Brazil does not have a death penalty. Brazil has a liberal juvenile justice system that seems far too lenient on youthful offenders. These factors have contributed to the high level of crime in Brazil.
There is a considerable amount of freedom in Brazil. Freedom, as opposed to totalitarian police states, has its price in increased criminal opportunities for the criminal element of society. Illegal drug activity has increased in recent years in Brazil. There are gang wars, and turf battles over the drug territories, and some innocent bystanders are killed in some of the battles. Fortunately the majority of these drug related crimes are contained in the poorer sections of the largest cities in Brazil. If you are not dealing drugs, and not spending time in the high crime inner cities in Brazil, then you are in much less danger of becoming the victim of a crime that you would be in any place in the USA.
Actual Crime Rates in Brazil compared to the USA and Japan
An analysis was done using INTERPOL data for Brazil. For purpose of comparison, data were drawn for the seven offenses used to compute the United States FBI’s index of crime. Index offenses include murder, forcible rape, robbery, aggravated assault, burglary, larceny, and motor vehicle theft. The combined total of these offenses constitutes the Index used for trend calculation purposes. Brazil will be compared with Japan (country with a low crime rate) and USA (country with a high crime rate). The following figures are per 100,000 population.
Offense: Rape, the rate in 2001 was 8.50 for Brazil, compared with 1.78 for Japan and 31.77 for USA.
Offense: Aggravated assault, the rate in 2001 was 0.61 for Brazil, 23.78 for Japan, and 318.55 for USA.
Offense: Larceny for 2001 was 309.91 for Brazil, 1401.26 for Japan, and 2484.64 for USA.
Offense: Motor vehicle theft in 2001 was 88.51 for Brazil, compared with 44.28 for Japan and 430.64 for USA.
The rate for all index offenses combined was 927.41 for Brazil, compared with 1709.88 for Japan and 4160.51 for USA.
Source: http://www-rohan.sdsu.edu/faculty/rwinslow/samerica/brazil.html
A Comparative Criminology Tour of the World
Dr. Robert Winslow
rwinslow@mail.sdsu.edu
San Diego State University
Japan is considered one of the safest countries on earth, with a very low crime rate, however Japan has almost twice as much crime overall as Brazil. The USA has over 400% more overall crime than Brazil. However, these statistics are skewed and misleading. Brazil’s crime is much localized, almost exclusively limited to the large inner cities. The crime rate in the rest of Brazil is comparable to the crime rate in Vatican City. In the rural areas of Brazil, hitchhiking is still common with very few criminal incidents. Even crimes against property are almost unheard of outside the large cities in Brazil. Outside of the inner cities, Brazil is pretty much the safest place on earth, with an outlandishly low crime rate. By comparison the USA is far more dangerous than Brazil.
There is one other exception to this low crime rate in Brazil. The popular tourist attractions and beaches do have some criminals taking advantage of tourists. These crimes tend to be pick-pocketing, purse snatching, camera snatching, and similar crimes. Even Vatican City has such pick-pockets working the tourists there too. This is an unfortunate fact of life worldwide in every tourist hotspot on earth. Savoy tourists can usually avoid being victimized by these petty criminals.
Do not flash expensive items such as camcorders, cameras, and notebook computers. The red light districts (AMOR à ZONA) should be avoided. The slums (favelas) are high crime areas. ATM machines tend to attract robbers. Thieves work the beaches looking for purses and wallets lying near sunbathers. They grab the purse or wallet and run. Solution: Do not leave your purse or wallet in view. Dress down. Try to look native. Do not stand out.
A word of warning about the Brazilian petty criminals and their methods.
Petty thieves commonly work the public transportation system looking for tourists. They ride the public transportation system (mostly busses) looking to identify a target, usually with a purse or expensive camera in easy view. They will wait until the bus is stopping and opening the doors, then they grab the item and jump off the bus. Lately they have been grabbing whole backpacks, when the tourist is so foolish as to take off his/her backpack on the bus. Solution: Be especially careful on the busses in Brazil. Do not take off your backpack. Do not make it easy for the thieves to grab your valuables and run. Fortunately it is incredibly rare for these petty criminals to become violent. They almost always run away no matter if they are successful or not in the purse snatching attempt. They run not because they are afraid of the tourist, but because they are afraid of a mob or the police catching them. However, you should NOT chase a purse snatcher. They are often armed. The inner city criminals in Brazil are especially afraid of the cops. The police in Brazil are almost as trigger happy as cops in the USA. Fortunately they seem to know the difference between tourists and the street criminals.
