What were the main economic and institutional differences between the Term Paper

What were the main economic and institutional differences between the studio system of the 1930s and 1940s and 'new Hollywood' post-1975 - Term Paper Example 20). A lot of talent was drained from western countries and the Hollywood nurtured that talent by providing them lucrative benefits and rich culture. The staring era of films in the Hollywood was the era of silent movies and the messages were delivered by the body language, sounds, and the sequence and some time running the text on the screen. However, the economic, technological and institutional transformation occurred around the world revolutionized cinematic activities and Hollywood witnessed major changes in the studio system during different eras. ... Some of the movies are inspired by the true events and some of them are inspired by the fabricated plots, fictions and the legends. Classical Era Types of the movies in the classical era (classical studio) As it seems clear by the name that the classical movies had class, these movies were based on the Fictional and real plots. Irrespective of the time frame, both the movies based on the idealism and realism has been presented and has become hit on the box office. The combination of the real situation has also been used in some movies like the De Vinci Code (2006) and it has been done irrespective of the time frame. Either the classical movies or the modern movies both have been reflecting the contemporary culture in their entities but the difference is the time, so understanding the difference of time can put a light on the above mentioned criteria of the question. The classical era had many glamorous stars which provided synergies to the film industry of that super glamorous era, a nd the faith killing beauties were cast with the support of solid stories. The beautiful faces were not the only criteria there, but the strong script was the trade mark of that era which is still believed as the golden era of the film industry Solid plots with strong theme and story Both Gone with the Wind (1939) and The Hunchback of Notre Dame (1939) were based on the bestselling novels and both movies were released in the same years. The 1930-40 was an era when the cream of best writer, directors and actors were coming there and it was a heaven for them (Chaplin, 2003, p. 91). A good work was immediately noticed in the Hollywood, and the feasibilities were made for them to release films on them. The industrialization affected the film industry and the base for

The strategic planning of Marks and Spencer

The strategic planning of Marks and Spencer Marks and spencer started from small stalls becomes one of the uks leading retailers with over 15 million people visiting every year. It is giving to its customers great value clothing, high quality, stylish products as well as outstanding quality of food from different authenticated suppliers. The whole of the report revolves around the strategic planning of well renowned company marks and spencer, it will explore the external environment, its existing business plan, major factors affecting it and the strategic option is also given in this report through which it can overcome the predicted barriers. Companies overview Marks and spencer is come to existence in 1894 by the partnership of Michael with Tom Spencer. They employ over 65000 people, running 450 stores and also flourishing international business. In 2007 Marks Spencer (MS) was the UKs largest clothing retailer with a market share of 11.1%. Food sales accounted for 49.8% of its UK business and had a market share of 4.3%. The groups international business accounted for 7.1% of turnover and had grown to 219 franchise stores in 34 territories worldwide as well as 8 wholly-owned stores in Hong Kong and 13 in the Republic of Ireland. During 2007, it opened 36 new stores including the groups largest ever franchise store in Dubai at 52,000 sq ft. and also opened its first store in Taiwan under a joint venture with President Chain Store Corporation. Strategic management provides overall direction to the enterprise so Johnson and Scholes define strategy as follows: Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfill stakeholder expectations.   PEST Analysis Pest analysis is concerned with the environmental influences on a business. The acronym stands for the political, economic, social and technological issues that could affect the strategic development of a business. Political European Committee decision to permit free flow of trade among themselves and other countries under foreign trade regulations makes companies to import their products over time easier than before. MS competitors took advantage of its higher cost structure and bit off some its market share. Economic MS competitors are specialised in niche markets and consumers focus which make them to provide a much better consumers satisfaction. They prefer to import their products from abroad for cost savings, this fact puts MS in a cost disadvantage for a perceived higher quality. Social Consumers concept in the marketplace has changed; they do not sense British products as of high quality. There is a shift in demand for more fashionable clothing. Moreover the price sensitivity of the majority of the consumers has increased leaving MS in a less competitive position. Technological Media played major role of communicating new fashions to the customers. This knowledge can be communicated to the designers and producers, so a manufacturer in Thailand or China can be aware of the current fashion trends in UK. Technology theses days are even more quickly copied than before. Moreover due to the transportation speed a shipment of stock from a country in far Asia will only take a few days instead of a preview time period of over a month. Environmental (Ecological) Selling products produced by suppliers has a much greater affect on the environment on how these products are used and disposed by consumers. Retailers use a huge range of raw materials to produce their goods. Because of this, it is