Got Milk Case Essays

Got Milk Case Essays Got Milk Case Essay Got Milk Case Essay Realizing that the dairy industry is declining and needed outside assistance, the California Department of Food and Agriculture formed the California Milk Processor Board (CMPB) in 1993. A few months later the CMPB released it’s famous ‘‘Got Milk? ’’ campaign. For this purpose they hired Jeff Manning as executive director and raised a reasonable budget for promotion. The ad agency Goodby, Silverstein and Partners (GSamp;P) created ‘‘Got Milk? ’’ with the CMPB’s $23 million annual budget. Previous campaigns had been intended at people who did not consume milk, but the agency’s research led it to target a sundry audience: people who were already milk drinkers. The consumers of California responded the campaign quickly, embracing the ads and also started consuming more milk. In USA outside California, the milk moustache ‘Got Milk? ’ campaign is jointly funded by Americas milk processors and dairy farmers: The Milk Processor Education Program (MilkPEP) and Dairy Management. The goal of the multi-faceted campaign is to educate consumers on the benefits of milk and to raise milk consumption. The campaign was founded on a milk deprivation strategy and recognized that milk is not often a stand-alone beverage. Its consumption is permanently linked to a select number of meals and food occasions. And also, perhaps, the only time anybody cares passionately about milk is when they run out. The campaign was very successful in the USA. BRIEF OVERVIEW AND FACTS * According to the Exibit#1 from 1980 to 1993 annual milk consumption in California dropped from around 29 to 24 gallons of milk per person. * Milk industry spends less than 10 percent what beer spent on media. The change in school district policy in 1982, which increases the options for children in lunch further reduce the milk consumption. * Two major reasons for declining in milk consumption are: the modern family size was shrinking and the number of working women had increased. * Hispanic population was increasing in USA (California in particular) and they drank significantly more whole milk than the rest of the populat ion. MAJOR ISSUES AND PROBLEMS * Got milk? Campaign was a huge success in California resulted in quick increase in milk consumption but it was not equally successful nationally or internationally. : National sales continue to decline for some time and then stables up to some extent but didn’t increased like in the California. * The milk market was declining market as compared to beverages market. Consumer study revealed that there are some reasons behind the continuous decline like proliferation of other beverages, lack of portability, lack of flavor variety, not thirst quenching, lack of consumer mind share and shared nature of consumption. * High price of milk in California during 1999 as compared to the rest of the country was another major issue as compared to its competitor beverages industry. Positioning milk as cool refreshing and energy boosting drink suffered due to its increasing prices also results in declining in sales. * Mind set of consumer. Although many people drink milk everyday, but still milk suffered a complete lack of consumer mind share. Milk has always been a somewhat forgettable beverage. * Media spending in the beverage categories approached $ 2 billion with half of the total accounted for beer and soft drinks but still Milk being a commodity suffered from lack of promotion as compared to the other beverages. Budget is also very low as compared to other similar category products. * Marketing expenditures are more or less concentrated on television advertising and billboards. Lack of BTL activities, experiential marketing and social event promotion were evident which can be one of the reasons of low recall and decline in consumption. * Considering the nature and storage limitation of milk the consumer attitude towards milk was wobbly and strong reasons to change the attitude were required. * Lack of support from the farmers and local milk processor results in small budget. Considering the size of the milk industry and high promotional cost running a successful nation wide campaign in small budget is rarely possible. Where Got Milk? Went wrong? * Hispanics were the major milk consumers in California; there population was increasing at a constant rate according to the US census. Initially when the ads were made