In summary, you are far more likely to have your wallet or purse stolen in any city in the USA than in even the tourist areas of Brazil. If you stay away from the inner cities and especially the favelas and if you do not deal drugs or buy illegal drugs you will be far safer in Brazil than in the USA, Canada, or even Japan. There is no need to be afraid of crime in Brazil. Come on, live a little. The sky is not falling down, and Brazil is not so dangerous if you just use common sense.
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Background (General Facts from Case Study)
Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in an interview with Joan Magretta[1], is that in the early days of computers’ manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to focus on activities that drive sales instead of putting capital in producing items that other manufactures are already creating.
In the 1990’s, the computer market revolved around desktops, notebooks, and network servers. Dell competed with high-end machines from IBM, HP, and Compaq with a product line that provided value-priced systems for consumers and highly reliable networked systems for business. In the late 90’s, around 40% of households owned a pc in the US. On the contrary, from the business side, around 80% of the companies still had old server and desktop machines. Management had to approve purchasing orders, which resulted in only 2.2% of servers’ sale in comparison to the total purchases for desktop PCs in 1996.
In order for Dell to achieve $7.8 billion from sales in the late 90’s, it had to skip over the traditional channels of using retail or value-added resellers (VARs) to sell directly to the consumers . The “direct-model “or as Michael Dell comments on how his new employees call it “The model” is not that all powerful system. It is simply a way for Dell to cut on the standard supply chain cycle and deliver goods directly from the manufacturer to the customer. They created partnerships with several suppliers such as Sony, Intel, and others to deliver goods effectively at the time of the order to Dell’s plant where the assembly took place. The delivery and shipment were outsourced through a dedicated service that also insured delivering the monitors directly from the supplier at the same time. Mr. Dell talks about how suppliers are benefiting from the fact that Dell buys more items from the suppliers keeping no inventory and only requesting faster delivery upon orders.
In 1996, Dell capitalized on the growing number of customers who are using the Internet and launched its online store at dell.com. The online venture then proved to be the most appropriate sales channel that matched the supply chain direct model implemented by Dell.
In its path to compete in the market, Dell had to provide additional services such as DellPlus that enabled Dell to install commercial software packages, DellWare which provided hardware and software from other vendors, and after sales and on-site support services. These actions, as described by Michael Dell, required establishing more partnerships, which Mr. Dell describes as a process of “trial and error”. The integration with partners was changing as the technology is evolving and many venders go volatile while others remain sold. Furthermore, looking for an IT company to build the online store brought in very few players, which made Dell accept the overhead of developing the portal in-house.
Enterprise Architecture Issues
Supply Chain Management: The purchase and number of transactions that Dell took in required a properly configured and concise business process.
In-sourcing: To meet the demand of the market some parts of the process required the services of other companies that can be in partner with Dell.
Quality Assurance: The computer industry is a very dynamic one, which makes quality products stand out when faced with technology-oriented consumers.
Business Automation: As Dell advanced into online markets, its sales staff feared from losing their jobs in favor of automated sales transactions.
Dynamic Industry: The technology industry requires closely monitoring consumers’ trend to maintain a low gap between the point of demand and the point of supply.
Analysis
Supply Chain Management
Supply Chain Management (SCM) aims at integrating all corporate activities to improve relationships at all levels (internal operations, supplier networks, and distribution channel) to meet the competitive edge and satisfy the customer (Al-Mashari and Zairi 2000)[2]. In order to build an effective and complete business process that supports SCM, information among all business partners need to be shared. Information sharing through the Internet reduce the gap for business-to-business (B2B) commerce by enabling seamless integration with enterprise processes among partner corporations (Archer 2006)[3].
Dell developed its internal business process by creating production cells that start assembly at the point of order. It also established an internal information system to make the details of the products under production electronically available to all parties within the chain. To manage the supply of computer parts, Dell maintained close relationships with their suppliers and logistics providers to make their vendors manage the inventory system while Dell focused on product assembly (Kumar and Craig 2007)[4]. In addition, Dell used enterprise technology to make their database and methodologies available to the supplier to understand how Dell works. On the consumer side, orders made through the phone or online through dell.com produced a tracking code that the consumer can use to track the status of his or her order at any time through the phone or on Dell’s website.
