Foundations for physiotherapy practice Free Essays

Introduction This essay will explore the disease COPD and explain the systemic effects that the disease has on the body as a whole. Exercise is investigated in the essay and shows how it may change the quality of life of a patient and decrease certain symptoms of COPD; it will also explain the negative effects that inactivity may cause a patient with COPD. There is varies interventions used to make living with COPD more tolerable for patients. We will write a custom essay sample on Foundations for physiotherapy practice or any similar topic only for you Order Now It talks about how exercise benefits the body by decreasing dyspnoea, how increasing the body’s muscle strength will relieve fatigue and decrease the respiratory demand. The affects of exercising on anxiety and depression are examined also. The physiotherapists role will be included detailing all the different techniques that they use for treatment including breathing control, airway clearance, inspiratory muscle training which helps with inspiratory endurance and strength and improving mobility. Finally the important of upper body and strength exercises will be questioned as to how it helps with improving mobility and promoting rehabilitation. Chronic obstructive pulmonary disease (COPD) is an umbrella term used to describe somebody who suffers from both Chronic bronchitis (Bronchitis is inflammation of the bronchi (the airways of the lungs) and emphysema (Emphysema is damage to the smaller airways and air sacs (alveoli) of the lungs). COPD is the term most preferred but you may also hear it called COLD (chronic obstructive lung disease) or COAD (chronic obstructive airway disease). Pulmonary means ‘affecting the lungs’. COPD causes a chronic (ongoing) cough with phlegm, is rare before the age of 35 and there is permanent damage to the airways. The narrowed airways are fixed, and so symptoms are chronic (persistent). Treatment to open up the airways is limited as a result. (patient.co.uk, 2010) As before COPD or chronic obstructive pulmonary disease is two disorders in one emphysema and chronic bronchitis. Bronchitis affects the airways with inflammation narrowing the airway sometimes with phlegm. Chronic bron chitis is a more specific condition and it is defined by the amount of phlegm that a person has coughed up over a particular time frame. To be described as chronic bronchitis a person has to be coughing up phlegm every morning for at least 3 consecutive months within a period of at least two years. Chronic bronchitis is mostly caused by cigarette smoking it can also occur form environmental factors. Emphysema is the other disorder you must be diagnosed with to be diagnosed with COPD. Emphysema affects your alveoli which are the little sacs of air at the end of bronchiole in your lungs where gaseous exchange occurs. These are normally made from a very elastic tissue so that they can expand when air fills the lungs. In emphysema, large numbers of the alveoli have been destroyed and there is much less area where gaseous exchange can take place so although people can breathe in it cannot get into the bloodstream. (Miles and Roberts, 2005, PP.1-3) Another systemic effect of COPD is the effect on the musculoskeletal system because of the breathlessness which reduces your exercise capacity which has a knock on effect. When you don’t exercise it has adverse effects on your body muscle wastage and weakening means you may become breathless easier as you will have less muscle and/or strength to perform the same tasks and will require more effort and put more metabolic demand on your body compared to if you had stronger muscles. Muscle weakness whatever the cause has severe consequences, including exercise limitation, reduced quality of life, more of a demand for healthcare assistance and its resources and more severely reduced survival. Physical de-conditioning may lead to a marked decrease in a patient’s ability to cope with activities of daily living, finding even the simplest of tasks to be leaving them breathless, consequently leading to a decrease in quality of life and also decreased survival. It is apparent that systemic manifestations are typical in COPD. Granted, many patients demonstrate a gradual and significant weight loss that exacerbates the course and prognosis of disease. This weight loss is also accompanied by peripheral muscle dysfunction and weakness. (Decramer, M. Et al. 2005, PP. s3-s10) With COPD it is not just the physical effects that play a role in the disease there are neuropsychiatric disorders like depression and anxiety which are more common in people with COPD. Depression in people with COPD rises with an increase in hypoxemia, carbon dioxide levels or dyspnoea. Hypoxemia may be a substantial cause in the development of depression and anxiety in COPD due to brain injury; however oxygen therapy results in little or no improvement in the severity of the depression. Another cause of morbidity of depression and anxiety is negative self-perception and restrictions in behavioural functioning due to reduced physical capacity. (Armstrong 2010 PP. 132) Although the COPD patient population is proven to be more depressed than the general medical population, it is not more anxious, the levels of anxiety observed in the general medical or surgical population on the wards were very similar to those observed in the COPD population. Despite the similarities compared to the other wards the anxiety levels are still high compared to the population without any disease or disorder. (Light, R, W.et al. 1985, PP.35-38) COPD patients with psychiatric conditions spend twice as much time in hospital compared to those without depression and anxiety. It is also found that the quality of life of COPD patients can be impaired in all dimensions compared to those without depression and anxiety, high impact was seen both on walking around, mobility, sleep and rest. (MIKKELSEN, R, L. 2004, PP.65-70) Anxious patients tend to have quite significantly shorter pre-rehabilitation exercise capacity compared with non-anxious patients as do patients with increased depression compared with those who are not depressed. Patients following a pulmonary rehabilitation program for COPD show a statistically significant fall in both anxiety and depression as they progress in their program, with no patients showing any increases in either depression or anxiety. Patients with higher star ting anxiety level show a significantly larger increase their exercise capacity than those who start off with lower anxiety levels. Exercise rehabilitation is shown to produce clear improvements in anxiety and depression and to some extent reduces the number of patients with high anxiety and depression compared to no intervention. So exercise benefits COPD suffers with anxiety and depression at least as much as do those with lower levels. (Nicholas, Rudkin, and White, 1999, PP. 362-365) COPD has effects on the cardiovascular system by increasing the risk of cardiovascular disease by up to three-fold. Several different studies have shown that the function of endothelial in COPD is abnormal in both the pulmonary and systemic circulations. The means that underlie these abnormalities are also unclear. It is obvious that tobacco smoking is a shared risk factor for both COPD and cardiovascular disease. Although, it is possible that there are other factors which may quite substantially increase the cardiovascular risk of patients with COPD. With this in mind, many authors agree that the persistent, low-grade, systemic inflammation that occurs in COPD may contribute further to the pathobiology of these cardiovascular abnormalities in COPD. If true, this may have substantial therapeutic implications in the management of these patients because anti-inflammatory therapy would be beneficial not only for the chronic inflammatory process which their lungs are undergoing but also for the prevention of cardiovascular disease. (Agust, 2005, 367-370.) It is shown that the leading causes of mortality in those with COPD are cardiovascular in nature. Cardiovascular causes are listed as the main cause of death in nearly 50% of the cases, Nevertheless, this data, suggest that a large proportion of patients with COPD die from cardiovascular complications. (Sin and Man, 2005, p8-11) The impact on cardiovascular function in COPD is mainly due to the increased right ventricular afterload caused by an increase in pulmonary vascular resistance resulting from the structural changes that take place in the pulmonary circulation with the disease One of the most beneficial treatments for COPD and its symptoms is exercise; exercise is proven to have a beneficial effect on your body compared to not exercising. By exercising you significantly increase your muscle strength and endurance. This means muscle dystrophy and atrophy are stopped and even reversed. You see a significant increase in endurance when you walk also as a result of exercising regularly and it also promotes increased efficiency of peripheral muscle oxygen extraction after muscle training, with less contribution from anaerobic (lactic acid) metabolism during exercise. (Clark, Cochrane, and