Request for Proposal - Free Essay Example

Sample details Pages: 1 Words: 408 Downloads: 4 Date added: 2017/09/23 Category Advertising Essay Type Argumentative essay Topics: Student Essay Did you like this example? Student Name Student Address Student email address August 9, 2010 Instructor Name Name of School Address of School Dear Instructor: Submitted for review is the proposal regarding the request to bring in outside trainers to train staff on the use of the Microsoft ® Office Programs. In this report is the following information: * Business requirement * Schedule * Due Date for proposal * Instruction on how to submit proposal and method of submission * Instruction on who to contact with question * The selection process. Thank you and we look forward to hearing from you regarding this request. Sincerely, Enclosure: Proposal A. INTRODUCTION 1. 1 Purpose The purpose of this proposal is to request that outside trainers come in to train the staff on the use of Microsoft ® Office programs. 1. 2 Requirements The staff will require training on latest Microsoft ® Office Professional programs. The budget of required training will be $50,000 and will need training on the following p rograms: a. Word b. Excel c. PowerPoint d. OneNote . Outlook f. Publisher g. Access B. Schedules for Training Training will be September 1-3, 2010. This mandatory 24 hours training will take place from the hours of 8 a. m. to 4 p. m. 1. 1 Proposal Deadline and Method Submission All proposals are due no later than Monday, August 23, 2010 by 5 p. m. Submission for this proposal is by certified mail to the following personnel and address: Student Name, student address. We are requesting that four copies be included in your submission. 1. 2 Contact Information Question regarding this proposal is via email: Student email address Or phone at student telephone number. 1. 3 Criteria for Selection The following is a list of requirement that we will be looking at during the selection process: a. Company has to be in existence for five or more years. b. Company must use the product that is being train on. c. Company is required to show educational background information on staff member cond ucting the training. d. Company is required to show a list of contracts completed. As well any outside recommendation. C. Terms And Conditions The terms and condition are clear for this proposal. Selection for this proposal is based on the number of years the company has been in business, also whether the companies use Microsoft ® Office. The company employees are required to have the educational background on the programs. The companies are required to show a list of their contracts completed along with any outside recommendation received from those contracts. Failure to submit those items will result in a none selection of your company. Don’t waste time! Our writers will create an original "Request for Proposal" essay for you Create order

Assignment On Business Law Assignment - 3960 Words

Assignment attachment form When submitting your assignment it must be accompanied by this Assignment Attachment Form. Please make sure that you complete all of the details correctly. †¢ Provide ALL details requested on this form. †¢ Use one form for each assignment. Unit name: Business Law 1100 Given name: Elton Aik Yin Surname: Goh Student number: 90004481 Email: 90004481@learning.cic.wa.edu.au Assignment title: Business Law Assignment Date submitted: 25th August 2014 Student’s comment to tutor: Word Count: 3497 Marker’s Comments Recorded mark: Marker: Comments: Part A Question 1 Step 1: Area of law The area of law is contract law focusing on the element of agreement. Step 2: Principles of law Contract law is defined as lawfully enforceable agreement between two or more people to a contract. An agreement also known as a promise consists of an offer and an acceptance. An offer is defined as indication of the terms upon which an individual is ready to be obligated. On the other hand, an acceptance is the agreement of the terms that have been offered. The parties associated with the agreement are known as an offeror or an offeree. The offeror is the one who makes the offer, and the offeree is the one accepts the offer (Curtin College 2014). For an offer to be satisfied, there are rules to be considered. The offer has to be complete, promissory, intention to undergo a contract when accepted, and focused on an individual or a group. In addition,Show MoreRelatedAssignment of Business Law1589 Words   |  7 PagesQuestions 1. With examples explain the following general principles of law a. Ne bis in idem b. In dubio pro reo c. Fraus omnia corrumpit 2. Give the Institutional framework of the applicability of accountability principle in Rwanda Q.1. A. THE PRINCIPLE OF NE BIS IN IDEM: A person may not be tried for a criminal offense for which he or she has previously been finally convicted or acquitted. 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Conditioning Performance Analysis and Development of the Golf Swing Free Essays

string(186) " pre stretch principle usually involves a rapid change from deceleration to acceleration in the positive direction and can be best replicated by using polymeric exercises \(Chu, 1998\)\." Introduction Golf is one of the most popular sports played throughout the world and is played at all levels, form beginner to advanced pro levels. One of the great things about golf is that you can compete against anybody of any levels as long as you have a handicap. Over recent years, since Tiger Woods came on to the scene, golf has seen more of a scientific approach with most pros and even elite amateurs implementing fitness programmes into their daily routine in order to improve their performance on the course. We will write a custom essay sample on Conditioning Performance Analysis and Development of the Golf Swing or any similar topic only for you Order Now Burden et al. (1998) states that in order to optimise powerful rotational force that translates into the back of the ball via the club head, the athlete requires to produce a series of muscular contractions and joint movements that have to be precise in order to develop an efficient swing. The advantages of having an efficient and powerful golf swing will result in high ball velocity, which in turn will have a positive impact on performance. In addition, an efficient golf swing will require less effort to hit the ball the same distance when compared with someone that has less efficiency (Burden et al, 1998). It is evident from biomechanical literature that using the longest lever available will result in the greatest force being produced (Cooper et al, 1974). This can be highlighted in the game of golf, where an individual seeks to hit their longest club in the