World History The Eugenics Debate Essay Example | Topics and Well Written Essays - 500 words

World History The Eugenics Debate - Essay Example This brief essay will attempt to examine: Miller's description of genetic inheritance in criminality, poverty and intelligence, considering if this is good reasoning; consider whether his strategies for limiting undesirable births is practical; look at the position of eugenics in economics and democracy; and calculate whether these elements combined make eugenics practical in a modern society. Considering the role of genes in criminality, poverty and intelligence in Miller's essay. Any policy which argues for the reintroduction of eugenics must base its arguments upon the genetic factors which influence behaviour. In his essay, Dr Miller argues that there is 'a strong genetic component' in both criminality and those who live below the poverty line. However, while he makes a small amount of room for the theory that environmental influences may also have a strong impact upon behaviour and intelligence. He chooses to point at adoption and twin studies to demonstrate that there is a strong link between genes and criminality, poverty and intelligence.

Position of FE Line and IS Curve Analysis

Position of FE Line and IS Curve Analysis The employees choose to work when the organizations offer high wages to them and on the other hand organizations have a preference to hire employees while the wage rate is low, the labor market equilibrium is to balance out the contradictory needs of employees and organizations and find out the wage rate and the employment examined in the labor market. The labor market equilibrium find out an amount of labor, and that amount of labor through the production function determines full employment level of output. As the level of output does not rely on the rate of interest the full employment line would be plotted as a vertical line in the graph. The first example of change in economy that would shift the FE line to right is the increase in labor supply, when the labor population increases the equilibrium employment also increases which in turn increases the full employment output and shifts the FE line to right. The second example of the change in economy is the increase in capital stock when the capital stock increases the additional output can be produced with the same number of labor and that would shift the FE line to right. Q2) What relationship does the IS curve capture? Derive the IS curve graphically and show why it slopes as it does. Give Two examples of changes in the economy that would cause the IS curve to shift down and to the left. The IS curve illustrates the correlation between the real interest rate and income for which investment is equals to savings. The graphical representation is based on the dependent variable which shows the income level and the independent variable which is rate of interest. The IS curve is drawn as down-ward sloping with the rate of interest (r) on vertical axes and the level of income (Y) on horizontal axis. Is curve represents the equilibrium point where total investment equals to total savings. Derivation of IS curve The saving curvature incline upward as the high rate of interest increases savings whereas an increase in income shifts the saving curvature to the right, because people save more when their income is more and the investment curvature slopes downward as the high rate of interest decreases the preferred capital stock which in turn decreases investment. At the higher level of income the saving curvature shifts to the right comparatively when level of income is low. The interest rate is lower at the increased level of income due to which the IS curvature slopes downward. The first example of the change in economy that would cause the IS curve to shift down and to left is due to taxes when consumer without considering future tax cut decreases the consumption it increases the savings and decreases the rate of interest that clears the good market. The second example of the change in economy is when due to the effective tax rate on capital investment decreases which also decreases the rate of interest and shifts the IS curve down and to the left. Q3) What relationship does the LM curve capture? Derive the LM curve graphically and show why it slopes as it does. Give two examples of changes in the economy that would causes the LM curve to shift down and to the right. The LM curve illustrates the relationship between rate of interest and income for which the asset market is in equilibrium. Like the graphical representation of IS the LM s graph also has two variables; the independent variable is income and the dependent variable is rate of interest. The LM curvature is upward sloping and characterizes the amount of money demanded which is equal to the amount of money supplied. Derivation of LM curve The LM curvature can be derive by projecting demand of money for different levels of income and the resulting equilibrium. If we talk about equilibrium it says that when income rises the demand for money increases and when the demand for money increase it makes people to sell their fixed assets so the cost