10 Facts About Armadillos

The Founder of Modern Fluid Dynamics Ludwig Prantdl

THE FOUNDER OF MODERN FLUID DYNAMICS: LUDWIG PRANTDL A fluid is defined as a substance that does not have any determined shape and is deformed continuously by a shear force, thus it can be said that fluid mechanics is considered as a part of physics which is concerning about gases, liquids and plasmas, in the other words, no solid phases.[1] Modern fluid mechanics is based on Continuum Hypothesis. This hypothesis assumes that a matter is continuous, hence while a matter is examined, atomic structure is not regarded- because if a matter is analyzed at a microscopic scale, the matter will be observed as discrete- and macroscopic scale is preferred instead of microscopic scale.[2] Fluid mechanics can be divided into some subtitles, and†¦show more content†¦The outer part of boundary layer area can be assumed inviscid like before Prandtl. The boundary layer is a very thin layer around the solid body. Prandtl explained the boundary layer with the help of adhesion. The velocity difference between solid body and fluid is zero, in the other words there is no slip condition in between since, they are interlocked by adhesion. In the light of this information, the velocity gradient of flow changes from the surface of solid body to the outer line of boundary layer, and this means shear stress demonstrates a vast alteration. Therefore, the friction drag force that observed on the surface of solid body cannot be ignored.[5] Another Prandtl’s explanation is flow separation. Some layers of fluid start to make rotational motion and then, strive for passing to free fluid flow. The separation starts at a determined point. This point- is called separation point- is specified by external conditions completely and it is occurred by friction which observed in the boundary layer. The layers of fluid in which is rotational motion forms a separation region (it can be called dead region) that has a low energy. As a result of the flow separation, pressure distribution on the surface of solid body changes and a pressure drag in which is the direction of stream lines of free flow or friction drag appears owing to the new pressure distribution.

Security Commision Malaysia Free Essays

INTRODUCTION SECURITIES COMMISSION Securities Commission is a general term used for a government department or agency responsible for financial regulation of  securities  products within a particular country. Its powers and responsibilities vary greatly from country to country, but generally cover the setting of rules as well as enforcing them for financial intermediaries and  stock exchanges. The Securities Commission Malaysia (SC), is responsible for the regulation and development of capital markets in Malaysia. We will write a custom essay sample on Security Commision Malaysia or any similar topic only for you Order Now Established on 1 March 1993 under the Securities Commission Act 1993, it is a self-funding statutory body with investigative and enforcement powers. It reports to the Minister of Finance and its accounts are tabled in Parliament annually. The SC’s many regulatory functions include: * Supervising exchanges, clearing houses and central depositories; * Registering authority for prospectuses of corporations other than unlisted recreational clubs; * Approving authority for corporate bond issues; Regulating all matters relating to securities and futures contracts; * Regulating the take-over and mergers of companies * Regulating all matters relating to unit trust schemes; * Licensing and supervising all licensed persons; * Encouraging self-regulation; and * Ensuring proper conduct of market institutions and licensed persons. The SC’s objective, as stated in its mission statement, is to promote and maintain fair, efficient, secure and transparent securities and futures markets and to facilitate the overall development of an innovative and competitive capital market. MALAYSIA CAPITAL MARKET A capital market is a market for securities (debt or equity), where business enterprises (companies) and governments can raise long-term funds. It is defined as a market in which money is provided for periods longer than a year, as the raising of short-term funds takes place on other markets such as the money market). The capital market includes the stock market (equity securities) and the bond market (debt). Financial regulators, such as Securities Commission Malaysia (SC) oversee the capital markets in their esignated jurisdictions to ensure that investors are protected against fraud, among other duties Capital markets may be classified as primary markets and secondary markets. In primary markets, new stock or bond issues are sold to investors via a mechanism known as underwriting. In the secondary markets, existing securities are sold and bought among investors or traders, usually on a securities exchange, over-the-counter, or elsewhere. Role of Securities Commission in Malaysian Capital Market The main role of securities commission is to regulate the Malaysian capital market by implementing Capital Markets and Services Act 2007(CMSA). This Act repeals the Securities Industry Act 1983 (SIA) and Futures Industry Act 1993(FIA). The CMSA which takes effect on 28 September 2007 introduces a single