critical to manage the use of these materials sensitively and pay proper regard to how they affect natural habitats and bio-diversity. Legal Offering customers high standards of quality product are essential to meet their requirements. MS are known for delivering world class quality products. Porter 5 Forces Analysis The five force models is basically industry specific within which the firm exists and operates. The rationale behind this model is that industry profitability is not determined by the product quality, nor it embodies high or low technology. It is determined by the structure of the industry. M. Porter, Competitive Advantage of Nations, Macmillan, 1990 Porter explains that there are five forces that determine industry attractiveness and long-run industry profitability. Threat of new entrants New entrants to an industry can raise the level of competition, thereby reducing its attractiveness. The threat of new entrants largely depends on the barriers to entry. High entry barriers exist in some industries whereas other industries are very easy to enter. The most common form of entry barriers are usually the scale and the investment required to enter an industry as an efficient competitor. In consumer product industry this dimension of competition is well prominent. All the existing domestic companies are well set up, reputed, organized and stable manufacturers in the industry and have their own distinct places in the market. A potential entrant may find it uneconomical to take on existing occupants and if it does the gain of market share at the cost of large capital investment besides powerful retaliation of existing manufactures. It may take years (at-least 5 6 years) for an entrant to build reputation for product quality no matter how large its initial advertising campai gn is. Threat of substitutes The presence of substitute products can lower industry attractiveness and profitability because they limit price levels. The threat of substitute products depends on: Buyers willingness to substitute the relative price and performance of substitutes the costs of switching to substitutes The product category Marks and Spencer has is subjected to great threat as different other companies of UK like Primark deals with the same kind of products. Bargaining power of suppliers Suppliers are the businesses that supply materials other products into the industry. The cost of items bought from suppliers (e.g. Raw materials, components) can have a significant impact on a companys profitability. If suppliers have high bargaining power over a company, then in theory the companys industry is less attractive. The bargaining power of suppliers will be high when: There are many buyers and few dominant suppliers there are undifferentiated, highly valued products suppliers threaten to integrate forward into the industry. Bargaining power of buyers Buyers are the people who create demand in an industry. The bargaining power of buyers is greater when there are few dominant buyers and many sellers in the industry products are standardized buyers threaten to integrate backward into the industry suppliers do not threaten to integrate forward into the buyers industry. At the same time Pull strategy is followed as bottom up approach where end users pull the preferred product. Intensity of rivalry The intensity of rivalry between competitors in an industry will depend on: The structure of competition for example, rivalry is more intense where there are many small or equally sized competitors; rivalry is less when an industry has a clear market leader The structure of industry costs for example, industries with high fixed costs encourage competitors to fill unused capacity by price cutting. Degree of differentiation industries where products are commodities have greater rivalry; industries where competitors can differentiate their products have less rivalry. Switching costs rivalry is reduced where buyers have high switching costs i.e. there is a significant cost associated with the decision to buy a product from an alternative supplier Strategic objectives. Swot Analysis SWOT analysis is an important tool for auditing the overall strategic position of a business and its environment. Once key strategic issues have been identified, they feed into business objectives, particularly marketing objectives. SWOT analysis can be used in conjunction with other tools for audit and analysis, such as PEST analysis and Porters Five-Forces analysis. SWOT ANALYSIS OF MARKS AND SPENCERS Strengths Marks and Spencer is a powerful brand. It has a reputation for value for money, convenience and a wide range of products all in one store. M S has grown substantially over recent years, and has experienced global expansion. The company has a core competence involving its use of information technology to support its international logistics system. For example, it can see how individual products are performing country-wide, store-by-store at a glance. IT also supports M S efficient procurement. A focused strategy is in place for human resource management and development. People are key to M S business and it invests time and money in training people, and retaining a developing them. Weaknesses M S is the Worlds largest retailer and control of its empire, despite its IT advantages, could leave it weak in some areas due to the huge span of control. Since M S sell products across many sectors (such as clothing, food, or stationary), it may not have the flexibility of some of its more focused competitors. The company is global, but has a presence in relatively few countries Worldwide. Opportunities To take over, merge with, or form strategic alliances with other global retailers, focusing on specific markets such as Europe or the Greater China Region. The stores are currently only trade in a relatively small number of countries. Therefore there are tremendous opportunities for future business in expanding consumer markets, such as China and India. New locations and store types offer M S opportunities to exploit market development. They diversified from large