UPS RS 1500VA, has an internal alarm, hot swappable batteries, connects via USB or serial, a 110 minute blackout run time, and a $150,000 lifetime equipment protection plan. Strategy: The main campus’ backup device will run a routine scheduled backup nightly that will pull the data from each individual NAS drive. Along with this data, it will backup Active Directory and the Microsoft Exchange email databases.These are items that we have deemed required for backup and any remaining items are to be discussed and implemented into the daily backup schedule. The latest copy of the data will be taken home by the administrator each day so that there is always an off-site duplicate of the backup. Cost Analysis Infinet has worked hard to make an effective solution for TTI. One difference that you will find with our company is that we prefer to provide our clients with options. In our costs proposal we have given TTI options such as the client workstations, backup solutions, and WAN connections.Each option has been analyzed and determined to fit TTI’s needs within the RFP we received. Infinet bids a range of $1,769,487. 96 to $2,425,751. 26 to give TTI the option to weigh their cost versus their needs. Infinet cannot determine what will be the best solution for TTI as it is TTI itself that knows what is best. If TT I has any suggestions regarding hardware, software, or WAN connections Infinet will be readily available to share ideas and work firmly to meet TTI’s demands as a customer. For exact details on the costs breakdown please refer to Appendix A and for hardware descriptions please see Appendix B.Appendix Appendix A: Cost Analysis Breakdown†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 Appendix B: Hardware†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦27 Appendix A – Cost Analysis Recommended Cost Sheet Hardware:Quantity:Unit Cost:Total Cost: Dimension 9150 Desktop1250$1,411. 30$1,764,125. 00 Cisco 7204 VXR1$3,958. 90$3,958. 90 PA-MC-8T1 (WIC)1$2,198. 90$2,198. 90 Cisco 2600 XM4$3,376. 99$13,507. 96 Dell PowerEdge 285011$3,291. 20$36,203. 20 Cisco Secure PIX 515E1$2,823. 70$2,823. 70 Cisco Cat alyst 2948G Switch40$4,677. 19$187,087. 56 NAS Network Attached Storage4$153. 99$615. 96 APC APWBR15005$383. 90$1,919. 50 23†³ Equipment Racks 5$143. 0$715. 00 REVStorCenter Pro 200d Series (HQ Backup Server)1$1,978. 90$1,978. 90 Total: $2,015,134. 57 Software:Quantity:Unit Cost:Total Cost: Server 2003 Enterprise CALS (25)2$571. 95$1,143. 89 Microsoft Office Pro 2003 (Open License)1$492. 80$492. 80 Total: $1,636. 69 WAN:Total Months:Monthly Cost:Total 5 Year Cost: 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T1 (Per Site)60$852. 50$51,150. 00 5 Year on T3 (Headquarters)60$825. 00$49,500. 00 Total Internet Cost: $254,100. 00Labor and Training:Hours:Rate:Total Cost: Team Member (5 Employees)1600$27. 50$44,000. 00 Hardware Technicians (24 Employees)3840$16. 50$63,360. 00 Software Technicians (24 Employees)2880$16. 50$47,520. 00 Total: $154,880. 00 Total Project Cost: $2,425,751. 26 Low Cost Sheet Hardware:Quantity:Unit Cost:Total Cost: Dimension 9150 Desktops1250$910. 80$1,138,500. 00 Cisco 7204 VXR1$3,958. 90$3,958. 90 PA-MC-8T1 (WIC)1$2,198. 90$2,198. 90 Dell PowerEdge 285011$3,291. 20$36,203. 20 Cisco Secure PIX 515E FireWall1$2,823. 70$2,823. 70 Cisco Catalyst 2948G Switch40$4,677. 19$187,087. 56 Cisco 2600XM4$3,376. 9$13,507. 96 NAS Network Attached Storage4$153. 99$615. 96 APC APWBR15005$383. 90$1,919. 50 23†³ Equipment Rack5$143. 00$715. 00 PowerVault 110T LTO-2-L(HQ Back-up Server)1$1,538. 90$1,538. 90 Total: $1,389,069. 57 Software:Quantity:Unit Cost:Total Cost: Server 2003 Enterprise CALS (25)2$571. 95$1,143. 89 Microsoft Office Pro 2003 (Open License)1$492. 80$492. 80 Total: $1,636. 69 WAN:Total Months:Monthly Cost:Total 5 Year Cost: 5 Year T160$852. 50$51,150. 00 5 Year T160$852. 50$51,150. 00 5 Year T160$852. 50$51,150. 00 ISDN60$852. 50$51,150. 00 Frame Relay (5PDC 5 Year)60$307. 40$18,443. 70Frame Relay Installation (Per Site)1$858. 00$858. 00 Total Internet Cost: $223,901. 70 Labor and Training:Hours:Hourly Rate:Total Cost: Team Member (5 Employees)1600$27. 50$44,000. 00 Hardware Technicians (24 Employees)3840$16. 50$63,360. 00 Software Technicians (24 Employees)2880$16. 50$47,520. 00 Total: $154,880. 00 Total Project Cost: $1,769,487. 