Mackay, 1996, PP. 2590-2596) Aerobic capacity (VO2max) or maximum oxygen uptake is decreased with patients presenting with COPD, due to this the body starts to utilise the anaerobic energy system, this means that for walking the same distance as a normal person you will be utilising the phosphate and the lactic acid system which use less oxygen therefore your muscles fatigue easier. Lactate or metabolic threshold (VO2u) is known as exercise intensity with a sustained increase in blood lactate that cannot be prevented. Lactate threshold may be elevated by as much as 100% of its resting value by successful aerobic training in a normal subject. A de-conditioned individual there for has the potential for a significantly greater improvement in VO2max and VO2u with exercise training. When effective, this modality of physical reconditioning leads to improved functional exercise capacity and reduced breathlessness. Early implementation is desirable to obtain more meaningful responses. (COOPER, 2001, PP. S671-s679) Upper extremity exercise is also important for people who suffer from COPD as they are restricted in the amount of upper body exertion they can achieve even as much as to elevate their arm may cause dyspnoea and increased respiratory demands. It is shown that during unsupported arm exercise the respiratory muscles of the rib cage work actively help to maintain the posture of the upper torso and extended arms; due to this they decrease their roll in respiration in COPD patients. Therefore dyspnoea is worse with arm exercise than it is with leg exercise at the same total body oxygen consumption, suggesting that the load borne by the other inspiratory muscles must increase for the same level of increasing ventilation. (Grazzini, 2005, PP. 1403-1412) The increased demands even during a simple arm elevation may play a role in the development of the patient’s dyspnoea. The limitation that occurs is a major problem that patients report when performing daily living activities involving the arms. It is important to apply an intervention of exercise training to try help. An upper extremity training regime for patients with COPD results in a reduction of ventilation requirements which will allow patients with COPD to perform sustained upper extremity activity with considerably less dyspnoea. A comprehensive pulmonary rehab programme that includes arm exercises, results in reduced metabolic and ventilator requirements for a simple arm lift. The addition of such training has been shown to improve upper extremity exercise endurances. Subjects who are in the early stages or whom are less severe may tolerate these increased loads without difficulty, whereas in severely obstructed patients with minimal reserve, increased ventilatory exertion and the associated recruitment of the diaphragm may contribute to increased dyspnoea. Although has some beneficial effects in this and most other studies to date, ventilatory capacity does not improve in terms of pulmonary function tests nor does fev or fev1. Additionally there is no cross over benefit to arm exercises or lower body exercises so it is important to incorporate both into a pulmonary rehabilitation for a patient with COPD to seek maximum benefit from the pr ogram. (Couser, Martinez and Celli, 1993, PP. 37-41) With COPD muscle wastage is quite common and 25% of all patients suffer from it. Muscle weakness and wastage also has adverse effects on fatigue. Leg fatigue for example limits patients with COPD in exercise. Normally the perception for muscle fatigue is higher in people with weak leg muscles than to those who are said to have strong legs. Patients with stronger muscles are said to have better exercise capacity this is true for people without COPD. Quadriceps strength has been found to have a significant effect on exercise capacity. So it is said that â€Å"leg fatigue is inversely proportional to leg muscle strength†. (Bourbeau, Nault, and Borycki, 2002, PP.190-191) Strength training is also appealing because it improves muscle strength and mass much better compared to aerobic training. In addition strength training causes less dyspnoea in the exercise period compared to aerobic training. Because of this it may be easier to tolerate for patients with severe cases of COPD. The re are different types of strength training can be used depending on the desired objective or the condition the patient is in. The different types are strength training where you are lifting between (90-100%) of one rep max (RM) this is using low repetitions with high weight which ameliorates strength, whereas when you use a lower weight and higher repetitions you work at a lower intensity for more reps which works on endurance. Moderate intensity work at (10-12) reps performed at 60-80% of one RM is ideal for patients with COPD as it fulfils the objective of building muscle strength and endurance while avoiding the likelihood of muscle injury which is common in high weight low repetition work. It is important to have your medication and a partner. This is important because, effectively, you may become disabled due to your breathlessness. (Bourbeau, Nault, and Borycki, 2002, PP.190-191) Physiotherapists address many of the symptoms of COPD like reducing the work of breathing, promoting clearance of the airways, improving mobility and promoting rehabilitation. Promoting successful management of these complex patients is in two parts: the accurate assessment of the patient to identify clear goals of treatment and team work, which underpins a thorough knowledge of the individual patient. (Mikelsons, 2008, PP. 2-7) There are three main techniques which may improve the efficiency of your breathing, pursed lip breathing, diaphragmatic breathing and paced breathing. These three techniques encourage complete emptying of your lungs and slower, deeper breaths, which will improve the efficiency of your breathing and encourages control of your breathing. Diaphragmatic breathing involves encouraging patients to move the abdominal wall predominantly during inspiration with reduction of rib cage movement and inhale slowly and deeply, in order to improve chest wall movement and the distribution of ventilation, decrease the work of breathing and improve exercise capacity. By utilizing the main muscle of inspiration, the diaphragm, it encourages relaxation of smaller, less efficient respiratory muscles. Using the diaphragm allows more air to move into the lungs with each breath which makes each breath more efficient. Diaphragmatic breathing also decreases the work of breathing by reducing the use smaller, less efficient muscles of the neck and shoulders. (NYU Medical Centre 1997). Diaphragmatic breathing (DB) has been claimed, but not demonstrated, to correct abnormal chest wall motion, in turn decrease the work of breathing (WOB) and dyspnoea and improve ventilation distribution. (Vitacca et al., 1998) Pursed lip breathing is commonly used in COPD patients as it is thought to alleviate dyspnoea. (Spahija, de Marchie, and Grassino, 2005, PP. 640-650) PLB is done by breathing in through the nose and out through the mouth against a resistance created by pursing the lips, this helps to prevent airway collapse. PLB helps you exhale more completely because it slows your respiratory rate and helps to keep your airways open longer. It has been shown that by performing PLB during exertion can lead to a reduction in respiratory rate and increased recovery rate compared with spontaneous breathing PLB can be used just prior to and during activities that have made you short of breath in the past.. PLB during exertion may therefore be a useful addition to the breathless patient’s regime and may be taught as a strategy to reduce respiratory rate of patients with COPD. It is good to use PLB when walking on inclines, up stairs and during any exercise or exertion. Despite the exercises being effective in reducing respiratory rate and decreasing work of breathing it is of note that it has been shown that fatigue of the diaphragm may develop earlier when using slow, deep breathing, but no differences in dyspnoea or exercise tolerance were found.12 R. Garrod, K. Dallimore and J. Cook et al., An evaluation of the acute impact of pursed lips breathing on walking distance in nonspontaneous pursed lips breathing chronic obstructive pulmonary disease patients, Chronic Respir Dis 2 (2) (2005), pp. 67–72. Full Text via CrossRef | View Record in Scopus | Cited By in Scopus (12) Paced breathing involves coordinating your breathing pattern with the activity you are doing. For example, when walking on level surfaces breathe in for a count of 2 steps and out for a count of 4 steps. This will help regulate your breathing reducing anxiety and promote good relaxed and controlled breathing allowing you to continue with your activity. Physiotherapists prescribe Breathing exercises l ike Diaphragmatic breathing, breathing control and pursed lip breathing are to relieve breathlessness and promote relaxation. (NYU Medical Centre, 1997) Physiotherapists also teach a techniques called airway clearance techniques the most popular being called active cycle breathing technique (ACBT) which is used for acute exarberations of