it was found that running out of milk or rice in Hispanic family is not considered funny also the translation of got milk in Spanish is quite weird. * Got milk? took a step away from its deprivation formula in October 1997 and launched a new campaign of Drysville. But research revealed that Drysville campaign was unable to effect consumer’s immediate consumption or purchase decision. ANALYSIS OF PROMOTIONAL STRATEGY The ‘Got Milk? Promotional campaign has some objectives, Manning begin a grass root campaign keeping in mind the following objectives. * To change the public’s behavior about the consumption of milk and other milk products * To create the idea of ‘‘milk occasions’’ by associating the product with certain foods, recognizing that milk is not often a stand-alone beverage. * To control the decline in sales by persuading people to buy milk more often and in larger quantities. To achieve each of the objectives Manning carefully designed strategies, like changing behavior, in addition to attitudes, was done with carefully placed media. A consumption strategy focused on organizing the appropriate food with the time of day that a commercial was telecast (for example, a cereal commercial in the morning or late at night), because most milk drinking occurred at home. Beside the TVC, in 1998 CMPB launched a gravity tour. In this tour they travelled throughout the state high schools and featured top professionals and insisted on the importance of milk to young athletes and there bone density. In 2003 the CMPB took milks health message to a new level and developed the theme: strength comes from within† They also signify and highlight the importance of research on milk benefits including how to increase bone mass in teens and adult and prevent them from osteoporosis. PROMOTIONAL STRATEGY UPSHOTS The Got Milk campaign was very successful and worked more than the expectations. Following are some of the upshots of the campaign. * The original objectives of the campaign were exceeded. * ‘Got Milk? ’’ had overtaken the ‘‘long-running ‘Does a Body Good’ campaign in top-of-mind awareness by mid-1994. * The campaign objective to change behavior and increase milk consumption was also met. * Household penetration had increased from 70 percent in 1993 to 74 percent in 1995. * Results showed that, except for the first two months of the campaign, milk consumption in California increased over the previous year, while it declined national ly * Dairy Management, Inc. ’s decided to take the California ‘‘Got Milk? ’’ campaign nationwide in 1995 * The ‘‘Got Milk? ’’ campaign made its mark in advertising by collecting nearly every industry award * The CMPB reported that the campaign had a 97 percent awareness rate in California. HOW TO INCREASE AWARENESS AND DO BETTER IN FUTURE * As we can see in many of the commercials, individuals find themselves in an uncomfortable situation with a mouth full of dry or sticky food without a glass of milk. In print advertisements, celebrities are featured with the signature white mustache and got milk? in text. For an international advertisement we must create an appeal in the advertisement and ads should also involve a family environment or give a sense of oneness so that international user should associate themselves with advertisement according to their culture. Number of collaboration with other brands should be increased to cover the issue of low budgets. Got Milk name has itself a huge equity, CMPB can effectively use it to increase the awareness. * Social media is another cheap source of creating awareness. CMPB can also use YouTube channels, face book page and twitter to increase the awareness about milk consumption and spread the benefits of milk usage. * To increase brand recall brand persona should be created and endorsement through celebrities can be useful in communicating the awareness in advertising. As it can be seen the increase in price results in the decline of sales. Therefore, pricing should be competitive considering the other competing beverage industries. Also the flavored milk which is sold through vending machine must be priced bearing in mind the other beverages sell through vending machines. * Currently the BTL activities are on the lower side while experiential marketing was not used to create the awareness. Experiential activities at school and college levels to create awareness and product trial for new dairy product would be useful.