96 Cost Options Breakdown Hardware OptionsPrice Selected Price ?Dimension 9150 Desktop (Upgraded)$1,764,125. 00 —–>+ oror ?Dimension 9150 Desktops$1,138,500. 00 —–>+ ?REVStorCenter Pro 200d Series (HQ Backup Server)$1,978. 90 —–>+ oror PowerVault 110T LTO-2-L (HQ Back-up Server)$1,538. 90 —–>+ Total: Internet OptionsPrice Selected Price ?Houston West T1 Connection$51,150. 00 —–>+ oror ?Houston West Frame Relay including Installation$19,301. 70 —–>+ ?Houston Headquarters T1 Connection$51,150. 00 —–>+ oror ?Houston Headquarters ISDN Connection$51,150. 00 —–>+ Total: Set Costs T otal Price Non-Optional Hardware—–>$249,030. 67 Other Campus' Internet Connections—–>$153,450. 00 Software—–>$1,636. 69 Labor—–>$154,880. 00 Set Costs Subtotal:$558,997. 36 Total Project Cost: Appendix B – Hardware Cisco PIX ® 515EThe Cisco PIX ® 515E Firewall is an enhanced version of the widely popular Cisco PIX 515 platform, providing industry-leading firewall and IP Security (IPSec) virtual private networking (VPN) services. Designed for small and medium businesses, as well as enterprise remote offices, the Cisco PIX 515E features increased processing power and integrated, hardware-based IPSec acceleration (certain models) delivering even more robust performance for high throughput security requirements. Performance Summary Cleartext throughput 188 Mbps 168-bit 3DES IPsec VPN throughput 63 Mbps Simultaneous VPN tunnels 2,000 Dimensions and Weight Height 1. 2 in. (4. 37 cm), 1 RU Width 16. 82 in. (42. 72 cm), Stan dard 19-in. rack mountable Depth 11. 8 in. (29. 97 cm) Weight (one power supply) ~ 11 lbs (4. 11 kg) Expansion PCI BUS Two 32-bit/33-MHz PCI Random Access Memory Two 168-pin DIMM slots (64 MB maximum supported by Cisco PIX OS) Dimension 9150 Processor: Pentium ® D Processor 940 with Dual Core Technology (3. 20GHz, 800FSB) Operating System: Genuine Windows ® XP Home Edition Memory: 2GB Dual Channel DDR2 SDRAM at 533MHz- 2DIMMs Hard Drives: 320GB Serial ATA 3Gb/s Hard Drive (7200RPM) w/ 16MB cache Optical Drive: Single Drive: 16x DVD+/-RW with double layer write capability Monitors:Free Upgrade from E196 Analog Flat Panel to 1907FP Digital Flat Panel Video Cards: 128MB PCI Expressâ„ ¢ x16 (DVI/VGA/TV-out) ATI Radeon X300 SE HyperMemory Keyboard: Dell USB Keyboard Mouse: Dell ® 2-button USB mouse Dimension 9150 Processor: Pentium ® D Processor 805 w/Dual Core Technology (2. 660GHz,533FSB) Operating System: Genuine Windows ® XP Pro Memory: 512MB Dual Channel DDR2 SDRAM at 5 33MHz – 2DIMMs Hard Drives: FREE UPGRADE! 250GB Serial ATA Hard Drive (7200RPM) Optical Drive: Single Drive: 48x CD-RW / DVD-ROM Combo Drive Monitors: Free Upgrade from E196 Analog Flat Panel to 1907FP Digital Flat Panel Video Cards: 28MB PCI Expressâ„ ¢ x16 (DVI/VGA/TV-out) ATI Radeon X300 SE HyperMemory Dell Service ; Support Plans: 1 Year On-site Economy Plan Adobe Software: Adobe ® Acrobat ® Reader 6. 0 CISCO 7200 VXR SERIES ROUTER †¢ WAN edge-Award-winning quality-of-service (QoS) feature performance †¢ Broadband aggregation-Up to 16,000 Point-to-Point Protocol (PPP) sessions per chassis †¢ Multiprotocol Label Switching provider edge (MPLS PE)-Number one choice for provider edge deployment today †¢ Voice/video/data integration-Time-division multiplexer (TDM)-enabled VXR chassis and voice port adapters †¢ IP-to-IP Gateway Support-Direct IP-interconnections IP Security virtual private networking (IPSec VPN)-Scalable to 5,000 tunnels per chas sis †¢ High-End Customer Premises Equipment (CPE)-For managed WAN services saving equipment, transport and administrative cost The Cisco 7200 VXR addresses these solution requirements by integrating functions previously performed by separate devices into a single platform. Through this integration, the Cisco 7200 VXR provides a single, cost-effective platform that supports: †¢ High-density LAN and WAN interfaces Broadband subscriber services aggregation, including PPP, RFC 1483 termination, and Layer 2 Tunneling Protocol (L2TP) tunneling †¢ Digital T1/E1 TDM trunk termination for voice, video, and data †¢ High-density multichannel T3/E3 and T1/E1 with integrated channel service unit/data service unit (CSU/DSU) †¢ ATM, Packet over SONET (POS), and Dynamic Packet Transport (DPT) connectivity †¢ ATM IMA (Inverse Multiplexing over ATM) for voice, video, and data †¢ Direct IBM mainframe channel connectivity †¢ Light-density Layer 2 Ethernet switchi ng PowerEdge 2850:Processor: Intel ® Xeonâ„ ¢ Processor at 2. 