The History of Scissors

Leonardo da  Vinci has often been credited with inventing scissors, but they predate his lifetime by many centuries. Nowadays, it’s hard to find a household these days that doesn’t have at least one pair. Ancient Scissors The ancient Egyptians used a version of scissors as long ago as 1500 B.C. They were a single piece of metal, typically bronze, fashioned into two blades that were controlled by a metal strip. The strip kept the blades apart until they were squeezed. Each blade was a scissor. Collectively, the blades were scissors, or so rumor has it. Through trade and adventure, the device eventually spread beyond Egypt to other parts of the world. The Romans adapted the Egyptians  design in 100 A.D., creating pivoted or cross-blade scissors that were more in line with what we have today. The Romans also used bronze, but they sometimes made their scissors from iron as well. Roman scissors had two blades that slid past each other. The pivot was situated between the tip and the handles to create a cutting effect between the two blades when they were applied to various properties.  Both Egyptian and Roman versions of scissors had to be sharpened regularly. Scissors Enter the 18th Century Although the actual inventor of scissors is hard to identify, Robert Hinchliffe, of Sheffield, England, should be rightfully acknowledged as the father of modern scissors. He was the first to use steel to manufacture and mass-produce them in 1761 -- more than 200 years after da  Vinci’s death. Pinking shears  were first invented and patented in 1893 by Louise Austin of Whatcom of Washington to facilitate pinking and scalloping and as a marked improvement over ordinary pinking irons and tools.† Here are some mentions of scissors in print publications over the years, as well as a bit of folklore. From Emar, Capital of Astata, in the 14th  Century BCE By Jean-Claude Margueron Besides ceramics, occasionally collected in large quantities, the houses produced stone and metallic objects illustrating both day-to-day needs and the activities of city merchants: beer filters,  containers, arrow and javelin heads, scales of armor, needles and  scissors,  long nails,  bronze scrapers, millstones, mortars, many kinds of grindstones, pestles, various tools and stone rings. From  The Story of Scissors  by J. Wiss Sons, 1948 Egyptian bronze shears of the Third Century B.C., a unique object of art.  Showing Greek influence although with decoration characteristic of Nile culture, the shears are illustrative of the high degree of craftsmanship which developed in the period following Alexanders conquest of Egypt.  Decorative male and female figures, which complement each other on each blade, are formed by solid pieces of metal of a different color inlaid in the bronze shears. Sir Flinders Petrie ascribes the development of cross-bladed shears to the First Century. In the Fifth Century, the scribe Isidore of Seville  describes cross-bladed shears or scissors with a center pivot as tools of the barber and tailor. Folklore and Superstition More than one expectant mother has placed a pair of scissors beneath her pillow at night somewhere toward the end of her ninth month of pregnancy. Superstition says that this will â€Å"cut the cord† with her baby and prompt labor. And heres another tall tale: Don’t hand those scissors to your best friend. Place them on any available surface and let your friend pick them up. Otherwise, you risk severing your relationship. Some say that those scissors languishing in your catch-it-all drawer can help keep evil spirits out of your home. Hang them by one handle near your door so they form a version of a cross.

Elkay Plumbing Products Division - 1262 Words

Summary: Background: Elkay was the American largest manufacturer of stainless steel residential sinks which extended its scope into various kinds of products with only a few competitors. Its Plumbing Products Division produced different level and priced sinks in three plants separately based on different process requirements and characters of products and further invented itself to become the industry’s innovator. Elkay’s main market included North America and selected international markets. In 2007, Elkay’s main outlet market begun to collapse; prices of raw materials increased sharply; Chinese competitors began to encroach on its low-end and threaten its relationships with key customers together with its pricing pressure from retailers†¦show more content†¦In addition, it wrongly allocated its indirect costs at volume bases. The use of process technology mentioned in the case led to an increase in factory overheads Since direct labor hours was not a cost driver of them, allocating its large proportion of fixed factory overheads and other indirect batch-level costs on the basis of DLHs in this cost system did not accurately measure how resources were being used. As a result, these inaccurate allocations would have significant costs to Elkay. Moreover, it disregarded its cost structure in which most costs were â€Å"fixed† that would not vary in the short run and should be allocated based on its practical capacity. By using the â€Å"actual sales volume† as the allocation base for allocating its large corporate overheads, this standard costing system in fact over-pricing its products for its actual productivity was lower than the practical capacity under the intense competition. As a consequence of all problem within the standard costing system, PPD urgently needed an accurate costing system. Indeed, PPD had ever tried to solve these problems by developing a simple Excel-based ABC model. Whereas, due to the difficulties of implementing and maintaining it; the incompatibility with other control systems; managers’ lack of awareness of the benefit of ABC system and employees’ worried about headcount. The