licensing regime for capital market intermediaries. Under this new regime, a capital market intermediary will only need one license to carry on business in any one or more of the following regulated activities such as dealing in securities, trading in futures contracts, fund management, advising on corporate finance, investment advice and financial planning. Licensing ensures an adequate level of investor protection, including the provision of sufficient safeguards to protect investors from default by market intermediaries or problems arising from the insolvency of such intermediaries. More importantly, it instills confidence among investors that the organizations and people they deal with will treat them fairly and are efficient, honest and financially sound. Through its authority to issue licenses, the SC regulates the market by ascertaining the fitness and propriety of companies and individuals applying for licenses. In considering whether an applicant is fit and proper to hold a license, the SC takes into account the following factors: * Probity – adherence to the highest principles and ideals; * Ability to perform such functions efficiently, honestly and fairly; * Financial status; * Reputation, character, financial integrity and reliability; Under this measure, intermediaries hold a Capital Markets and Services License as opposed to multiple separate licenses, which effectively reduces administrative and compliance costs, and ultimately saves time. In addition, SC also advised the public not to make any investment with companies that are not licensed or approved by them. SC provide a list of known companies and websites which are not authorized nor approved under the securities laws to deal in securities, trade in futures contracts, advise on corporate finance, provide investment advice, financial planning and/or fund management services related to securities and futures for the public to take note. Last but not least, SC will also continue to monitor those intermediaries that hold the Capital Markets and Services License from time to time, to ensure the albeit to their laws. The Malaysian Capital Market Compliance with International Standards and Transparency Although Malaysia has not undertaken the IMF/World Bank Financial Sector Assessment Program (FSAP), the Securities Commission (SC), as the competent regulatory authority for oversight of the capital market, has voluntarily undertaken independent assessments under the various standards set by the IMF/World Bank, and the International Organization of Securities Commissions (IOSCO). The SC has also supported the move to comply with international best practices on accounting-related matters. A. Code on Corporate Governance for Listed Companies Malaysia embarked on extensive corporate governance reforms since 1998, included introduction of a code of corporate governance and immediate steps to implement changes in the composition and role of board of directors. Out of 10 recommendations to strengthen corporate governance stated in the Capital Market Masterplan by Securities Commission, nine of it has been carried out since 2004. These included strengthening of revelation rules, corporate whistleblower protection and major reforms to patch up government-linked corporations (GLCs). Malaysia voluntarily agreed to be assessed under the Corporate Governance Reports on the Observance of Standards and Codes (CG ROSC) by the World Bank in 2005, based on a methodology that is benchmarked against the internationally accepted OECD Principles of Corporate Governance. Malaysia has published the CG ROSC that was completed in 2005. B. IOSCO (International Organization of Securities Commissions) – Assessment on Objectives and Principles of Securities Regulation (IOSCO Principles) In 2008, the Securities Commission undertook an independent assessment by IOSCO to benchmark its compliance against IOSCO’s 30 core principles on securities regulation. The principles covered the responsibilities of the regulator, its enforcement powers, the regulation and supervision of primary and secondary markets, market intermediaries, the management and operation of unit trusts, and clearing and settlement. The Malaysian capital market regulatory framework was assessed as fully compliant with virtually all of the IOSCO Principles. Malaysia was rated fully implemented for 28 out of 29 principles, and also for 18 out of the 19 recommendations for Principle 30 on clearing and settlement. Furthermore, Securities Commission has continued to enhance its regulatory framework, processes and protocols in identified areas. Steps are also being taken to address the measures required to become fully compliant with the other two remaining Principles. C. Compliance of CRAs with IOSCO Code Following the release of the revised IOSCO Code, the domestic credit rating agencies (CRAs), RAM and MARC, have adopted the revised IOSCO Code in their own code of conduct. The updated codes, published in early 2009, broadly aimed at enhancing standards and conduct of credit rating agencies in the quality and integrity of the rating process, CRA independence and avoidance of conflicts of interest, CRA responsibilities to the investing public and issuer, and disclosure of the code of conduct and communications with market participants. The