Corporate Budgeting Systems: Overview and Analysis

Corporate Budgeting Systems: Overview and Analysis Joo Hee Kim Accounting and Financial Management Budgeting is the Process of expressing quantified resource requirements (amount of capital, amount of material, number of people) into time-phased goals and milestones (BusinessDictionary.com, 2017). Budgets help decision makers to identify problems and to increase their understanding of the task environment (Ahrens 1997). For this reason, budgeting is still regarded as an organizational imperative if costs are to be controlled and financial performance to be achieved (Frow, Marginson and Ogden, 2010). The budget has historically entered the central stage of the management control system in most organizations (Otley, 1994). One of the main reasons that big companies get their budgets in the first place is to coordinate different parts of the business. By sharing accurate information publicly and based on a common set of decisions, ensuring harmonious interactions between units can lead to efficient processes, high-quality products, low inventories and satisfied customers (Jensen, 200 1). As such, traditionally, budgeting system has been considered to provide effectively four major benefits to the most organizations. (1) First of all, budgeting system provides the capability for managers to quantify the necessary resources and distribute these to the involved organizations prior to the beginning of the project. (2) Throughout the budget planning activities, the involved organizations will have a better interaction and communication to identify the problems, understand issues, pertaining to the tasks and then, finally allocate the necessary budgets to each organization. (3) Consequently it encourages each organization to conduct their task diligently and efficiently without wasting their resources. (4) Finally, It provides the persistent evaluation how the project performed under the budgeting planned and the great future index for the next budgeting plan. However, under the current increased competitive global environment, requiring more dynamic and imminent resource allocation have raised the concern that the traditional budgeting systems are inefficient and incapable to satisfy dynamically changing environments and suggested the myopic decision making and budget games in which they proposed (Hansen et al., 2003; Ostergren and Stensaker, 2011). Also, Welch has described the unnecessary wage increase due to the misguided performance evaluation, inherited by the incorrect budgeting planned (Welch, 2005). In addition to the inherited slow adaptive functionality and misguided performance evaluation. Jensen has described that the traditional budgeting process wastes time, twists decision making, consuming a huge amount of wasting executives time, due to the intentional false forecasts or manipulating critical information, consequently, twisting the resource allocation (Jensen, 2001; Jensen, 2003). In addition to these human and organizational barriers, genuinely, it takes lots of unnecessary time and resources to create a proper budget, prior to the beginning of the tasks. Statistically, organizations spend 20-30% of their time in the budgeting process. Also, budgeting generally limits the likelihood of achieving high growth or significant cost savings by setting an upper limit of the allowable budgets. At the same time, budgets can hinder high growth because overspending over budget would cut costs in the short term in order to achieve margin goals, consequently, hindering long-term goals (de Waal, Hermkens-Janssen and van de Ven, 2011). Recently, in order to overcome of the issues in the traditional budgeting system described above, a number of alternative methodologies have been proposed for the budgeting process, including activity-based budgeting, profit planning, rolling budgets and forecasts, zero-based budgeting, and beyond budgeting (Hansen, Otley and Stede, 2003). In particular, Jensen proposed a A Linear Compensation Plan to remedy the current budgeting process in which actual performance, regardless of budgetary goals, will be utilized to provide senior executives unbiased estimates for the planned achievable goal. However, later, Jensen described that it can be problematical for organizations to simply adopt or implement the proposed linear compensation system. It is because Target-based bonuses are deeply ingrained in the minds of managers and in the managerial codes of most organizations. More than that, if the measures and evaluation were not correctly performed, executives will have the more risk of distorting managerial decisions, even under a linear bonus system. In addition, the positioning and slope of the bonus line are based on the prior years performance. Of course, it would reduce the risk of overcompensating for the performance, but it can cause the reduction of incentives for the increasing performance, which results in dropping the motivational effects of the performance targets. Also, the increased performance compensation would require companies to increase bonus caps way beyond traditional compensational levels, which can make organizations discomfort (Jensen, 2001). In addition, more difficulties have described that the cost of changing the current budgeting process can be high due to the initial cost to implement the new system which requires the staffing time change, strategic planning, resource allocation, cost management (Neely, Sutcliff and Heyns, 2002), and eventually results in impacting on other unrecognized management processes, due to the lack of understanding of the current and future adopted systems (Waal, Jap Tjoen San and Zwanenburg, 2006). To overcome the raised issues on the linear compensation schemes, the curvilinear schedule methodology has been proposed which actually, reintroduces a strong incentive in terms of the budget. Jensen has also later agreed that the budget process itself is not the root cause of unproductive behavior. Rather, determining the compensation should combine the budget goals to have proper performance measurements. He has also point out that performance indicators should reflect the functionality of other business units, to align with the departmental performance measures. Management flexibility, decentralization and delegation can also minimize the risk of measuring performance (Jensen, 2001). Jensen criticizes managers for damaging their business because they lie to get more incentives. But currently, companies do not set incentives based only on manager reporting. Annual bonuses can be organized into three basic components: performance measurement, performance standards, and the sensitivity of the pay-for-performance relationship. Most companies rely on two or more measures of performance when evaluating manager performance, such as sales or revenue, earnings per share, operating profit or profit (Towers Perrin, 2005). Historically, accounting-based performance indicators are backward-looking and easy to lie, so firms can avoid cheating by using other measures such as operational or strategic performance goals, quality improvement, and scorecard-based systems. If managers were still cheating as Jansen criticized, the incentive system would not have spread like it does today. In recent, the percentage of SP 500 firms using multiyear accounting-based performance (MAP) incentives for CEOs increased from 16.5% in 1996 to 43.3% in 2008 (Li and Wang, 2016). There are many good reasons to explain why long-term incentives are an effective wage component. First, it provides the most direct correlation between company performance and wages. In other words, incentives can motivate directors to work hard and help them make shareholderoriented decisions. Second, long-term incentives can provide valuable human capital to the board and increase the loyalty of incumbent directors (Irani and Gerayeli, 2017). Furthermore, there is a way to hire a compensation consultant company to get rid of the possibility of any remaining lie. Compensation consultants such as Towers Watson, the Hay Group, and Hewitt Associates can assist the board in setting up wages with knowledge of industry and other peer groups compensation package design. In particular, they can give advice and assistance to the compensation committee (Bender, 2007). In the UK, virtually all companies show that they hire compensation consultants (Conyon, Fernandes, Ferreira, Matos and Murphy, 2011). The existence of an independent board is also important in the process of receiving incentives. Directors must have sufficient pay-performance sensitivity (PPS) for managers (Bruce, Buck and Main, 2005). Jensen insisted Corporate budgeting is a joke. and Corporate budgeting consumes a huge amount of executives time. But I disagree with him. Therefore, I strongly believe that instead of simply tossing off the budgeting process, the efficient budgeting system, combined with a proper performance measurements to determine the correct compensation, is necessary and essential for the company to achieve their goals in a rapidly changing 21st century international economic environment. In particular, from the Abogun and Fagbemis research, budgeting is still selected as a most effective and necessary tool for planning, controlling, communicating, making decisions and creating value (Abogun and Fagbemi, 2011). For instance, on the survey conducted by Libby and Lindsay, most managers have rated the budgeting as good value to achieve their organizational goals, regardless of budget games occurred to some extent in the organization (Libby and Lindsay, 2013). They have also agreed that the right u se of budgeting is of significant value to management. As an additional valuable evidence of the budgeting system, more than 150 organizations in North America uses frequently cost management tool to budget resources that can include everything from raw materials to human resources and facilities (Horngren, Sundem, Stratton, Burgstahler Schatzberg, 2008). In the same opinion, at a meeting on the traditional role of the budget in the organization organized by CIMA and ICAEW in 2004, the budgeting and accompanying process were indispensable and also noted that the traditional budgeting processing was widespread. Significant number of European companies has a budget and continues to use this process (CIMA-ICAEW, 2004). Most of current companies in Australia, Japan, the United Kingdom and the United States prepare budgets (Anand, Sahay and Saha, 2004). Is corporate budgeting really just a waste of time, as Jansen argues? If his argument was correct, now that more than 15 years ago, many companies would have to abandon the budgeting system. However, since the economic crisis that started in 2008, the survey and historical data have showed that the budget became more important in planning and resource allocation and companies emphasize specific budgeting features over other companies in response to economic crises (Becker, Mahlendorf, Schà ¤ffer and Thaten, 2016). In Case Study Evidence (Frow et al., 2010), the paper introduces the concept of continuous budgeting to emphasize how an organization can coordinate these potentially conflicting