Black And Decker Analysis Essay Research Paper free essay sample

Black And Decker Analysis Essay, Research Paper 1. FINDINGS Black and Decker # 8217 ; s DeWalt line has been so successful in the USA that it is now the criterion for both the Professional-Industrial and the Professional-Tradesman market sections. Nolan Archibald, Chairman, President and CEO of Black and Decker ( B A ; D ) saw the potency in 1994 to increase the companies market portion through world-wide gross revenues of B A ; D merchandises. While the company had a definite presence in the European Consumer Power Tools market section, it lacked incursion in the Professional Power Tools section. On the other manus, in Japan, where there was a immense market for professional power tools, B A ; D # 8217 ; s market incursion was negligible compared to its rivals. B A ; D # 8217 ; s vision for DeWalt is to be the planetary # 8220 ; Value Power Tool # 8221 ; supplier of pick for every Professional Tradesperson and all world-wide Industrial markets. Based on the facts, the merchandise directors of the DeWalt line have develop ed a planetary scheme based on the undermentioned decisions: + DeWalt is a extremely successful merchandise in the US market. B A ; D must leverage its trade name individuality and selling schemes employed in the US and besides capitalise on their established quality and pricing. + B A ; D must research the formation of strategic confederations with local distributers. Multiple and/or intercrossed channels must be used to make clients rapidly and every bit efficaciously as possible. + Through a planetary scheme, B A ; D can appeal to consumer homogeneousness by offering lower merchandise costs while keeping high merchandise quality. The lower merchandise costs derived from the economic systems of graduated table will maximise client value exchange. + B A ; D must sharply use a intercrossed push-pull communicating scheme to be successful in the two markets. This will enable B A ; D to acquire the DeWalt name out to more clients in a diverse geographics. + While Elu has performed better than B A ; D Professional and B A ; D Proline merchandise lines in the European market, its lack-luster grosss compe l B A ; D to replace the Elu merchandise line with the DeWalt line. + There exists cultural differences between the US market and the European and Nipponese markets. While the European market is similar to that of the US, the Nipponese market warrants a thorough survey of local conditions before come ining it. The planetary scheme must see factors such as trade name trueness, merchandise acknowledgment, trade name image and channel mediators. + A direct presence in Europe and Japan is critical to B A ; D # 8217 ; s success. To efficaciously perforate these markets, fabricating and/or assembly workss must be established locally. 2. SITUATION ANALYSIS I ) US Market In 1994 the DeWalt merchandise line experienced worldwide gross revenues which exceeded $ 350 million dollars. B A ; D # 8217 ; s market portion in the US comprised of 25 % of the professional industry, 40 % of the professional shopkeeper industry, and 50 % of the consumer industry. B A ; D # 8217 ; s selling run in the US # 8220 ; Operation Sudden Impact # 8221 ; was a great success taking to the decrease of Makita # 8217 ; s market portion in the Professional-Tradesmen section from over 50 % to 30 % . two ) European Market The European market was 35 % bigger than the US market. In 1994 the European power tools market was $ 2.5 billion. Of that $ 1.5 billion came from the professional industrial and tradesman market, and $ 1.0 billion came from the consumer tools market. The major rivals in the European power tool market were Bosch, Makita, Hitachi and B A ; D. Bosch was considered # 8220 ; the criterion of excellence # 8221 ; in the European industry. Both Bosch and B A ; D held about 30 % of the consumer market, while in the professional market Bosch held 30 % and B A ; D held less than 10 % ( see Exhibit 1a and 1b for market portions ) . In the professional power tools market, B A ; D offered three merchandise lines # 8211 ; Elu, B A ; D Professional and B A ; D Proline. Elu was a Swiss company purchased by B A ; D in the early 1980 # 8217 ; s. Elu enjoyed trade name acknowledgment but failed to make a wide market. In the professional power tools section, B A ; D employed three distribution channels # 8211 ; forte, traditional and modern consumer. Consumer trade names represent 70 % of B A ; D # 8217 ; s European power tool gross revenues. B A ; D was viewed as a extremely # 8220 ; consumer-segment oriented # 8221 ; company in Europe, similar to its state of affairs prior to the debut of the DeWalt line in the US market. three ) Nipponese Market Japan was the 2nd largest in the professional power tool market worldwide. Unlike the US and European markets, Japan did non hold a consumer power tool market. Two domestic manufacturers # 8211 ; Hitachi and Makita, dominated the industrial power tool market. They held the bulk of the market portion at 40 % and 35 % severally. Bosch held 10 % of the market portion, and B A ; D held a slender 2 % of the m arket ( see Exhibit 1c ) . Introducing the DeWalt merchandise line in Japan poses a bigger challenge for B A ; D than US and Europe. The DeWalt merchandise line has neer been sold in Japan, there is no trade name acknowledgment and B A ; D lacks cognition of the distribution substructure. However, B A ; D can non overlook the tremendous market potency in Japan. Hitachi and Makita have succeeded globally. By come ining Japan B A ; D has an chance to track their public presentation and expect their motions. 