super centers, to local and mall-based sites. Opportunities exist for M S to continue with its current strategy of large, super centers. Threats Being number one means that you are the target of competition, locally and globally. à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ã‚ ¢ Being a global retailer means that you are exposed to political problems in the countries that you operate in. à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ã‚ ¢ The cost of producing many consumer products tends to have fallen because of lower manufacturing costs. Manufacturing cost has fallen due to outsourcing to low-cost regions of the World. This has lead to price competition, resulting in price deflation in some ranges. Intense price competition is a threat. Stakeholders Expectation Stakeholders Expectation are those without which our strategic analysis will remain incomplete is about the expectation of stake holders. Stakeholders are those individuals or groups who depend on the organisation to fulfil their own goals and on whom the organisation depends. Share holders expectation includes, Corporate governance chain, Formal requirements and boundaries within which strategy is developed, Organisational stakeholders, Other groups (internal and external) which have expectations and potential influence The expectation of the stake holders of M S conflicts between, Short-term profitability versus growth, Family control versus professional managers, Financial independence versus share/loan funding, Public share ownership demands openness and accountability, Cost efficiency may mean job losses, Mass markets may compromise quality, Mass public service provision versus specialist services Generic models for strategic plan According to Porter, Marks and Spencer is followed by a strategic generic model and the main categories are: Cost leadership Diffferenciation Focus Marks and Spencer is a fascinating case of a company that has lost its strategic focus. Its story illustrates how even the strongest of businesses cannot afford to take their eyes off the competition.   MS lost its way as the UKs leading retailer in the late nineties. Its profits, which had peaked at over 1bn [pounds sterling]. fell by hall as consumers rejected its clothing. In response to competitive pressure from new and existing players, MS made major changes to its strategy in 1998-2000. These included decisions to more away from its St. Michael brand  and to accept credit cards.   By 2004 the company was lacing a huge number of issues, including problems with service standards, dated store formats and the alienation of its traditional customer base. MSs stock was falling sharply. The share price, which had been as high as 650p in 1997, had declined to 270p.   By this time, Rose had unveiled his recovery strategy: selling MS Money: buying the Per Una brand: refunding around 2.5bn [pounds sterling] to shareholders: closing the new Lifestores concept and some Simply Food stores: improving products and services: and broadening MSs appeal and customer base.   Green stated that his offer was final, which meant he would not increase it again for six months unless another bidder appeared. The shareholders decided to back Rose. Green withdrew his offer and the share price fell back to 340p, which was 60p (or a total of 1.3bn [pounds sterling]) less than Greens final offer.  He faced following challenges while doing this right. Increase sales and market share without losing margins. (Rose has been  coy  about this, putting the emphasis on cost savings.)   Cut costs without undermining quality or service. In 2004 MS planned around 300m [pounds sterling] of cost savings, but clearly a proportion of these in 2005-06 would be needed to cut prices to competitive levels.   The recent history of MS highlights the need to manage shareholder value and deliver quickly, especially during turnarounds. In this situation, Rose might find the strategic option grid helpful.   This grid has been used by number of major companies, including Tesco and Diageo, to develop strategies. The options for MS include:   Incremental  strategy This would not really improve MSs long-term competitive advantage and it would be a high-risk approach, because the business would become even more exposed.   Float off food This would make shareholders better off, since the business is probably  undervalued. It would not be inherently hard to do this.   Close more stores This would focus the company on its key outlets, but it might damage the brand and decrease customer loyalty in the process.   Rationalise  the product For example stop selling mens shoes. This would declutter the business and provide an opportunity for growth.   Increase franchise space This would allow in other products, which would create more interest.   Strategy of Marks and Spencer to Improve Performance Marks Spencer plans to spend  £200 million over the next five years on going green strategy as the battle to become the most environmentally friendly retailer steps up. The high street giant, which launches its strategy with an advertising campaign in March, has set some challenging targets, including a pledge to stop sending all waste to landfill and to reduce CO2 emissions by 80 per cent. However, the aspirations will be closely scrutinised by non-governmental organisations, which will want to see if MS will be able to maintain its commitment to them in future years as the deadline to meet its targets near. Stuart Rose, the chief executive, said that he hoped that the cost of the programme would be offset by increased sales. Last year the retailer launched a Behind the Label campaign, which highlighted Marks Spencers environmental and ethical business practices and was one of the retailers most successful advertising schemes. Mr Rose said: We think this is the right thing to do because our customers, employees and, increasingly, shareholders are asking us to. We believe those people will embrace a responsible business. MS has worked on the project for six months, taking advice from Jonathon Porritt, the former director of Friends