Medical Equipment And The Organization s Mission, Vision,...

Inshure medical equipment was founded in January of 2015. The company was founded by three individuals with the hopes of providing quality medical equipment. Inshures main customer base is hospitals, Care centers, and home care. Inshure provides a wide variety of medical equipment with fast shipping. To provide customers with better service, Inshure has set up a new system called Keepstock, which automatically restock equipment as it is needed. This project will detail the strategic plan of Inshure that aligns the Human Resources function with the organization’s mission, vision, and objectives. This structure will be maintained by human resources at the corporate offices. In addition this strategic plan will outline Inshures plans for strategic contribution, personal credibility, human resources delivery metrics, key performance measurements, action plans for functional areas, mission and vision statements, and finally human resource objectives. According to FratriÄ ovà ¡ Rudy (2015) strategic plans have a strong external orientation because they deal with the long term survival, value, and growth of an organization. By outlining this strategic plan, Inshure will have a solid foundation for not only its employees but delivering quality products to its customers. Executive Summary Inshure is now at an exciting and expansive stage of development. To expand our next level of growth, Inshure conducted a major planning process that has been formed from a wide range of partiesShow MoreRelatedThe Organizational Structure Of A Healthcare Organization Essay1338 Words   |  6 PagesOrganizational Structure Hospitals have organizational structures that allows them to carry out their duties efficiently and successfully. 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Trung Nguyen Caffee Free Essays

In 1996 Trung Nguyen was a small business processing coffee in Ban Me Thuoc city. At that time, Vietnam had risen once again to be one of the leading coffee producers in the world, but almost solely producing â€Å"green† coffee (unroasted beans) that were sold on the commodity market. This resulted in no control over the final coffee quality or prices. We will write a custom essay sample on Trung Nguyen Caffee or any similar topic only for you Order Now The Highland region of Vietnam is one of the world’s â€Å"top 10† best environments, combining the right altitudes, soils, natural drying conditions, and temperatures for producing the finest of gourmet coffees. Yet the region was not controlling its own destiny to produce these once sought-after coffees. The owners of Trung Nguyen saw that the future for producing gourmet coffee and being reasonably independent of the world commodity markets was to once again follow the best possible growing and processing techniques to produce a world-class coffee, and carry it through all the way to the packaged product. After the revival of this exotic coffee, the company developed the first Vietnamese franchise of coffee houses and expanded throughout Vietnam and then a number of other countries. Now the most established, respected and successful producer of branded coffee in Vietnam, Trung Nguyen seeks to bring its unique blends to the United States. The West Coast has limited selections of TN coffees available in Asian grocery stores, but most of the US has no source of TN coffees†¦ until now. We are proud to be the first and only authorized Internet shopping source of TN coffee in the US. Trung Nguyen has won numerous prizes and titles for the entrepreneurial achievement of the company, its enlightened business practices, and the excellence of its products. Trung Nguyen coffee growers have been certified by EUREPGAP and Utz Kapeh for â€Å"safe and sustainable† coffee growing practice. Trung Nguyen coffees are grown on smaller farms and using traditional sun-drying methods and natural processing. Their cultivation supports thriving villages where growers work under contract futures with guaranteed pricing for their products. When you purchase Trung Nguyen coffees, you help preserve heirloom species of coffee and the biodiversity they provide. This protects against the dangerous popularly-held opinion that any one coffee species should be grown in monoculture around the world. Not only does this 100% Arabica movement deny the wide and delicious range of flavors of other coffee varieties, it creates a potential ecological disaster. Advocates of â€Å"1-coffee only† ignore the terrible consequences of past wordlwide Arabica blights that have threatened to change the nature of the coffee plant forever. Trung Nguyen coffees using Arabica, Robusta, Chari (Excelsa), Catimor, Liberica and other diverse varieties preserve the unique flavors and robust nature of the coffee plant and help to create bean blends that are unique and simply broader and better in flavor than any single-source coffee can be. It’s good for the future of coffee and its growers; it’s delicious in your cup. Enjoy! How to cite Trung Nguyen Caffee, Essay examples

Sustainable Enterprise Literature Review