3. SCENARIOS/OPTIONS I ) Scenario/Option # 1: Launch a selling scheme to capture the Professional Power Tool market portion with the DeWalt line of merchandises in Europe entirely. Venture into the Nipponese market pending input from a undertaking force sent to Japan to measure the Professional Power tool market. By concentrating on the European market entirely, B A ; D can solidify its present market portion in the consumer market, while constructing the Professional Power To ol market. The consumer base, and distribution channel in Europe is similar to the US. B A ; D will utilize same execution scheme for DeWalt in Europe as that in the US. B A ; D # 8217 ; s take will be to increase its market portion in the Professional Power Tool section to 30 % within 2 old ages. B A ; D will phase out its bing industrial merchandise lines # 8211 ; Professional, Proline and Elu and launch the DeWalt trade name. It already has distinguishable lines of distribution and communicating in topographic point. B A ; D will leverage this place to efficaciously make the professional consumer. This will solidify the DeWalt name through monetary value, quality, and service. Additionally, B A ; D will hold a undertaking force working in Japan to derive a better position of the markets, civilizations, clients, and schemes to efficaciously capture the power tool market. two ) Scenario/Option # 2: Position the DeWalt line of Professional Power Tools in Europe, maintaining E lu in topographic point. Establish a B A ; D line of Consumer Power Tools and a DeWalt line of Professional Power Tools in Japan. As in the first option, implementing a line of DeWalt in Europe will be a apparently easy undertaking because of the presence of B A ; D consumer merchandise line. Keeping Elu will extinguish the planetary image of DeWalt but will supply the consumer with options. It will be up to B A ; D, to go on to construct client trueness with quality merchandises, value pricing, and premium service. B A ; D expects to increase its combined market portion to 25 % in 2 old ages, but realizes that DeWalt # 8217 ; s portion will be diluted due to Elu # 8217 ; s and vice-versa. The end will be to capture 20 % of the professional power tool market within 5 old ages. three ) Scenario/Option # 3: Simultaneously, launch DeWalt merchandises in European and Nipponese markets ; extinguish the Elu merchandise line in Europe. B A ; D gained experience by establishing its D eWalt line in the US, Latin America and Australia. B A ; D will leverage the cognition gained from marketing runs in these states to make a common a planetary scheme. B A ; D will phase out its bing industrial merchandise lines # 8211 ; Professional, Proline and Elu and launch the DeWalt trade name. In taking this attack B A ; D will be able to offer extremely functional quality merchandises with lower monetary values by concentrating on client homogeneousness in Europe. The end will be to capture 30 % of the professional power tool market within 2 old ages. For Japan, B A ; D will come in into a strategic confederation with a local sales/distribution organisation to get the better of market barriers. The end will be to capture 20 % of the professional power tool market within 5 old ages. 4. RECOMENDATIONS/IMPLEMENTATION I ) Common Global Marketing Strategy B A ; D will implement a planetary scheme to market the DeWalt merchandise line. The chief aim of this scheme will be to increase B A ; D # 8217 ; s market portion in Europe and Japan through world-wide selling of the DeWalt line of merchandises ( Scenario 3 ) . The common constituents of the scheme are discussed foremost, followed by local cautions. a ) Product/Pricing Plan B A ; D must maximise its market potency by implementing realistic pricing aims. B A ; D # 8217 ; s rivals offer a battalion of merchandise fluctuations. The competitory offerings offer consumers a assortment of merchandises at assorted monetary values. The DeWalt merchandise line will be introduced internationally with the best available standardised options. Through the pattern of roll uping the best merchandise capablenesss, B A ; D will be able to offer low cost superior industrial tools. Economies of graduated table in production will let B A ; D to go the low cost supplier of power tools in the international market. The low cost and high functionality will ensue in high value perceptual experience among B A ; D # 82 17 ; s consumers. Exhibit 2 illustrates that B A ; D, with a smaller merchandise line, can offer merchandises with better public presentation at lower monetary values as compared to its rivals, who have a battalion of merchandises. By pricing its merchandises below rivals, B A ; D may arouse competitory monetary value wars within the industry. This could hold a damaging consequence on B A ; D # 8217 ; s planetary market scheme and its bottom line. B A ; D will take steps to protect itself from anti-trust cases through competitory pricing. B ) Distribution Strategy B A ; D # 8217 ; s worldwide distribution scheme for the DeWalt merchandise line will be based on the rule of presenting the merchandise to the right client, at the right clip and at the right cost. In order to implement such a scheme, B A ; D will do the appropriate investings required in