COPD during exercise. This technique is done by using an alternating depth of breathing to move phlegm from the small airways at the bottom of your lungs to the larger airways near the top where they can be cleared more easily with huffing/coughing in turn making it easier to breath by removing obstructions. ACBT is used by 88% of physiotherapists to treat acute exarberations of COPD. (Connolly and Yohannes 2007 pp. 110-113) Airway clearance techniques have a variety of different techniques such as the ACBT which has been explained, forced expiration technique (FET), and postural drainage (PD). PD is when the physiotherapist puts the patient in positions which make it easier to remove sputum because the cilia are damaged and cannot aid in its clearance of sputum. FET is used instead of coughing to re move sputum, it is found to be more effective than coughing. The main indicator for determining which of the techniques to use of any airway clearance technique is how much sputum they can clear while coughing independently. This will be a key indicator for a patient in the self-management of their disease and patients will be taught modifications of their airway clearance regime during an acute exacerbation by their physiotherapist. (Mikelsons, 2008 pgs 2-7) Physiotherapists may prescribe inspiratory muscle training (IMT) which has been used for co-ordination of respiratory muscles allows maximization of the use of abdominal muscles as inspiratory accessory muscles and has been proven to show benefits in exercise tolerance, Inspiratory muscle endurance and strength, breathlessness and improve quality of life. (Mikelsons, 2008 pgs 2-7) state that by including IMT in an exercise programme it has been shown to increase maximal inspiratory pressure, perception of breathlessness and health-related quality of life.50 R. Magadle, A.K. McConnell, M. Beckerman and P. Weiner, Inspiratory muscle training in pulmonary rehabilitation programme in COPD patients, Respir Med 101 (2007), pp. 1500–1505. Article | PDF (465 K) | View Record in Scopus | Cited By in Scopus (8) High-intensity IMT has also been shown to produce beneficial reductions in dyspnoea and fatigue in COPD patients. Usually a physiotherapist would prescribe training that would ta ke place over 6 to 9 weeks using from 30 to 60% of maximal inspiratory pressure depending on the patient and how much they can manage, this differs from person to person. Another study by (Lotters et al., 2002 pp. 570-577) also had positive results and stated that IMT alone significantly improves inspiratory muscle strength and endurance, whereas the sensation of dyspnoea significantly decreases in patients with COPD. Although there are no significant additional effects of IMT on exercise performance IMT plus general exercise reconditioning has strong significant training effects on inspiratory muscle strength and endurance, especially in patients with inspiratory muscle weakness. In addition, a clinically significant decrease in dyspnoea sensation at rest and during exercise is also a result of IMT. Conclusion In conclusion there is an array of benefits of exercise training demonstrated in the essay which include, increase in exercise capacity, decrease in breathlessness, substantial changes in health related quality of life, decrease in anxiety, and improvements in depression. It has been shown that the inclusion of strength training is also necessary in the exercise prescription to help reduce fatigue; it has shown benefits in relief of respiratory demand in turn reducing dyspnoea. When evaluating anxiety and depression, there have been studies that show a higher rate of depression and anxiety in COPD patients than the general public. In comparison with the general medical population the rate of anxiety was not proven to be higher but much the same, although the level of depression in patients with COPD tended to be higher due to the disease having a reduced physical capacity and knowing that it will gradually get worse. Although by including a pulmonary rehabilitation program for COPD, patients show a statistically significant fall in both anxiety and depression as they progress in their program, with no patients showing any increases in either depression or anxiety. The inclusion of IMT used by physiotherapists combined with an exercise program has been shown to significantly increase in inspiratory muscle strength and inspiratory muscle endurance leading to the reduction of dyspnoea. Combining all of these techniques help in the management of COPD however it has to be said that although exercise improves certain symptoms of COPD, there still a null outcome when it comes to improvements in lung function (FEV1 or FEV). Referencing Agust A. G. N. (2005) Systemic Effects of Chronic Obstructive Pulmonary Disease. American thoracic society, 2 (4), 367-370. Armstrong, C. L. Ed. (2010) Handbook of medical neuropsychology: applications of cognitive neuroscience. New York: Springer. Bourbeau, J. Nault, D. and Borycki, E. (2002) Comprehensive management of chronic obstructive pulmonary disease. Canada: BC Decker Inc. Clark, C.J. Cochrane, L. and Mackay, E. (1996) Low intensity peripheral muscle conditioning improves exercise tolerance and breathlessness in COPD. European respiratory journal, 9 (12), 2590-2596 Connolly, M. J. and Yohannes A. M. (2007) A national survey: percussion, vibration, shaking and active cycle breathing techniques used in patients with acute exacerbations of chronic obstructive pulmonary disease. Physiotherapy, 93 (2), 110-113. COOPER C. B. (2001) Exercise in chronic pulmonary disease: aerobic exercise prescription. Medicine Science in Sports Exercise. 33 (7), S671-s679. Couser, Jr. J. I. Martinez, F. J. and Celli, B. R. (1993) Pulmonary rehabilitation that includes arm exercise reduces metabolic and ventilatory requirements for simple arm elevation. CHEST, 103 (1), 37-41. Decramer, M. et al. (2005) Systemic effects of COPD. Respiratory medicine, 99 (2), S3-s10. Grazzini, M. (2005) Pathophysiology of exercise dyspnea in healthy subjects and in patients with chronic obstructive pulmonary disease. Respiratory medicine, 99(11), 1403-1412. Light, R. W. et al. (1985) Prevalence of depression and anxiety in patients with COPD. Relationship to functional capacity. Chest, 87 (1), 35-38. Lotters, F. et al (2002), Effects of controlled inspiratory muscle training in patients with COPD: a meta-analysis. European respiratory journal, 20 (3), 570-577. Miles, J. And Roberts, J. (2005) Chronic obstructive pulmonary disease 1st ed London: Class publishing. Mikelsons, M. (2008), The role of physiotherapy in the management of COPD, COPD update: Respiratory medicine, 4(1), 2-7. MIKKELSEN, R. L. (2004) Anxiety and depression in patients with chronic obstructive pulmonary disease, A review. European respiratory society, 58 (1)65-70. Nicholas, J. Rudkin, S. T. and White, R. J. (1999) Anxiety and Depression in Severe Chronic Obstructive Pulmonary Disease: The Effects of Pulmonary Rehabilitation. Journal of Cardiopulmonary Rehabilitation, 19 (6), 362-365. NYU Medical Center (1997) COPD AND EXERCISE [ONLINE]. Available at; http://pfrc.med.nyu.edu/handouts/pdf/proced/copdexer.pdf [Accessed 20 April 2011] Patient.co.uk (2010) Chronic Obstructive Pulmonary Disease [ONLINE]. Available at; http://www.patient.co.uk/health/Chronic-Obstructive-Pulmonary-Disease.htm [Accessed 18 August 2011] Sin, D. D. and Paul Man S. F. (2005) Chronic Obstructive Pulmonary Disease as a Risk Factor for Cardiovascular Morbidity and Mortality. The American thoracic society, 2(1) 8-11. Spahija, J. de Marchie, M. and Grassino, A. (2005) Effects of Imposed Pursed-Lips Breathing on Respiratory Mechanics and Dyspnea at Rest and During Exercise in COPD. Chest,128 (2), 640-650. Vitacca, et al., (1998) Acute effects of deep diaphragmatic breathing in COPD patients with chronic respiratory insufficiency. European respiratory journal, 11 (2), 408-415. How to cite Foundations for physiotherapy practice, Essay examples

Marketing Management Selling and Promoting