In sourcing
Organizations worldwide are benefiting from the specialized services offered by various companies. In the shipping and transport arena, companies Like UPS (United Parcel Service) and DHL stand out as masters in their industry. UPS and DHL have established offices and transportation vehicles all across the world. They provide business services through in-sourcing which enables them to be part of the internal business process of companies (Marcum 2007)[5]. To a company like Toshiba for example, after-sales support service would require shipping the damaged computer to and from the consumer’s side. For that, UPS would say, “Look, instead of us picking up the machine from your customers, bringing it to our hub, then flying it from our hub to your repair facility and then flying it back to our hub and then from our hub to your customer’s house, let’s cut out all the middle steps. We, UPS, will pick it up, repair it, and send it right to your customer” (Friedman 2006)[6].
Dell understands that it need not compete unless it would get the advantage in the market. Michael Dell says that one should evaluate the competition field and pick the best one. In that context, after-sales services were contracted with firms who are specialized in that field and can be contacted directly through the integrated supply system to fulfill the requests of the consumers. Furthermore, shipping is handled through multiple shippers to deliver systems to consumers or to resellers across the world. In addition, Dell has saved the overhead cost of monitors’ delivery by requesting shippers to deliver from the monitor’s supplier directly to the consumer at the same time.
Quality Assurance
In a competitive arena, companies seek to have an advantage through means that are not necessarily related to price. Constraints against outsourcing due to excessive decentralization within organizations can have a negative impact on the value chain process. Combing various options and being open to diversification would support in increasing the speed-to-market and enhancing the quality of products (Ernst 2000)[7].
Dell has an operational facility in Penang Malaysia, which places Dell at a central position near to where most suppliers actually have their factories. Orders for goods come directly to Penang center through the integrated suppliers’ logistic centers (SLCs) chain[8]. The Penang center sends emails to suppliers requesting the parts that will be assembled based on the customer’s order. The entire model was efficient enough to require no more than 36 hours from order to shipping. In terms of quality of service, Dell has won numerous awards for highest quality. In spite of that, it continues to find means to increase the efficiency of its products. Michael Dell suggested that reducing the human interaction with hard drives during assembly would decrease its failure rate. As a result, the reduction of the number of “touches” dropped the failure rate to 20%.
Business Automation
The general attitude from individuals and employees within organizations is that automation through information systems complicate their internal processes, and might result in cutting down the number of staff (Khatibi, V.Thyagarajan and Seetharaman 2003)[9]. There are several psychological and behavioral problems associated with reluctance to change, which appear to impede the growth of E-commerce. On the other hand, retailers no longer think their web sites are simply an added benefit for their customers since the ROI (Return on Investment) percentages from online websites have far outweighed their bricks-and-mortar counterparts (Casey 2004)[10]. For that reason, the staff involved in the traditional sales process requires training to embrace new technologies and to learn how they can benefit from it.
For Dell online store the response from the consumers was huge, however, at first the sales representatives feared that the online website would reduce the number of sale deals they closed. To overcome this, Dell introduced the cost saving model showing how the online store would support sales representative close more deals and at the same time would produce cost effective results that would have a positive ROI on the business.
Dynamic Industry
Customer relations management (CRM) is a very vital competency that was born from the amount of transactional sales deals through call centers. The process of understanding customers goes through the initial phase of collecting data then analyzing trends and eventually building a knowledge base that will drive the profitable relationship (Liew 2008)[11]. Organizations’ use of CRM models is an attempt to get firsthand knowledge that would improve marketing effectiveness, bring more personalization, and build brands among other objectives based on the nature of the business (Anderson, Jolly and Fairhurst 2007)[12].