Question: Discuss about the Sustainable Enterprisefor Literature Review. Answer: Introduction Indicators are the backbone of monitoring the sustainable development goals that serves as a management tool and helps in understanding the direction where an enterprise is, which direction it is leading and the extent to which an enterprise is ready to go and fix it. The indicators of sustainability allow social, economic and environmental progress. The effective indicators and good monitoring systems help in determining the direction to be taken the address the issue (Parmenter, 2012). Characteristics of Good Indicators Definition Valid or Relevant A good monitoring system must fit the purpose of measuring. The effective indicators are relevant that shows something important to be known. Reliable A good monitoring system must be consistently measurable over time. They must be reliable and the information provided is trustworthy in nature. Easy to Understand A good monitoring system is easy to understand even by the layman. Accessible Data A good monitoring system must provide timely information so that there is time to act and reconcile the issues. Table 1: Characteristics of Good Indicators Source: (Marr, 2012) Literature Review The Sustainability Phase Model by Dunphy et al. (2003) created a model for the companies having six developmental phases that help in evaluating the organizations current commitment and habits in relation with ecological and human sustainability. The phases are used to investigate the path undertaken by the organization and a potential path forward. The six phases are rejection, non-responsiveness, compliance, efficiency, strategic proactivity and the sustaining corporation (Dunphy, Griffiths, Benn, 2015). The stages are explained as under: Phase 1: Rejection- This stage portrays a strong belief about the organization existing purely to maximize profitability. The human resources such as subcontractors and employees are exploited. There are disadvantages stemming from gender, ethnicity, language proficiency and others. Minimum training s provided to the employees and the community concerns are rejected. Further, the environment is treated as an abundantly available good and the pollutants are discharged into the atmosphere (Dunphy, Griffiths, Benn, 2015). Phase 2: Non-responsiveness- This stage results from ignorance or lack of alertness rather than laying emphasis on profitability. The human resource strategies and policies, community concern are ignored. The environmental resources are wasted and the risks or opportunities are considered irrelevant (Dunphy, Griffiths, Benn, 2015). Phase 3: Compliance- This stage focuses on minimizing the risk of failing to meet the basic standards. The human resources conduct training, total quality management and development on a low scale. The environmental abuses are eliminated which require strong action by the company (Gallagher, 2012). Phase 4: Efficiency- This stage reflects growing awareness that can help in gaining advantage by implementing sustainable practices. The attempts to integrate human resources and increasing efficiency helps in reducing cost. The poor ecological practices are interpreted as avoidable cost. There is active involvement as the company follows approaches for managing the environment (Dunphy, Griffiths, Benn, 2015). Phase 5: Strategic sustainability- In this phase, strategic sustainability involves making sustainability a critical part of the business strategy. There are flexible work practices and diversity seen in the organization. The organization seeks competitive leadership by following environmental practices and processes that are used as a source of competitive advantage (Suncorpgroup.com.au, 2017). Phase 6: The sustaining corporation- This phase is far away from the reality as it strongly internalizes the ideology of a sustainable world. The organization is a strong promoter of work-life balance, equal opportunity and has a strong ethical position in the eyes of stakeholders. Further, the organization tries to assist society in environmentally sustainable ways and facilitate sustainable society (Hawes Chitra, 2016). The Enterprise Suncorp Bank, a part of the Suncorp Group was established in the year 1902 which is now the fifth largest bank in Australia (Suncorp.com.au, 2017). The Suncorp Group offers a wide range of products and services that makes the banking company a great choice for individuals, families and farmers. The company is an award-winning Business Bank of the Year in 2016 (Suncorp.com.au, 2017). They deliver excellent solutions to the partners and customers. The enterprise employees are highly passionate about their community in which they live in and support a range of local activities, events, charities and staff volunteering programs. Suncorp Bank follows personal advice model so that the individual needs of the customers can be addressed. Suncorp Bank also offers the customers with integrated internet banking services and assistance to grow their personal finances and wealth (Suncorp.com.au, 