Question: Discuss about the Marketing Management for Selling and Promoting. Answer: Introduction: According to Hollensen (2015), Marketing involves the selling and promoting the products. Before one jumps into the business it is mandatory that he decide what to sell and where to sell. He added that the planners chalk out the necessary plans to form a network of firms through which the distribution of the product takes place. Let us discuss about the effective distribution channels in detail. Rosenbloom (2012) opined that distribution of products is always the creation of space and time utility. Products should reach at the right place, at the right time and in the proper condition. Otherwise, it fails to satisfy the customers. Basically, it is a process through which the products are transferred from the producers to the customers. According to Iacobucci D (2014), a distribution channel involves the following members: Manufacturer Wholesalers Retailer Consumers Iacobucci D (2014) stated that, before the products are reached to consumers, wholesalers and retailers play the role of the intermediaries who carry the products. The manufacturers are the ones who make the products. Then the wholesalers buy it in large quantities and sell it to the retailers in small quantities. Iacobucci D (2014) added that in many instances, the manufacturers have given the wholesalers the responsibility to transfer goods to the retailers. Rushton et al (2014) opined that another vital task of the wholesaler is to store the large amount of goods to a particular place before they sell it to the retailers. On the other hand, the retailer buys the products from the wholesalers and makes it available for the customers. For example- the manufacturer of the Pixar sells the products to the retailers, i.e. the local movie theatres and then only the customers get it. Oppewal et al (2013) opined that this network of channels might involve another intermediary in the networ k who transfers the goods from the manufacturers to the wholesalers. They are called the agents. During the customers emergency, the agents play a crucial role. They added that it depends on both the nature of the product and the placement of the product to determine the best way to distribute it. Therefore, the planner should consider the following issues before he designs the distribution process. These are as following: Consider the importance of convenience Consider the cost trade-off and customer service Evaluate the major channels of distribution including the number, types, terms and responsibilities. Although the placement of the products is the primary consideration during the distribution channel designing, the marketers need to check the other elements in the marketing mix strategy. These are the price, product, and promotion. Consideration of these parameters helps the planner to design the channel effectively. He can do the planning in various ways. According to Dawson (2014), the categories are: Intensive distribution Selective distribution exclusive distribution Through the intensive distribution system easily transported and inexpensive products are widely distributed. He opined that the marketers use the pull strategy to promote these products directly to the end customers so that they get the product easily. Most of the snack food items are distributed by using Intensive distribution system. While selling the expensive products including cars and appliances, the marketers use the push strategy. As discussed by Wilkinson (2013), it is a limited or selective distribution process. Here the manufacturer exercises his control over the products. However, they impose most control over the products in case of Exclusive distribution. Marketers willing to sell expensive Rolex products use this strategy. Multiple ways and channels also give birth to situations of conflict. Be it the manufacturer, the wholesaler, or the retailer, whoever is large in size, tries to exercise his power over the other members. Undoubtedly, the domination often leads to resentment and lack of cooperation. This is a reason of the collapse in the system. However, these conflicts can be resolved if the businesspersons try to make communication process transparent because it builds trust among the members .It is important to know the others perspectives and for that, they should exchange the personnel for a better understanding. However, third parties can do negotiations. They are the one who understands both and takes the decision neutrally. With the increase of demands and expansion of global market, the distribution system has changed a lot. Online distribution is the best example of it. Nowadays, the decision-makers taking considering the speed and efficiency level of online distribution and they are taking decisions according to that. The advantages of online distributions are- improved communication among the channel members, instant service, cheaper channels, and long-term relationship building with the members. Thus, the products can reach at distant places in shorter time. Reference Dawson, J.A., 2014.The Marketing Environment (RLE Marketing)(Vol. 1). Routledge. Hollensen, S., 2015.Marketing management: A relationship approach. Pearson Education. Iacobucci, D., 2014.Marketing management. Cengage Learning. Oppewal, H., Tojib, D.R. and Louvieris, P., 2013. Experimental analysis of consumer channel-mix use.Journal of Business Research,66(11), pp.2226-2233. Rosenbloom, B., 2012.Marketing channels. Cengage Learning. Rushton, A., Croucher, P. and Baker, P., 2014.The handbook of logistics and distribution management: Understanding the supply chain. Kogan Page Publishers. Wilkinson, I.F., 2013. Distribution channel management: power considerations.International Journal of Physical Distribution Logistics Management.

The Life of a Gangster free essay sample

The life of a gangster living in the hood worrying about the getting caught up with police more than losing their life. The streets are a beast and death is around the corner, seeing drug sales to the dope fiends but that doesn’t really mean to much when your family starving. All you want to do is make a way and it seems that the only way is to keep it straight â€Å"G†. Growing up in a low income neighborhood nobody thinks that a little kid out the projects will make it, many don’t, feeling like there’s nobody that cares. Some say that’s what turns a heart cold, kills the little kid soul from a young age. Some also say that many kids were doomed from birth, as in being raised in a household with gangbanging, drug dealing, and shoot outs. These kids seem to be the most common in modern days gangsters. We will write a custom essay sample on The Life of a Gangster or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Growing up a little boy lived on 5 Martin Luther King Dr. in Charleston South Carolina; he grew up in the midst of gangs, drug dealing, and shootouts. The little boy name was Michael Bright he was born on September 16, 1992, the day he was born his Father was gunned down in a bloody hail of gun fire. After that day it was the beginning of the end for a child that had to be raised in the middle of a gang related violent confrontation, that lasted the over a decade after his birth. When Michael â€Å"lil Mike Bad Azz† Bright was 15 years old he was already a convicted felon, he hung with his older brother and the G’s (Gangsters) at this time lil Mike Bad Azz was a BG (Baby Gangster). They were part of the gang known a G-Shine changed by his older brother Killa Kam from GKB or Gangster Killer Bloods. He put in so much effort to show his brother that he had what it took to be a â€Å"G†, he would go as far as shooting his gun at their enemies but he never actually hit anybody. The day that he went to jail the first time it was for procession of marijuana, you would have thought that he would have learned but this would be the first of many arrests dealing with lil Mike Bad Azz. His older brother Killa Kam tried to prevent lil Mike from having to go through this Gangster life style, Killa Kam was the only person that lil Mike would listen too. On January 1, 2009, Killa Kam was on his way back to their house from hanging with some friends and they stopped at a red light and a van pulled up next to the car and unloaded a heavy arsenal of bullets from Assault Rifles. Killa Kam was brutally murdered on January 1, 2009 never made it to the house. When the news came back, lil Mike knew that the Crips had everything to do with this so he went even harder with his gangster ambitions. Lil Mike started selling Drugs that he bought from the Connect (Drug Lord) and 3 years later he was the Connect and started being referred to as Kilo Mike. He was called that because the amount of work (drugs) that he had and was able to obtain from all of the hard work (doing crimes for higher rank in the gang) that he put in on the streets. It was almost like it was meant for him to be a â€Å"G†; he would go to jail on Friday and be out by Monday. He feared nobody but could you blame him? He lost his Father on the day he was born and he lost the only father figure he’s ever known in Killa Kam when he was only 16. Now he’s 19 and on a path of destruction, His crew is getting smaller he’s starting not to trust anybody. Kilo Mike was always high, had so much of it he was always high off his on supply. Everybody started to seem like enemies to him, he was in a state of paranoia so bad that he slept with guns around him just in case somebody got through his security. It was so sad to see how the Gangster Ambitions took Kilo Mike from wanting to pursue this life style into wanting to run away from it. The contemplation of suicide ran heavy on his mind, but all he could see is his brother Killa Kam telling him to fight until it’s your time. Kilo Mike was something like a Ghetto legend he started giving gifts, food on holidays and school supplies at the end of the summer to the kids in his neighborhood. He just knew if Killa Kam and even his father was alive they would both be proud of how he’s using his wealth and fortune to give back. But the streets grasp pulled him back in and he assassinated on September 16, 2016 at the young age of 24 in front of his house. The life he represented and wanted to prove that he was just like his Father and Brother, was the same life that took his.