the development of substructure, forces and merchandise. As portion of the substructure, B A ; D will construct an assembly wo rks for DeWalt merchandises in Europe and in Japan. The location for the assembly works will be chosen so as to ease transit of the constituent parts from B A ; D # 8217 ; s fabrication workss in the US. This will rush the proc einsteinium of run intoing the demands of the local markets. The assembly works will be the hub for despatching DeWalt merchandises to distribution centres. These assembly workss will be in a strategic geographic location. It is obvious that B D will hold to utilize multiple channels and/or intercrossed channels to present its merchandise to the international market. B D will organize cardinal confederations with distributers such as hardware shops and forte shops. An attractive inducement strategy for distributers will besides be developed to force DeWalt merchandises. As portion of the confederation, B D will besides help the distributer with implementing Just In Time ( JIT ) systems. These systems will assist B D in transporting the right merchandises while cut downing the stock list at the distributor’s warehouse. B D will take an active portion in developing the gross revenues advisers in the shops to let them to convey the right message to the consumer. degree Celsi us ) Communication Plan The communicating scheme will be centered on the comparative value a client receives when buying the DeWalt trade name of power tools. Relative value is the ratio of sensed value to the merchandise monetary value. The international launch of the DeWalt trade name is focused on fulfilling the homogenized demands and desires of the planetary market viz. monetary value, quality, and service. By recommending a planetary scheme centered on the homogenised demands of consumers, B D will be able to acknowledge synergisms in all maps of the value exchange procedure. The international DeWalt run will be centered on the value maximization. The maximization of the consumers perceived value will be communicated to both the terminal consumer and the market wise distribution channel. The distribution channel serves the market by supplying advisory merchandising or referencing of merchandise features. The distribution channel significantly influences consumer-purchasing be haviour. B D will follow a â€Å"push† scheme to leverage the bing distribution web through their message of value maximization. It will work with its confederation spouses to advance direct selling runs that stress merchandise value and dependability. In add-on, B D will besides use the pull scheme to excite demand by increasing trade name consciousness and acknowledgment. The DeWalt merchandise line will be promoted through trade diaries, shop shows, and point of sale publicities. Local pricing state of affairss should be considered. For illustration, things in Japan are by and large more expensive than in the US. So the monetary values at that place need non be reduced enormously at that place. vitamin D ) Competitive Selling With the debut of DeWalt line in Europe and Japan, B D’s rivals will surely take notice. Therefore, it is really of import that the planetary scheme takes into history competitors’ moves. It’s extremely critical that coordinate d attempts must be seamlessly established with gross revenues, selling, fabrication, and fiscal sections before the axial rotation out of DeWalt merchandise line. Given Bosch’s fastness on the European market and Hitachi and Makita on the Nipponese market, the rivals could easy establish a monetary value war against market enlargement. One manner is to sharply market their merchandises at lower monetary values and leveraging their distribution channels to forestall or derail the debut of DeWalt. In add-on, B D may see negative advertisement runs advancing â€Å"domestic† merchandises versus American merchandises. As such, the best attack to counter competitors’ moves is to offer a â€Å"value priced† merchandise supported by first-class facilitating and supporting services. Besides marketing Dewalt’s trade name image, an aggressive selling plan advancing the merchandise dependability and first-class client service will counter any effectual public ities from rivals. Furthermore, to guarantee the effectivity of the selling attempt, B D needs to do certain that the substructure for its merchandises and back uping services can present the promises to the clients. Some back uping services that will be bundled into B D’s merchandises and offerings are: + Establish client support and gross revenues centres in cardinal locations in Europe and Japan. This is indispensable particularly in Nipponese market where the preferable usage is the constitution of a sure concern relationship. The presence of local agents or distributers can be really helpful in supplying this support. The client support and gross revenues centres will be coordinated with the constitution of distribution channels. + Establish guarantee plans that meet or exceed competitors’ offerings ; + Establish seasonably merchandise fix and replacing policies ; + Develop an attractive bundle for B D’s merchandises ; + Guarantee bringing day of the mon ths and arrival times for cargos and the conditions of the merchandise. Cargos should get at the in agreement clip, and should be good packed and undamaged upon reaching. + Establish a separate hot line for client ailments, merchandise enquiry, merchandise information, etc. This will let B D to acquire feedback from its clients and continuously better its merchandise development and