of those assets decreases and the rate of interest increases. As the rate of interest increases the money demand decreases till the equilibrium is achieved and due to this the LM curvature slopes upward from left to right. The first example of the change in economy that would cause the LM curve to shift down and to the right is due to increase in nominal money supply, when money supply increases, it decrease the rate of interest and achieve the point of equilibrium where money supplied equals money demanded. The other example of the change in economy is when there is increase in expected inflation the money demand increases as well as the rate of interest increases and achieve the equilibrium that causes the LM curve to shift down and to the right. Q5) Define general equilibrium and show the general equilibrium point in the IS-LM diagram. If the economy isn t in general equilibrium, what determines output and the real interest rate? What economic forces act to bring the economy back to general equilibrium? The general equilibrium is when FE line, IS curvature and the LM curvature intersects. It is indicated that outside variations are quite sensitive to the perseverance of interest rate and the output. The economic forces such as price adjustments in IS-LM model in terms of increase in government purchases and real money supply will work to bring back the economy back to general equilibrium. Q7) What two variables are related by the aggregate demand (AD) curve? Why does the AD curve slope downward? Give two examples of changes in the economy that shift the AD curve up and to the right and explain why the shifts occur. The two variables that are related to aggregate demand are price and income. The AD curve slopes downward because the AD curve considers the IS-LM illustration in which the LM curvature is drawn for fixed level of prices if price changes then LM curvature also shifts. At different levels of prices the IS-LM junctions determines the income level with various prices. The income and price on the graph gives the aggregate demand. For example any variable like the rate of interest or income except price that moves IS or LM from their original position it would also shift aggregate demand, the way of movement is determined by identifying the change in IS-LM model like if there is an increase in income level it shows the movement in IS-LM graph. Therefore IS and LM meet at higher income level, then the aggregate demand curvature moves to the right.

My Philosophy of Education Essays -- Philosophy on Teaching Statement

Philosophy of Education Jean-Paul Sartre said, â€Å"Man is nothing else but what he makes of himself† (Myra, David, 402). According to him, personality is made by him/herself according to environment, religion, or society and everyone has a different belief and idea such as how they want to behave toward others or what I want to be on their own through their experience or life. Everyone has his or her own belief, philosophy, and dream but also I have my own concept. My philosophy of education revolves around why I want to be a teacher, my own philosophy of education, and what I want to do in future. After reading the nonfiction book by Torey F Hayden †The Child, Sheera† I was influenced to be a childhood special education teacher. If I didn’t read her book, I would not consider that I want to be a special education teacher. The author, Torey F Haydan was a specialist of a childhood special education and wrote about her experiences. She had a class for handicapped children and devoted her life to them. She always took care of her students. I was so impressed by her dedication that I realized that I want to be a special education teacher. Not only did her book influence me, but children make me happy. Spending time with them, I feel happy even if I may be having a bad day. Through my elementary field experience, I have found students are friendly and open-minded. At first, I was so nervous because I am not a native and I have trouble speaking English well, so I ...

Should the Coast be Managed?

Every year land is both lost and gained in coastal areas due to physical processes, including the action of the sea. Much time and money is spent in an attempt to limit the change, seen as â€Å"damage†, that occurs. More advanced methods of coastal defence are tested and put into place and research is carried out. Yet coastal management remains as a piece-meal approach, with different areas of coast dealt with using widely varying methods, some of which are the cause of this â€Å"damage† further along the coast. â€Å"Coastal defences, by their very nature, disrupt the natural processes operating on the coastline† (www. orth-norfolk. gov. uk) and it is this fundamental fact that should be considered by all those responsible for coastal management. Although this disruption is sometimes intentional, often it is not and thus more coastal defences must be put in place in order to correct the harm done by the original scheme. Conversely, there exists much land that is considered to be valuable in terms of its economic, social and environmental significance. It may seem a waste to simply watch this land being