adoption of the IOSCO Code by RAM and MARC is an important achievement as only seven CRAs had implemented the code, namely Fitch, Moody’s and Standard Poors, the Japan Credit Rating Agency and the Dominion Bond Rating Service. D. Assessments on Compliance with the 40+9 Recommendations by the FATF In January 2007, Malaysia was assessed for compliance with the 40+9 recommendations of the Financial Action Task Force on Money Laundering (FATF) an inter-governmental body whose purpose is the development and promotion of policies, both at national and international levels, to combat money laundering and terrorist financing. (AML/CFT). The Mutual Evaluation Report is published on the APG website. Measures undertaken by the SC for the capital market sector contributed to a high level of compliance. Malaysia was rated as fully compliant with nine and largely compliant with 24 recommendations. In 2008, the SC implemented several measures to implement the recommendations in the Mutual Evaluation Report. These included measures on market conduct and business practices for stockbrokers and licensed representatives, amending the provisions in the SC’s guidelines relating to customer due diligence requirements and politically exposed persons and setting up a networking group to encourage a more proactive participation by the capital market intermediaries towards ensuring higher standards of AML/CFT compliance. E. Compliance with International Accounting Standards Furthermore, the SC is also operational directly with the respective Malaysian accounting boards to integrate accounting principles, with a commitment on full convergence with international accounting standards by 2012. RECOMMENDATION We hope that Securities Commission will continue to play their role well in Malaysian capital market to ensure all investors are protected by them. This will surely benefit all investors who invest in Malaysia capital market as their risks are reduced and accurate information is provided by SC. CONCLUSION After completing this project, we understand that the Securities Commission (SC) plays a very important role in the Malaysian Capital Market. As SC’s mission statement – â€Å"to promote and maintain fair, efficient, secure and transparent securities and futures markets and to facilitate the orderly development of an innovative and competitive capital market†. SC role is to regulate the capital market and protecting the investors is their ultimate responsibility. SC is also obliged by statute to encourage and promote the development of the securities and futures markets in Malaysia. As a Malaysian we should feel proud on this association as SC really put their very great effort on the work toward our country’s capital market and result in a very huge improvement in our capital market. As a result, everyone could earn money by investing in a â€Å"healthy† capital market. How to cite Security Commision Malaysia, Essay examples

The B2B Mix Marketing Campaign Beneficial for DSO Free Sample

Question: Evaluate the Potential B2C and B2B Customer Segments that make up the DSOs Market. Answer: Introduction The Darwin Symphony Orchestra is an orchestra based in Darwin, Australia that was founded by Martin Jarvis. The first concert was held by DSO in the year 1989. The Company receives financial support from the government of the Northern Territory as well as support from private donors that includes Charles Darwin University. It performs approximately 8 concerts every year. A documentary on DSO was introduced by ABC television that was titled as Have Orchestra. It was twice presented with the National Australia Day Community Event of the Year Award. Matthew Wood is the present artistic director of the DSO (Jandl 2015). The report provides an overview about segmentation and targeting as well as their relevance to B2C and B2B marketing. It also illustrates about the evaluation of segment as well as the evaluation of specific B2C niche segment for the DSO marketing. The report briefly describes about B2B target marketing for the DSO team to focus on. The marketing strategy is relied upon targeting the overall mass market. The importance of market segmentation is that it facilitates a trade to precisely reach a customer with precise requirements (Lewis 2014). It provides long-run advantages to the company as they are able to make the use of the corporate resources. Segmenting and Targeting Sellers can choose to pursue business-to-consumer markets or business-to-business markets or both. The customers are influenced in certain ways to purchase certain things. Most of these factors are used to segment customers. A firm mostly makes the use of several segmentation bases or criteria in order to categorize purchasers in order to get a complete picture of its customers as well as generate real value for them. A layer of information is added by each layer (Lafreniere, Deshpande and Bjornlund 2015). Market segmentation in B2B markets mostly satisfies needs of the individuals and makes profit along the way is the purpose of marketing. However, needs of the individuals varies and as a result, satisfying them may require diverse approaches. Segmenting by behaviour is common as well the sellers frequently divide the customers on the basis of the usage rates of products. The