The 11 Best SAT Snacks to Help You Get Through the Test

The 11 Best SAT Snacks to Help You Get Through the Test SAT / ACT Prep Online Guides and Tips Snacks are one of the most overlooked yet most necessary parts of your SAT planning. Snacks can be an energy fueler, helping you to power through the SAT. However, the wrong snacks can be energy drainers, making you crash during the marathon that is the SAT. In this guide, I’ll talk about the importance of snacks, what makes a good snack and provide 11 SAT snack options. I’ll also let you know what snacks to avoid. The Importance of SAT Snacks The last thing you want is to be part way through a section when you feel your stomach start to grumble.The SAT is stressful enough without this type of additional distraction.You don’t want your concentration to be disturbed by a need for food. You need a snack that will keep your stomach satisfied, help fuel your brain, and won’t leave you craving more or crashing.The right snacks can set you up for SAT success, but the wrong snacks can lead to a worsened SAT performance. I’d recommend you bring three good snacks (or one snack that you have three portions of) so that you have one snack per break (since there are three breaks during the SAT). What Makes Good SAT Snacks While sugar and simple carbs will provide you with a quick energy boost, they will also provide you with a steep crash.The crash can bring with it a lack of focus and sleepiness, which you don’t want.Also, empty carbs can cause cravings and make you feel more hungry than you were to begin with.Avoid snacks that are entirely made up of simple carbs and/or sugar andcorn syrup. A good snack will be packed with healthy fats (Omega-3s) and/or protein.Healthy fats make you feel satiated, so it’ll be unlikely you’ll have any stomach grumbling.Additionally, both healthy fats and protein boost brain function, putting you in the best mindset to ace the SAT. A good snack should also be easy to transport. Below I’ve created a list of the 11 best SAT snacks. Snack #1: Nuts Nuts are great snacks because they’re high in protein and healthy fat, low in carb.They are very satisfying and will help boost brain function.Choose any nut you like: almonds, cashews, walnuts, macadamia nuts, etc. I'd recommend you try to stick to just plain nuts or nuts and dried fruit trail mixesrather than trail mixes that add in chocolate or candies.The candies and sugar could cause that unwanted crash and lead to fatigue. Go nuts for nuts! Snack #2: Jerky Jerky is a super easy to transport snack that's packed with protein to fuel you. Any type of jerky will do: beef, pork, turkey, salmon, etc. Pick whatever type you like best! Snack #3: Carrots or Celery Sticks and Nut Butter Veggies and nut butter can be a more enjoyable way to eat nuts (for the picky eaters of the world like me!).While I hate raw nuts, I love nut butters.Nut butters have the same great healthy fats and proteins to boost that brain function and keep you satiated. Anut butter that is natural (just nuts and maybe salt)is preferable to one with added sugar and/or corn syrup, but if you can only find the latter, that's fine. Snack #4: VeggieChips/Corn Chips and Guacamole Guacamole is a great source of omega 3s.You can buy single serving packs of guacamole by Sabra or Wholly Guacamole at your local Target, Walmart, or another grocery store. I'd recommend eating it with corn or veggie chips over potato chips for a slightly healthier option, but potato chips are okay. This is a good snack for those with allergies since you can avoid nuts, dairy, and eggs with this tasty and healthy snack. Guac for days. Snack #5: Cheese This is a great choice for picky eaters; seriously, who doesn't like cheese? I'd recommend an easy to eat/transport option such as string cheese and/or Babybel. Cheese is packed with fat and protein tosatisfy your food cravings and give you brain power to ace the test. Snack #6: Carrots or Celery Sticks and Hummus This is another good choice for those with allergies because you can avoid dairy, eggs, wheat, and nuts.It’s a really tasty and filling snack.It’s more protein than fat, which is fine. However, I’d probably recommend you only eat this for one of your three snacks as it’s not as filling as some of the other snacks listed on this list.Choose a higher fat packed snack such as the veggiechips and guac as your other snack to keep a good balance of proteins and fat. Snack #7: Dried Fruit Dried fruits are packed with nutrients to give you a boost during the SAT. Try topickdried fruit with no added sugar.If you can only find dried fruit with added sugar, I'd recommend mixing them with nuts to create a trail mix that offsets that sugar with healthy fat and protein. If you don't mix the dried fruit with nuts,I’d probably recommend you only eat dried fruit for one of your three snacks;it’s not as satiating as some of the other snacks listed on this list.Choose a fat and proteinpacked snack such as the veggie sticks and nut butteras your other snack. Colorful dried fruit rainbow. Snack #8: Apple or Banana and Nut Butter This snack is another great way to eat nuts if you’re a picky eater.Just as I said in the veggie and nut butter section, try to opt for a naturalnut butter over the processed ones with sugar and/or corn syrup. Snack #9:Fruit and Nut Bars I love these kinds of bars, and as a very picky eater, I can be hard to impress. I'd recommend KIND or Larabars because these bars contain very few ingredients and only natural ingredients.They’re made primarily with dried fruit and nuts, so they’re packed with healthy fats and nutrients. I’d recommend choosing one of the bars without chocolatesince you don’t need any added sugar. I’d also suggest you only use this for one of your snacks since the dried fruit add some sugar (albeit natural sugar).Offset it with other snacks that are protein and/or fat packed such as stringcheese. Snack #10: Seeds Seeds are packed with fats to keep you focused during your test. Any seeds will work: pumpkin seeds (aka pepitas), flax seeds, sunflower seeds, etc.You can also mix seeds with nuts to make a yummy and healthy trail mix.This is an easy to make and easy to transport snack that’ll keep you full and focused. Snack #11: Water While water may not be exactly a snack, I felt it was crucial to have on this list.If you get dehydrated on test day, you can lose focus and potentially end up with a worse score.Bring one bottle of water in addition to your three snacks. While your test center may have a water fountain, you don’t want to rely on that, and you also don’t want to be waiting in line throughout your whole break to use the water fountain. However, avoid drinking too much water because you don’t want to get the urge to pee in the middle of your test.I’d recommend splitting the one bottle of water into three portions (you don’t literally have to split it, but imagine it).Consume at most one portion each break. Water: the cool kid's drink. SAT Snacks To Avoid While you don’t necessarily have to eat one of the snacks on this list, you at least need to avoid sugar-filled or corn syrup filled snacks such as candy.You should also avoid simple carbs such as potato chips.These kinds of snacks are not filling and not nutritious. You'll just end up craving more food after eating these types of snacks. Also, avoid coffee.If you’ve never had coffee before, don’t try it on the day of your SAT.If you’re a regular coffee drinker, limit yourself to one cup.Too much coffee will make you jittery and then will cause a steep crash.If you feel the need for more caffeine, opt for green tea! Tips for Test Day Success To ensure you walk into your test center feeling calm and ready, you want to follow our three steps for test day success. Step #1: Pack all of your belongings the night before so that you're not scrambling the morning of the test. Pack your SAT admissions ticket, picture ID, calculator, extra batteries, pencils, eraser, pencil sharpener, watch, snacks (if non-perishable) and water bottle. Step #2: Go to bed early.Make sure you get eight hours of sleep so that you feel well rested. Wake up at least an hour before you need to leave for your test center. This way you'll feel awake by the time you get to the test center. Step #3: Eat a goodbreakfast in the morning.Eggs, greek yogurt, and oatmeal are all great options for breakfast. While eating breakfast, read the newspaper to get your brain going. Follow these steps, and you'll be well prepared to take the SAT. What’s Next? Preparing to take the SAT? Learn how you should spend the night before the SAT. Also, check out the rules and regulations for the test, so you don’t make a mistake. Do you know what your dream college is? Find out what SAT score you need to get in! Learn about what is important to colleges. Not sure where you want to go to college? We will help you find your target schooland help you figure out what your SAT target score should be. Want to learn more about the SAT but tired of reading blog articles? Then you'll love our free, SAT prep livestreams. Designed and led by PrepScholar SAT experts, these live video events are a great resource for students and parents looking to learn more about the SAT and SAT prep. Click on the button below to register for one of our livestreams today!

Consequences of Upward Mobility Research Paper Example | Topics and Well Written Essays - 2250 words

Consequences of Upward Mobility - Research Paper Example The paper states that societies shape the way a person behaves, how they view themselves and others, how they perceive their surroundings and how well they cope with misfortunes. (Surowiecki 443) agrees that whenever the community mourns, they come together to seek solutions. However, within families, societies, and communities, there is differentiation, and so, a member of a family or a community may feel different from others for many reasons including financial status, gender, socialization, and upbringing. (Serano 395) portrays an example of these differences in the coming out story of a transsexual woman. Serano explains that contempt and fear have shaped the society’s attitudes towards sexuality, gender, and women as whole. With these, there is a link between Surowiecki and Serano’s perception of culture and society. The whole society, through the media, reacted towards Serano’s coming out, maybe as an attempt to understand or find a solution to the queer k nowledge of her sexuality. Serano gives an account of her experiences through a culture that stereotypes transsexuals. (Nathan 234) also offers insight into diversity and community. She says that people always want to meet people from dissimilar backgrounds but when they do, they get uncomfortable and in turn, prefer people who are like them. This is also portrayed in Serano’s story. Understanding an individual’s behavior or tendency of making decisions requires a background understanding of the person’s psychological and physiological processes, their social systems, and the role of nature and nurture in their behavioral pattern. Societies have a great influence on the decisions people make because of the expectations it places on its members. People are therefore inspired to make decisions that agree with the expectations of society and more so, our decisions are socially shaped. Serano decided to keep her sexuality a secret before the coming out because she w as trying to be like everyone else in society. To maintain normality, she remained in the closet before deciding to come out. This is not always the case. Other factors are also very important in decision making, for instance, social experiences, cognitive maturity, and personality types play a role in one’s decision-making tendencies. Probably Serano’s experiences forced her to come out and change herself. To understand the importance of community and society, (Nathan 230) says that members of a community must have similarities, which permits them to relate to each other. The similarities are values, which are instilled in members and this helps them function together, just as Surowiecki explains in the functionality of the community, the community uses teams to solve problems. These teams are bound together with unified values and similarities. Together with the values, experiences of community members are also important in enabling them function and get along well. During difficulties, they rely on each other’s experience to cope and find solutions.