Practice in Using the Present Perfect in English

Practice in Using the Present Perfect in English Once you understand how to form the past tense of regular verbs, you shouldnt find it difficult to use verbs in the present perfect. All youll need to add is an auxiliary verb (also known as a helping verb)has or have. Using Has and Have With Past Participles Coupled with the auxiliary verb has  or have, a past participle can serve as the main verb in a sentence. Compare these two sentences: Carla worked here for five years.Carla has worked here for five years. The first sentence is in the past tense: Carla once worked here but no longer does. The second sentence carries a different meaning: Carla still works here. We use has or have with a past participle to describe an action that started in the past and is (or may be) still going on. This construction is called the present perfect. The past participle form of a regular verb is identical to the past form: it always ends in -ed: Olga has promised to help me.Max and Olga have finished the race.We have tried to do our best. The auxiliary verbhas or havechanges to agree with its subject (see Correcting Errors in Subject-Verb Agreement), but the past participle itself does not change: Carla has worked here for five years.Carla and Fred have worked here for five years. Use the past tense to show a completed action. Use the present perfect (has or have plus the past participle) to show an action begun in the past but continuing up to the present. Exercise: Forming the Past Tense and the Present-Perfect Complete the second sentence in each set with the correct form of the verb in parentheses. Use either the past tense or the present perfect tense (has or have plus the past participle). The first sentence in each pair will help you decide which tense is needed in the second sentence. Mr. Baggins lives in the house next door. He (live) there for the past eight years.We are still raising money for the scholarship drive. So far we (raise) over $2,000.I have gained five pounds since I started my diet. At the same time, I (gain) a craving for Milky Way bars.I watched the Jon Stewart show last night. Then I (watch) David Lettermans program.I have called you several times this week. You (call) me once last spring.Jenny frequently uses the new word processor. Kyle not (use*) it once.Several years ago I stayed two weeks on a farm. I (stay) in the city ever since.Addie shouted in my ear. I turned and (shout) right back.Lu ordered one book from the club last year. He not (order*) anything since.I have never tried to raise chickens. Once I (try) to raise hogs. * The negatives not and never often go between the auxiliary verb and the past participle in the present-perfect tense. Answers has livedhave raisedhave gainedwatchedcalledhas not usedhave stayedshoutedhas not orderedtried

Is it ever justified to kill animals Essay Example | Topics and Well Written Essays - 1500 words

Is it ever justified to kill animals - Essay Example r not but if to take into consideration the killing of animals in non-wild habitat it becomes obvious that all motives for this in the people’s world are explained by mankinds domination over the world of the living creatures. The problematic issue of this aspect is the question of appropriateness and justification of the killing animals for different goals of people. To begin with it is necessary to define the concept of animals. A well-known and scientifically proven opinion is that animals unite wild creatures as well as domestic ones. Consequently the question of interaction and life mission of humans and animals as biological kinds arises. They say people have to use products of animal origin in order to live – it is as for the domestic cattle and wild animals. As for the pets people receive such feelings as devotion, love, affection from them. From this point of view humans are perceived as consumers of animals’ positive effect on their lives in all levels from physical to moral one. Then there is a dilemma whether a mankind is a friend or an enemy of living creatures, whether people feel the responsibility for animals which were killed in order to be eaten by a human (meat and beproducts of domestic cattle, etc.) or to serve as an indicator of a luxurious life (furs, horns, heads of wild animals). There is no doubt that unfor tunately there are many other reasons for killing animals which are widely accepted and practiced in our life. Let’s see what are the pros and cons of this issue in more details. One of the main justifications often given for killing animals is that people are to maintain the viability and provide their physical needs in food and related needs in clothing (clothes from wool, fur, leather and so on). In this respect animals are perceived as creatures that are called for people’s trouble-free existence only. Then it appears that a human being is a tyrant who is guided just by physical instincts not by moral norms in his life.

Project management Assignment Example | Topics and Well Written Essays - 4500 words