customers who order several goods as well as services from a seller often receive special deals and are serv ed by salesperson who calls on them individually. The segmentation in B2B markets includes a price-focused segment that is composed of small firms that have low marginal profit as well as quality and brand-focused segment that is composed of companies that demand high-quality goods and possess top-notch delivery as well as service needs. Like B2C customers, the B2B customers explore innovative ways that helps to reach the target markets. There are common market segment dimensions for customers and B2B markets (Thomas and Thomas 2016). Under B2C market segmentation, the focus is mostly on traits of customers such as age, income bracket, education as well as gender. It also deals with the online shoppers as well as shopping centre customers. Marketing segmentation is likely to be a long-lasting procedure and it helps to determine the exact segments that illustrate the most probable sales for the organization. Targeting takes place when the marketer creates diverse segments within the market and devises several marketing strategies. It also devises several promotional schemes as per the preference and taste of the customers of a particular segment. An organization targets the market segments once the market segments are created. It is the second stage that takes place after segmentation. With the help of several marketing policies as well as schemes, the organization targets their commodities amongst several segments. Targeting takes place once all the potential market segments are identified (Dibb and Simkin 2016). The creation of the right advertising message necessitates targeting precise customers. Segment evaluation DSO mostly serves the society by delivering symphony music as it is a non-profit organization. It also provides music education to the students so that they can perform in school programs. In the year 2012, the orchestra launched an education program and as a result, they gained immense popularity in more than 2000 territory based schools. The marketing segmentation of DSO also includes symphonic music that is provided by them mostly in the Northern Territory of Australia. In order to acknowledge the several existing and potential B2B and B2C customer segment, it is required to have an essence of marketing. The vertical green arrows illustrate the movements between segments that is seek to stimulate through marketing (Aghdaie and Alimardani 2015). The strategies mostly include long-term strategies that are intended to accomplish a known objective or vision. The goals of DSO involve a strategic policy that requires knowing about the audience and reaching them. It also involves the rev iewing and revising of approach. It is also requisite to build relationships with the customers. In the context market segmenting, DSO requires to follow a behavioural targeting that illustrates to a circumstance that will lead to exclusive marketing programs. This leads to advanced technology that encourages and enables a definitive practice of marketing. Marketers are empowered by more detailed individual data that facilitates a much higher degree of familiarity as well as frequency of contact with customers. On the other hand, it also leads to geo-targeting that acts as a practice of customizing an advertisement for the concert tickets that is mostly based on geographic location of probable purchasers (Zuiderveen Borgesius 2015). The micro macro segmentation refers to the organizational market that involves variables such as the size of the organization as well as its location. The list price of DSO is likely to take the volume discounts into account that large clients will unavoidably ask for and the individuals leads to good representatives. There requires to have a decisio n making unit that however; does not exist on a formal organizational chart. The members of the decision-making depend on what commodity is being purchased and whether the commodity has been purchased earlier. However, if the commodity is purchased earlier the unit might just consist of manufacturing purchasers (Pothitou et al. 2016). The macro segmentation of DSO takes place when the market is categorized or segmented on the basis of the variables with wider scope that includes organizational variables. The variables that are included comprises of location that acts as an imperative variable to acknowledge about the communication needs as well as the culture. Macro and micro segments are two diverse types of segmentation. It is the procedure that divides the overall market into diverse groups based on diverse variables. The purchasing procedure and purchasing size of DSO depends on the variables such as the size of the organization. On the other hand, macro segmentation is always wider as compared to micro segmentation that mostly focuses the target on small base of customer (Cui and Choudhury 2015). However, micro segmentation employs other variables that form the basis of classification that is mostly customer oriented as it takes customer experience and benefits into account. Qualitative research techniques tu rn out be invaluable at the stage of lifestyle segmentation. It also provides the in-depth analysis about the conceptual understanding