Evaluation of Websites Research Paper Example | Topics and Well Written Essays - 1750 words

Evaluation of Websites - Research Paper Example The ability to develop good quality content and deliver them is the main driver of marketing values. The content should be exceptional and stand out in a platform that already has hundreds of other content. Vodafone.com is committed to helping the users access credible and professionally written information about the mobile telecommunications industry. It provides a single platform where users can also view the company products and any services that are being offered by the company. The title is informative as it only lists the name of the service provider so that users can have a clue of what the website is about. Vodafone is a global brand and the name can be recognized in many places across the globe. It is also unique and easy to understand. Most of the articles on the website are from the Vodafone team and no single author has been listed. Due to this, there are no email addresses that can be used to contact the authors of the articles in case of any query. To make the website a ttractive, there are various illustrations. However, the dominant feature all through the website is the brand color which is red and appears in all the web pages. This makes it attractive and appealing to the viewers. The layout of the home page gives the users access to information from various sources of information and this makes it very informative. On the introductory page, there are link to articles that summarize the function of the website and make the users aware of what the website is all about.

Joint Operation Planning Process Tourism Essay

Joint Operation Planning Process Tourism Essay The Joint Operation Planning Process, or JOPP, supports planning at all levels and for missions across the full range of military operations. This planning process applies to both contingency planning and CAP. The JOPP is an orderly, analytical planning process that consists of a set of logical steps to analyze a mission, develop, analyze, and compare alternative COAs, or courses of action, select the best COA, and produce a plan or order. Step 1: Initiation. The Joint Operation Planning Process or JOPP begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis and initiates planning by deciding to develop military options. The GEF, JSCP, , and related strategic guidance statements serve as the primary guidance to begin contingency planning. Military options normally are developed in combination with other nonmilitary options so that the President can respond with all the appropriate instruments of national power. Often in CAP, the JFC and staff will perform an assessment of the initiating directive to determine time available until mission execution, the current status of intelligence products and staff estimates, and other factors relevant to the specific planning situation. Step 2: Mission Analysis. The primary purpose of mission analysis is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. A primary consideration for a supported commander during mission analysis is the national strategic end state -the broadly expressed political, military, economic, social, informational, and other conditions that should exist after the conclusion of a campaign or operation. The primary inputs to mission analysis are the higher headquarters planning directive, other strategic guidance, the Joint Intelligence Preparation of the Operational Environment or JIPOE, and initial staff estimates. The primary products of mission analysis are a restated mission statement and the JFCs initial intent statement, the Commanders Critical Information Requirements or CCIRs, and planning guidance. The figure below describes the key inputs and resulting outputs of mission analysis. Step 3: Course of Action (COA) Development. A COA consists of the following information: what type of military action will occur; why the action is required (purpose); who will take the action; when the action will begin; where the action will occur; and how the action will occur (method of employment of forces). A valid COA will have the characteristics outlined in the figure below. Once a valid COA is developed, the staff converts the approved COA into a CONOPS. COA determination will consist of four primary activities: COA development, analysis and wargaming, comparison, and approval. Step 4: COA Analysis and Wargaming. The commander and staff analyze each tentative COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze a tentative COA, improve their understanding of the operational environment, and obtain insights that otherwise might not have occurred. Based upon time available, the commander should wargame each tentative COA against the most probable and the most dangerous adversary COAs. Step 5: COA Comparison. An objective process whereby COAs are considered independently of each other and evaluated against a set of criteria that are established by the staff and commander. The goal is to identify the strengths and weaknesses of COAs so that a COA with the highest probability of success can be selected or developed. The commander and staff develop and evaluate a list of important criteria, or governing factors, consider each COAs advantages and disadvantages, identify actions to overcome disadvantages, make final tests for feasibility and acceptability and weigh the relative merits of each. Step 6: COA Approval. The staff determines the best COA to recommend to the commander. The staff briefs the commander on the COA comparison and the analysis and wargaming results, including a review of important supporting information. This briefing often takes the form of a commanders estimate. This information could include such factors as, the current status of the joint force; the current JIPOE; and assumptions used in COA development. The commander selects a COA or forms an alternate COA based upon the staff recommendations. The nature of a potential contingency could make it difficult to determine a specific end state until the crisis actually occurs. In these cases, the JFC may choose to present two or more valid COAs for approval by higher authority. A single COA can then be approved when the crisis occurs and specific circumstances become clear. Step 7: Plan or Order Development. The commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable CONOPS, which clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. It describes how the actions of the joint force components and supporting organizations will be integrated, synchronized, and phased to accomplish the mission, including potential branches and sequels. Contingency planning will result in operation plan development, while CAP typically will lead directly to OPORD development. Voice: Planning initiation begins when the President, SecDef, or CJCS recognizes a potential for military capability to be employed in response to a potential or actual crisis. The primary purpose of the next step, mission analysis, is to understand the problem and purpose of the operation and issue appropriate guidance to drive the rest of the planning process. Next, planners must develop a COA to accomplish the mission. During course of action analysis and wargaming, the commander and staff analyze each COA separately according to the commanders guidance. COA analysis identifies advantages and disadvantages of each proposed friendly COA. Wargaming provides a means for the commander and participants to analyze the COA and improve understanding of the operational environment. During COA comparison, COAs are considered independently of each other and evaluated against a set of criteria, which are established by the staff and commander. The goal is to identify the strengths and weaknes ses of COAs to select the COA with the highest probability of success. Next, the staff determines the best COA to recommend to the commander, which is normally presented in the form of a briefing for approval or further guidance. Finally, the commander and staff, in collaboration with subordinate and supporting components and organizations, expand the approved COA into a detailed joint operation plan or OPORD by first developing an executable concept of operations, or CONOPS. The CONOPS clearly and concisely expresses what the JFC intends to accomplish and how it will be done using available resources. Most often contingency planning will result in operation plan development, while CAP typically will lead directly to the development of an OPORD. Title: Contingency Planning A graphic is shown, which represents the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is shown on the right of the screen in support of the narration: Initiated by publication of the Guidance for Employment of the Force (GEF) and the Joint Strategic Capabilities Plan (JSCP) Conducted during peacetime Develops plans for a broad range of contingencies Compliments and supports other Department of Defense (DOD) planning cycles Facilitates the transition to crisis action planning (CAP) Voice: Contingency planning usually begins with the publication of a new GEF and JSCP. It is a peacetime process that develops plans for a broad range of contingencies with apportioned resources. Its performed in a continuous cycle that complements and supports other DOD planning cycles and facilitates the transition to crisis action planning, or CAP. Contingency planning is accomplished through four planning levels based on JOPES policies and guidance. Title: Contingency Planning Levels Action: On the left side of the screen is a graphic representing the the four levels of planning detail: 1) Commanders Estimate 2) Base Plan 3) CONPLAN 4) OPLAN. The following text is included as pop-up boxes to the matching components of the graphic: Level 1 Planning Detail Commanders Estimate: Focuses on producing a developed Course of Action (COA) Provides the SecDef with military COAs to meet a potential contingency Reflects the supported commanders analysis of the various COAs potential contingency Level 2 Planning Detail Base Plan: Describes the CONOPS, major forces, concepts of support, and anticipated timelines for completing the mission Normally does not include annexes or a TPFDD Level 3 Planning Detail CONPLAN: CONPLAN is an operation plan in an abbreviated format Requires expansion and alteration to convert into OPLAN or OPORD Includes a base plan with annexes, as required by the JFC and a supported commanders estimate of the plans feasibility Produces