8GHz/2MB Cache, 800MHz FSB Additional Processor: Single Processor only Memory: 1GB DDR2 400MHz (2X512MB), Single Ranked DIMMs Chassis Configuration: No Rails Included Operating System: Windows Server ® 2003 R2, Standard Edition, Includes 5 CALs Hard Drive Configuration: Drives attached to embedded SCSI controller, No RAID Riser Card: Riser with PCI-X Support and Embedded Raid (ROMB) Support Hard Drive Backplane: 1Ãâ€"6 Hard Drive Backplane,PE2850 Bezel: Active ID Bezel Option Primary Hard Drive: 73GB 10K RPM Ultra 320 SCSI Hard DriveNetwork Adapter: Dual On-Board NICs CD/DVD Drive: 24X IDE CD-ROM Power Supply: Non-Redundant Power Supply Tape Backup Software: CommVault 1-Touch Recovery Client License Key Documentation: Electronic Documentation and OpenManage CD Kit Hardware Support Services: 3Yr BASIC NBD: L1 Hardware Queue, Next Business Day Onsite, M-F 8am-6pm Catalyst 2948G The Catalyst 2948G is a dedicated Ethe rnet switch featuring high-performance Layer 2 switching for the wiring closet, with low cost per port and advanced and proven software capable of supporting a wide variety of switching features.

The Effect of Cell Phones

The effects that cell phones have on our lives. Cell phones have become a normal part of our everyday living. I have seen people as young as five years old own a cell phone. Nearly everyone has cell phones in this day and age. They have become a necessity for communication. Cell phones offer the ability to communicate with other people with like devices every minute of every day. If you are not able to speak directly with the other person, you can leave them a voicemail, send them a text message, send voice and picture messages, and even videos. Most cell phones now have internet access which allows a person to send emails to other individuals. Cell phones have had a positive impact on our lives. Cell phones are great to have in case of an emergency. For example, if someone’s car breaks down, or they run out of gas, the have a way of calling for help. Cell phones are an excellent source for communication. No matter where you are, or what time of the day, you can call anyone else who has a phone. Using a cell phone is a lot more convenient than having to have fifty cents in your pocket at all times to stop and use a pay phone. Most cell phones have calendars, note pads, and even access to the World Wide Web. People are using them for appointment reminders, keeping notes, reminders for birthdays and anything else they need to remember. You can use the internet access feature of a cell phone to access your email, look up phone numbers in search directories, and doing research. Some cell phones now come with Global Positioning Systems (GPS), to help people find their way to where they are going. A lot of cell phones have games on them and people like to play them while waiting in waiting rooms, or simply whenever they are bored. Cell phones have also had a negative impact in our lives as well. They have been found to be annoying, distracting, and dangerous. Many car accidents have been connected to cell phone usage. People are talking, dialing, and text messaging while driving down the road which is very dangerous and sometimes life threatening. People have become annoyed with cell phones ringing in the movie theatres, doctor’s offices, libraries, and other quiet places. Cell phones are also being used now by students to cheat in schools, which is causing a negative impact on their learning. Some hospital patients are at risk by cell phone users using their phones in areas that they are not suppose to. The prices of cell phones and minute plans are rising which is having a negative impact on our economy. People are no longer being able to afford to talk as much as they used to simply because the cost of living is rising. Cell phones are affecting our lives. The technology of cell phones is getting more and more advanced all the time. It is almost imperative that everyone owns a cell phone in this day and age. Regardless of the positive and negative impact cell phones are having on our lives, people will continue to buy and use them and the technology will keep advancing.