of the Earth, who said: This plan raises the bar for everyone else not just retailers but businesses in every sector. MSs detailed 100-point plan covers climate change, waste, raw materials, fair trade and healthy living. Elements also include reducing the amount of food imported and labelling those goods flown in, opening a model green factory and four stores and using 50 per cent bio-diesel in its lorry fleet. The retailer also wants to reduce packaging by 25 per cent and to use recycled plastic bottles to make polyester for use in clothing and home furnishings. Rosemary Byrde, global Fairtrade policy adviser at Oxfam, said: Marks Spencer is to be applauded for leading the way. We look forward to seeing the difference this will make and to other major retailers following suit in the near future. Robert Napier, chief executive of WWF-UK, the conservation organisation, said: Such bold aspirations as outlined by Marks Spencer can only help to drive other supermarkets and the retail sector towards supplying products in a way that protects our planet and sustains the natural resources we depend upon. The first change that MS shoppers will notice is a range of fair trade cotton T-shirts. About 20 million garments will be produced over the next 12 months, accounting for about a third of the worlds supply of fair trade cotton. Retailers fought to seize the green agenda throughout last year as environmental and fair trade issues had become increasingly important to shoppers and regulators. Marks and Spencers Mission, Vision, Values and Objectives Marks and Spencers corporate objectives are incorporated in its mission statement. This outlines what the business is and what it should be. Mission statements set out in writing what the firm wants to achieve and often include information on the values of the business. MS outlines its core business as clothing and Food. Its financial objectives is to deliver shareholder value in terms of increase returns, but also in terms of increase sales and market share in retailing. It beliefs and values are outlined as Our customers continue to see Marks Spencer as the place to shop for special food, produced to exacting standards. MS also sees its workforce as an important part of its plan and also considers modernising its stores as a key corporate objective. Vision: The standard against which all others are measured Mission: Making aspirational quality accessible to all Values: Quality, value, service, innovation and trust MS also outlines its corporate social responsibility in its mission statement and considers the needs of other stakeholders too. We have a strong tradition of corporate social responsibility (CSR) but we want to make sure CSR is integrated into our operations at every level Finally, MS also outlines its strategic intent (vision) in its corporate objectives. MS wants to continue its differentiation strategy by delivering freshness, quality and innovation. Strategic Implementation This process involves distribution of resources (financial, personnel, time, and technology support). The next step involves assigning tasks or responsibilities to specific individuals or groups to make the environment clean and it needs to disseminated into the company effectively and efficiently, monitoring the progress and results. Careful assessment of the process, controlling for variances and making the required adjustments form vital components of this process. Strategy Evaluation As the term suggests, this process includes evaluation of the efficacy of the organizational strategy implemented. Therefore, successful strategic management must include clearly defined objectives, careful assessment of both the internal and external situation to formulate the strategy, implementing the strategy and making the required adjustments as and when required. The company must possess a clear vision of its long term plans or a clear business vision. This also includes assessing the financial and strategic objectives. Financial objectives involve measures such as sales targets and earnings growth. Strategic objectives are related to the firms business position, and may include measures such as market share and reputation. (quickmba, 2007). The Environmental scan includes the following elements: Internal analysis of the firm, Analysis of the firms industry (task environment) and External macro environment (PEST  analysis). After deriving and inferring the information from the environmental scan the company should be able to carefully identify and address its weaknesses and external threats and evaluate its strengths. A competitive edge in the market in the market can be based on cost or differentiation.   The stage of implementation essentially involves distribution and organization of the companys resources and staff motivation to achieve the set objectives or goals. Evaluation and control includes monitoring the strategy and fine-tuning it as required. CONCLUSION After mid 1990s MS began to experience internal problems such as information flow breakdown and together with the fact that top management was concerned with international expansion MS was drifted away from its core values such as consumer care and customer satisfaction. MS failed to recognise that consumers were becoming wiser and its competitions much stronger. Most of consumers consider MS to be old fashioned company, this image has to be changed to be in line with the market demand and regain its lost customers to other competitors. Based on the analyses, the author feels that MS requires to be focus on its strategic plan therefore, in formulate a strategy envirmental analysis is required, which will be analysed through pestle, the current situation of Marks and Spencer is also captured then a strategic plan is constructed to overcome the barriers, then it is implemented and evaluated to ensure long-term success. Business must try and use as many tools as possible in order to come out with the best strategy for the organisation. However, firms must try and evade the limitations of these tools so as to formulate the best strategy.