goals. By integrating the use of other budgetary controls with other management controls, the process of continuous budgeting encouraged management to exercise operational discretion when unexpected events occur in which it has placed a strict burden on managers to ensure that they continue to str ive to achieve their financial goals. Again, it has proved that Budgeting effectively contributes to the flexibility and financial principles to implement effective strategies. Therefore, its the right path to adopt alternative budgeting process rather than giving up entirely the budget. For example, continuous budgeting or traditional budgets can be supplemented by other management controls such as Balanced Scorecard (Frow et al., 2010) or Rolling Forecast (sandalgaard, 2012). For other management controls, according to a study by Choe, Dey and Mishra (2014), analyzing diversified companies in Australia by 2004-2008, companies that rely on long-term incentives for executives have achieved even greater progress. Long-term compensation consists of options, equity and other long-term incentive payments. Most of these compensation factors are based on company-wide performance. On the other hand, short-term rewards mainly consist of salaries and bonuses. In some cases, bonuses are targeted at company-wide performance, especially CEOs. For department managers, bonuses are often based on departmental accounting performance. Therefore, we need to develop some compromise schemes to set an upper bound of compensation, for instance, using the all department compensation difference and same time setup the ratio of long-term compensation and the short-term compensation ratio depending on the nature, scale, and profit of the company. Of course, as mentioned before, this compensation system depends on the previous years data to setup the compensation plan for the future potential growth. It may also be a necessary to evaluate company financial system regularly auditing from an independent accounting company that is not related to the companys incentive system. Corporate budgeting is like a knife. Knife would be a weapon when it is caught in the hands of robber, but it can serve as a tool for making delicious food in the hands of a cook, and it can save people when it is in the hands of a doctor. As Jensen argues, when corporate budgeting lefts in the hands of immoral managers, it is easy to become a weapon that damages the company for the benefit of the individual. But if a conscientious manager catches it, it becomes a tool for creating a happy company. If a wise CEO control it, it can also play a role in saving the company. Hence, I strongly believe that we should move toward improving the budget system by incorporating various suggestions described above. Question 2. Typical Executive Compensation Plan in a traditional pay-for-performance compensation plan, managers receive a hurdle bonus when they reach a certain level. The bonus will be improved until the maximum challenge is reached. When managers have a good year and performance is nearing the budget limit, there can be a desire to push the remaining profits into the future. Because they do not receive additional compensation even if they performance exceeds the cap, they will increase their chances of raising their expenses in current year or postpone their sale and gain to next year, in order to increase bonus next year. Suppose there is the organization named ABC, which has fiscal year end December 31 and Fiscal year 2016 budget goal for research expense is $100,000 and service contract revenue is $500,000. Fiscal year 2017 budget will be the same. Currently, ABC financial reports for fiscal year 2016 shows that research expense is $20,000 and service contract revenue is $500,000. ABC research department received a request from a research engineer to purchase $50,000 equipment for beginning of January 2017 and ABC sales department expects to sign on a two months service contract with a client amount of $200,000 in December 2016, but start date could be either December 2016 or January 2017. Because of timing issue of recording expenses and revenues, the managers are able to meet budgetary targets for 2016 and 2017, if they plan to expense more in current year and record revenues in the next fiscal year. The research department manager could record $50,000 equipment expenses for Fiscal year 2016 askin g a vendor to deliver the equipment and send out the bills to accounting departments few days earlier before January 1, 2017, unnecessarily, because research expense for the year 2016 already met budget goal, which means research manager still can get bonus for the year 2016 even though the research department recognizes $50,000 more expense in 2016. By doing so, the research department probably will exceed budgetary expense targets in 2017, because the department lower actual 2017 expense by $50,000. Also, sales manager could push revenue to the next fiscal year, by choosing the two months service contract start date as 1/1/17, instead of 12/1/16, because FY16 sales budget goal is already achieved. Even if the company ABC financial statement for FY16 can show more revenues if the service contract starts on 12/1/16, sales manager could take 1/1/17 start date, considering his FY16 bonus is guaranteed already, and it would be easier for him to achieve FY17 sales goal since he already achieved $200,000 out of $500,000. It is highly unlikely that any refinements to the budgeting process will ever enable budgets to be perfect because budget is plan for future. However, I think few refinements to the budget plan can prevent Jensons business scenario from real business world. First, senior management can set up their budget comparison method by adopting advanced IT budget system. In Jensons scenario, senior management set the budgets with limited input from line personnel. Because of limited input from same personnel, the budget could be manipulated for the purpose of getting more bonuses. If senior management set up IT budget system, such as uBase and add the procedure to their budget report review procedures, comparing generated report out of uBase to the prepared budget report by limited personnel, and researching the variances between two reports and fluctuation between months, senior management might identify what are the most common unfaithful ways used for management to consistently exceed finan cial targets. Second, the organization uses an incremental budgeting system for a full year. If an organization changes budget period from a full year to half year, and change distributing bonus from annual basis to semi-annual basis, the organization can reduce a lot of cut off issues management used to exceed financial targets. To avoid connecting budgets and sales goals to bonus, Jensen proposed Linear Compensation Plan is an incentive system that compensates for actual performance regardless of your budget goals. Administrators will receive the same bonus for some level of performance even if the budget target is set below or above that level. By eliminating kinks, the unit manager no longer collects cash beyond the target and would not need to make lower the target by putting false information into the budgeting process. As a result, senior management receives unbiased estimates of what they can achieve in the future, and the quality of planning and coordination is significantly improved. In order for Jensens proposed linear compensation scheme to be successful, we need to obtain the following refinements: First, when using multiple performance indicators for individual managers, companies must carefully set up a single, well-defined measure of overall business success, such as economic value added. Ratios such as sales margins or asset returns inevitably result in games. Second, management tends to concentrate in the short term. If you earn a high bonus within a year, it will be harder to get a higher bonus next year, so you will lose incentives to improve performance. A better way is to look at the future in more detail by setting a line of bonuses over the years based on long-term forecasts of growth and profitability. Finally, define the upper limit of compensation as a salary. Also, we need to set absolute objective criteria such as activity-based costing to determine performance by how many tasks have been done in certain time, rather than how many hours an employee worked. Question 1. (1) Answer is d. (2) If Sanjay Ltd sells all 1000 units, it needs not pay for scraping costs, so the minimum price is $ 2. But if it cannot sell all of them, it has to add $ 500 to its sales because it shoud pay for scraping costs. For example, if it sells 100 units, $ 5 is added per unit, so the minimum price is $ 7. However, if it sell 500 units, it will add $ 1 per unit, so the minimum price is $ 3. In the worst case, if Sanjay Ltd cannot sell any units, its better to give them away for free. (3) Total cost = DM(Direct materials) + DL(Direct labour) + OH(Overhead) $25,000 = $20,000 + DL + 1.5 DL $5,000 = DL + 1.5 DL = 2.5 DL DL = $2,000, $25,000 = $20,000 + $2,000 + Overhead As the result, Overhead is $3,000. (4) Total costs = Direct material + Direct labour + Overhead = $1,475 + $1,500 + {50(labour hour=$1,500/$30) $35} = $1,475 + $1,500 + $1,750 = $4,700 As the result, Total costs is $4,700. (5) Profits = Total sales Fixed costs Variable costs Profits ($100,00) = Total sales(Selling price 500,000) Fixed costs($400,000) Variable costs(0.75 Selling price 500,000) $100,000 = Selling price 500,000 400,000 0.75 Selling price 500,000 $500,000 = 0.25 Selling price 500,000 $500,000 = 125,000 Selling price As the result, Selling price should be $4. (6) Total Manufacturing Costs ($ 900) = Direct Materials ($ 455) + Direct Labor ($ 300) + Variable Manufacturing Overhead ($ 45) + Fixed Manufacturing Overhead ($100) Target Sales Price ($ 1440) = Total Manufacturing Costs ($ 900) + {Total Manufacturing Costs ($ 900) Mark Up 60% ($ 540)} It does not need to pay Fixed Manufacturing Overhead if Diamond Interiors accepts Mr. John Lees one-time only special order, because of Diamond Interiors has an excess capacity. In this case, Fixed Manufacturing Overhead should be excluded when calculating Total Manufacturing Costs. But Mr. Lee wants the cabinet in a metallic finish rather than laminate, so direct materials will increase by $30 per unit. Total Manufacturing Costs ($ 900) Fixed Manufacturing Overhead ($100) + additional direct materials ($30) = 830 Therefore, the minimum selling price is $830. (However, this minimum selling price did not include the mark up fee. Therefore, the actual selling price may vary depending on the sellers decision.) (7) The net present value (NPV) is the difference between the present value of the cash inflow and the present value of the cash outflow. NPV is used in capital budgeting to analyze the expected investment or profitability of the project.The following is the formula for calculating NPV: where Ct = net cash inflow during the period t Co = total initial investment costs r = discount rate, and t = number of time periods {20,000/1.1 + 25,000/(1.1)2 + 30,000/(1.1)3 +15,000/(1.1)4 + 12,000/(1.1)5 } 75000 = {18181.8 + 20661.2 + 22539.4 + 10245.2 + 7451.1} 75000 = 79078.7 75000 Net Present Value of the computer system is $ 4078.7 A positive net present value indicates that the projected income generated by the project or investment (in present dollars) exceeds the projected cost (also in present dollars). In general, investment with a positive NPV is a profitable investment, and investment with a negative NPV is a net loss. It is the basic element of the net investment value rule that a project or investment must be performed only if the NPV value is positive. Since the NPV of the computer program in question is positive, it is a wise choice for the mayor to purchase this computer program. (8) The cost of equipment is the items purchase price. Knowing the internal rate of return and the expected life of the equipment, the cost of equipment purchase can be calculated using the following formula. 