bag when they want to achieve optimal distance. At the elite level in golf, the difference between hitting the ball that extra 5 or 10 yards in the air can be huge. This could be the difference between carrying bunkers off the tee, to going for the green in 2 at a par 5. These finite differences can separate a golfer from his competitors and can be the difference between success and failure. As previously mentioned, golfers use the driver off the tee when they want to maximise distance. In contrast to this, Iron shots, chipping and putting are more about the feel that the golfer possesses, as the goal is to send the ball to a certain location with a required distance. In order to seek perfection in these categories, hand eye co-ordination is the skill required as opposed to strength and power. The purpose of this study was to identify the components of fitness that an elite amateur golfer possesses, which would provide the fundamentals for an efficient swing. A battery of tests was constructed that replicated movements in the golf drive. These tests were performed by an elite amateur and recreational club golfer, which would highlight differences between results. A training programme was then constructed for the recreational subject, which would focus on the weaknesses and try to bridge the gap between the novice and elite athlete. Athlete Name: Keith Young Gender: Male Age: 36 Height: 5’10 Weight: 85kg Handicap: +2 Club: Gullane Keith Young is regarded as one of the best amateurs in Scotland and has been for many years. Keith has played at all levels of the game, representing his county and country along the way, together with turning pro for a spell earlier in his career. Keith was chosen for this project due to his past experience of competing at the top level, which will enable a true comparison to be drawn between an elite and novice golfer. Novice/Control Name: Stuart Brown Gender: Male Age: 39 Height: 5’9 Weight: 80kg Handicap: 15 Club: Glencorse Stuart has been playing golf for less than a year and in comparison to Keith he has a high handicap, which will enable the differences in physiological components of fitness to be highlighted in the golf swing. Needs analysis Barrentine et al. (2004) states that an efficient golf swing is a result of a sequence of muscular contractions that enables powerful rotation. Plowman and Smith (2003) define power as work divided by time. The power created in the golf swing is largely down to the strength of the muscles involved and the speed at which they contract. Large amounts of strength together with fast muscular contractions result in peak power output(McArdle et al, 2001), which essentially results in high ball velocities. In addition to the golfer requiring to produce large amounts of force into the back of the ball, it is essential that they maintain core stability throughout the swing in order to maintain efficiency and reduce the amount of energy being wasted (Hosea et al, 1990). Gatt, (1996) and Lehman, (2006) also imply that sufficient core stability will reduce the likelihood of injury and will maximise the total energy that is transmittedthrough the ball. A study by Baechle and Earle (2008) conveyed that core stability was the ability of the central muscles to control the movement of the body in the anterior and posterior directions. According to Hosea and Gatt, (1996), large levels of core stability around the abdominal and oblique area allow for an efficient transfer of power between the lower body and upper body. In contrast, low levels of core stability would result in the weaker muscle breaking down during the swing, which would result is the loss of energy and low power output. Due to the large amounts of force and torques being created during the golf swing, injury to the spine is likely if the athlete is not in the right condition. This is highlighted by Lehman, (2006) who noted that weak core stability will result in the golfer not being able to resist the large torques generated and may predispose the golfer to lower back pain. The golf swing is a complex movement and involves a sequence of coiling of the legs, hips, back, arms and the club. The power output of the golf swing is a byproduct of the power generated by the agonist and antagonist contractions, which is known as the pre stretch principle (Baechle and Earle, 2008). The pre stretch principle usually involves a rapid change from deceleration to acceleration in the positive direction and can be best replicated by using polymeric exercises (Chu, 1998). You read "Conditioning Performance Analysis and Development of the Golf Swing" in category "Essay examples" The driving distance of a golfer is well documented in studies by Doan et al, (2006) and Fletcher and Hartwell, (2004) who conveyed that you can significantly increase your driving distance, with the implementation of polymeric training. Muscle groups In the golf swing it is imperative that the golfer has a solid base, as this will provide balance for the rotation of the upper body, which will result in large amounts of torque being generated. Barrentine et al, (1994) suggests that the hamstrings, quadriceps and gluts provide the base and in turn have a large role to play in the golf swing. A solid base in the golf swing will involve a stance of shoulder width apart and a flexion at the knee of 40 degrees. To enable this knee flexion and a solid base, there will be an eccentric contraction around the quadriceps with an opposing concentric contraction in the hamstrings. Furthermore the hip rotation that goes towards the target is controlled by the quadriceps adductors and abductors. Barrentine et al. (1994), also state that it is imperative to contract the hip flexors, rotators and extensors if you want to achieve maximal club head speed, as in order to create this powerful transition between the lower and upper body, hip rotation is the vital ingredient to the cores rapid uncoiling. In the same study by Barrentine et al. (1994) they also convey that a golfer must have strong forearms if they want to achieve optimal distance off the tee. This is largely due to strong forearms being able to resist the force of the club on the way down, allowing for a delay in the rotation of the forearms, which in turn increase the torque generated and essentially results in greater performance. Methods A battery of tests was constructed for both the athlete and the novice that would replicate the movements of the muscles in the golf drive. The tests were constructed in orderto cover all components of fitness that are vital in the golf swing and can be identified as; balance, power, strength and core stability. These tests were chosen as the golf swing is a whole body movement that involves open kinetic chain movements