according to which the large-scale customers will be asked about the degree to which they agree to each statement put forward by DSO. A key section or attitude towards orchestra should also be considered (Budeva and Mullen 2014). Most of the analysis of segmentation is mostly based on cluster analysis that comprises of a set of well-described statistical processes that group individuals perform according to the proximity of the ratings. Cluster analysis tends to avoid the pattern of respondent ratings and depend fundamentally upon the proximity of the ratings. Another restriction of clustering approaches is that all the statements are treated as identical. An advanced way to accomplish a good psychographic segmentation is to first recognize the statements that are more imperative. The final stage that is associated to segment tends to large and complicated (Duran and Odell 2013). B2C target A specific B2C niche customer segment for the DSO marketing team is demographic segmentation. This type of segmentation deals with the market that is mostly based on certain traits of the audience. It is even more competent while targeting multiple segments at once. Demographic characteristics mostly include certain factors that are not limited to race, age, gender, ethnicity, education as well as marital status. It is also more effectual while targeting several segments at once. The combination of several customer segmentation criteria has the probability to reach a much targeted niche market that increases sales while maximizing the value of each marketing dollar invested (Fang, Xiaofeng and Jianhua 2015). The rationale for its selection in terms of distinctiveness, size or accessibility is the scheme that categorizes customers as per the identical requirements or desired outcomes in order to support communications. The B2C rationale is most effectual against customer experience objectives that include diminishing complaints or low-effort communications. It also provides probable value to tailor service to segment with high anticipated future value. The objective of this scheme is mostly to maximize the future values of these high-probable groups. The B2C customers who are associated with DSO are mostly the individuals who book the orchestra for weddings and other private and public events. The individuals those who lives near the Darwin and Northern Territory, includes wealthy businessmen as well as other powerful individuals. Darwin Symphony Orchestra is also invited by the managers of the company to initiate an event (Kang 2015). B2B target A dominating niche B2B market mostly diminishes competition that in turn reduces price pressure and helps to bring suppliers closer to customers that augments their loyalty. DSO requires to adopt the NicheMktg approach that mostly focuses on market segmentation. This in turn helps to define the needs that increase sales in particular target audience. The B2B mix marketing campaign will prove beneficial for DSO as it will target those customers who have a common business requirement and can be found anywhere in the world. With the help this, DSO will keep focus on targeted niche market rather trying to reach every individual. This will help the customers to recognize the positioning as well as the message that is based on differentiation. As a result, the concerts that are carried out by DSO will make the targeted customers happy by aligning the market requirements. The potential customers will request the experts to solve the real-world trade challenges and DSO will ultimately become the major reference in this precise area of knowledge within the specified niche market (Pato 2015). The B2B customer segmentation deals with the objectives and outputs of customer segmentation research are likely to rely on the stage of the company. It helps to have a clear idea of the demand of individuals to purchase the concert tickets. This leads to augmented satisfaction as well as better performance against competitors. It also helps to focus on marketing strategies that is mostly parallel with enhancements to the commodities. The rationale for selecting B2B niche segment facilitates DSO to pursue elevated percentage opportunities. It helps to create a step towards a meaningful change in DSO that will in turn acknowledge the change. In the case of an orchestra company, moving from a start-up stage to an expansion stage helps the developing company to make a transition (Kandeil, Saad and Youssef 2014). Ultimately, best present segmentation of customer helps to denote ideal customers and the segments to which those customers belong to. The B2B customers illustrate the enterprises who hire the orchestra to conduct an event in their Company. There is always a prospect to invite the popular orchestra to carry out an event due to several private and government organization that is situated near the Darwin and Northern Territory. The cost of hiring of DSO is negligible as compared to other music company due to the fact that Darwin Symphony Orchestra is a non-profit organization. The team that makes decision comprises several departments such as technical department, financial department and operational department who require to agree on the particular decision that is related to inviting of DSO (Thomas and Thomas 