15,000/1.12 + 15,000/(1.12)2 + 15,000/(1.12)3 + 15,000/(1.12)4 + 15,000(1.12)5 = 54071.7 As the result, Cost of the equipment is $ 54,071.7 (9) Return on investment is a simple rate of return without a concept of time. The IRR is calculated by compounding the time it takes to enter a profitable point. There is a limit to the evaluation by simple profit rate calculation that does not consider time. Internal rate of return (IRR) is the interest rate at which the net present value of all the cash flows (both positive and negative) from a project or investment equal zero. Internal rate of return is used to evaluate the attractiveness of a project or investment. If the IRR of a new project exceeds a companys required rate of return, that project is desirable. If IRR falls below the required rate of return, the project should be rejected (Investinganswers.com, 2017). When a minimum desired rate of return is 12%, the present value of project is calculated as $ 1,646. Because the IRR is positive, Imperial Airways Ltd. should accept this project. 75000/1.12 + 75000/(1.12)2 + 75000/(1.12)3 + 75000/(1.12)4 + 75000/(1.12)5 + 75000/(1.12)6 280000 50000/(1.12) 4 + 10000/(1.12)6 = 308355.6 280000 31776 + 5066.3 = 1645.9 As the result, Present Value of the Project is $ 1,646. When a minimum desired rate of return is 12%, the present value of project is over than zero (calculated as $ 1,646). Thus, the internal rate of return is more than 12%. (10) Year1 Inflow1 + Year2 Inflow + Year3 inflow = $22,000 Inflows from Year1 to Year 4 = $28,000 The payback period is between Year 3 and Year 4. Accurately calculated PBP = minimum period + shortage of inflows / inflows in event = 3 + 3000 / 6000 = 3.5 As a result, payback period is 3.5 years. REFERENCE Abogun, S. and Fagbemi, T. (2011). The Global Debate on Budgeting: Empirical Evidence from Nigeria. International Business Research, 4(4). Ahrens T. (1997). Strategic interventions of management accountants: everyday practice of British and German brewers The European Accounting Review 6(4), 557-588 Anand, M., Sahay, B.S. and Saha, S., 2004. Cost management practices in India: An empirical study. ASCI Journal of Management, 33(1-2), pp.1-13. Becker, S. D., Mahlendorf, M. D., Schà ¤ffer, U. and Thaten, M., 2016. Budgeting in times of economic crisis. Contemporary Accounting Research, 33 (4), pp.1489-1517. Bruce, A., Buck, T. and Main, B.G., 2005. 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Reflective Essay: Grief and Bereavement Reflective Essay: Grief and Bereavement This essay is a reflective journey through the loss I have experienced in my life. The essay will discuss two models of bereavement, dual process and continuing bonds. Towards not only understanding self in the process of loss, but also to understand some of the theories used to assist those who are grieving. Relevant referenced literature will be used to demonstrate understanding of the models of loss chosen for the assessment. The loss that has impacted my world most recently began with the wonderful knowledge of pregnancy. That beautiful piece of news set in motion a series of events beginning with the primary loss of membership within a band, which I had created and maintained for six years. The band was a manifestation of hopes, dreams and realisations I had carried since childhood and finally began actualising in my early thirties. The secondary losses were simple I thought, as in losing the social network associated with being a band member, and the loss of a portion of identity. However, a major friendship was also lost in the process and this in reality lay far deeper than the apparent primary loss. This friend and fellow band member M was actually my x partner and soul mate, with who I had shared my life and musical experiences from the age of nineteen. Even though we had separated as partners we were still very close as friends and involved musically. I had lost my x, my best friend, my band membe r, fellow song writer, and pain in the butt. I acknowledge that adjusting to motherhood and the happiness of my new family life overshadowed the losses I was experiencing, and also my resilience, spirituality and being quite differentiated contributed to my ability to cope, move forward and adjust to yet another segment of my very interesting, challenging and rewarding life. Attachment and meaning, family systems, social support, cognitive process in adjustment and coping, are all factors and terms associated with the theories of loss and bereavement which have preceded and assisted Stroebe and Schut (2007) to generate the dual process model. Their model perceives a person oscillating between loss-orientation and restoration-orientation. Loss-orientation deals with the process of having a good cry and experiencing and dealing with the emotion of loss, and restoration-orientation deals with getting oneself back into feeling okay to proceed with life emotionally, physically and psychologically. Within this process of oscillation it is important to understand the need for both negative and positive thought processes within both loss and restoration. Furthermore it is important that one experiences and adjusts to both aspects of thought processes in life, even when it appears that loss is not perhaps a prominent focal point. Stroebe and Schut (2004) discuss how attachment theory plays a role within the dual process model, by aligning loss-orientation with the experience associated through loss of a relationship where the bond of attachment is deep. Secondly their restoration-orientation process can align with cognitive stress theory by making use of tasks or coping strategies to assist a grieving person to find balance in their process of loss. The strength of the dual process model as Stroebe and Schut (2004b) explain is the ability to understand that people fluctuate between positive and negative thoughts and emotions. Additionally by applying certain aspects of cognition tools and the understanding of attachment, a balance between the swaying emotions and thoughts can be normalised and processed in a comfortable and personal manner as adaption takes place. In my experience of grief I certainly experienced the swapping of emotional positions such as sadness that our friendship had ceased, and feeling okay that M wanted to disconnect. I am able to reflect with both sadness and joy, when I ponder our shared love and experiences. However I also take great strength from my husband and son, my parents and siblings in an almost unconscious process of living and loving. Continuing bonds resonated with me in that it recognised attachment bonds dont disappear when one experiences loss or death, instead the connection and bonds change and continue. Klass and Walter (2004) explain continuing bonds as recognition that the human condition in both life and death is far more complex and unique than many theorists previously had argued. In addition research discovered that many diverse people carried on conversations and relationships with the dead. Klass, Silverman, Nickman (1996) relate that continuing bonds means that those left behind feel a real sense of the person they have lost, either unconsciously or on a conscious level, therefore their changed relationship with the deceased is a continuous process of adjustment. It is now realised people dont get over a loss of a loved one, they continue to have an internal relationship or tell stories to keep their meaning alive. From what I have understood of continuing bonds dealing with grief, is simply not a s simple as getting over a loss, but a process of mourning, grieving, adjusting and changing. Packman, Horsley, Davies Kramer (2006) cite Hogan and DeSantis who refer to attachment in connection with continuing bonds such as reaffirming relationships, search for understanding, checking in with deceased, reconnecting, asking for guidance, and seeking to meet again, it seems the process demonstrates once more that attachment and love does not cease with the death or loss of our loved ones. Nadeau (2007) discusses continuing bonds around how families make meaning via conversations and shared feelings through storytelling, family conversation or verbalising experiences of the person who has died. In addition to dreaming, comparing and experiencing interpretations of personality, joining or linking of events or perhaps considering fatalistic observations, through which these processes assist a person to deal and adjust to the loss and life without the physical presence of their loved one. It almost seems ridiculous in my mind to consider those Ive lost in life as being completely gone just because they died or have disconnected their friendship. In my personal culture of beliefs, values, and spirituality, death is but a single part of an enormous cycle where as human beings we experience the physical plane of existence, which is only a fraction of our total cycle of being and knowing. The process of writing this assessment has made me consider exactly what losses I have experienced. I began by making a time line of losses, and realised that through death I had lost four grandparents, friends, one x mother-in-law, and one current mother-in-law, nine cats, one bird, and one dog. The losses consisted of my heart at least three times, contact with aunts and uncles, and my cousins, jobs, dreams, my band, friends, even my respect at certain times, and the most significant friendship of my life prior to meeting my husband and my baby. Through contemplating my losses I can identify with certain aspects of poor self-esteem that has occurred in my life, and understand how feeling unworthy of certain considerations from friends is mixed in with the manner in which I handle loss in general. Being strong inside even though I feel alone is part of the coping mechanism loss in my life has taught me. For me being differentiated and resilient are the real keys to handling lifes my riad of experiences. Walsh (2006) suggests that beliefs and values build our cultural and family historical story that in turn builds resilience, which is strongly tied in with ones spiritual beliefs and life meaning. Weiten, Lloyd, Dunn, Hammer (2009) cite Gallagher and Chase who suggest that children benefit immensely from having their sense of resilience strengthened and nurtured by cherishing close relationships between children