together with contractions of the muscles (Bruder et al, 1998). The following tests were carried out at Craiglockhart Sports Centre, Edinburgh, UK. In order to ensure that there were no external factors present that could affect the validity of the results, all tests were carried out in the fitness suite and sports hall. In order to minimize the risk of injury, prior to testing, both subjects performed a 10 minute warm up to ensure heart rate was elevated and the muscles were warm (Olsen et al, 2004). In addition to this, they also replicated their own warm up that they would undergo prior to playing golf. An overhead medicine ball throw (2kg; NIKE SPARQ) was prescribed to provide replication of the hip flexors on the back swing and downswing, as this ensures that the core and torso coil before rapidly uncoiling towards the target. This plyometric exercise was chosen to ensure that a pre stretch occurred around the hip joint. Fletcher and Hartwell. (2004) implied that in order for the projection of the ball to be successful, the subject would have to start the movement form the legs and in sequence transfer this energy through the hips and arms, which would ultimately lead to the projection of the ball. Poor co-ordination and an inability to link these sequential moves efficiently would result in loss of energy, which would present a poor throw. The subject required to stand in an upright position whilst holding the ball anterior to the hip flexors. The subjects then required to keep their arms extended, whilst flexing their knees, and then extend their knees to propel the ball vertica lly with the arms in the vertical direction. The ball was thrown overhead and distance was then recorded. Each subject was given 3 familiarisation trials post warm up, where upon they would have 3 trials and the best trial would be recorded. A 45 degree incline medicine ball throw was the second plyometric test performed by both subjects. Subjects required to flex both their knees whilst holding the ball just outside of the right knee and keep their arms extended. The subjects were then instructed to rotate in the opposite horizontal direction and extend vertically, where they would propel the ball at 45 degrees in the upward direction, where upon distance would be recorded. The subjects were then required to carry out the same movement in the opposite direction, to ensure that they were both using concentric and eccentric contractions that are replicable in the golf swing (Beachle and Earle, 2008). This would also help to highlight potential weaknesses or imbalances between the dominant and non dominant sides. One of the test measure used to measure core stability was the plank. This test involves the subjects to support their own body weight with the aid of their forearms and toes in the face down position. The plank requires the back to be flat at all times, together with a gap between the ground and core muscles at all times. Subjects were required to perform these tests to failure, which could be identified as a reduction in the gap present, increased curvature of the spine or failure to maintain the tension of the core muscle which would result in falling. In addition to the front plank there is an alternative method that can be used, and is known as the side plank. This method is used to assess the strength of the oblique’s, which are present in the in both the loading of the back swing and rapid uncoiling of the downswing. Subjects were required lie on their side and support their body weight with the foot and forearm of the same side. Proper technique was deemed when the hip was raised off the ground and a straight line between the feet and head was present. This test was performed on both the left and right sides to failure, which would highlight imbalances between sides and potential areas of gain. The back plank was the last testing plank protocol used to measure core stability. This test is similar to the previous planks, however it required subjects to face upwards and hold their body weight with both their heel and forearms. Again proper technique was only deemed if there was a straight line between the legs and upper body. However this exercise not only assesses the strength of the core muscles, it tests the strength of the lower back, which is one of the main injury risks in golfers (Vad et al, 2004). A medicine ball twist to failure was the last method used to measure strength in the core muscles. This method required subjects to sit on the ground with their knees flexed at 90 degrees, whilst keeping their back straight. They would then proceed to rotate laterally on both sides, ensuring that the ball touched the ground, as this would replicate the rotation of the golf swing and would imply a plyometric effect. In order for the subject to return the ball to the ground of each side, they would require to maintain balance throughout the core muscles and erector spine. This test was performed to failure, which could be deemed when the subjects back or legs touched the ground, or the inability to enable the ball to touch the ground on consecutive occasions. Strength in the forearm is a key element in the golf swing as mentioned previously. In order to measure this, a one rep max (1RM) was calculated for the flexion/extension of the wrist. The methods of Kraemer et al, (2002) were applied to this protocol to ensure that there was a low risk of injury. These methods required subjects to perform a 5RM in a seated position with the forearm resting on the knees, being flexed at 90 degrees, whereupon the dumbbell would be moved by the flexion of the wrist. As mentioned previously, the legs are the base of the golf swing and invole a serious of concentric and eccentric contractions in the quadriceps and gluts. The strength of the lower body was measured by having the subject perform a 1RM seated leg press, where the knees were flexed at 90 degrees and extension of the knee provided the subjects maximum strength in the gluts, quads and knee joint. In addition to this, a 1RM of the back squat to parallel was calculated for the subjects using the established 5RM protocol provided by Kraemer et al. (2002). The back squat required the subject to hold an Olympic bar (20kg; Eleiko, Sweeden) just below the back of the neck in the upper trapezius region. Whilst keeping the back straight, the subject was instructed to squat down until there was a flexion of 90 degrees at the knee. This position was addressed in advance to the test with familiarisation trial and a safety bar being placed at the 90 degree position. The parallel squat was used as Be achle and Earle. (2008) imply that this test is a true measure of whole body strength and is also deemed to be safer than testing for strength during the midpoint of the squat. This test was found to be relevant as it replicates the golf swing as a whole body movement, with the muscle and joints having to work in sequence to provide efficiency. Results Table 1: Battery of test results Exercise Athlete Novice Leg Press260kg195kg Back Squat135kg110kg Overhead Med. Ball Throw45 ft.46 ft. 45 Â °Med. Ball Throw Left51ft. 40ft. 45 Â °Med. Ball Throw Right45.9 ft. 37 ft. Med. Ball Twist45 reps. 42 reps. Wrist Flexion27 kg. 26 kg. Wrist Extension11 kg. 9 kg. Plank3 minutes 4 seconds. 