Project management - Assignment Example Organisational Structure Project Team Structure The project is to be managed by a single project manager, reporting in to the Operations Director. The organisational structure chosen depends to a large extent on any methodology used and whether the organisation has any existing project management structures that are appropriate. For the purposes of this paper, it is assumed that there are no existing structures and the organisation does not have a preferred project management methodology. Projects are usually organised in one of three ways, according to Clements and Gido (2006 p.390): functional, project and matrix. The functional structure is typically used in organisations producing standard products and projects tend to be managed in-house, if they ever occur. The project-type organisation assumes that the project is a complete entity in its own right, with its own manager, team and resources. The projects are large, complex and expensive, taking years rather than weeks or days. T here may be several projects running at once, but they are independent of each other. The matrix structure is similar to the project-type structure, in that multiple projects run at the same time. However, the projects can vary in size and scope from a few months to several years, and the resources need to be co-ordinated across them all. It is similar to the functional structure in that functional expertise is retained. There is a functional manager as well as a project manager involved in organising the project and co-ordinating the resources. This classification of structures is mirrored in the Project Management Body of Knowledge (PMBOK) (Project Management Institute (PMI) 2004 p.28). Based on this brief description, the project-type structure would appear to be suitable. But before a final decision is reached, other possibilities should be assessed. If the PRINCE2 (Office of Government Commerce (OGC) 2009) methodology was to be used, a different organisational structure would b e recommended. This would comprise a Project Board, with three members (Senior User, Senior Supplier and Project Executive), to whom the project manager would report. The project could be a separate organisation, like the project-type structure above, or it could take place within another organisation, similar to the functional structure, depending upon the circumstances and the decisions of those involved (ibid, pp.31-43). The three roles on the Project Board represent the interests of the user, the supplier and the business (the Project Executive). The Project Executive is the ultimate authority of the project and may report into a Programme Board if the project is one of a number focused on achieving a particular set of outcomes. The Senior User represents the ultimate users of the project’s outputs who will take those outputs into business-as-usual operation. The Senior Supplier represents those who will provide the resources that create the project’s outputs. PRIN CE2 can be used for any size of project as it is considered a generic approach to project management, focusing solely on the management aspects of project management, rather than any specialist contributions (ibid, p.4). So arguably it could be used in this situation as well. This approach to project management organisation is also used by the Association for Project Management (APM), where the Project Board is referred to as the