and parents. Resilience can help with the development of coping strategies, for example how to release anger, or help children be able to differentiate between risk assessment of traumatic event and management of possible danger. Furthermore the importance of relating and sharing of values and beliefs, not only in self, but also in a wider social arena, and encourage the ability to see and endeavour towards a positive future. My sense of myself as a differentiated and resilient person has also been a driving force behind my search of spiritual answers outside my birth religion. I live my life through my sense of spiritual knowing, which I align with the Buddhist concept of dharma, reincarnation and karma. My foundation of spirituality and knowing in God as my belief and value system is how I function through lifes loves and losses. I now understand how positive functioning is interconnected with a sense of differentiation. Corey (2009) discusses, differentiation is the process of becoming an individual with a positive sense of separateness from family of origin, able to live life with an ability to accept responsibility for ones own emotions, thoughts, feelings, perceptions and behaviour. I am truly thankful for the two strengths of resilience and differentiation, as in whenever I feel alone in my experiencing of loss, be it as simple as feeling I have no one to talk to, I can draw from inside myself the strength to escape negative emotional spirals. I also have an immense sense of connection to a higher spirit and find great comfort in lifes meaning and feeling of universal love. Since life, love, death, loss and grief all are experienced, affected, and expressed, in highly individual styles and approaches it seems logical there should be different methods and theories attached to grief and loss counselling. Therefore when I look at the two models of dual process and continuing bonds, I feel it important to understand attachment in life and loss. Machin (2009) discusses that the sense of self and independence is born out of the relationships of attachment we experience across our lifespan. These attachments are what allow a person to develop resources such as coping mechanisms, resilience, and the predisposition towards either positive or negative outlooks on life as well as death and loss. Sigelman and Rider (2009) refer to Bowlbys theory of attachment, concerning how a person copes through lifes challenges and stages, which can depend a great deal on the style of attachment they have developed, such as securely attached opposed to avoidant or resistant atta chment. These attachment styles play out through life in the manner of relationships beginning with family relationships, meaningful friendships, and marriage relationships, a person experiences through life and through their losses. Sigelman and Rider (2009b) cite Parkes who in conjunction with Bowlby constructed their theory of attachment model of bereavement, based on the simple fact that loss and love are counterparts that cannot be separated. Furthermore our interpersonal connections are built through attachment and centred on the conveying and sharing of love. Machin (2009b) also considers that attachment styles are also impacted through family culture, especially in how a person is taught the norms, values and beliefs surrounding appropriate mourning and grief, and life and love. As I reflect on how I seek and find support around my loosing M as a close friend, the cultural influence and norm my family advocates, is that of behaving as if nothing has changed. Almost like sayi ng, what are you worried about, and ignoring any deep feelings that need sharing to complete the cycle of grief. In relation to attachment within my family history I would say I have learnt secure attachment as a child, but as I grew my sense of attachment to my parents and siblings had a feeling of separateness, which funnily enough I feel was the grounding for my sense of differentiation and resilience, self reliance, sense of spiritual belonging and an ability to have a positive life mindset. On the flip side that separateness I felt when younger was the underlying force behind my poor self-esteem which was an enabling factor in the attachment style of relationship I shared with M. No matter the type of grief or loss one experiences or suffers in some way or another, love is at the heart of the felt experience. Even if the loss is as simple as the loss of a job, or perhaps a beloved cat, or friend, a partner, a mother or father, sister or brother, or sadly a child, it is love that binds us, it is love that makes life and death worthwhile. Kubler-Ross (1998) put it very succinctly when she wrote, you should live until you die, no one dies alone, everyone is loved beyond comprehension, everyone is blessed and guided, and the hardest lesson to learn is unconditional love, everything is bearable when there is love, and finally the only thing that lives forever is love (p288). To conclude this essay I would reflect on the importance of a counsellor taking the time to experience and deal with lifes losses and loves. Whether one chooses a particular model or process to assist the journey of self discovery, it is important to understand the underlying concepts of the attachment bonds that are formed over a life span. The bonds we form also bring the love that not only continues but also fluctuates between positive and negative emotional balancing and adjustment.

Marketing Research on a Wig Store in Vienna

1. Executive summary †¢ Marketing Problem Introduce a new wig distributor to the Viennese market. †¢ Purpose of Research Project The purpose of the research is to find out if there is potential growth for a wig business in Vienna, and what kind of wigs are the most demanded. †¢ Method Primary research will be focused on understanding the needs and wishes of our major target group- religious Jewish women, secondary research will be focused on our positioning against competitors on the Viennese market. Qualitative Research The purpose of the qualitative research is to collect, analyze and interpret data by focus groups, which also include samples from wig collection to figure out the preferences of our main target group. †¢ Quantitative Research In our quantitative research the main aspect of consideration was the questionnaire that we distributed in main community centers (Beit- Halevi, Jewish Heritage Centre of Lauder Business School, Sephardic Centre and Main Syn agogue of Vienna). †¢ Qualitative analysis This topic is mainly about analysis of the focus group and finding out the results from it, analyzing them. Quantitative data analysis conclusion 6 With the result of our questionnaire and the comparisons with other data, we were able to reach precise results. †¢ Final analysis and results After all the collected data and its results, we have managed to find out the result of our research. †¢ Conclusion and recommendations Here we make recommendations and a final conclusion on the wig demand in Vienna, preferences of our main target group, how should our service look like and the growth potential of wig business industry in Europe in the role of new distributors. Appendix A – Questionnaire This appendix has the complete questionnaire, which our respondents answered. †¢ Appendix B – Questionnaire in Hebrew This appendix has the Hebrew questionnaire, which our respondents answered. 2. Statement of research pu rpose and objective 2. 1. Marketing problem 2. 1. 1. Marketing research Problem: The purpose of this marketing research project is to find out whether the wig business has any growth potential in Vienna. We would like to find out who could be our immediate customers and who could be our potential customers.We are looking to see if we currently have any competition in this industry in Vienna and what are the chances of there being further competition in the future. Additionally, we will try to figure out what is the market price for the 7 wig industry and adjust our products to the market price. We aim to study and understand how to make marketing research for the potential growth of the wig industry in Vienna. 2. 1. 2. Marketing decision Problem: For our marketing research project, we want to unravel the question of whether or not the wig industry has any growth potential in Vienna, Austria.This question will require us to answer more than one marketing question regarding this dilem ma. Firstly, according to the current state of our research we do not have any specific knowledge/information regarding the demand for wigs in Vienna, Austria, amongst different groups of customers. Secondly, we do not have concrete knowledge regarding our possible competitors in the wig market. In addition to that, as of the current situation we do not have any specific targets for the prices we would like to charge for our wigs and the preferences of our main target group. . 2. Purpose of research project In China there is a manufacturer of wigs called ‘Sarah Wigs’, and we would like to be its distributors in Europe. Our first milestone is Vienna, Austria. We want to conduct an exploratory research first of all in order to know the potential growth of the wig business in Vienna, Austria and then in case we get positive results- we will be able to open up a chain of wig store all over Europe and get profits from this business.Research Questions we will have to answer : †¢ †¢ †¢ How large scaled is market and demand for our product? Who are our potential customers? How large is demand on our product in Vienna? How can we find out there age, gender, respect of income and their willingness to pay for our product? 8 †¢ †¢ †¢ †¢ †¢ What are the prices we should be charging for our wigs? Will it be profitable for us? What are the main types of wigs preferred by Jewish religious women living in Austria? How should our service look like? What could be the potential demand for wigs in the future?Who are our competitors in a given market and how can we predict the level of sales we should expect over the next five years? 9 3. Research design and methodology 3. 