2 minutes 42 seconds. Side Plank Left3 minutes 15 seconds. 1 minute 45 seconds. Side Plank Right2 minutes 30 seconds. 1 minute 52 seconds. Reverse Plank2minutes 42 seconds. 1 minutes 43 seconds. Figure 1: Measures of core stability. Time to failure measured in seconds. Figure 2: Measure of rotational power, distance measure in feet. Discussion The results illustrated above highlight that generally the elite golfer outperformed the novice golfer. In order to establish the differences between the two performers, components of fitness were put into different categories, of which were, power, core stability and strength. Due to the demands that strength training places on the body, it was agreed that flexibility work would be incorporated on a daily basis to ensure there was no restriction in range of motion. Strength As mentioned previously, power and strength are 2 key components in achieving a successful golf drive. Beachle and Earle. (2008) define strength as the ability to exert maximal force at a given velocity and in turn Kraemer et al. (2002) Portray they theory that in order to develop power, it is essential to have a strength base. Kraemer et al. (2002) also noted that individuals must train at intensities higher than 80% of their 1RM in order to seek optimal rewards. Strength training would therefore be incorporated into the programme prior to the commencement of the power phase. The use of closed kinetic chain exercises would be employed as Kraemer and Ratamess, (2004) implies these compound movements enhance the production of muscular force. Power Plowman and Smith (2003)defined power as the product of force and velocity. Therefore, it is imperative when constructing a training programme to take into consideration both elements (Kraemer and Ratamess, 2004). During the power phase the athlete should attempt to lift the same loads they were lifting in the strength phase (80% 1RM) but should attempt to do this at high speeds. Furthermore, the power production phase should involve the athlete lifting lighter loads (60% 1RM) at maximal velocity (Power and Howley, 2009). Research within the literature (Beachle and Earle, 2008; Kraemer et al, 2002; Kraemer and Ratamess, 2004) suggests that maximal power production be addressed with the use of both heavy and light loads at maximal velocity. Core stability As illustrated in the results section, the elite athlete possessed higher levels of core stability when compared to the novice. In order to minimise the risk of injury and achieve optimal performance, core strength training has to be prescribed in the exercise training programme (Baechle and Earle, 2008). The goal is to increase the neuromuscular strength or the core and enhance endurance, rather than focussing on shear muscle fore, as inexperience in this area can lead to injury (Kraemer and Ratamess, 2004). Exercise prescription The control subject did not employ a training programme prior to testing or at any stage in the last couple of years, therefore this training programme would not disrupt any progression with any other physical components. Following the guideline of Kraemer et al. (2006) it was decided that the control subject would exercise 3 days per week. This would enable the subject to have sufficient rest periods between sessions and allow for adaptation to occur (Power and Howley, 2009). The programme was prescribed in order to initiate the development of strength prior to the inclusion of the power phase, with development of core stability and maintenance of flexibility being incorporated throughout. All exercises with the exception of core stability were to be performed to 3 sets of 8; with a 2 minute rest period in between sets. The series of core exercises were prescribed to be performed for 4 sets of 25 reps and a 1 minute rest was deemed to be sufficient for recovery. In order for physiological adaptation to occur, each training phase was prescribed for a period of 4 weeks, as Kraemer and Ratamess (2004) state this period of time is sufficient enough to allow for adaptation to the training stimulus. Table 2: Strength development – Phase 1. Day One Day Two Day Three Deadlift Unilateral dumbbell bench press Squat Bent over row Shoulder lateral dumbbell raises Triceps kickbacks Core stability series Shoulder rear dumbbell raises Forearm curls/extensions Flexibility series Core stability series Core stability series – Flexibility series Flexibility series The commencement of exercises prescribed in phase 2 could only be employed post phase 1, with the subject having adapted and now having a strength base. The goal in the power phase as noted by Kraemer and Ratamess. (2004) would be to apply maximal force at maximal velocity. In order to enhance power, it was deemed appropriate to reduce the weight to 60% of the athletes 1RM, as this would enable the load to be lifted at a higher velocity. All of the prescribed exercises were performed to 4 sets of 5 with 2 minutes rest, with the exception of the core, which was performed to 4 sets of 30. Table 3 – Power – phase 2 Day OneDay TwoDay Three Deadlift? Jump squatOne arm dumbbell snatch Bent over rowHang pullTricep kickbacks Unilateral dumbbell bench pressLateral medicine ball throw (off rebounder/wall)Forearm curls/extensions Core stability seriesCore stability seriesCore stability series Flexibility seriesFlexibility seriesFlexibility series The purpose of phase 3 was to divide the week into 2 different components, of which 2 sessions would be on each. The sessions would be based on strength/power and ballistic/speed exercises. On the force production days, it was deemed imperative to perform all exercises for 3 reps and 5 sets, as Kraemer and Ratamess (2004) implies that this will enable maximal force production. The introduction of fast force sessions was incorporated to enhance power by moving heavy loads at high velocities. These sessions were to be performed for 5 sets and 3 reps, with 2 minutes rest in between. The speed exercises were employed to be performed with light weights (30-60% 1RM) which is highlighted in the study by Kraemer and Ratamess (2004). These exercises were in accordance with the same set and reps of the fast force sessions. The core exercises increased