Michael Dell model is based on keeping no inventory, in order for Dell to maintain that they focused on segmenting their customers into scalable businesses that can be analyzed for their level of demand. Sales executives at Dell used communication skills to elicit information from customers that would further support the demand forecast initiatives at the company. In addition, Dell sent surveys to customers to further understand the satisfaction level with the services provided by Dell and modify its product line and services accordingly. Furthermore, Michael Dell discussed how regional meetings in various countries invited potential customers to further enrich the relationship and give room for comments and feedback about Dell’s services. On top of all that, Dell strived to provide information for its customers to help them make proper choices for their IT requirements and gain privileged information about new and upcoming technologies. Dell invested in developing a web portal in the form of “Premier Pages” for high-end customers and another for small to medium businesses at Dellmarketplace.com[13]. Both sites aim at providing information to customers and establishing a single point of access for customers’ IT service requirements.
Conclusions
Dell is simply a success story; it shows how one can gain market advantage by simply understanding what brings value to customers. No one, even Michael Dell himself when he started, thought that people would enjoy customizing their PC orders and wait patiently as the order makes its way back to their homes. Some studies talk about how people challenged the initial delivery estimates provided by Dell to see if they were met.
The level of expansion Dell strived to achieve brought in problems as with any growing business. However, by adapting techniques such as In-sourcing and mutual benefit partnerships it reduced its potential staff from 80,000 to only 15,000. Dell also was aware of factors that would hinder its supply chain. For example, they maintained a multiple list of shippers as not to be affected by unexpected delays and organizational issues. In addition, they understood the importance of developing their own enterprise systems in-house to control all the variables and maintain their business processes.
This is one of the best case studies in the IT industry. I believe the level of commitment Dell showed in the model he created is inspiring. On the editorial side, I believe more highlights on the internal infrastructure of Dell’s network would have helped in building an understanding of how the supply chain actually worked. Did they use CRM modules, ERP, SCM, or a combination of all? How did Dell secure its information link with its suppliers, were all of them mature enough when it came to Information systems?
Recommendations
Organizations should focus on value adding activities like establishing online portals for their customers.
Businesses should conduct frequent surveys to measure the level of service they provide and work on enhancing their products.
Organizations should decentralize and enable expansion through global techniques such as out-sourcing and in-sourcing.
Building internal enterprise information systems is the most effective methodology for information and knowledge sharing.
Establishing multiple touch points with customers, strengthen the relationship and increases satisfaction levels.
Meeting global quality standards is the only way to get an advantage in a competitive arena.
Internal organization assessment and training is vital to maintain the high spirit of employees and increase their productivity.
Management support and funding is a key element in the success of any information system implementation.
References
Joan Magretta , “The Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell.” Harvard Business Review 76, no. 2 (Mar/Apr 1998): 72-84, 13, 2.
Majed Al-Mashari and Mohamed Zairi, “Supply-chain re-engineering using enterprise resource planning (ERP) systems: an analysis of a SAP R/3 implementation case.” International Journal of Physical Distribution & Logistics Management 30, no. 3/4 (2000): 296-313
Norman P. Archer, “Supply chains and the enterprise” Journal of Enterprise Information 19, no. 3 (2006): 241-245, 242
Sameer Kumar and Sarah Craig, “Dell, Inc.’s closed loop supply chain for computer assembly plants.” Information Knowledge Systems Management 6, no. 3 (2007): 197-214,18.
Marcum, Jennifer. “In-Source or Outsource?” BioProcess International, June 2007
Thomas L. Friedman, The World Is Flat (New York: Farrar, Straus and Giroux, 2006), 168.
Dieter Ernst, “Inter-Organizational Knowledge Outsourcing: What Permits Small Taiwanese Firms to Compete in the Computer Industry?” Asia Pacific Journal of Management (Springer Netherlands) 17, no. 2 (August 2000): 223-255, 248
Friedman, The World is Flat, 516
Ali Khatibi, V.Thyagarajan, and A. Seetharaman, “E-commerce in Malaysia: Perceived Benefits and Barriers.” Vikalpa: The Journal for Decision Makers 28, no. 3 (Jul-Sep 2003): 77-82, 6.
Bernadette Casey, “Online Monday blacker than in-store Friday.” DSN Retailing Today, December 13, 2004: 13-13,0.
Chor-Beng Anthony Liew, “Strategic integration of knowledge management and customer relationship management.” Journal of Knowledge Management 12, no. 4 (2008): 131-146.