a TPFDD, if applicable Level 4 Planning Detail OPLAN: OPLAN is a complete and detailed joint plan with a full description of the CONOPS, all annexes applicable to the plan, and a TPFDD Identifies the specific forces, functional support, and resources required to execute the plan Can be quickly developed into an OPORD Voice: Contingency planning encompasses four levels of planning detail with an associated planning product for each level. Level 1 planning detail is the commanders estimate, which focuses on producing a developed COA. These military COAs enable the SecDef to meet a potential contingency. The objective of Level 2 planning detail is a base plan which describes the CONOPS, major forces, concepts of support, and the necessary timelines to complete the envisioned mission. This level normally does not include a detailed transportation feasible flow of resources into the theater. In Level 3 planning detail, the concept plan or CONPLAN is formulated, which is an operations plan in an abbreviated format. It includes annexes as required by the JFC and the supported commanders estimate of the plans overall feasibility. The CONPLAN may have an associated time-phased force and deployment data, or TPFDD, if applicable. Finally, the objective of Level 4 planning detail is a fully-developed operati on plan, or OPLAN, containing a complete and detailed joint plan with a full description of the CONOPS, all annexes required for the plan, and a TPFDD. The OPLAN identifies the specific forces, functional support, and resources required to execute the plan. The OPLAN can be quickly developed into an OPORD. Action: The following text is shown to the right of the planning level detail graphic: An OPLAN is normally prepared when: The contingency is critical to national security and requires detailed prior planning. The magnitude or timing of the contingency requires detailed planning. Detailed planning is required to support multinational planning. The feasibility of the plans CONOPS cannot be determined without detailed planning. Detailed planning is necessary to determine force deployment, employment, and sustainment requirements, determine available resources to fill identified requirements, and validate shortfalls. Voice: Furthermore, an OPLAN is normally prepared under the following circumstances: if the contingency is critical to national security and requires detailed planning; the magnitude or timing of the contingency necessitates the planning; detailed planning is required for a multinational planning effort; the feasibility of the CONOPS demands detailed planning; or if a detailed effort is necessary to determine the levels of force deployment and sustainment. Title: Crisis Action Planning Action: A series of pictures representing Crisis Action Planning is presented on screen. The following text replaces the pictures when mentioned in the narration: Contingency Planning Planning activities that occur in non-crisis situations; relies heavily on assumptions and projections Crisis Action Planning Based on facts and actual planning as a crisis unfolds Action: The series of pictures is brought back with additional images added to it and is now used as a background. Voice: Because its difficult to predict where and when a crisis will occur, planners must be able to rapidly respond to problems as they arise. Unlike contingency planning, which prepares plans in anticipation of future events, crisis action planning allows planners to respond to situations based on circumstances that exist at the time of planning. Crisis action planning procedures parallel contingency planning, but are more flexible and responsive to changing events. In time-sensitive situations, the JPEC follows formally established CAP procedures to adjust and implement previously prepared contingency plans by converting them into OPORDs or to fully develop and execute OPORDs where no useful contingency plan exists. Title: Crisis Action Planning Activities Action: In the background is a graphic representing the activities associated with crisis action planning. When mentioned in the narration, the corresponding parts are highlighted. The graphic shows a graphic labeled Event, directly under a box labeled Situational Awareness. Boxes continue in two rows, showing a linear sequence connected by arrows in a zigzag pattern. An arrow labeled OPREP-3 PCA points from Situational Awareness to Decision. An arrow covered by a document labeled Warning Order points to COA Development. An arrow labeled Commanders Estimate points from COA Development to COA Selection. An arrow covered by a document labeled Planning or Alert Order points from COA Selection to Detailed Planning. An arrow labeled Operations Order points from Detailed Planning to Plan Approval. An arrow covered by a document labeled Execute Order points from Plan Approval to Execution. Graphic bands at the top divide the graphic into three portions. Situational Awareness stretches across the entire screen, lasting throughout the process. Planning covers COA Development, COA Selection, Detailed Planning, Plan Approval, and Execution and the intermediary products. Two arrows across the bottom, labeled Prepare to Deploy Order and Deployment Order, extend across the same region as the Planning band. A band labeled Execution extends from near the end of Plan Approval through the Execution activity. Voice: CAP activities are similar to contingency planning activities; however, CAP is based on dynamic, real-world conditions rather than assumptions. CAP procedures provide for the rapid and effective exchange of information and analysis, the timely preparation of military COAs for consideration by the President or SecDef, and the prompt transmission of their decisions to the JPEC. The exact flow of the procedures is largely determined by the time available to complete the planning and by the significance of the crisis. The following steps summarize the activities and interaction that occur during CAP. When the President, SecDef, or CJCS decide to develop military options, the CJCS issues a planning directive to the JPEC initiating the development of COAs. Next, a WARNORD is issued that describes the situation, establishes command relationships, and identifies the mission and any planning constraints. In response to the WARNORD, the supported commander, in collaboration with subordinate and supporting commanders and the rest of the JPEC, reviews existing joint OPLANs for applicability and develops, analyzes, and compares COAs. Next, the feasibility that existing OPLANs can be modified to fit the specific situation is determined. The CJCS then reviews and evaluates the supported commanders estimate and recommends a COA selection. On receiving the decision of the President or SecDef, the CJCS issues an Alert Order to the JPEC to announce the decision. The supported commander then develops the OPORD and supporting TPFDD using the approved COA. The supported commander then submits the completed OPORD for approval to the SecDef or President via the CJCS. Finally, in CAP, plan development continues after the President or SecDef decides to execute the OPORD or to return to the pre-crisis situation. Title: Campaign Planning Action: The following bullet point list and quote from Joint Publication 5-0 are shown on screen, along with a picture representing campaign planning, in support of the narration: May begin during contingency planning and continue through CAP Primary way combatant commanders achieve unity of effort and guide planning of joint operations Operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations and security cooperation activities Require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Joint Pub 5-0 Voice: It is important to note how campaign planning relates to the two categories of joint operation planning. Joint operation planning and planning for a campaign are not separate planning types or processes. Campaign planning may begin during contingency planning and continue through CAP, thus unifying the entire process. A campaign plan describes how a series of joint major operations are arranged in time, space, and purpose to achieve strategic and operational objectives. Campaign planning is a primary means by which combatant commanders arrange for strategic unity of effort and through which they guide the planning of joint operations within their theater. Campaign plans operationalize combatant commander theater and functional strategies and integrate steady-state-activities, including current operations as well as security cooperation activities. They require the broadest strategic concepts of operation and sustainment for achieving multinational, national, and theater-strategic objectives. Title: Types of Campaigns Action: Background image shows combatant command AOR map of the world. The following text is shown to support of the narration: Global Campaign-Encompasses strategic objectives on multiple AORs. More than one supported GCC possible and competing requirements for transportation, ISR assets, and specialized units and equipment. The Global War on Terrorism is an example of a global campaign. Theater Campaign-Focuses on activities of a supported combatant commander. Accomplishes strategic or operational objectives within a theater of war or theater of operations. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. Subordinate Campaign-Describes the actions of a subordinate JFC, which accomplish (or contribute to the accomplishment of) strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans Voice: There are three general types of campaigns, which differ generally in scope. A global campaign is one that requires the accomplishment of strategic objectives in joint operations in multiple areas of responsibility ,or AORs. In this case, there could be more than one supported geographic combatant commander, or GCC. Planners must be aware of competing requirements for potentially scarce strategic resources, such as transportation and ISR assets, as well as specialized and unique units and equipment, such as special operations and tankers. Global campaigns will often establish the strategic and operational framework within which theater and subordinate campaigns are developed. The Global War on Terrorism is an example of a campaign that spans all AORs. A theater campaign encompasses the activities of a supported combatant commander. It accomplishes strategic or operational objectives within a theater of war or theater of operations, primarily within the supported commanders AOR. An OPLAN for a theater campaign is the operational extension of a commanders theater strategy, and translates theater strategic concepts into unified action. Adjacent combatant commanders may conduct supporting operations, within the AOR of the supported commander or within their own AORs, under the overall direction of the supported commander. Operations DESERT SHIELD and DESERT STORM comprised a theater campaign in the 1990-91 Persian Gulf Conflict. A subordinate campaign describes the actions of a subordinate JFC, which accomplish, or contribute to the accomplishment of, strategic or operational objectives in support of a global or theater campaign. Subordinate JFCs develop subordinate campaign plans, if their assigned missions require military operations of substantial size, complexity, and duration and cannot be accomplished within the framework of a single major joint operation. Subordinate campaign plans should be consistent with the strategic and operational guidance and direction developed by the supported JFC. Title: Campaign Plan Design Action: A collage of images representing Campaign Planning are shown on screen. The following text is shown in support of the narration: Mostly art, not science-no best way to develop campaign plans Requires thinking creatively to make best use of resources to achieve objectives Involves Operational Art-the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles Voice: Campaign planning is relatively unstructured compared to contingency and crisis action planning. Campaign planning is mostly an art, not a science; there is no set recipe or best way to develop a campaign plan. It requires a thorough knowledge of enemy and friendly capabilities, forces, and tactics, as well as out-of-the-box thinking and creativity in order to make the best use of resources to achieve the desired objectives. Because campaign planning is mostly art, it is inextricably linked with operational art, most notably in the design of the operational concept for the campaign. Operational art refers to the employment of military forces to attain strategic and/or operational objectives through the design, organization, integration, and conduct of strategies, campaigns, major operations, and battles. This is primarily an intellectual exercise based on experience and judgment. Action: A diagram is show to represent the three key elements of operational design in the following narration. The diagram shows: understand the strategic guidance, bracketing the first and second levels of the diagram, which are national strategic objectives with conditions (effects) branched underneath; next level is identify critical factors which brackets level three in the diagram, centers of gravity; finally, develop an operational concept is the last section bracketing actions under the centers of gravity boxes. Voice: There are three key elements of operational design. First, planners must understand the strategic guidance from the civilian leadership. This involves determining what the desired end state is and what has to be accomplished militarily to get there. Once planners understand what military conditions must exist to achieve strategic objectives, they must determine how to effect those conditions. The key to this is identifying the adversarys critical factors-their strengths and points of vulnerability, called Centers of Gravity (COGs). Finally, the planner must develop an operational concept, which describes the sequence of actions and the application of forces and capabilities necessary to neutralize or destroy the enemys COGs. Title: Joint Air Estimate Action: On the right of the screen, operational airpower images are shown. The following text and footer are shown on the left of the screen in support of the narration: Culminates with the production of the Joint Air and Space Operations Plan (JAOP) May be employed to support deliberate and crisis action planning The Joint Air and Space Operations Plan (JAOP) guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the Joint Force Commander (JFC) Voice: Weve discussed joint operation planning in a very general sense, but how does the Joint Force Air Component Commander (JFACC) fulfill his specific responsibility to develop the air and space portion of the Joint Force Commanders (JFCs) campaign plan? The Joint Air Estimate Process is a six-phase process that culminates with the production of the Joint Air and Space Operations Plan (JAOP). The JAOP is the JFACCs plan for integrating and coordinating joint air and space operations. It guides the employment of air and space capabilities and forces from joint force components to accomplish the missions assigned by the JFC. A Joint Air Estimate Process may be employed during contingency planning to produce JAOPs that support Operation Plans (OPLANs) or Concept Plans (CONPLANs). It may also be used during crisis action planning in concert with other theater operation planning. Title: Joint Air Estimate Process Action: The following text is shown in support of the narration: Mission Analysis Joint Intelligence Preparation of the Operational Environment (JIPOE) is initiated; JFCs mission and guidance analyzed Situation and Course of Action Development JIPOE refined; Friendly and adversary COGs are analyzed to assist in COA preparation Course of Action Analysis Advantages and disadvantages of each COA are identified Course of Action Comparison COAs are compared to predetermined criteria to identify best employment options Course of Action Selection Staff briefs recommended COA to JFACC Joint Air Space Operations Plan (JAOP) Development Selected COA developed into JAOP Action: A link to Joint Publication 3-30 is provided at the bottom of the page. Each of the bold text above are linked to the following pop-up text: Mission Analysis: Mission analysis is critical to ensure thorough understanding of the task and subsequent planning. It results in the Joint Force Air Component Commanders (JFACCs) mission statement that includes the who, what, when, where and why for the joint air operation. Anticipation, prior preparation, and a trained staff are critical to a timely mission analysis. Staff estimates generated during mission analysis are continually revisited and updated during the course of planning and execution. Situation and Course of Action (COA) Development The first two tasks of situation and course of action (COA) development are expanding and refining the initial JIPOE completed in Phase I and COG analysis. Expanded JIPOE is essential to developing and analyzing both enemy and friendly COGs. This is especially critical for air and space planning given the perspective and scope of air and space operations. The third task is the development of friendly COAs. Air and space planners develop alternative COAs by varying the ends, ways, means, and risks. The operational objectives normally fill the what guidance for COA development; the supporting tactical objectives, effects, and tasks help define the how for planners. Once planners define the objectives and supporting effects, they further refine potential air and space COAs based on the priority, sequence, phasing, weight of effort, matched resources, and assessment criteria. The result of COA development is a minimum of two valid COAs or a single valid COA with significant branches or s equels. The final step is a risk analysis of the COA in terms of both operations and combat support Course of Action (COA) Analysis COA analysis involves wargaming each COA against the adversarys most likely and most dangerous COAs. Wargaming is a recorded what if session of actions and reactions designed to visualize the flow of the battle and evaluate each friendly COA. Wargaming is a valuable step in the estimate process because it stimulates ideas and provides insights that might not otherwise be discovered. Course of Action (COA) Comparison Comparing the COAs against predetermined criteria provides an analytical method to identify the best employment options for air forces/capabilities. This begins with the JFACC staff comparing the proposed COAs and identifying the strengths, weaknesses, advantages and disadvantages of each. This is often followed by rating each COA based upon the established criteria. Course of Action (COA) Selection COA selection begins when the staff presents their recommended COA (usually in the form of a briefing) to the JFACC. This briefing includes a summary of the estimate process that led to the recommended COA. Based on the amount of JFACC involvement throughout the planning process and the degree of parallel planning the commander accomplishes, COA selection will vary from choosing among alternatives to direct approval of the staff-recommended COA. Joint Air Operations Plan (JAOP) Development The JAOP details how the joint air effort will support the JFCs overall Operation Plan (OPLAN). The JAOP accomplishes the following: integrates the efforts of joint air and space capabilities and forces; identifies objectives and tasks; identifies measures or indicators of success; accounts for current and potential adversary COAs; synchronizes the phasing of air and space operations with the JFCs plan; indicates what air and space capabilities and forces are required to achieve the objectives. Voice: While the phases of the Joint Air Estimate process are presented in sequential order, work on them can be either concurrent or sequential. The phases are integrated and the products of each phase are checked and verified for coherence. The Process begins with Mission Analysis. This first phase incorporates: an initial Joint Intelligence Preparation of the Operational Environment (JIPOE); an analysis of the higher headquarters mission; and the guidance provided by the JFC with a focus upon determining the specified, implied, and essential tasks in order to develop a concise mission statement. During the second phase, Situation and COA Development, the JIPOE is refined and the identification and refinement of friendly and enemy Centers of Gravity (COGs) is accomplished. Potential friendly COAs are developed and risk analysis of the COAs is performed. The advantages and disadvantages of each COA are identified in the third phase, COA Analysis. The fourth phase, COA Comparison, involves the comparison of the COAs against predetermined criteria, providing an analytical method to identify the best employment options. During the fifth phase, COA Selection, the staff presents the recommended COA usually in the f