from 4 sets to 5, whilst keeping the reps the same. Table 4: Maximal power – Phase 4. Day One/MaxForceDay Two/SpeedDay Three/Fast ForceDay Four/Speed Deadlift60m sprintHang pull60m sprint SquatHang clean? jump squatOne arm dumbbell snatch Forearm curls/extensionsCore stability seriesSeated Russian twist with weight plateLateral medicine ball throw (off rebounder/wall) Triceps kickbacksCore stability seriesFlexibility seriesCore stability series Flexibility seriesFlexibility series–Flexibility series Conclusion It is evident from all of the above, that in order to have efficiency in the golf drive, physiological components of fitness need to be addressed. With the comparison of the elite and novice golfer, noticeable difference can be highlighted and therefore shortfalls in the the novice are highlighted. A training programme can then be adopted following guidance within the literature and taking into account current fitness levels of the individual. This training programme aims to address the weaknesses in the novice golfer and provide a physiological basis for improvement taking into account the understanding of scientific literature. How to cite Conditioning Performance Analysis and Development of the Golf Swing, Essay examples

Business Plan Greenish Farm

Question: Describe about the Company Description, Industry Analysis, Product, Strategy and Implementation of Greenish Farm? Answer: Executive Summary Greenish Farm is a well known business in Zambia which is highly engaged in providing top quality product to the people from past many years. The company has decided to penetrate into commodity market for the small scale farmers so that a feasible market can be created to place their product and receive exact value for the product. The current business plan has highlighted different scenario such as industry analysis and market analysis to understand the condition of commodity market in Ndola, Zambia. Moreover, Porters five forces model has been used to conduct the industry analysis and have a clear picture. Apart from that, market segmentation and target market has been outlined to understand which famers group will benefit from the commodity market and also which class of target farmers has to be focused upon. Further, the study includes marketing plan, operation plan and also management summary to briefly explain the proposed business plan. Lastly, financial plan has been discusse d to know how much benefit will be generated from the commodity market. 1. Company Description Greenish Farm is a Zambian based business which is located on a prominent market place whose objective is to deliver high quality, fresh, nutritional and healthy agricultural product to the people. The company supplies product to all the near and remote areas of Zambia. The Greenish Farm is owned by two Zambian partners that are Akamonwa and Bawa. Moreover, the people are well acquainted with the company and its operation. However, over the past few years, the company has noticed that farmers do not receive fair value as per the expectation and due to that they registered decline in their sales and income. Thus, it is affecting their growth and product marketing. Apart from that being said, the numbers of competitors have risen which is one of the cause that small scale farmers are not able to meet up their expected level of performance. Therefore, in order to maintain their market cap and customer circle, the company has decided to penetrate into the field of commodities market so t hat best product can be delivered to the customers and better value can be provided to small scale farmer (Baligh, 2007). Therefore, Greenish Farm will be developing commodity market for farmers to sell their product so that best quality farm product can be traded into the commodities market. 1.1 Objectives of Greenish Farm To gain better market value and earn expected profit to small scale farmer To provide quality product service to customers To generate sales of approx ZWM on each business day of every month. To retain consumers for engendering repeat purchase To continuously upgrade supply chain process 1.2 Mission of Greenish Farm The top priority mission of Greenish Farm is to trade in agricultural products in commodities market to generate handsome income and profits for farmers. Moreover, there prime importance is deliver superior customer service and provide high quality rich product for gaining effective customer base. 2. Industry Analysis The commodities market in Zambia in context to agricultural products or other hard commodities is quite better which helps different business groups to earn sufficient earnings from the market. It is evident from the early published report that in last five years, the business that trades in primary products has registered significant growth up to approx 30% which helps them to receive better value for their product from commodity market (Bird, 2010). Therefore, it provides an effective opportunity for the small scale farmer to market their product in the commodity market and receive right value for their product (Barringer, 2010). Moreover, the market is capable in protecting the business during inflation or economic uncertainty. Thus, it is analysed that commodity market is feasible in Zambia and farmers that are not able to place their product strongly into the market can gain large benefit from the particular market. Years Growth in Commodity Market 1999 31.8% 2002 34.4% 2005 38.0% 2008 43.0% 2011 44.5% Table 1: Growth in Commodity Market in Zambia Figure 1: Commodity Market On the other hand, in order to have better understanding of the industry, Porters Five Forces Model will be effective and much clear picture can be drawn. Industry Rivalry: The intense and tough competition in the industry can cause challenges to the prospect of the business (Clarke, 2010). The company, Greenish Farm can face significant competition from other companies that are operating in commodity market with hard commodities such as oil, gold, rubber, etc. Moreover, Greenish Farm can also have difficulty from existing firms that are already dealing in agricultural products. However, as the company will trade product which is grown hydroponically will help them to gain benefit and generate satisfactory profit (Dess, 2012). Therefore, in order to gain right price for product, the company will have to trade in high quality product. Threat of substitutes: The substitute product can pose significant challenges that can affect the operation of Greenish Farm in the proposed market. The presence of organic agricultural products in the market can have serious affect on the earnings of the company and the company may not be able to increase their sales (Drummond et al. 2012). Therefore, the company will