2017). Sustainability Dimensions Based on the above theory and concept, it is interpreted that Suncorp Bank is at the fourth phase of Dunphy Phase Model. The approach is focused on driving mutual value with the stakeholders while managing social, governance, environmental risks and opportunities that impacts financial performance. Figure 1: Corporate Social Responsibility Approach Source: (Suncorp.com.au, 2017) Socio-cultural Dimensions Suncorp tries to be the workplace where the employees want to come and work in New Zealand and Australia. Suncorp aims to provide people with meaningful careers, workplace flexibility and developmental opportunities. Suncorp has people working part-time, from home, job share and other flexibilities (Boons et al., 2013). Further, there is a diversity council that minimizes discrepancy between men, women and other categories of potential discrimination. Further, Suncorp has partnership with The Heart Foundation that is helping the Australians to lead healthier lives. Suncorp is also partnering with the Financial Basics Foundation for improving the financial literacy of youngsters (Suncorp.com.au, 2016). Suncorp also partners with sports, entertainment and other foundations for creating brighter future of the people in wider community (Suncorpgroup.com.au, 2012). Economic Dimensions Suncorp aims to have a strong and resilient economic management. The company focuses on having quality products, attractive shareholder returns and meaningful careers. The banking company is influenced by certain economic conditions. The inflation rate, economic policies, market conditions and interest rates influences the economic dimensions. The bank promotes capital formation and encourages the habit of savings in people. The bank also helps people in mobilizing the finances to productive uses. The bank can also promote the process of monetisation and convert debt into money in the economy (Vezzoli Manzini, 2014). Environmental Dimensions Suncorp is committed to understanding the environmental impacts and finding ways to minimize it. The company promotes environmental awareness, decreases waste to landfill, minimizes carbon emissions and improves energy and water efficiency within the premises. Suncorp monitors and records the energy use. They use energy efficient bulbs and sensor lighting so that there is energy efficiency. Suncorp consolidates its office space for reducing the environmental impact (Vezzoli Manzini, 2014). Environmental Sustainability List and Assessment of Indicators for Monitoring The following table represents the list and assessment of indicators for measuring environmental sustainability. Indicator Definition Measurement Challenges Carbon Footprint It is the measure of harmful greenhouse gas emissions produced by a company. All inputs such as fuel, electricity and travel need to be multiplied by emissions factor. Use x Emissions factor The calculation may be erroneous while measuring all uses of carbon. Energy Consumption It is the measure of the extent of company measuring energy consumed in a particular period. Total energy consumed It is difficult to measure direct energy efficiency impacts Waste Recycling Rate It is the measure of the extent to which a company is able to reuse or recycle the waste. [Amount of waste recycled or reused / Total waste produced] x 100 It may be challenging to find total waste production. Waste Reduction Rate It is the measure of the extent to which a company is able to reduce its waste as part of the operations. [Wasted Raw Material (in this period a) / Wasted Raw Material (in the last period b)] x 100 It may be challenging to find total waste raw material. Table 2: List and Assessment of Indicators for Monitoring Source: Created by Author PSR model The PSR model includes the abbreviation of pressure, state and response. It is based on the concept that the human activities can exert pressure on the environment, thereby changing the quality and quantity of natural resources. The resulted changes can alter the environmental state. The human responses against these changes tend to prevent the environmental impact (Parmenter, 2012). Pressure-The bank Suncorp has significantly operating its activities by considering the environmental impact upon the society. However, energy consumption is high and there is a lack of measurement of waste recycling. Thus the rate of waste reduction is questionable. Thus, lack of proper waste and energy management may impose pressure on the environment. State- There is a lack of system for measuring total energy consumption, rate of waste reduction, waste of raw material and calculating waste reduction rate. Response- A proper monitoring system would be developed and implemented for mitigating the environmental effects by the organization. Organization promotes environmental awareness, decreases waste to landfill, minimizes carbon emissions and enhances energy and water efficiency within the premises. Suncorp monitors and records the energy use. The organization has started to use energy efficient bulbs and sensor lighting for reducing