supporting services. All of the above back uping services will be met through B D’s distribution channels in Europe and Japan. two ) Europe: Europe is geographically a big market with diverse civilizations. However the states in Europe are good connected through assorted manners of transit. B D will use multiple assembly workss in Europe to function the full continent. The bing Elu trade name in Europe is conveying in less than 10 % of B D Europe’s grosss in the Professional section. DeWalt in Europe will replace the Elu trade name wholly. Furthermore, since the B D professional and B D Proline scope of merchandises are non executing good, they will be eliminated and replaced with the DeWalt merchandise name. This means that DeWalt will go the merchandise for the professional section, and B D will be the consumer market name. B D has decided to implement this scheme to forestall confusion amongst its consumers by non offering multiple viing merchandise lines. B D will utilize a multiple channel scheme in Europe to sell DeWalt merchandises. They will hold a direct gross revenues force to concentrate on acquiring concern from the big industries where DeWalt could suit good in the Professional-Industrial environment. B D will besides supply after gross revenues service and support for these clients. Exhibit 3A shows the proposed European distribution channel. To back up the Professional-Tradesmen section, the beginning of the DeWalt merchandises will be from the three bing channels viz. forte channels, traditional hardware channels and modern consumer channels. The channels will hold complete duty for the physical distribution of DeWalt Power Tools including the service and support. The communicating program in Europe will conform to the proposed planetary scheme. three ) Japan Japan poses a different job for B D. Their presence in Japan is undistinguished. However there is a immense potency for presenting the professional line of DeWalt tools. Japan besides poses a different cultural barrier than Europe in footings of the life criterions and positions. Japan’s distribution system is complex, labour intensive and filled with looking redundancy. It is expensive and histories for much of the derived function between monetary values in Japan and remainder of the universe. Troubles with Nipponese distribution are partially socio-cultural in nature. Many Nipponese are hesitating to interrupt longstanding relationships with providers. The clients are concerned about timely cargos or deficiency of after-sales service ability. B D will r esearch the market exhaustively to find countries where they can be successful. Due to the closely knit nature of concern circle in Japan, B D will organize a partnership with a house who will be their focal point for gross revenues and distribution. The advantage in making so is the firm’s cognition of the local market, their merchandising techniques and bing concern relationships with possible clients. B D will assist the bureau apparatus offices in different locations in Japan. It will market the DeWalt merchandises through a direct sales-force to industries. The sales/distribution house will at the same time sell the DeWalt merchandise line within the Professional-Industrial market section and cater to the service demands of these industries. In add-on this house will besides market the DeWalt merchandise line to local hardware shops and aid B D in developing the shop forces in effectual gross revenues of B D tools. Exhibit 3B shows the proposed distribution channel i n Japan. The challenges for B D in Japan are to increase trade name acknowledgment and leverage the distribution web and strategic confederations. The communicating scheme in Japan will concentrate on increasing trade name acknowledgment and consumer value optimisation. Specifically: + B D will work with the distribution channel to supply informational seminars and promotional presentations. + As a cost-efficient agency of making mass consumers, B D will take portion in industry-specific trade shows. + B D will work with strategic spouses and local advertisement bureaus to organize advertisement runs. For case, 21 billion riders use commuter transit in Japan yearly. To advance visibleness of the DeWalt merchandises, B D will utilize â€Å"transit advertising† . Following is a tabulated set of recommendations and associated timeframes: Recommendations Implementation Plan/Responsible Party Timeframe 1 Combine Professional Product Lines in Europe Market DeWalt as the Profes sional Product/ Marketing Gross saless undertaking force Immediately 2 Maximize Market Potential Offer competitory monetary values, value, assortment of products/ Product Manager/Sales undertaking force Immediately 3 Maximize Market Potential Provide Gross saless and Customer service support to distribution channels/ Gross saless undertaking force fabrication Immediately 4 Use Distribution Channels to their possible Use bing assembly workss Europe to centralise fabrication and aid in implementing JIT bringing systems / Manufacturing Product Manager Immediately 5 Employ intercrossed push pull communicating scheme Advertise, provide informational seminars, presentations / Gross saless Marketing Task force Immediately 6 Compile informations and construe Nipponese market Form a undertaking force that consists of a representative from fabrication, selling, gross revenues, and merchandise direction to analyze and construe the information. Immediately /Ongoing survey DeWalt in Europe a nd Japan Marketing and Product Management Fall Semester 1998 Professor Robin Chase By 33a