1. Secondary research Before conducting primary research we needed to conduct secondary research. We divided secondary research into three parts. First we would gather information from the internet (from blogs, web-sites, discussions) and try to analyze general priorities, characteristics and values of Kosher wigs’ consumers who are married orthodox Jewish women.We knew it would be a great challenge to find out precise and accurate information about the demand and uses amongst married orthodox Jewish women who are also Viennese residents from the worldwide web, but still we knew that the information even if not 100% accurate and even though not going into much detail would be helpful for us to see what the demand for kosher wigs in Vienna is. We needed to have enough knowledge about kosher wigs’ consumers as well as about the rules and obligations according to the Jewish Halakha law.We found out that the Halakha law is the same for every married Orthodox Jewish woman, no matter of her place of residence, to cover one’s hair after getting married. Only after finding out some general information we would narrow our research and specifically focus on consumer behavior in kosher wigs’ market in Vienna. We would lik e to gather information from already existing wig companies located in Vienna. However, once again because the field of research is very narrow we had to research a lot and at the same time be very specific and accurate on what our research target was.For this reason we decided to contact Jon Renau an international wig company located in Vienna which provides kosher wigs/Sheitel with Kosher certification under the Bedatz Hecksher from the Bais Din of Rabbi Gross in Eretz Yisroel. Our third step would be to conduct an experimental research in a given wig company and observe the natural consumer behavior during natural circumstances. Our main research 10 question was to find out the current demand for kosher wigs in Vienna, Austria at present.We also wanted to find out the characteristics of the most desired and purchased wigs (paying a close attention to quality, length, and type amongst other things). We further wanted to find out what is the average price consumers are willing to p ay for kosher wigs. The main advantage of this kind of secondary research was that we would be able to gain reliable data from an already existing company and we would be able to use this data figures to plan for the future when it comes to our company. First as planned we gathered information from internet web-sites and blogs about Kosher wigs.We wanted first to find out what is the primary concern for a married orthodox Jewish woman wearing a wig. As we found out the main concern for consumers is to have the certified proof that the wigs are manufactured under rabbinic supervision according to Halakha law and that the wigs do not contain any Indian hair in them. We also wanted to find out the general attitude of a married orthodox Jewish woman towards wigs and correspondingly her willingness to pay for it. As we found out Jewish women don’t find wigs as a luxury but as a requirement and obligation required by the Jewish religion.For this reason Jewish women don’t fin d wigs as a luxury but as a pure obligation and requirement to properly observe their religion. For this reason their average willingness to pay for natural wigs is high and on average ranges from 900-1200 Euros. After secondary research would be gathered from the internet we decided to conduct secondary research from real businesses, from an already experienced wig company located in Vienna which specifically focuses on providing kosher wigs to married orthodox Jewish women living in Vienna. Taking into consideration all these facts we chose the Jon Renau company.Jon Renau is a family owned business that has become an international leading manufacturer of wigs, hairpieces, hair additions and hair extensions. We visited one of the 11 main representative offices of Jon Renau, which is located in Vienna. We contacted Andrew, the store manager, through his Rabbi- Rabbi Wolf and asked the following questions: 1. What percentages of your total sales are the sales of kosher wigs? Andrew t old us the following: â€Å"When we were opening representative office in Vienna we thought that demand for specifically Kosher Wigs wouldn’t be high taking consideration the small population of Jewish married women in Vienna.However nowadays according to our analysis on average 200-300 wigs are sold monthly to people living in Vienna out of which up to 30 are Kosher wigs. On Average it’s 10 % of our income and considering the small population demand turns out to be high. † 2. What the mostly desired characteristics of the purchased wigs are? Andrew said that it is very hard to answer this question because even in this narrow field taste is very different. However, he said that 60% of women purchasing kosher wigs prefer European natural hair, and the favorite colors are black and brown. 3.What is the average price a married orthodox Jewish woman is willing to pay for a wig? According to their statistics on average women are willing to pay 800 Euros and more, dep ending on the type of hair used, length, color and where the wig was manufactured. 3. 2. Qualitative research – focus group 3. 1. 1. General We conducted one focus group to collect our qualitative research data. There were eight women who attended and took part in the focus group. Our focus group was recorded and consisted of a number of open-ended questions. 3. 1. 1. 1. Group selection The selection of our members was based on the following criterion: 12 †¢ †¢Gender, they all had to be women Age, we wanted to have a wide range of ages. Anything from 18 years old to 75 years old. †¢ †¢ †¢ Religion, they all had to be orthodox Jews City of residence, they all had to be Viennese residence English speakers, as we will conduct the focus group in English thus all participants have to speak English. 3. 1. 2. Place Due to a lack of budget, we had to be quite strict with our expenditure costs and thus decided to limit the cost expenditures for the conduction of the focus group to an amount of no more than â‚ ¬500. This meant that we could spend up to â‚ ¬200 on a place to hold the event of the focus group.Knowing that all the women who would attend the focus group would be married orthodox Jewish women, we had to choose a modest (not too fancy) place where we could provide kosher refreshments. Hence, we conducted the focus group in the Lauder Business School Mensa, where we provided light refreshments and soft drinks. 3. 1. 2. 1. Asked questions The majority of the questions asked were open-ended questions. This will allow our participants to voice their opinion and have discussions with us and the other members participating. We will be asking the following question during our focus group. 1.Tell us a little bit about yourself? 2. How many wigs do you own and how often do you wear them? 3. What is your preferred color of a wig? Why is it preferred? 4. What do you consider a good quality wig and what types of hair do you like for your wig? 13 5. Where do you usually purchase a wig, and why? 6. What is the average price you are paying for a wig and what influences your decision? 7. Will the fact that the company is donating 10% of its revenues to a charitable organization influence your purchasing decision? 8. Which wig from our samples did you like the most, and which the least. Explain why? 9.Will you consider buying a wig from us- ‘Sarah Wigs’ in the future, and if so how much would you pay for this. 3. 3. Sampling plan In the beginning of the project we faced a decision upon what sampling methods to use. We decided to use cluster sampling (probability samples) for our questionnaire and convenience sampling (nonprobability samples) for our focus group. Cluster sampling: this type of sampling first divides the targeted population into subpopulations. We took our Viennese Jewish population and divided it into three subpopulations where we were mostly likely to encounter orthodox Jewish married w omen.We divided our population into the following subpopulations: †¢ †¢ Jewish ethno groups – according to synagogues Jewish schools in Vienna – where mothers pick their children up Convenience sampling: this form of sampling obtains a sample from convenient elements. This means that participants are selected because they fit the criterion of those people who we seek to obtain information from. We used this form of sampling for our focus group and approached the women in places where we know they are most likely to be orthodox Jewish married women. 14 3. 4.Data collection instrument To answer the main questions we had in our project proposal plan we came up with a questionnaire and a list of questions for our focus group. These questions had to answer our four main questions from the proposal but even more so in further depth. Our four main questions in the project proposal were as follows: 1. Who are our potential customers? 2. What is the current demand for wigs in Vienna, Austria? 3. What are the prices we should be charging for our wigs? 4. What could be the potential demand for our wigs in the future?We conducted a questionnaire to answer these questions in more depth and detail. The purpose of the questionnaire was to answer the following questions: 1. Do you live in Vienna? This will answer our questions about roughly how many customer we will have in Vienna, as we will open our store in Vienna. 2. What is your age? This will be helpful for our general information about our potential customer. 3. Which ethno religious group do you belong to? This will answer our question about what ethno groups are residing in Vienna and if these ethno groups are the ones who pay much emphasis to the wig wearing Halakha law. . Which movement do you belong to? This will answer our question about what streams of Judaism do those potential customer who are residing in Vienna belong to and if these Jewish streams are the ones who pay much emphasis to the wig wearing Halakha law. 5. Have you ever used a wig? 15 6. Why not? These two questions above will allow us to see if this individual is a potential customer for us. 7. Do you own a wig? 8. Why not? These two questions above will allow us to know which individuals are potential clients and which are not. 9. How many wigs do you own?This will allow us to have a rough estimate of what the demand for wigs will be. 10. How often do you purchase a new wig? Here we will answer our question of what is the frequency in which these women purchase new wigs. 11. How often do you use wigs? Here we will be able to see who will be a more frequent customer and who will be an occasional customer, as a woman who will tell us that she uses her wig on a daily basis is one who is likely to purchase new wigs more frequently, whilst a woman who tells us that she rarely uses her wigs is one that is less likely to be a frequent potential customer of ours. 2. What color of wig do you prefer? This will answer our question regarding the preferences in the colors of wigs that our potential customers will have. We will be able to know what colors are most favorable amongst our potential customer group and thus assist us in knowing what products we should supply and more or less in what quantities. 13. What type of hair do you prefer? 16 Likewise, this will answer our question regarding the preferences in the type of hair for the wigs that our potential customers will want.We will be able to know what hair type is most favorable amongst our potential customer group and thus assist us in knowing what hair type wigs we should supply and more or less in what quantities. 14. What types of wigs do you mostly own? This question will once more give us further in-depth regarding the preferences of the types and styles of wigs that our potential customers like the most and will assist us in knowing what wigs we should supply at our store, once opened. 15. What is an average price of your curr ently owned wigs? ( in â‚ ¬) This question will allow us to know the average price we should charge for our average wig. 6. What is your net family annual income( in â‚ ¬) This will further give us insight about the abilities of our potential customers. We will be able to see roughly what socioeconomic group we are dealing with and thus adjust the products we supply accordingly. 