unnecessary use of excess energy (Parmenter, 2012). Development Plan For moving to the next Dunphy phase, strategic sustainability, Suncorp needs to conduct operations that are not only good for the business, but also conserve the environment. Suncorp needs to seek stakeholder engagement so that environmental friendly products and services are processed. Suncorp needs to make employees practice to turn off the equipments when they are not under use. The communication channels such as emails and messages must be used rather than printing hard copies of the same. Double sided documents must be used in the bank. The energy, water and waste must be reduced as much as possible (Vezzoli Manzini, 2014). Development of monitoring System For moving to the next Dunphy phase, a monitoring system should be developed and implemented by the organization. The monitoring system should focus on three dimensions, people, planet and profit, known as the triple bottom line that captures the essence of sustainability through the measurement of the organizational impact upon the world. The positive triple bottom line indicates that the organization is being operated sustainably (Milne Gray, 2013). People- It is easier to measure the social impacts of the company, by measuring employee satisfaction, health and safety, impacts of the company on local community. These are the factors to be monitored by the monitoring system to be developed. The Global Reporting Initiative (GRI) indicated four social performance indicators, which would be monitored by this system. These include labor practices, human rights, safety and product responsibility sustainably (Milne Gray, 2013). To meet the social standards, the monitoring system would be developed with high ethical standard. Profit- The monitoring system would focus on improving the economic status of the stake holders instead of the financial status of the organization itself. GRI identified the economic performance indicators, which are sales, profit, ROI, monetary flows, tax paid. The monitoring system would focus on measuring economic status of main five stake holders group, i.e. customer, employees, suppliers, providers of capital and public sector. Planet- The organization Suncorp has engaged its organizational operations to meet the environmental standard. The ecological sustainability of the organization is more focused on preventing the hazards caused to living organism by the organizational activities. In this dimension, the monitoring system would consider the performance indicators by GRI; these include materials, energy, water, biodiversity, waste disposal and transport related to organizational activities sustainably (Milne Gray, 2013). With the help of the monitoring system, Suncorp bank can promote to the winner phase in Dunphy model for strategic sustainability. Life Cycle Diagram Conclusion Conclusively, Suncorp bank offers a wide range of products and services that makes the banking company. The company is in the fourth phase, efficiency, of Dunphy Phase Model. Suncorp is committed to understanding the environmental impacts and finding ways to minimize it. Suncorp needs to monitor and record the energy use. References Boons, F., Montalvo, C., Quist, J., Wagner, M. (2013). Sustainable innovation, business models and economic performance: an overview.Journal Of Cleaner Production,45, 1-8. https://dx.doi.org/10.1016/j.jclepro.2012.08.013 Dunphy, D., Griffiths, A., Benn, S. (2015).Organizational change for corporate sustainability(1st ed.). London: Routledge. Gallagher, D. (2012).Environmental leadership(1st ed.). Thousand Oaks, Calif.: SAGE Publications. Hawes, A., Chitra, T. (2016). Keeping up with the FinTechs: A banker's strategy for digital transformation. Journal of Digital Banking, 1(2), 102-110. Marr, B. (2012).Key performance indicators(1st ed.). Harlow, England: Pearson Financial Times Pub. Milne, M. J., Gray, R. (2013). W (h) ither ecology? The triple bottom line, the global reporting initiative, and corporate sustainability reporting. Journal of business ethics, 118(1), 13-29. Parmenter, D. (2012).Key performance indicators(1st ed.). Hoboken, N.J.: John Wiley Sons. Suncorp.com.au,. (2016).Community Partnerships : Suncorp : Financial Basics Foundation : Australia | Suncorp.Suncorp.com.au. Retrieved 30 December 2016, from https://www.suncorp.com.au/corporate/community/partnerships/financial-basics-foundation Suncorp.com.au,. (2017).About Us.@SUNCORP-BANK. Retrieved 4 January 2017, from https://www.suncorp.com.au/banking/about-us.html Suncorpgroup.com.au,. (2012).SUNCORP CORPORATE SOCIAL RESPONSIBILTY REVIEW 2011/12.Suncorpgroup.com.au. Retrieved 30 December 2016, from https://www.suncorpgroup.com.au/sites/default/files/html/csr-repackaged/development/index.html# Suncorpgroup.com.au,. (2017).SUNCORP CORPORATE SOCIAL RESPONSIBILTY REVIEW 2011/12.Suncorpgroup.com.au. Retrieved 4 January 2017, from https://www.suncorpgroup.com.au/sites/default/files/html/csr-repackaged/development/index.html# Vezzoli, C. Manzini, E. (2014).Design for environmental sustainability(1st ed.). London: Springer.