Vietnamization (real Version) Essay -- essays research papers fc

Vietnam Controversy   Ã‚  Ã‚  Ã‚  Ã‚  It’s January 27th, 1973 and the Vietnam War is over. Peace agreements were signed in Paris by the South Vietnam Communist forces, North Vietnam, South Vietnam and the United States. The meeting lasted for several hours and in that time they agreed on many objectives, including: that U.S. troops would gradually withdraw from Vietnam and all prisoners of war would be released, South Vietnam had the right to choose their own future (whether or not to unite with North Vietnam), and North Vietnamese troops were given the right to remain in South Vietnam with idea that the troops could not be reinforced (â€Å"Vietnam War†). Even after the peace talks, fighting continued between the North and South Vietnamese. After the majority of American soldiers had left, North Vietnam went against all that was agreed on at the peace talks. On December 13, 1974 North Vietnam had started the invasion on the south. By April 30th, 1976, North Vietnamese tanks had occupied Saigon, the capital of South Vietnam, with no trouble, and an evacuation began (see picture 1 & 2). On July 2nd, 1976, the country was united as the Socialist Republic of Vietnam (â€Å"Vietnam War†). If the U.S. had stayed to finish the Vietnamization, there might have been a South Vietnam today. I feel that the U.S. should have never been involved in the war in the first place, however, under the unavoidable circumstances we should have stayed in South Vietnam and helped the country defend themselves on something we made them believe in. We poured so many resources into the war fighting for a cause that many Americans and people in general did not believe in, and to retreat from the South Vietnamese when they needed America’s help the most was very unfair. The Perspectives By comparing the views of Von Don’s Our Endless War Inside Vietnam and some views of â€Å"In Our Times†, I was able to conclude that some of the views from the 1970’s and some of the views of the 1990’s are very alike. Von Don saw differently than the average American, and had incredible insight as to what went wrong towards the fall of South Vietnam. The book seemed to back up everything that Von Don seemed to have a perspective on. I can at least say that the two statements did not conflict. Personal Conclusions Through reviewing both perspectives I came up with several conclusion about t... ... learn. Works Cited Brigham, Robert K. â€Å"The Fall of South Vietnam.† American Journey. Online.   Ã‚  Ã‚  Ã‚  Ã‚  15 March 2000. â€Å"Debate Between Sen. William Proxmire (D-Wisc.) And Sen. Barry   Ã‚  Ã‚  Ã‚  Ã‚  Goldwater (R-Ariz.) over Aid to South Vietnam.† U.S. Congress, 1974.   Ã‚  Ã‚  Ã‚  Ã‚  American Journey. Online. 15 March 2000. â€Å"Part Six: Vietnam.† In class handout. â€Å"Protest note from the Government of the Republic of Vietnam (South   Ã‚  Ã‚  Ã‚  Ã‚  Vietnam) to the government of the Democratic Republic of Vietnam   Ã‚  Ã‚  Ã‚  Ã‚  (North Vietnam).† Embassy in Washington Press. Washington Press.   Ã‚  Ã‚  Ã‚  Ã‚  Release No. 15/73, September 10, 1973. Rosenberg, Norman L. & Emily S. In Our Times: America Since World War  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   II. Prentice Hall, Upper Saddle River, New Jersey. 1999. Van Don, Tran. Our Endless War Inside Vietnam: Memoir of South   Ã‚  Ã‚  Ã‚  Ã‚  Vietnamese General. 1978. â€Å"Vietnam War.† Encarta 1998. CD-ROM. Redmond, WA: Microsoft, 1993 –  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   1997.