have to charge reasonable price and providing high quality product all time. Bargaining power of buyers: As the company has decided to provide products which will be produced hydroponically, therefore, buyers may not have such power to negotiate on price on the hydroponically produced agriculture products (Finch, 2010). Therefore, Greenish Farm can gain effective price for their products and can receive healthier profits. Bargaining power of suppliers: It is evident that if the supplier has the power to bargain then they can take away maximum earnings of the business that can decline the profit level. In the given situation, it is clear that the company will grow their product by their own therefore; there is not much influence of suppliers on the company. However, the company may require suppliers to trade the product in commodity market (Furnham, 2012). Therefore, strong bonding has to be built with the suppliers. Threat of new entrants: The commodity market has provided great opportunity to the small scale farm to enter into the market and receive benefit from investment (Goksoy and Ozsoy, 2007). Therefore, it can be threat for Greenish Farm to operate in successful way. Thus, the company has to provide quality product all the time and in regular form so that they hold their loyal customers and clients. 3. Products Greenish Farm will deal in the vegetable products such as tomatoes, cucumbers and other products of farmers. Moreover, the products will be traded that are grown hydroponically or traditionally so that quality products can be supplied to customers (Hajro, 2012). Apart from that, growing product under high tech tunnels will help the company in gaining longer and faster growth and harvest labour can be decreased by approx 75% and also harvest time can also be declined. Therefore, the company can effectively trade in the commodity market with their specific products. 4. Market Analysis The owner of Greenish Farm has decided to penetrate in the market of Ndola, Zambia as per the assumption; the company will be able to ensure significant benefit and can gain right value for their product (Heagney, 2012). Moreover, the selected location provides effective environment for trading product and the company can generate expected customer base and clients for their agriculture products. Further, the market holds retailers such as Veg Express and Veg Centre. Therefore, company can supply their product to these retailers and other available supermarkets. 4.1 Market Segmentation The major segment that will ensure best value to Greenish Farm will be Veg Centre and retail outlets and other shops that fall within 50 miles of the selected location. Therefore, the company will be able to increase their sales with significant margin. Year 1 Year 2 Year 3 Year 4 Year 5 Potential Clients Growth in sales Veg Centre 50 63 79 99 124 17% Retail Outlets 100 125 156 195 244 25% Other Shops 20 22 24 26 29 10% Table 2: Market Analysis Figure 2: Growth in sales The other market segments that will be considered are oriental vegetable markets that require both semi-organic and organic vegetables, processors of vegetable, commodity and farmers market and roadside stands. Therefore, it will help the company to market their product and receiving correct value from the market and from the clients. 4.2 Target Market The prime target of the company will be small scale farmers of rural areas. The other target market that will help the Greenish Farm to generate valuable earnings and price for their products is export markets and retail outlets in the selected market (Hughes, 2012). Therefore, company can gain high benefit from the commodity market and it can increase the value of the company and in future more number of customers may prefer to deal with Greenish Farm for the product. 5. Strategy and Implementation The strategy of the Greenish Farm is to earn profit by receiving right value of the product supplied in the commodity market. Further, the company will utilize advanced agricultural technology so that quality production can be generated and it will help in receiving industry advantage. Moreover, exact price will be received for the supply of product. Therefore, the main goal of the company in the first year is to develop the entire project and engage all the required resources so that product can be produced all the year (Kaufman, 2010). On the other hand, the long term plan of the company is to grow more selective agricultural product and penetrate to further other commodity market from where they can generate huge profit margin. 5.1 Competitive Edge The main competitive advantage of Greenhouse Farm is producing products using hydroponic technique which ensures whole year production. Moreover, the company has huge experience in the agricultural product industry and the company has idea that which product will do good business and will ensure better price value in the commodity market (Kleiner, 2008). Therefore, it will help the company in having a competitive edge over other new or existing competitors in the market. 5.2 Marketing Strategy The effective marketing strategy will help in gaining maximum benefit and increasing the sale of the products. Therefore, Greenish Farm will trade and supply their goods to the decided outlets aggressively. Moreover, local markets will be focused initially to have a long term benefit. On the other hand, the hydroponic facilities will be used efficiently and smartly so that the company does not fall short of products in marketing the product in commodity markets (Lambin and Schuiling, 2012). 5.3 Marketing Plan In order to gain higher benefit from the proposed business, the Greenish owners have formed effective marketing plan that will ensure better return and fair value for the product. Pricing Strategy: The Greenish Farm will be fixing the price of the products as per the current market value as it will help the company to receive fair price from the retailers and other stores for supplying the products. On the other hand, the company will not fix the price below the market value as it will lead to losses for them and they will not be able to cover up their cost or invested amount (Liozu and Hinterhuber, 2012). Moreover, if company tries to charge low price for product then it can create doubt in the mind of clients about the quality of product. Therefore, accurate price has to be set so that the company can market their product effectively in the commodity market. Promotion: Greenish Farm will promote their commodity market by putting banners and hoardings or circulating brochures in the rural areas so that more numbers of small scale farmers can be become aware about the move of the company. Therefore, farmers can turn up to commodity market in order