17. Where did you buy these wigs? This question will allow us to see who our main competitors are which will allow us to further investigate and after investigation plan a means to provide our potential customers greater satisfaction than they currently get from our competitors. 18. Have you ever heard of our company?This question will allow us to see how many of the potential customers know about us and about the service we plan on providing. It will allow us to see how much marketing we need to do, where and to whom. 19. Where did you hear about it? 17 This will allow us to see in which places we are already known and in which places we are not yet known. 20. Will the fact that a company is donating tithe from every sold wig influence your purchasing decision? This question will answer a few matters of interest that we have in finding out. †¢ Firstly, it will give us further in-depth into how we need to conduct our marketing campaign. Secondly, it will allow us to promote ourselves to our potential customers and future potential customers by creating an image of our company, as a company who does charitable work and so on and so forth. 21. What would you expect from your new wig? This will answer our question of what are the main expectations our potential customers have from purchasing a wig and thus allow us to meet these criterions. The purpose of the focus group was to answer the following questions: 1. Tell us a little bit about yourself? Find out a bit more about our potential customers; get some more insight to their personal life, religious life, etc.Get insight in to what ethno religious group do they belong, what religious stream do they fellow and so on and so forth. This will answer our question about what ethno groups are residing in Vienna and if these ethno groups are the ones who pay much emphasis to the wig wearing Halakha law. 2. How many wigs do you own and how often do you wear them? Here we will be able to see who will be a more frequent customer and who will be an occasional customer, as a woman who will tell us that she uses her wig on a daily basis is one who is likely to purchase new wigs more frequently, whilst a woman who tells us that 8 she rarely uses her wigs is one that is less likely to be a frequent potential customer of ours. (We acknowledge the fact that different ethno religious groups have different frequency usage, part of the time they may wear a wig and part of the time they may use headgears) With regards to the part of the question concerning the quantity of wigs they own, this will allow us to have a rough es timate of what the demand for wigs will be. We will also be able to see the frequency in which these women purchase new wigs. 3. What is your preferred color of a wig?Why is it preferred? This will answer our question regarding the preferences in the colors of wigs that our potential customers have. We will also be able to generate information about underlying reasons of the preferences of our main target group. This will assist us in knowing what products we should supply and more or less in what quantities. 4. What do you consider to be a good quality wig and what types of hair do you like for your wig? This will allow us to have further insight regarding what quality are our potential customer looking for when purchasing their wigs.What criterion do our wigs need to meet in order for them to consider it to be a good quality wig. With regards to the second part of the question this will help us to understand the preferences in the type of hair mostly demanded. 5. Where do you purc hase your wigs? Please specify the name of the store, the name of the website, the name of the magazine, or the name of the factory from where you order it, and why? This will give us information about who our main competitors are and what competitive advantages do they have. 10.What is the average price you are paying for a wig and what influences your decision? 19 This will give us insight about what are the prices our potential customers are willing to pay for a wig and thus will allow us to adjust our pricing accordingly. 6. Will the fact that the company is donating 10% of its revenues to a charitable organization influence your purchasing decision? This question will answer a few matters of interest that we have in finding out. †¢ Firstly, it will give us further in-depth into how we need to conduct our marketing campaign. Secondly, it will allow us to promote ourselves to our potential customers and future potential customers by creating an image of our company, as a com pany who does charitable work and so on and so forth. 7. Which wig did you like the most and which of the wigs did you like the least? Please, explain why. After providing the sample wigs to our focus group members, we will able to have a better understanding of the priorities our target group has. 8. Would you consider buying a wig from us (Sara’s Wigs) in the future and if so how much would you pay for this wig?This will show us how many potential customers we in actuality have. This will give us insight about what are the prices our potential customers are willing to pay for a wig and thus will allow us to adjust our pricing accordingly. The last two questions were presented to our participants after having shown the sample of our wigs. 3. 5. Experimental research The main purpose of our experimental research was to observe consumer behavior and find out if the kosher wig market business is profitable in Vienna. Thanks to the Jon Renau 20Company and their extremely kind st ore manager, Andrew we were able to conduct this experiment for one month. Our experiment was of such a nature: †¢ For one month we observed consumer behavior with which we were able to answer following questions: ? On average how many kosher wigs are sold in a month? ? What are average monthly profits that the company makes? ? What wigs do customers like best? ? What wigs do customers like least? We observed that out of 280 wigs sold in a given month 27 were kosher wigs. The profits made from these 27 wigs amounted to 24,400 Euros. 8 wigs purchased were European manufactured ones, and most desired colors were black, brown and blond. Surprisingly to us the most desired length of wigs was short and customer ages ranged between 23-50 years old. This experiment was extremely advantageous to us as we were able to observe consumer behavior in a natural environment without any artificial questions to which people had to think and answer theoretically. 3. 6. Data collection and data e ntry In order to make more in-depth marketing research we had to do secondary research as well as primary research.Secondary research was divided in two parts. †¢ First we searched for general information and opinion about what are the main concerns and characteristics of Kosher wigs in Internet (from blogs and web-sites) †¢ Only after that we narrowed our research and focused on one specific company who sells kosher wigs in Vienna. After secondary research we conducted primary research and also divided it into two parts; qualitative and quantitative. We conducted focus groups where we used non- 21 representative (convenience sample).We specifically chose married Jewish orthodox women who would discuss their opinions and concerns and give us sufficient information to help us see what the demand for kosher wigs in Vienna, Austria is. In quantitative research we used cluster sampling. In our research we applied the following types of research methods: †¢ Secondary resea rch ? Information gathering from already existing sources ? Experimental research †¢ Primary research ? Survey ? Focus Group 22 4. Data analysis and results 4. 1. Qualitative data analysis & results †¢ Is there a demand for a new wig store in Vienna?According to our focus group we have seen that our main target group, Jewish religious women are greatly interested in a new wig distributor in Vienna. Due to the fact that covering one’s head in Jewish religion is both – a Torah commandment and a tradition, the percentage of women wearing wigs is very high among all Jewish religious women, namely Ashkenazi Jews and some Sephardic. For instance, after conducting a focus group we understood that a lot of different aged women are ready to purchase wigs for themselves and their daughters, cousins, and sisters , etc. and that there is a demand for a shop offering kosher certified wigs. However, the exceptional cases comprised low- class women, which thought our prices to be too high. Low-class women thought there is no need for a new wig distributor in Vienna, they didn’t like our price ranges and claimed that there are already stores offering wigs, and moreover it is much cheaper to order wigs online. Even after suggesting that we would like our price to include 10% â€Å"mesuda†- donations to poor children and orphanages, they were not willing to pay â‚ ¬1200 for a wig, a price of wig charged by our suppliers, the company ‘Sarah Wigs’ in China.We explain it with two reasons. First of all, donations are obligatory in Jewish religion, and a person should anyways donate 10% of his income to charity, so there is no need for our suggestion to those people who are scarce of monetary resources. Secondly, religious life can be sometimes very expensive, including higher costs on kosher food, maintenance of a lot of children, costs on accommodation in the Jewish districts. Therefore, low-class families cannot afford purchas ing a wig for this price. However after watching sample wigs we offered they agreed the quality to be 23 ood, and admitted they would like to receive such kind of a wig as a present. Since our target group is initially middle-class and wealthy women it would be a challenge assessing them. Surprisingly, we found out which kind of service our potential customers would like to experience. In order to understand the psychology of these women, we should look inside the traditions and rules of life according to which these people have been living almost for 6000 years. They are very modest and extremely conservative. While the conversation they complained about the lack of privacy in the wig stores.For instance, some of them consider showing their hair among other women as something of an immodest behavior. So one of their wishes was to have a private service in a wig store, where they could feel comfortable and try all the variety of wigs. However some of them didn’t have problems with trying out wigs in a common hall. General reception of our sample wigs was very good. Independently of the age, annual income and ethno religious group, they liked the quality of our wigs. They liked the type of hair used, how naturally they looked, and the way they are made, the material used inside.In conclusion, our focus group and the reaction to the samples provided indicate that there is a demand for a new wig distributor in Vienna, offering one-to-one service. †¢ What is the average age consumption in the market? And how much they are willing to pay? We described our main target group as Jewish religious women, but who is considered to be a woman in a Jewish religion. Is there any specific age when girls become