taken by the sea when there are preventative measures that can be employed. This essay will look at why the coast is protected, from what, and will give some examples of how as well as the advantages and disadvantages of coastal management strategies including taking no action against the work of the sea. The uses of the coastal area are numerous and diverse, making it difficult to prioritise on what should and should not warrant protection. Land that is situated close to the sea is often the location of homes with a high economic value in addition to the obvious emotional attachment of the owners. Historically valuable features such as buildings or monuments are important in terms of heritage and in turn tourism. Land that provides an income, i. e. farmland and camping ground is often situated along the coast and due to the natural beauty of coastal areas, attracts tourists as well as being aesthetically appealing for those that live close to it. Another natural feature is, of course, the precious habitats that are contained by the cliffs, and the scientific interest in those habitats. Settlements were originally located close to the sea for the purpose of transport and for many coastal locations, the import and export of both people and goods remains their principal function. Indeed, it is estimated that around 60 percent of the global population live within 50 km of the sea (Briggs, Smithson, Addison and Atkinson 1997). Consequently all of these activities and uses have strong arguments as to why they justify the time, expense and risk of affecting other locations in a detrimental way, that coastal defence schemes entail. The purpose of this essay is not to evaluate which of these is the most deserving but simply to acknowledge that all of these valuable features can be found in coastal locations and are therefore at risk from erosion by the sea. The processes that affect the coastline involve the action of the sea against the vulnerable beach and cliffs. Waves attack the coast in two fundamental ways. Firstly waves are formed and their energy increased by a combination of wind, tide and current. The force of this wave action is often enough to cause fractures in the rock and sometimes failures and de-stabilization through the trapping of air. The structure and geology are obviously major contributing factors when the severity of â€Å"damage† is considered. The second way in which the waves attack the coastline is really a strengthening of the first method and this is by the transport of sediments in the water. A wave that is carrying material that it has eroded or that is originally from the seabed has more power to potentially erode. This shoreline abrasion relies on both wave energy as well as a supply of material with which to attack (Summerfield 1991). Another coastal process is weathering which also occurs inland but is exacerbated at the coast due to the very nature of the area. This includes the wetting and drying cycles and also the existence of salt. Salt weathering has a greater effect on rock that can absorb seawater as this allows the salt to penetrate the rock and so work on its structure as opposed to only the external surfaces. Coastal defences obviously do not directly combat weathering as even if the land behind is protected from the sea, salt is ubiquitous and so will still reach it. So it is this persistent force from which the shoreline is, in some locations, protected. The methods used in this protection vary in construction and purpose but also in their efficiency, with each method exhibiting both positive and negative aspects. The best defence against erosion†¦ by the sea is a natural wide beach topped off at the inshore end with either high deep sand dunes or a shingle bank† (www. north-norfolk. gov. uk). Unfortunately not every coastal location has this advantage either for natural reasons or where the beach material has been removed for human use, for example building. In the case where there is erosion occurring and shoreline assets are threatened, artificial defences are put into place. One example of a coastal engineering method is the sea wall. These were widely used in the early stages of coastline management and some modern designs have since emerged which now play a major role in defence from the sea. The sea wall is intended to reflect the wave away from the land behind as opposed to a natural beach which absorbs and dissipates the wave energy. Another form that is frequently seen is the utilization of groynes. Groynes prevent the loss of beach material by creating an obstacle. They also encourage the build-up of sediment by interrupting and thus slowing the inshore tidal current. Combined, this means that there is a â€Å"natural† defence in the form of a more substantial beach in order to dissipate wave energy, consequently less erosion occurs at that particular site (see figure 1). Revetments are another commonly employed type of defence, constructed mainly from wood or concrete. The idea is that a surface sloping towards the beach dissipates wave energy meaning that less energy is available for erosion and also that sediment builds up in front of the revetment (www. north-norfolk. gov. uk). Type of defence Cost per metre (i) Revetment 500 Seawall 5000 Groyne 1000 There are, of course, many more coastal engineering methods but for the purpose of this essay, only three have been outlined. All methods, however, have their advantages and disadvantages. Management of the coastline in the UK, in terms of erosion, is generally taken as a piece-meal approach. That is to say each area is dealt with almost in isolation, and only relatively recently have the r elevant authorities become aware that the interference in one place is likely to have a considerable effect on another, further along the coast. An example of this is the implementation of groynes. The prevention of material loss and the subsequent build-up of sediment through interruption of the inshore tidal current can, in some cases, starve beaches further along, of the material that is required to maintain size and stability. So although one area is benefiting and a â€Å"problem† being solved, other areas can lose out and thus another problem is created. Conversely if groynes are correctly designed, they can work very well and they essentially do exactly what they are designed to. As many were constructed before it was realised that harm could be caused as well as good, the knock-on effects were not taken into account. Modern groynes are designed to be permeable in order that some sediment may pass through them and reach beaches further along. These have been used successfully on the north Norfolk coast where erosion and its prevention is of great significance. Sea walls work best on large beaches, where the sea only reaches the highest point of the beach during a storm (www. orth-norfolk. gov. uk). Then, should it happen that high tide and a storm coincide, the land behind the sea wall is protected from flooding and erosion. Sea walls require regular maintenance such as in the case of Ostend in north Norfolk, where annual maintenance is required (see figure 2 for approximate cost of initial building of sea defences). In addition to the costliness, there exists the situation of beach scouring caused by the waves reflected from the sea wall. This can, over time, lead to the collapse of the wall but also means that valuable sediment is being taken away from the beach – so reducing what little natural defence there was. A controversial approach to coastal management is that of leaving it to nature. This â€Å"do nothing† strategy has been adopted in numerous locations on the north Norfolk coast, including the area between Cromer and Overstrand where the present groynes are not being maintained and will eventually fail and be removed (see figure 3). A variation of this â€Å"do nothing† policy is the so-called managed retreat. This is where, again, the existing defences are no longer maintained or their maintenance is limited but in some locations a method of soft engineering is employed for example beach replenishment. The issues surrounding these types of â€Å"management† are not as simple as may be first thought. For example the financial benefit arising from either no defence being put in place or no longer maintaining the existing defence seems rather insignificant when the loss of valuable assets is taken into consideration. It is, however, almost completely natural, with material that is eroded form one location being accreted at another. The natural processes are, in this way, allowed to continue and the lack of interference would eventually ensure that there are no negative consequences at other locations as a result of coastal defence action. Despite this, it must be considered that once action is taken to defend the coast from the erosive power of the sea, it creates an issue as to at what point the management should cease and where. To suddenly no longer protect an area of coast may generate new problems and perhaps more expense. So the proposal of an integrated shoreline management strategy seems appealing. This is looked at in much depth by Karen Nichols in her paper â€Å"Coming to terms with Integrated Coastal Management†. Fundamentally, it would involve the linkage of all areas of the coastline in terms of action taken upon them. One possible solution could consist of a review followed by the implementation of a fully integrated coastal defence scheme combined with managed retreat. If this was undertaken on a national scale, with the co-ordination of all resources and authorities, perhaps loss of important assets and further damage in the course of protecting those assets would gradually be reduced to a minimum. It seems to be that the protection of our coastal locations will remain a much-debated issue, with the needs and wants of people contrasting greatly with the power of the sea's natural activities. It is interesting that the focus of coastal management is to reduce coastal erosion yet it is the erosion of coastal land that supplies the beach with much of its material. As discussed earlier, a natural beach is the best form of shoreline defence†¦.. In conclusion it can be said that coastal protection is essential in certain localities but that it is an integrated management plan that will be most likely to succeed.