to get right price for their product in the market. This will not only help the Greenish Farm but also it will help the farmers that are not fairly paid for their product (Longenecker, 2008). The small scale farmers can make decision about which product they want to market in commodity market so that they can generate better income out of it. Engaging Employee: Greenish Farm will hire efficient employee that will inform small scale farmers about the benefit that they can generate from the commodity market. Therefore, the small scale will able to understand that will gain and the amount of price that they will receive for their product (Lowson, 2011). On the other hand, the employee can train the farmers how to improve the quality of the product so that they can get accurate value for each product supplied. Moreover, the company can engage different employee for different kinds of products such as agricultural products or mined products. Therefore, each small scale farmers can gain better value and profits over their cost (Luther, 2011). Forecasting Sale: Greenish Farm will be engaged in predicting the sale that different farmers group can generate from their specific products. Therefore, it will help the farmers to decide when to take their products in commodity markets so that they can receive high margin and compete with the other people that sell products in big supermarket or retail house (Lymbersky, 2009). It has been computed that small scale farmers can be able to generate sale up to 495000 in starting year which will gradually get better in the next year. Situation Analysis: Greenish Farm will use the SWOT analysis to study the current condition of the small scale farmers so that better commodity market can be designed for them and receiver higher benefit. The major strength that has been noticed by the company is that the farmers have huge knowledge about the agricultural products and which products can provide them higher advantage (Mackay and Wilmshurst, 2012). On the other hand, the weakness of the small scale farmers is that they are not able to gain right value for selling their product in the regular market. Apart from that, the major opportunities for the farmers are that they can turn up to the commodity market as they can receive beneficial clients from whom they can receive fair amount for product. Moreover, the major threat that can be faced by the small scale farmers is from the farmers that are technology equipped as they can produce high quality product for which they can gain better value than the small scale farmers ( MacMillan and Venkataraman, 2009). 6. Management Summary In order to look out to the effectiveness of commodity market, the Greenish Farm has engaged efficient management that can provide significant and satisfactory support to the small scale farmers so that they can trade their product effectively. On the other hand, the company has hired project manager will help in developing feasible commodity market for the farmers (Marburger, 2012). Therefore, a personnel plan has been designed that comprises project manager that will handle job relating to design and constructing the commodity market. Further, a consultant will be appointed so that right guidance can be sought for creating an effective and beneficial commodity market. People Year 1 Year 2 Year 3 Year 4 Year 5 Project Manager 180000 186000 199000 211000 230000 Consultant 40000 45000 53000 60000 64000 Commodity Manager 120000 127000 131000 135000 140000 Total People 3 3 3 3 3 Total Payroll 340000 358000 383000 406000 434000 Table 3: Personnel Plan Figure 3: Company Structure of Greenish Farm 7. Operation Plan Location: The Greenish Farm has decided to develop and start commodity market in Ndola, Zambia as the management of the company has found that small scale farmers that belong or reside near to this location suffer problem in getting right value for the product and also a perfect market where they can trade their product (McDaniel and Gates, 2012). Therefore, location of Ndola is feasible for the company to accumulate the products of farmers and provide them right price for their different product. Therefore, the small scale farmers may not be cheated from the business people. Moreover, the commodity market will allow around 30 small scale farmers to trade in one time. Supply and Inventory Management: In order to develop commodity market, the company will be arranging all the required resources and materials that will help in designing a commodity market in large scale that can provide service to maximum farmers. On the other hand, the company is engaged with the suppliers and build strong relationship so that required material can be organized for the development of commodity market (Mooradian et al. 2012). Apart from that, the company will remove the inventory that is not productive or useful in the commodity market. Moreover, the company will design a warehouse so that farmers can place their product till its sale. Therefore, small scale farmers can organize their product and will also receive high advantage from commodity market. Training Plans: The Greenish Farm has to provide training to the staff so that product of the farmers can be arranged and handled in effective way so that the product does not get damaged. On the other hand, the training will help the employees to provide required detail to small scale farmers about the benefit in trading in commodity market so that they can take their product from regular market to commodity market (Morris et al. 2011). Assess Market performance: The Company will engage a market specialist that will assess the performance of the commodity market whether the farmers are receiving the expected benefit or not (Mullins, 2009). Therefore, if the market will show positive result then the company will penetrate to other location to serve the farmers. Budget Plan: The budget will be planned for developing a commodity market in Ndola so that large small scale farmers can be served and better value can be provided to them. The effective budget will be prepared which will ensure better profit and revenue to the different groups of farmers (Nielsen, 2011). 