Perodua - Csr free essay sample

Periods Advertising with social dimension Executive Summary Periods was set up as a national car project in the year 1993. In the initial years of its inception the company operated in a protected environment marked by both tariff and non-tariff barriers. By the year 1998 leveraging on its high local sourcing strategy the company, along with Proton, managed to capture up to 90% market share. In 2001 the company set up a Joint venture with Dadaists Motor Co. And Mitosis Co. , the Japanese partners being responsible for manufacturing and engineering operations. Operating in an open economy post AFT in year 2006, Periods has found its niche in the small car segment and completely dominates the sub-1000 c motor vehicle segment. Periods has been extensively using cause related marketing approach treating Government, suppliers and dealers, employees and customers as stakeholders in its business. It also has 2 different kinds of ad programs, product ads promote individual brands, whereas corporate ads carry social message and promote the company. We will write a custom essay sample on Perodua Csr or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 2 different departments handle the designing and positioning of these different ad types. There are obvious benefits to using corporate ads with emotional appeal; studies eave established that companies tend to realize enhanced relationship with their agencies. However on the flipped designing these ad campaigns is very complicated as sensibilities of all sections of the society have to be taken into consideration. A major downside to Personas corporate ad campaign is that no evaluation model has been adopted to measure the effect of such advertising on companys short term goal I. E sales or long term goal of being a responsible corporate citizen. The company should immediately adopt both qualitative and quantitative measures to understand the benefit of its campaign. Depending on results obtained Periods can decide on how to continue with its corporate ad campaign. Industry Overview The ass and the ass were the decades of Industrial Nationalism in Malaysia and the Government set up the national automotive programmer. Prior to 1985 Malaysia was an importer of automobiles and the aim of the programmer was to build a nationally owned and controlled automotive industry. Proton was the first of the 2 national cars and was established in 1985. It was a Joint Perusal Automobile Asked Sad Bad (Periods) was established in 1993 and was the 2nd National car project. The Government also established a heavy vehicle company Malaysian Bus and Truck (MAT) in 1994, a motorcycle manufacturer MODERNS in 1995 and a light commercial vehicle manufacturer MIGNON in 1997. In order to protect the domestic industry the Malaysian Government imposed substantial import duty on all completely built-up imported cars or completely knocked down vehicles. Apart from the import duties, non-tariff barriers such as licensing and import quotas were also enforced. The 1980 Mandatory Deletion Programmer (MAD) made local sourcing of components, between 45-60%, compulsory pending on the cubic capacity of the car. In 2005-06 under the Common Effective Preferential Tariff (KEPT) scheme Malaysia was required to dismantle both tariff and non-tariff barriers. The applicable KEPT rate depending on the country of origination is shown below: The most obvious consequence of implementing the KEPT for Malaysias car producer is the minimization of protective automotive policy and disappearance of price advantage. This will open up the market for greater competition from companies from other SEAN countries like Japan and South Korea which are major automobile producers in the region. See Exhibit 1 for breakup of vehicles produced and assembled in Malaysia) Periods A background Perusal Automobile Asked Sad Bad (Periods) was established in 1993, this was the second national car project of Malaysia after Proton was set up in 1985. Periods was a Joint venture between Dadaists, Missus, and other Government controlled companies with Malaysian equity amounting to 68%. See exhibit 2 for Personas shareholding structure in 1993). Operating in a protected environment Periods was able to leverage on the MAD programmer and made use of up to 75-90% local content in its cars. This gave the company a significant price advantage over its competitors. Both national cars exploited the pricing advantage and accounted for 90% of vehicles sold in 1998. In 2001, Periods set up a Joint venture, with Dadaists Motor C o Ltd. And Mitosis Co. Ltd. , called the Periods Auto Corporation Sad Bad (BPCS). As per the Joint venture agreement, the Japanese partners would control the manufacturing and engineering operations whereas the Malaysian partner would have the largest stake. Personas strength is in the small car segment and the company aims to serve the coal and overseas markets demand for compact, affordable and reliable vehicles with excellent standards and quality. As of June 2009, the company employed about In order to enhance efficiency and cost competitiveness the company has introduced Toyota Production System (TIPS). TIPS is driven by the concept of Good Thinking Meaner Good Product and comprises of 2 main systems Just in Time and Kodak. The TIPS aimed to eliminate excessive lead-time, lower inventory levels and reduce costs. Personas Joint venture with Dadaists gave Periods an opportunity to get in shape or liberalizing of auto industry post-AFT. In 2006 the company overtook Proton to become the biggest car seller in the Malaysia. The liberalizing campaign has presented Periods with a mixed big. Personas expertise in manufacturing small cars has opened up new export markets for the company. At the same time big players with sophisticated technology and competitive production techniques now have access to Malaysian car market, thereby increasing