women, and start covering their heads? After an extensive research conducted on our target group, we found out this is not about a specific age.For instance, a girl becomes a woman after getting married, and since she is married covering her head is obligato ry. Therefore, the average age consumption for 24 our product is 18 – 82, as 18 is considered the allowed age to get married in Judaism (YAAKOV, 2006) and 82 is the average age of death among women in Austria (Pavlov, n. d. ). Due to this fact, women of different ages participated in our focus groups. We found out that the demand for our product didn’t depend on the age, but rather on the income and social level of the family of this woman.Our first focus group mostly consisted of women of a middle and high class, with annual income higher than â‚ ¬20,000. They were very surprised with the prices we offered for our wigs. When we showed them our sample wigs, they were willing to pay more than â‚ ¬1500. Our second group was quite intensive about pricing, and said their purchase decision depends highly on the purposes of their purchase. For instance, a lot of women have more than one wig. Purchasing a new wig for a special occasion, celebration or holiday is very po pular.Therefore, they were ready to pay more for a holiday wig. A holiday wig is the one usually with a natural hair, handmade and preferably a long one. Moreover, the fact that we are going to donate 10% of each wig bought to charity was perceived very positively by women of middle and high class. In a nutshell, we understood that for all the women the price is mostly connected with the hair type we use in our wigs, whether it is handmade, and its readiness to be worn. Surprisingly, we found out interesting moment in a consumer behavior of our main target group.When a woman comes into a shop, she wants to see the final product, the wig ready-to-wear, which should be only adjusted with small details. †¢ Which preferences do our customers have mostly? We noticed two main preferences our target group has with regards to the length of the wig and also the type/quality of the wig. 25 Surprisingly it was the opposite of what we were expecting. We were sure that the younger generatio n would prefer somewhat fashionable and longer wigs than the older generation (that would rather prefer stricter and shorter wigs).However what we noticed was that the younger women prefer the strict and middle-length wig because they are going to be married or just have been married and they are still very excited about the idea of a wig, the meaning behind it (that a woman should show her real hair only to her husband because the hair is a very sensual thing). But the older women are more likely to purchase longer wigs with different haircuts because they would like to innovate with their style. For instance, they ate tired of the same image all their life.About the type and the quality of the wig almost every woman in our focus groups agreed that it should be handmade and only natural hair. The style of the wig they prefer was quite different, but women were opened for innovations. Mostly all women are accustomed to wearing a wig with a bang, for it seems to be more natural. But nowadays we are living in the 21st century, there are more innovations with every passing day- women are expecting their new wig to look natural without a bang. Moreover, part of the women was at first hesitating about Asian hair we use but after we gave them our sample wigs for a trial, they changed their opinions.In order to further create a positive image of our company, we need to think about some women- community events in which we will be able to demonstrate wigs to women who are still hesitating about the quality of the Asian hair. †¢ How our service should look like? According to our focus group we came to several conclusions with regards to the service we should provide to our customers. On the one hand, our main goal is to ensure that our shop doesn’t contradict to any Torah commandments, Jewish laws and traditions.The first and the most important thing for us would be to ensure that all wigs are kosher, that they don’t contain 26 Indian hair. Almost all women agreed that absence of kosher certificate on the wigs would influence their purchase decision greatly (they will not purchase it). The next thing would be to provide private room for women who do not feel comfortable trying wigs in the common hall. For instance, some of the women consider showing their natural hair even to other women immodest. Our staff members will also be only female, in order for all the women to feel convenient.On the other hand, our target group will not only be satisfied with a purchase of a good quality wig. They don't know how to treat their wigs in order for them to stay in the same shape they were bought. The women complained a lot about the â€Å"Internet shopping†, they felt being left alone after purchasing the wig. Therefore we are going to introduce the â€Å"buy and stay† concept. We will offer a ‘beauty salon’ service that will be specialized in taking care of wigs. ‘Sarah wigs’ will send one of their stylists that will be responsible for this specific service.Right after the women chose a wig from our variety, the stylist will adjust it to her head. Afterwards a woman will be able to bring her wig for a wash, restyling, or any other required procedure. Of course the prices for the women, which purchased our wigs will be significantly reduced. With the help of this salon we will make our customers feel more secure. They will know that we are nearby and ready to help with any problem that might occur. In addition we decided to provide a 3-5 years guaranty for our wigs (the number of years will depend on the precise wig).We want to do so because we see the scarcity of trust among our target group. 4. 2. Quantitative analysis and results With our data collection we gained answers to our research questions. The following information is the analysis of our questionnaire: 27 †¢ Question 1: With the collected data we identified the percentage of women who are living in Vienna. As i t seen in Table 1 and Figure 1, 97% are living currently in Vienna, and 3% are not. Do you live in Vienna? Frequency Vienna Valid not in Vienna Total 243 7 250 Percent 97 3 100 Table 1: living in ViennaFigure 1: percentage of people who live in Vienna 28 †¢ Question 2 In the following graph you can see the distribution of the responders by age: 15-25 years11%, 26-35 years- 20%, 36-45 years- 33% (the majority), 46-55 years- 22%, 56-65 years7%, 65+ years- 5%. With this information we can determine our target group, to which we will address our products. What is your age? Frequency 15-25 26-35 36-45 Valid 46-55 56-65 55+ Total Missing Total System 28 50 81 54 18 12 243 7 250 Percent 11 20 32 22 7 5 97 3 100 Table 2: age of respondents Figure 2: age of respondents 29 †¢ Question 3:In this question we determined to which ethnicity group each respondent belongs. Ethnicity group determines the traditions, and after- the different moves in the Judaism, to which the religious women belong. For each ethnicity group there is different traditions regarding the usage of the wig. As seen in the table and the figure below, there is a large majority- 70% of Ashkenazi women, and 27% of Sephardic women. Which ethno religious group do you belong to? Frequency Ashkenazy Valid Sephardic Total Missing Total System 176 67 243 7 250 Percent 70 27 97 3 100 Table 3: the ethno religious groups of respondentsFigure 3: the ethno religious groups of respondents 30 †¢ Question 4: In this question we found the breakdown of the different movements of Judaism regarding the women in Vienna. As seen in the table, there is a large majority of women that belong to the Chabad- 70%. Then, the Gur movement with only 8%, Lithaim- 6%, Reform- 5% and Others8%. Which movement do you belong to? Frequency Chabad Gur Valid Lithaim Reform Other Total Missing Total System 176 20 14 13 20 243 7 250 Percent 70 8 6 5 8 97 3 100 Table 4: To which movement the respondents belong Figure 4: To which m ovement the respondents belong 1 †¢ Question 5 Comparison of total number of wigs owned and age of respondents. In the following table we compared the two variables, age and number of total wigs owned. The majority of women between ages 26-55 own 3-5 wigs (age 26-35: 11%; age 36-45: 30%; 4655: 10%). How many wigs do you own? What is your age? Count What is your age? 15-25 1-2 How many wigs do you own? 3-5 5+ Total 12% 0% 0% 12% 26-35 8% 11% 1% 21% 36-45 1% 30% 2% 33% 46-55 5% 10% 8% 32% 56-65 0% 0% 7% 7% 65+ 0% 0% 5% 5% 26% 51% 23% 100% Total Table 5: Comparison of age and number of total wigs ownedFigure 5: Comparison of age and number of total wigs owned 32 †¢ Question 6 In the following question we compared the frequency of purchasing wigs and the net annual income in the family of the woman. 30% of women that have 20,000-29,000 euro annual income are purchasing a new wig once in 5 years (the majority of that segment), the majority of the group of 30,000- 39,000 euro in come- 16%, is purchasing a new wig once in 2-5 years, and the majority of the group that has 40,000-49,000 euro income, as well as 50,000+ euro income purchases a new wig once a year (5% and 3%). How often do you purchase a new wig?What is your net family annual income( inâ‚ ¬) What is your net family annual income( inâ‚ ¬) less that 10,000 10,00019,000 20,000 29,000 once a year How often do you purchase a new wig? once in 2-5 years once in 5 years+ Total % of Total 1% 24% 42% 21% 9% 3% 100% % of Total 1% 18% 30% 4% 0% 0% 54% % of Total % of Total 0% 0% 0% 1% 5% 3% 9% 30,00039,000 40,00049,000 50,000+ Total 0% 6% 12% 16% 3% 0% 37% Table 6: Comparison of frequency of purchasing wigs and net annual income 33 Figure 6: Comparison of frequency of purchasing wigs and net annual income Question 7: †¢ In this table we measured the preference of wig colors.The majority of the women prefer black (39%) and brown colors (35%), 16% prefer blond wigs, and a small percent of 4% prefer grey hair, and 2% for red hair. What color of a wig do you prefer? Frequency black brown Valid blond red grey Total Missing Total System 98 87 41 6 11 243 7 250 Percent 39 35 16 2 4 97 3 100 Table 7: Preference of wig color 34 Figure 7: Preference of wig color †¢ Question 8: In this question we measured the percentage of respondents that prefer Asian or European hair. The majority (61%) prefers Asian hair, when 36% prefers European hair. Which type of hair do you prefer?Frequency Asian Valid European Total Missing Total System 153 90 243 7 250 Percent 61 36 97 3 100 Table 8: Which hair type do you prefer? 