8. Financial Projections Profit and Loss Projections Year-by-year profit and loss assumptions Year 1 Year 2 Year 3 Year 4 Year 5 Annual cumulative price (revenue) increase - 2.00% 4.00% 6.00% 8.00% Annual cumulative inflation (expense) increase - 2.00% 4.00% 6.00% 8.00% Interest rate on ending cash balance 0.50% 0.50% 0.50% 0.50% 0.50% Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Revenue Gross revenue $4,95,600 $5,05,512 $5,25,732 $5,57,276 $6,01,859 Cost of goods sold 2,15,790 2,20,106 2,28,910 2,42,645 2,62,056 Gross margin $2,79,810 $2,85,406 $2,96,822 $3,14,632 $3,39,802 Other revenue [source] $0 $0 $10,000 $0 $0 Interest income $1,000 $0 $0 $0 $0 Total revenue $2,80,810 $2,85,406 $3,06,822 $3,14,632 $3,39,802 Operating expenses Sales and marketing $40,000 $40,800 $42,432 $44,978 $48,576 Payroll and payroll taxes 60,000 $61,200 $63,648 $67,467 $72,864 Depreciation 40,000 40,800 41,600 42,400 43,200 Insurance 40,000 $40,800 $42,432 $44,978 $48,576 Maintenance, repair, and overhaul 15,000 15,300 15,600 15,900 16,200 Utilities 30,000 $30,600 $31,824 $33,733 $36,432 Property taxes 15,000 $15,300 $15,912 $16,867 $18,216 Administrative fees 18,000 $18,360 $19,094 $20,240 $21,859 Other 4,000 $4,080 $4,243 $4,498 $4,858 Total operating expenses $2,62,000 $2,67,240 $2,76,786 $2,91,061 $3,10,782 Operating income $18,810 $18,166 $30,037 $23,571 $29,021 Interest expense on long-term debt 3,365 2,687 1,974 1,226 440 Operating income before other items $15,445 $15,480 $28,063 $22,345 $28,581 Loss (gain) on sale of assets 0 0 1,000 0 0 Other unusual expenses (income) 0 0 0 0 0 Earnings before taxes $15,445 $15,480 $29,063 $22,345 $28,581 Taxes on income (30%) 4,633 4,644 8,719 6,704 8,574 Net income (loss) $10,811 $10,836 $20,344 $15,642 $20,006 Cash Flow Projection Activities Particulars Year 1 Year 2 Year 3 Year 4 Year 5 Total Operating activities Net income $10,811 $10,836 $20,344 $15,642 $20,006 $77,639 Depreciation 40,000 40,800 41,600 42,400 43,200 2,08,000 Accounts receivable 0 0 0 0 0 0 Inventories 0 0 0 0 0 0 Accounts payable 0 1,500 0 -2,000 0 -500 Amortization 0 0 0 0 0 0 Other liabilities 0 0 0 0 0 0 Other operating cash flow items 0 0 0 0 0 0 Total operating activities $50,811 $53,136 $61,944 $56,042 $63,206 $2,85,139 Investing activities Capital expenditures $0 $0 $0 $0 $0 $0 Acquisition of business 0 0 0 0 0 0 Sale of fixed assets $0 $0 ($1,000) $0 $0 -1,000 Other investing cash flow items 0 0 0 0 0 0 Total investing activities $0 $0 ($1,000) $0 $0 ($1,000) Financing activities Long-term debt/financing $86,427 ($64,252) $10,036 $34,287 ($91,498) ($25,000) Preferred stock 0 0 0 0 0 0 Total cash dividends paid 0 0 0 0 0 0 Common stock 0 0 0 0 0 0 Other financing cash flow items 0 0 0 0 0 0 Total financing activities $86,427 ($64,252) $10,036 $34,287 ($91,498) ($25,000) Cumulative cash flow $1,37,238 ($11,116) $70,980 $90,329 ($28,292) $2,59,139 Beginning cash balance $50,000 $1,87,238 $1,76,122 $2,47,102 $3,37,431 Ending cash balance $1,87,238 $1,76,122 $2,47,102 $3,37,431 $3,09,139 Balance Sheet Particulars Initial balance Year 1 Year 2 Year 3 Year 4 Year 5 Assets Cash and short-term investments $50,000 $1,87,238 $1,76,122 $2,47,102 $3,37,431 $3,09,139 Accounts receivable 3,000 3,000 3,000 3,000 3,000 3,000 Total inventory 25,000 25,000 25,000 25,000 25,000 25,000 Prepaid expenses 0 0 0 0 0 0 Deferred income tax 0 0 0 0 0 0 Other current assets 5,000 5,000 5,000 5,000 5,000 5,000 Total current assets $83,000 $2,20,238 $2,09,122 $2,80,102 $3,70,431 $3,42,139 Buildings $1,00,000 $1,00,000 $1,00,000 $1,00,000 $1,00,000 $1,00,000 Land 1,00,000 1,00,000 1,00,000 1,00,000 1,00,000 1,00,000 Capital improvements 0 0 0 0 0 0 Machinery and equipment 1,00,000 1,00,000 1,00,000 1,00,000 1,00,000 1,00,000 Less: Accumulated depreciation expense 0 40,000 80,800 1,22,400 1,64,800 2,08,000 Net property/equipment $3,00,000 $2,60,000 $2,19,200 $1,77,600 $1,35,200 $92,000 Goodwill $0 $0 $0 $0 $0 $0 Deferred income tax 0 0 0 0 0 0 Long-term investments 0 0 0 0 0 0 Deposits 0 0 0 0 0 0 Other long-term assets 0 0 0 0 0 0 Total assets $3,83,000 $4,80,238 $4,28,322 $4,57,702 $5,05,631 $4,34,139 Liabilities Initial balance Year 1 Year 2 Year 3 Year 4 Year 5 Accounts payable $2,000 $2,000 $3,500 $3,500 $1,500 $1,500 Accrued expenses 0 0 0 0 0 0 Notes payable/short-term debt 0 0 0 0 0 0 Capital leases 0 0 0 0 0 0 Other current liabilities 100 100 100 100 100 100 Total current liabilities $2,100 $2,100 $3,600 $3,600 $1,600 $1,600 Long-term debt from loan payment calculator $75,000 $61,427 $47,175 $32,211 $16,498 $0 Other long-term debt $1,00,000 $2,00,000 $1,50,000 $1,75,000 $2,25,000 $1,50,000 Total debt $1,77,100 $2,63,527 $2,00,775 $2,10,811 $2,43,098 $1,51,600 Other liabilities 0 0 0 0 0 0 Total liabilities $77,100 $63,527 $50,775 $35,811 $18,098 $1,600 Equity Initial balance Year 1 Year 2 Year 3 Year 4 Year 5 Owner's equity (common) $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 Paid-in capital 2,50,000 2,50,000 2,50,000 2,50,000 2,50,000 2,50,000 Preferred equity 0 0 0 0 0 0 Retained earnings 0 10,811 21,647 41,991 57,633 77,639 Total equity $3,00,000 $3,10,811 $3,21,647 $3,41,991 $3,57,633 $3,77,639 Total liabilities and equity $3,77,100 $3,74,338 $3,72,422 $3,77,802 $3,75,731 $3,79,239 Loan payment Annual interest rate 5.0% Monthly rate 0.41% Loan amount $75,000 Term of loan (months) 60 Payment ($1,411.53) Month Principal balance Principal payment Interest Payment 1 $75,000 ($1,106) ($306) ($1,412) 2 73,894 -1,110 -301 ($1,412) 3 72,784 -1,115 -297 ($1,412) 4 71,669 -1,120 -292 ($1,412) 5 70,549 -1,124 -287 ($1,412) 6 69,425 -1,129 -283 ($1,412) 7 68,296 -1,133 -278 ($1,412) 8 67,163 -1,138 -274 ($1,412) 9 66,025 -1,143 -269 ($1,412) 10 64,883 -1,147 -264 ($1,412) 11 63,735 -1,152 -260 ($1,412) 12 62,583 -1,157 -255 ($1,412) 13 61,427 -1,161 -250 ($1,412) 14 60,266 -1,166 -246 ($1,412) 15 59,100 -1,171 -241 ($1,412) 16 57,929 -1,176 -236 ($1,412) 17 56,753 -1,180 -231 ($1,412) 18 55,573 -1,185 -226 ($1,412) 19 54,388 -1,190 -222 ($1,412) 20 53,198 -1,195 -217 ($1,412) 21 52,003 -1,200 -212 ($1,412) 22 50,804 -1,205 -207 ($1,412) 23 49,599 -1,209 -202 ($1,412) 24 48,390 -1,214 -197 ($1,412) 25 47,175 -1,219 -192 ($1,412) 26 45,956 -1,224 -187 ($1,412) 27 44,731 -1,229 -182 ($1,412) 28 43,502 -1,234 -177 ($1,412) 29 42,268 -1,239 -172 ($1,412) 30 41,029 -1,244 -167 ($1,412) 31 39,784 -1,249 -162 ($1,412) 32 38,535 -1,255 -157 ($1,412) 33 37,280 -1,260 -152 ($1,412) 34 36,021 -1,265 -147 ($1,412) 35 34,756 -1,270 -142 ($1,412) 36 33,486 -1,275 -136 ($1,412) 37 32,211 -1,280 -131 ($1,412) 38 30,930 -1,286 -126 ($1,412) 39 29,645 -1,291 -121 ($1,412) 40 28,354 -1,296 -116 ($1,412) 41 27,058 -1,301 -110 ($1,412) 42 25,757 -1,307 -105 ($1,412) 43 24,450 -1,312 -100 ($1,412) 44 23,138 -1,317 -94 ($1,412) 45 21,821 -1,323 -89 ($1,412) 46 20,499 -1,328 -84 ($1,412) 47 19,170 -1,333 -78 ($1,412) 48 17,837 -1,339 -73 ($1,412) 49 16,498 -1,344 -67 ($1,412) 50 15,154 -1,350 -62 ($1,412) 51 13,804 -1,355 -56 ($1,412) 52 12,449 -1,361 -51 ($1,412) 53 11,088 -1,366 -45 ($1,412) 54 9,722 -1,372 -40 ($1,412) 55 8,350 -1,378 -34 ($1,412) 56 6,972 -1,383 -28 ($1,412) 57 5,589 -1,389 -23 ($1,412) 58 4,200 -1,394 -17 ($1,412) 59 2,806 -1,400 -11 ($1,412) 60 1,406 -1,406 -6 ($1,412) 61 0 0 -0 $0 62 0 0 -0 $0 References Abrams, R. 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