competition for Periods in its own backyard. Marketing communication and advertising process Cause related marketing approach A marketing communication program can be successful only when all the departments of the company are actively involved in the marketing plan. All company departments and personnel should communicate the same message to the target audience. Periods places Corporate Social Responsibility (CARS) at the heart of all its business activities. So naturally the companys CARS activities form the central theme of its cause related marketing. As part of the strategy, Periods follows a 4 pronged approach where the Government, suppliers and dealers, employees and consumers re all treated as stakeholders in the business. (see exhibit 3 for Personas stakeholder structure). Some of the activities undertaken by the company to engage stakeholders are: * Government Periods engages with the Government by contributing to local man power training. In-spite of having the option of importing foreign workers, the company spends substantial amounts on training locals and employing them at its plants. The company also helped develop the local auto component and parts industry. * Suppliers and dealers Periods has developed a quality audit system to optimism local vendors performance ND to assure the quality of components supplied to the company. During the Asian financial crisis the company allowed vendors to increase prices to ensure they had sufficient working capital. Credit terms were reduced from 30 to 60 days. Employees Periods believes in an inclusive work environment and allows employees to grow invests in its work force through training, counseling and providing healthy and conducive work environment as well as employment benefits. * Consumer public Personas strength lies in the small car segment. It intends to provide more affordable vehicles for lower income level and rural people. In addition to providing quality produc ts at affordable prices, the company through its corporate ads also works to increase social awareness about safe driving practices and other positive social values. The company has also designed and implemented a training programmer for youth living in the locations that Periods operates in. It also supports various causes, financially as well as in kind, responding to the needs of less audits to ensure Advertising process privileged. The company conducts stringent environmental environmentally safe practices have been adopted. Periods has 2 kinds of ads: * Product ads These are designed with the objective of communicating the product range, features of the product etc. To the end user. Such ads are handled by the marketing section of the company. * Corporate ads With the express desire of becoming a socially responsible corporate citizen these ads with social dimension have been launched. The public affairs section is responsible for these ads. Marketing, sales and manufacturing department departments are involved in the design of these ads. See exhibit 4 for advertising matrix) Periods operates in a multi-cultural society and the main objective of the corporate ad is to transcend the racial boundary and get close to the target buyer. The company understands its consumers are realists who do not relate to superficial messages; they consider things in real terms and are practical in life. In order to connect to these real people, the ads always portray Periods as part of the society and the ad message always reflects existing social phenomenon. The main objective of these corporate ads is to create awareness amongst the general public about oral values the company believes in. Some of the social messages or issues that the company has worked with, is based on elements like driving etiquette, nationalism, inter-racial harmony and family reunion. One unique aspect about Personas ads has been its use of the individual as focus to bring out the social message; both negative and positive emotional appeals are used in the ads. The company has used both television and print media to carry its corporate ads. Newspapers are used as supplementary coverage medium to reach specific ethnic groups. Strengths of Personas advertising campaign: The company has been associating itself with elements like driving etiquette, family harmony, nationalism, racial harmony etc. These are emotions that middle class and rural people of Malaysia immediately connect with. Constant exposure to such ads will lead consumers to perceive the company as being good. * Medium of advertising The company uses television as the primary medium of advertisement. Images work quicker and convey meaning at once. Weakness of Personas advertising campaign: * Sensibilities in multi-cultural society The company operates in a multi-cultural society; perceptions and attitudes of people from different ethnic back ground towards all aspects of life might be very different. For example black in Chinese culture has neutral meaning, whereas Hindus usually consider black as a negative color. So when designing ads the company will have to be careful to ensure sensibilities of particular ethnic groups are not offended. * Enforcing/reinforcing racial stereotypes Racial stereotyping is a bane of multicultural societies. Any ad that might inadvertently reinforce such stereotype will definitely create backlash and lead to active publicity, which Periods can do without. Uncertain impact No actual evaluation has been conducted to measure the effect of the companys corporate advertising program. Effect of such ad on company sales or perception of general public about Periods is unknown. Exhibit 1: Breakup of vehicles produced and assembled in Malaysia Exhibit 2: Personas shareholding structure in 1993 Exhibit 3: Personas marketing communications stakeholders Exhibit 4: Advertising matrix of Periods [ 1 ]. Periods corporate website http://www. Periods. Com. My/corp orate/company