Educational Histories Of Korean Americans Essay

The first emigration of Korean’s occurred in the eighth century when they immigrated to Japan because of famine, high government taxes and natural resources. Towards the end of 19th century, few Koreans moved to the US. Initially, only three political refugees migrated in 1885, followed by five others in 1899. Five years later, 64 Koreans joined them to attend theological institutions in Hawaii and were later repatriated upon completion of their studies. The Japanese and Chinese were among the major workers working in Hawaii but were not allowed to work in the US. The aggressive marketing strategy saw Hawaii as the journey to the top where in 1905, over 7000 mainly bachelors had been recruited plantations of which only 2000 made it back to their families because of the expensive lifestyle of Hawaii. The Japanese government was angered by increasing Korean migration to the US, and banned further migration from peninsula in 1905. This relaxed in 1907 by the Gentlemen Agreement Act that allowed Korean husbands to join their wives in the US. Education History of American Koreans The American Korean education history started in 1907 and 1923 majority being students and political refugees who escaped assassination from the oppressive Japanese government. Notable among the political refuges was Syngman Rhee became the first president of South Korea. He emigrated as a student and graduated with a doctorate from the famous Princeton University in 1910 and later launched a protest against the government of Japan. He later escaped to US when he was hunted to be arrested. Migration rules became stringent allowing only women and the quota system was introduced by the US that restricted more 150 Koreans per year. Immigration rules were twisted to give preference to professionals, with technical skills where Korean women who were married to American military were naturalized following McCarran-Waltern 1952 act. The 1965 Immigration and Naturalization Act phased out the quota system where by Rules were relaxed and gave preference to Koreans with relatives in American and to professionals. Their education was highly valued and encouraged. Students were put under pressure to excel in academics to increase their chances of employment. In 1980 the figure of Korean American’s who were over 25 years of age with a high school education stood at 78. 1% against an overall 65% for all Americans. About 33. 7% were four year college graduates against a low of 16. 2 for the whole US population. Korean Americans have been known to do well in sciences but they still perform better in other subjects. American Koreans have grown significantly to 1. 3 million at the beginning of this century. Cultural stereotypes propagated through generations have effectively contributed to this gender imbalance in educational training and employment. Women have had to content with domestic chores whereas society has exempted men from such responsibilities. The job market has greatly discriminated Korean American women despite their high professions as doctors, teachers, lawyers and engineers which resorted to working as typists, cashiers, clerks especially in textile industries Language barrier contributing being perceived passivity. During the migration they were barred from taking formidable employment in the US by restrictive discriminatory rules on citizenship leading to lower paying jobs as waiters, houseboys, janitors which were poorly remunerated and some ended up opening up private businesses. Sample Research questions From the history of American Koreans above the following research questions come up 1. How has Korean culture and religion been influenced by American Korean education? 2. How did culture, language and education affect Korean immigrants in employment? 3. Has western education benefited American Koreans? 4. How has cultural stereotypes affected education among American Korean women? 5. What is the perception on Korean American in their home country?

Math 533 – Ams

AIMS I will be going over data provided about our customers based oftener location, Income size, household size, years at current location, and the credit balance they carry with our company. Using statistical analysis we can learn more about our customers and hopefully use this information to provide better services to our customers in the future to keep them customers for life.In my analysis I will go over the following: * Customer Location * Customer Income * Store Credit Balance * Credit Balance Compared to Income Level Household Size Compared to Household Location * Household Size Compared to Income Level Where the customer lives, their Income level and the balance they hold with the company are good Indicators of customer loyalty. Extending credit to our customers is a good faith way of us showing the customer that we want their business and are willing to take time to pay off their purchases.Before I fully analyze the numbers I would assume that the greater the income level th e more they are charging. They have the financial meaner to pay the monthly payments and can keep a high balance. Customer location is important because it can help tell us how often you frequent the store. Someone in an urban area might shop 4+ times a month, where someone in a rural area might only shop once a month. But the person shopping 4+ times a month might be spending less than the person living in the rural area who can only come once a month because of distance Issues.Credit balance compared to Income level shows us how much higher Income customers are spending. Comparing the household size to the location can give us a feel for where the families are living marred to the single parent or single person households are. You can use this kind of information to market and advertise special sales as necessary. Finally household size compared to the income level will show us how much large families are spending and how often. This can also be useful to market big sales.Customer Location The above representation is a pie chart which shows are clients' demographic locations. Of the 50 customers used in our sampling the greatest numbers of our clients are In the Urban region, with the rural region being the least frequented. Of the sample we concluded that: eve In an urban area live in a suburban area * 26% live in a rural area This is in my opinion an expected outcome. The ability to come to our store is much greater for those living in suburban and urban areas because it is closer to their proximity.While residents in the rural communities do frequent our stores they do so on a less frequent basis. Further investigation might be able to show that rural residents could possibly shop less frequently, but spend more per trip than someone in the urban area. Customer Income This simple bar graph shows the income level in the $1,000