Holden Account Management

efox Account Plan Account: ANZ Operations and Technology Pvt Ltd Total WSP Revenue: $40,000 Total CDSP Revenue: $0 Sales Professional: Amit D Bhattacharya 29/11/2010 Page 1 of 12 efox by Holden International www. holdenintl. com efox Account Plan Corporate Goals & Initiatives Corporate Goals: undefined Corporate Initiatives: undefined 29/11/2010 ANZ Operations and Technology Pvt Ltd Page 2 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Account: ANZ Operations and Technology Pvt Ltd Opportunity: NPLC Bangalore-Mumbai Value: $40,000 Close Date: May 11 2010 Sales Professional: Amit D Bhattacharya Sales Prediction Opportunity is closed 29/11/2010 Page 3 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Discovery Expanded Opportunity Analysis Solid Emerging Weak Non-existent Excellent Good At parity Marginal Bad Disadvantaged Tentative Disconnected Severely at Risk Strong Growing At Risk Nov 29 2010 Dominant Secure Value Premise Business Quality Competitive Strength Political Alignment Summary Can We Add Value? – Value Premise Client Involvement in Value Discovery Business Impact -11 0 Driving Mechanism Measurability -3 -4 -3 0 -3 0 -15 -4 Should We Pursue? – Business Quality Geography/Resourceable Funding Risk Assessment Future Value to Us 0 0 0 Time frame Client Competence Profitability to Us 0 Can We Compete? – Competitive Strength Solution Compatibility Client History Philosophical Alignment 0 0 Competitor's Solution Compatibility Competitor's Client History -4 -3 -4 -27 -4 -3 -56 Competitor's Philosophical Alignment -4 Are We Politically Aligned To Win? – Political Alignment Decision-Making Process Leverage Political Leverage Appropriate Executive Sponsorship Established Momentum -4 -4 -4 0 Competitor's Decision Process Leverage -4 Competitor's Political Leverage Competitor's Approp. Exec. Sponsorship -4 Competitor's Established Momentum Total Score 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 4 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Establish Value Value Statements Sharath S, Lead – Technology, O We can provide the ethernet link as needed by you to reduce the choking and proper running of the applications as the current bandwidth is choked. Critical Business Issues Traffic is very high on the existing link which leads to choking Area of Improvement Upgrading of the bandwidth capability in the existing link Business Impact Credibility Need to release the choking and Track record of having provided the IT applications will run more similar links to Sonata Software, smoothly IBM etc Value Proposition Beginning April 28th 2010 as a result of the new link from TTSL, ANZ Operations and Technology Pvt Ltd will be able to effectively increase the bandwidth on the existing link resulting in effective removal of the choking for proper running of the IT applications with the economic payback of increased productivity of employees. We will document our delivered value by **. 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 5 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Competitive Strategy Differentiation Analysis Our Strategy Competitor Strategy for Strategy Coaching Prompt 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 6 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Political Support Support Base Map MV VM RP SS VB RP Ravi Pangal, Head – Transitions, E Agenda: Contribution: VM Viswas M, Head – IT strategic Sourcing and asset Management, M Agenda: Contribution: VB Vaidyanathan B, Manager Facilities, O Agenda: Contribution: MV Mahendran V, Head – IT Infrastructure, M Agenda: Contribution: SS Sharath S, Lead – Technology, O Agenda: Contribution: 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 7 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Ravi Pangal, Head – Transitions, E Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Ravi Pangal has exerted influence outside of his or her organizational authority Ravi Pangal has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Ravi Pangal is an effective risk taker, in terms of his or her ability to assess and manage risk Ravi Pangal demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Ravi Pangal is a good listener Ravi Pangal can appropriately and successfully work in exception to company policy Ravi Pangal influences important decisions before they are formally made Ravi Pangal has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Ravi Pangal is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Ravi Pangal is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 1 2 3 4 5 6 7 8 9 10 My discussions with Ravi Pangal touch upon potential opportunities beyond the curre nt business opportunity Ravi Pangal utilizes e or my company as a nontraditional resource through which value can be derived Ravi Pangal makes an effort to assist me in cost-justifying the value that we can contribute Ravi Pangal introduces or references me to influential people in the account Ravi Pangal has a clear strategy for establishing us as the preferred supplier Ravi Pangal utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Ravi Pangal openly discusses his or her company's plans, projects, and personnel with me Ravi Pangal can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Ravi Pangal takes the initiative in assisting me in the current business development opportunity I feel my relationship with Ravi Pangal transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Som etimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 8 of 12 efox by Holden International www. oldenintl. com efox Winning Sales Plan Viswas M, Head – IT strategic Sourcing and asset Management, M Agenda: Contribution: Fox Evaluator 1 2 3 4 5 6 7 8 9 10 Viswas M has exerted influence outside of his or her organizational authority Viswas M has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Viswas M is an effective risk taker, in terms of his or her ability to assess and manage risk Viswas M demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Viswas M is a good listener Viswas M can appropriately and successfully work in exception to company policy Viswas M influences important decisions before they are formally made Viswas M has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Viswas M is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Viswas M is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Viswas M touch upon potential opportunities beyond the current business opportunity Viswas M utilizes me