35 Figure 8: Which hair type do you prefer? †¢ Question 9: Here we determined the percentage of respondents that prefers factory made wigs or handmade wigs. The majority (62%) prefers handmade wigs, when 35% prefers factory made wigs. What types of wigs do you mostly own? Frequency handmade Valid factory made Total Missing Total System 155 88 243 7 250 Percent 62 35 97 3 100 Table 9: Preferable type of wig 36 Figure 9: Preferable type of wig †¢ Question 10:This table illustrates the preferable price of the everyday wig for the respondents. As seen, the majority of women are buying the wig for 401-600 euro (60%), 22% prefer to buy their wig for 250-400 euro, the small number of 6%, will pay 601-1500 euro, and 8% will pay 1501+. Average price of an everyday wig Frequency 250-400 401-600 Valid 601-1500 1501+ Total Missing Total System 56 151 16 20 243 7 250 Percent 22 60 6 8 97 3 100 Table 10: average price of everyday wig 37 Figure 10: average price of everyday wig †¢ Question 11: This table illustrates the preferable price of the holiday wig for the respondents.As seen in the table, the majority will pay 1001-2000 euro per one holiday wig (70%), 17% will pay 600-1000 eur0, and only 11% will pay 2001+ euro per wig. Average price of a holiday wig Frequency 600-1000 Valid 1001-2000 2001+ Total Missing Total System 42 174 27 243 7 250 Percent 1 7 70 11 97 3 100 Table 11: Average price of holiday wig 38 Figure 11: Average price of holiday wig †¢ Question 12: This table illustrates where the majority of the respondents buy their wigs. There is almost equal deviation between the 3 stores (32%- Magic hair team; 38%- Michaela Nagler; 27%- Stupnig Keg), and only 1% are buying in E-shops.Where did you buy these wigs? Frequency Magic hair team Michaela Nagler Valid Stupnig Keg E-shop Total Missing Total System 80 94 67 2 243 7 250 Percent 32 38 27 1 97 3 100 Table 12: place of wig purchase 39 Figure 12: place of wig purchase †¢ Question 13: This table illustrates the amount of respondents that heard about our wig store. The majority, however, never heard about us (65%). Have you ever heard of our company? Frequency yes Valid no Total Missing Total System 81 162 243 7 250 Percent 32 65 97 3 100 Table 13: have you ever heard about our company? 40Figure 13: have you ever heard about our company? †¢ Question 14: In the following table, we analyzed the percentage of respondents that heard about our company, and from where they heard about us. The majority heard about us from word of mouth (56%), 49% heard about us from Jewish websites, and only 42% heard about us from Facebook. Heard Frequencies Responses N heard from facebook where did you hear about us a Percent of Cases 42% 56% 49% 146% Percent 30 40 35 105 29% 38% 33% 100% heard from word of mouth heard from Jewish website Total a. Dichotomy group tabulated at value 1.Table 14: From where do you know our company? 41 †¢ Question 15: In this question we analyzed whether the fact that our company is donating 10% from our income will influence the decision of purchase. The majority (36%- mostly yes; 33%- possibly) will be influenced of this fact, and only 5% will not be influenced at all. Will the fact that a company is donating tithe from every sold wig influence your Frequency not possibly Valid mostly yes yes Total Missing Total System 13 8 2 91 57 243 7 250 Percent 5 33 36 23 97 3 100 Table 15: Influence of the fact that the company is donating tithe from every sold wigFigure 14: Influence of the fact that the company is donating tithe from every sold wig 42 †¢ Question 16: In this question we analyzed the net annual income of the respondents. The majority (41%) have 20,000-29,000 euro income, 24% have 10,000-19,000 euro, and only 1% has less than 10,000 euro income. What is your net family annual income( inâ‚ ¬) Frequency less that 10,000 10,000- 19,000 20,000- 29,000 Valid 30,000- 39,000 40,000- 49,000 50,000+ Total Missing Total System 3 59 102 50 22 7 243 7 250 Percent 1 24 41 20 9 3 97 3 100 Table 16: net annual income (euro) Figure 15: net annual income (euro) 3 †¢ Question 17: In this question we analyzed the importance of several factors that concern customer preference about wigs. Descriptive Statistics N I would expect my new wig with a low price I would expect my new wig to be handmade I would expect my new wig to be made in europe I would expect my new wig to be made out of Asian I would expect my new wig to have a guarantee I would expect my new wig to be of bright colours I would expect my new wig to be made out of natural matrial only Valid N (listwise) 243 243 1. 8724 1. 13735 243 3. 9712 1. 33423 243 1. 5638 . 70348 243 2. 473 1. 91364 243 2. 8765 . 68724 243 2. 0576 1. 29716 243 Mean 2. 0658 Std. Deviation 1. 08511 Table 17: customer preference about wigs 44 Figure 16: customer preference about wigs 45 5. Conclusion and recommendations After conducting the secondary and primary research we got to know that a place to a new wig distributor in Vienna can be found. We found out that there is a demand for product in the form we want to sell, and the service we want to provide. During the secondary research we were exposed to the competition that already exists in the market, but in order to have to have competitive advantage we will provide ‘buy and stay’ service, which will fill in the lack of security our customers have. In addition we came to know what are the exact preferences of our target group with the help of quantitative and qualitative analysis, which type of hair, length, color and style are in demand. With the help of the focus group we conducted, we understood the psychology of these women and underlying reasons for their consumer behavior. This will help us to market our product successfully, providing all the services related to it, and to communicate our company effectively.Moreover, we found Vienna as the representative capital city amongst big cities in Europe. Our research indicates that we can penetrate the Viennese wig market successfully, therefore we predict approximately the same level of demand in other major European cities. We can expect the growth of our company in Europe within 5-7 years. As a recommendation, it is required to make a further research on wig demand amongst cancer ill patients and wealthy p eople as part of our initial target markets. 46 6. Appendix 6. 1. Survey sample in English Questionnaire Nr. _______Wigs demand questionnaire Interviewer: Please read all questions to the respondent as they appear on the questionnaire. Only read the bold text. Interviewer instructions are in italics. Circle the figure corresponds to the respondent’s answer choice. Example : 2 Int. : Introduce yourself to the respondent. Mention that you are a business student conducting a survey as a part of marketing research class. Briefly inform the respondent that this survey is about a wig demand. At the beginning, may I ask you a few questions to determine if you are among the persons ho I am supposed to interview? 1. Do you live in Vienna? RESIDENCE If NO thank respondent and terminate interview. 2. What is your age? 15- ­? 25†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 1    AGE 26- ­? 35†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 36- ­? 45†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3    46- ­? 5†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4    56- ­? 65†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5    65+†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 3. Which ethno religious group do you belong to? Ashkenazi†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1ETHNICITY Sephardic†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2    4. Which movement do you belong to? Chabad†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 CHA Gur†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 GUR Litaim†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 LITReform†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 REF Other†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 OTH 47 5. Have you ever used a wig? Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1a? Q   7 USAGE No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2   a?Q 6 6. Why not? Record the first response REASON a? Q 21 7. Do you own a wig? Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦ 1   a? Q 9 OWNERSHIP No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2   a? Q 8 8. Why not? Record the first response REASON 9. How many wigs do you own? 1- ­? 2†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1    TOTAL

Child Poverty in New Zealand - 1119 Words

Child poverty is a major and complex issue that New Zealand faces today. The degree is far more severe than the publics perception and it is a problem that we cannot afford to ignore. A combination of factors contributes to child poverty, from individual causes at the micro level to the macro collective government involvement. This occurs partly due to social construction and it is potentially avoidable. The consequences can impact on both individual and to a great extent affect significantly on the country as a whole. If the issue is not resolved, the inequality will continue, if not worsen and becomes an ongoing intergeneration cycle. The poor get poorer and poorer, children can easily fall into the poverty trap where it becomes†¦show more content†¦Socio-economic factors are widely acknowledged as important determinants of poverty. If an individual experiences adverse living conditions in childhood, majority of them will have inadequate income and result in low socio-econ omic status as adults (Carroll et al, 2011). Children born in poor households have difficulty in accessing the basic needs (e.g. food, clothing, and good living environment) and this can affect their learning ability at school, unable to focus. In other words, they have a higher chance of dropping out of school or lower education attainment, unable to provide appropriate qualifications when they move onto adulthood, seeking for job opportunities. These children are finding day-to-day life tough, they are living in cold, damp houses, do not have warm or rain-proof clothing, their shoes are worn, and many days they go hungry (Childrens Commissioner, 2012). Often this has taken place over a long period of time, impacting on their development, behaviour and physical health furthermore limiting their potential as they grow into adults. Unemployment or underemployment can cause significant household stressors; parent may feel incompetent to meet the basic needs for their children, unable to make ends with financial problems. Consequently, individual seek alcohol and drug as a way to escape their problems. This could lead to child abuse; children who suffer from this can develop emotional,Show MoreRelatedChild Poverty Is A Reality New Zealand Essay1463 Words   |  6 PagesChild Poverty is a reality New Zealand. An ongoing health issue in New Zealand is poverty in children. Children are now living without the basic necessities each day in summer and winter to protect against New Zealand weather conditions. General needs that most New Zealanders take advantage of such as shoes that cover and protect their feet, raincoats that keep them dry walking to school and sunblock to protect from cancer in the future, are lacking for children in poverty. Poverty in children isRead MoreStructural Inequality Of The New Zealand1349 Words   |  6 PagesIntroduction: The presence of child poverty in New Zealand has been a long standing issue since before the 1990’s and continues to be prevalent in today’s New Zealand. Although child poverty can be linked to multiple causes, there is one major cause that is not widely discussed enough within the political world of New Zealand. 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