2016). Positioning customer behaviour Positioning is described as the marketing strategy that aims to make a brand engage a diverse position. Companies mostly apply this strategy either by highlighting the diverse characteristics of their brand or they might try to generate an appropriate image (Gengler and Mulvey 2017). Figure: Positioning Map (Source: Created by Author) The perceptual mapping is a graphic display that illustrates the perceptions of customers with relation to characteristics of products. This in turn influences the behaviour of customers the ideal points of the customers reflects the ideal amalgamation of product characteristics. It is a illustrative technique that is mostly used by marketers in an attempt to visually display the potential customers. The positioning map mostly considers the ideal points of the customers. The customers are also identifying the problem according to which the purchaser identifies a divergence between the actual and some desired state. Conclusion It can be concluded that B2B procedure involves the commodities and services of the trade that are marketed to other trades. An organization targets the market segments once the market segments are created. The B2B mix marketing campaign will prove beneficial for DSO as it will target those customers who have a common business requirement and can be found anywhere in the world. Diverse marketing approaches are mostly used in both B2B and B2C process. A layer of information is added by each layer. Market segmentation in B2B markets mostly satisfies needs of the individuals and makes profit along the way is the purpose of marketing. The customers under the B2C transaction select goods and pay for those goods. The rationale for its selection in terms of distinctiveness, size or accessibility is the scheme that categorizes customers as per the identical requirements or desired outcomes in order to support communications. A company considers the introduction of a new product that seeks for area with a high density of idea points. It can also be concluded that the rationale for selecting B2B niche segment facilitates DSO to pursue elevated percentage opportunities. It can also be concluded that the market potential of a segment can be evaluated by viewing the number of potential customers in the segment. The major factor in the evaluation of every segment is the competitive circumstance. References Aghdaie, M.H. and Alimardani, M., 2015. Target market selection based on market segment evaluation: a multiple attribute decision making approach.International Journal of Operational Research,24(3), pp.262-278. Budeva, D.G. and Mullen, M.R., 2014. International market segmentation: Economics, national culture and time.European Journal of Marketing,48(7-8), pp.1209-1238. Cui, G. and Choudhury, P., 2015. Effective strategies for ethnic segmentation and marketing. InProceedings of the 1998 Multicultural Marketing Conference(pp. 354-358). Springer International Publishing. Dibb, S. and Simkin, L., 2016. Market Segmentation and Segment Strategy.Marketing Theory: A Student Text, p.251. Duran, B.S. and Odell, P.L., 2013.Cluster analysis: a survey(Vol. 100). Springer Science Business Media. Fang, L., Xiaofeng, L. and Jianhua, W., 2015, December. Research on ranking recommendation algorithm of multi-B2C behavior. InComputer Science and Network Technology (ICCSNT), 2015 4th International Conference on(Vol. 1, pp. 657-660). IEEE. Gengler, C.E. and Mulvey, M.S., 2017. Planning pre-launch positioning: Segmentation via willingness-to-pay and means-end brand differentiators.Journal of Brand Management, pp.1-20. Jandl, M.J., 2015. Bergsons Symphony Orchestra and Adlers Personality Model: Contribution to Hermeneutic Therapy Schools Research.Current Research in Psychosocial Arena: Thinking about Health, Society and Culture, p.3. Kandeil, D.A., Saad, A.A. and Youssef, S.M., 2014, September. A Two-Phase Clustering Analysis for B2B Customer Segmentation. InIntelligent Networking and Collaborative Systems (INCoS), 2014 International Conference on(pp. 221-228). IEEE. Kang, E.J.S.M.S., 2015. An Integrated Inference Platform for B2C Service Customers' Feedbacks. Lafreniere, K.C., Deshpande, S. and Bjornlund, H., 2015. Segmenting and targeting irrigators preferences regarding proposed water transfers.Society Natural Resources,28(4), pp.423-438. Lewis, P., 2014. Market Entrant Processes, Hurdles and Ideas for Change in the Nordic Energy Market-the View of the Market.Report, Nordic Energy Regulators. Pato, M.D.R.V., 2015.CGI: Reaching out for new sources of revenue in a B2B market context(Doctoral dissertation, Universidade Catlica Portuguesa). Pothitou, M., Kolios, A.J., Varga, L. and Gu, S., 2016. A framework for targeting household energy savings through habitual behavioural change.International Journal of Sustainable Energy,35(7), pp.686-700. Thomas, R.J. and Thomas, R.J., 2016. Multistage market segmentation: an exploration of B2B segment alignment.Journal of Business Industrial Marketing,31(7), pp.821-834. Thomas, R.J. and Thomas, R.J., 2016. Multistage market segmentation: an exploration of B2B segment alignment.Journal of Business Industrial Marketing,31(7), pp.821-834. Zuiderveen Borgesius, F.J., 2015. Improving privacy protection in the area of behavioural targeting.