or my company as a nontraditional resource through which value can be derived Viswas M makes an effort to assist me in cost-justifying the value that we can contribute Viswas M introduces or references me to influential people in the account Viswas M has a clear strategy for establishing us as the preferred supplier Viswas M utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Viswas M openly discusses his or her company's plans, projects, and personnel with me Viswas M can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Viswas M takes the initiative in assisting me in the current business development opportunity I feel my relationship with Viswas M transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 9 of 12 efox by Holden Internation al www. holdenintl. com efox Winning Sales Plan Vaidyanathan B, Manager Facilities, O Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Vaidyanathan B has exerted influence outside of his or her organizational authority Vaidyanathan B has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Vaidyanathan B is an effective risk taker, in terms of his or her ability to assess and manage risk Vaidyanathan B demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Vaidyanathan B is a good listener Vaidyanathan B can appropriately and successfully work in exception to company policy Vaidyanathan B influences important decisions before they are formally made Vaidyanathan B has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Vai dyanathan B is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Vaidyanathan B is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -1 0 0 -1 1 0 1 0 -2 0 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Vaidyanathan B touch upon potential opportunities beyond the current business opportunity Vaidyanathan B utilizes me or my company as a nontraditional resource through which value can be derived Vaidyanathan B makes an effort to assist me in cost-justifying the value that we can contribute Vaidyanathan B introduces or references me to influential people in the account Vaidyanathan B has a clear strategy for establishing us as the preferred supplier Vaidyanathan B utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Vaidyanathan B openly discusses his or her company's plans, projects, and personnel with me Vaidyanathan B can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Vaidyanathan B takes the initiative in assisting me in the current business development opportunity I feel my relationship with Vaidyanathan B transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never 0 -1 0 0 1 -2 -1 0 -1 -1 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 10 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Mahendran V, Head – IT Infrastructure, M Agenda: Contribution: Fox Evaluator 1 2 3 4 5 6 7 8 9 10 Mahendran V has exerted influence outside of his or her organizational authority Mahendran V has know ledge of his or her company's ission and business goals, as evidenced in his or her working to directly or indirectly advance them Mahendran V is an effective risk taker, in terms of his or her ability to assess and manage risk Mahendran V demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Mahendran V is a good listener Mahendran V can appropriately and successfully work in exception to company policy Mahendran V influences important decisions before they are formally made Mahendran V has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Mahendran V is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Mahendran V is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confr ontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Mahendran V touch upon potential opportunities beyond the current business opportunity Mahendran V utilizes me or my company as a nontraditional resource through which value can be derived Mahendran V makes an effort to assist me in cost-justifying the value that we can contribute Mahendran V introduces or references me to influential people in the account Mahendran V has a clear strategy for establishing us as the preferred supplier Mahendran V utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Mahendran V openly discusses his or her company's plans, projects, and personnel with me Mahendran V can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Mahendran V takes the initiative in assisting me in the current business development opportunity I feel my relationship with Mahendran V transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 11 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Sharath S, Lead – Technology, O Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Sharath S has exerted influence outside of his or her organizational authority Sharath S has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Sharath S is an effective risk taker, in terms of his or her ability to assess and manage risk Sharath S demonstrates integrity, in terms of not being willing to compromise h is or her company or individuals within the Power Base to advance his or her own aspirations Sharath S is a good listener Sharath S can appropriately and successfully work in exception to company policy Sharath S influences important decisions before they are formally made Sharath S has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Sharath S is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Sharath S is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 0 -1 0 1 -2 1 1 -2 1 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Sharath S touch upon potential opportunities beyond the current business opportunity Sharath S utilizes me or my company as a nontraditional resource through which value can be derived Sharath S makes an effort to assist me in cost-justifying the value that we can contribute Sharath S introduces or references me to influential people in the account Sharath S has a clear strategy for establishing us as the preferred supplier Sharath S utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Sharath S openly discusses his or her company's plans, projects, and personnel with me Sharath S can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Sharath S takes the initiative in assisting me in the current business development opportunity I feel my relationship with Sharath S transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -1 -2 -2 -2 -2 0 0 29/11/20 10 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 12 of 12 efox by Holden International www. holdenintl. com