Anderson, Joan L., Laura D. Jolly, and Ann E. Fairhurst. “Customer relationship management in retailing: A content analysis of retail trade journals.” Journal of Retailing & Consumer Services 14, no. 6 (November 2007): 394-399, 6.
Alorie Gilbert, “Dell Online Marketplace Targets Small Businesses.” Electronic Buyers’ News, October 2, 2000: 58, 0.
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You’ve probably already heard about the iPod touch, Apple’s super machine that does anything and everything. At least, that’s what it sounds like. However, if you don’t know much about the iPod touch, you might wonder what the big deal is. Isn’t it just another iPod? The answer is no: the iPod touch is a full service entertainment machine. It’s incredibly useful to interact with friends, play amazing games, and consumer the media you love. The touch is a machine with limitless possibilities.
If you’ve ever encountered the cliche about people staring at their iPods instead of talking to their friends, you might wonder how the iPod touch could help you interact with the people you love. It’s actually a surprisingly social machine. Wireless networking lets you email, Facebook, and Tweet at the people in your life without ever leaving the touch’s tiny screen. In addition to that, you’ll be able to game with your friends. Want to take pictures on a day on the town? You can do that too. Finally, iPod touch’s new FaceTime feature let’s you videoconference with any other touch, iPhone, or Macintosh user. With this incredible device, your friends are only a touch away.
That includes great social gaming. Thanks the Apple’s amazing App store, you’ll have literally thousands of games to play in your hand. More importantly, your gameplay is fun and intuitive thanks to a touch screen and motion sensor. Play over a wireless network with the people you love and download new apps to game better. You can get everything from classics like Sonic the Hedgehog to Angry Birds, a new game that’s sweeping the nation. You’ll never run out of new games, new experiences, and new fun. Forget Gameboy- this is games for the 21st century.
Finally, and obviously, your iPod touch will be an incredible media machine. Holding thousands of songs, you’ll never want for hot tunes to listen to and slow jams to fall asleep to. In addition to that, you’ll be able to watch the movies you love on a bright, large, and clear screen. As if that weren’t enough, you can enjoy the world of entertainment on the Web. Watch Netflix, listen to Pandora, or surf YouTube for hours. You’ll be able to, and you’ll find it’s easy to get lost in your lovely new iPod.
It seems hard to believe that an object as small as the iPod could pack in so much fun. But it definitely can. Whether it’s sharing with the people you care about, playing the games you love, or consuming media that makes you feel great, your machine will do everything you need. All you have to do is get it.
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The Toshiba Laptop
The Toshiba Laptops are manufactured by a Tokyo based company called Toshiba Corporation and the Toshiba Business Laptop series is a specific line of laptops that are particularly altered and modified to the precise specifications of meticulous business’s requirements. But most of the laptop manufacturers do not provide this type of specialization to their computers so that they can be used as per the business necessities, but the Toshiba business notebook is capable of that.
The Toshiba Business laptops are the most remarkable business oriented computers that are presently on the advance; apart for their high ability and functionality to outdo all other competitors, they also possess an incredibly specialized and remarkably sleek appearance that is incomparable by every main rival of theirs.
Toshiba Business Laptop Specifications
To best comprehend the lengthy record of credentials that the Toshiba business laptop series offers, and it is a superior thought to confer with an expert who deals in the protection and maintenance of these precise computers and their wide range in study of a laptop which is customized for applications in all the business realms.
Most businesses commit the blunder of merely using in house information technology specialists; however these will not the most excellent idea since many IT experts are only good at computers that they use and studied about during their college days. Also, most of them may not realize the intricacies involved in edifice of computers that are especially designed for the reasons of managing business actions and applications at large.
The Toshiba Laptop Specialists
In order to find an excellent consultant for the division of business laptop that an individual would be searching for is in fact a lot simpler than the majority of big business owners realize.
Business owners find it very easier to come across a dedicated consultant with Toshiba business laptops.
In order to locate a good expert among many, we should follow some easy steps.
First and foremost, the thing to be done is to separate out the computer experts or technicians who are only well versed with the broad information about most computers other than the more super special information about the Toshiba Business laptops.
For this, all we need is to ask for a better list of references from the computer technology businesses from this field.
Once we have all of these technicians selected out, we choose the specialists who are very capable in dealing with the Toshiba computers.
Tags: business, Information, Notebook, Toshiba
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