Relocating Margaret Thatchers in the Workplace Essay Example for Free

Relocating Margaret Thatchers in the Workplace Essay Working environments are dimensions in which the individual’s skills, talents and production capabilities are put into the test. The war-like situation manifested in corporate arenas continues to post a challenge to each and every individual. It is a legitimized jungle wherein only the strong remains and the weak perish. Thus, for every struggle that is addressed, this spells sweet victory for the triumphant warrior. It is for this aspect that Karsten described the workplace a source of one’s â€Å"sense of self, power and prestige (162). † As the individual continue to climb the corporate ladder, his or her â€Å"sense of self, power and prestige (Karsten 162)† continue to increase. This is most especially true in scenarios wherein leadership roles are assumed and performed. However, a critical examination shows that holding power, garnering respect and expressing authority have exclusively remained in the hands of men. The opportunity to lead has been an exclusive right of males and women, despite of the strong campaign to uphold equality, are continuously pushed to the periphery. Women leadership remains a critical issue in the corporate environment. Despite of the efforts to render equal opportunities to both men and women, the actions taken, remained futile. Women as leaders are still seen from a derogatory perspective. As Spade and Valentine described, work places are no less than â€Å"gendered institutions† that operate under â€Å"inequality regimes (341). † Under this context, it can be argued that the so-called â€Å"inequality regimes† mentioned in this discussion, is no less than the hegemonic and oppressive patriarchal orientations that are highly manifested in various work spaces. Drawing on Dahrendorf’s distribution of power and authority (Lemell Noll, 52), it is evident that many working environments deprive women from having equal chances or access to positions that demand an exercise of power and control. Also, power legitimacy as for the case of women leaders are often questioned or blatantly ignored. While it is true that women have managed to acquire managerial positions, Ely et. al expressed that only 1 % of these females are CEOs of Fortune 500 companies or establishments (161). Likewise, Ely et. al mentioned that in terms of governmental positions and functions, only a small percentage of women can be observed. The seemingly under representation and to a certain extent—total absence of women leaders in the corporate world is triggered by society’s patriarchal culture. The practices seen in the business world reflect the manipulative and discriminating orientation of the patriarchal system. Under this context, societal roles and functions are highly determined by gender. Men are seen as the stronger sex whereas women are the exact opposite. Women are constantly confined into domestic roles. They are mothers and wives whose values and worth are best exemplified in the bedroom and kitchen. Thus, their entries into the workplace or business environments are often seen as a threat. In addition to that, this scenario highly contradicts the so-called â€Å"normative behaviors (Ridgeway 223)† of world. Leadership in business environments translates to performing firm decision, asserting authority and showing direct control, if necessary. Needless to say, these traits or characteristics are often played or portrayed by men. On the other hand, the idea of being a mere â€Å"follower† is relegated to women. Therefore, in the event wherein a woman leader practices authority, utilizes power and make decisions, these scenario is immediately dismissed as a violation of the canonical norms not only of the workplace, but also of the overall social structure (Ridgeway 223). The problem with women executives or leaders is that their socially-constructed roles are mixed with their corporate or work-related functions. The merit of their leadership skills and capabilities are based on how well they perform their overtly stereotyped duties and obligations. When women act like leaders, the patriarchal system immediately questions their efficiency via insisting the women’s highly biased and gender-based tasks (Ridgeway 223). As Ridgeway stressed, women leaders are initially seen as a woman, then a leader (223). Gender would always come first and leadership capabilities are only secondary. There are several ways in which women are prevented from acquiring leadership positions in the workplace. The first one is illustrated by the â€Å"glass ceiling concept (Goethals Burns 77). Under this context, women are blatantly deprived of acquiring leadership positions via unequal distribution of chances and opportunities (Goethals Burns 77). This is despite of eliciting commendable work-related achievements and success. The glass ceiling acts as a barricade that prevents women from being hailed as managers and executives despite delivering good results and performances (Haslett, Geis Carter 128). In addition to that, it is also evident that women are placed into positions or departments in which they cannot possibly harness their leadership skills (Goethals, Sorenson Burns 77). They are subjected into roles that do not engage into actual corporate management and decision making. Therefore, in the event in which women are recommended for promotions, their skills and experience readily lag behind. Or in such cases, a woman must shoulder the entire burden of exerting efforts and energy to prove themselves, but with no assurance that they will be selected. But then again even if some women were able to secure their positions on the corporate hierarchy, Goethal, Sorenson and Burns shared that this is no less than a defense mechanism used to avoid accusations of gender discrimination and inequality (77). Aside from the glass ceiling, the persistence of the seemingly omnipotent â€Å"old boy network (Goethals, Sorenson Burns 77)† is also instrumental in the under representation of women leaders. A critical examination of the old boy network clearly shows the strong attempt of men to protect their own interests (Sanchez et. al 240). There is the intention to keep power in the hands of the few and eliminate new players. This basically explains the degree of favoritism in promotions. Men often receive high preference compared to women not because they are better or more productive. Instead, this is just a way to preserve the patriarchal rule. Since majority of senior executives are men, their power legitimacy is highly acknowledged and recognized. This kind of prestige is then used by males to control, manipulate and safeguard their interests. Thus, to ensure that their power and authority shall remain, these executives are more likely to choose male protegees—individuals, who like them, present a common set of beliefs, ideologies and value systems. Lastly, the limited access of women to building social networks lessens their chances of being corporate leaders (Goethals, Sorenson Burns 78). Goethals, Sorenson and Burns mentioned that â€Å"informal gatherings† is a way for women to connect with other individuals in the business organizations (78). It is through these activities that women can further improve their social and communication skills—two of the most significant traits that leaders should acquire. However, these opportunities are hardly given to women. Other than obstructing women to create meaningful relationships and camaraderie, this scenario also inhibits females from having their own mentors and role models (Klenke 185). Mentors and role models serve as a support system. Through them, valuable knowledge and insights are shared and transmitted. Mentoring relationships help potential leaders devise sound decisions and appropriate solutions. Unfortunately, this right is highly exclusive to men. The struggles and challenges faced by women leaders in the corporate system is yet another gender issue that should be readily addressed. Leadership roles should not be equated to gender-based functions. Equal rights and opportunities should be provided to both genders and should not be an exclusive privilege of men. It should be stressed and remembered that leadership efficiency is determined by skills and performances, never by gender. Works Cited Sanchez, Penny; Philip Hucles; Janis Sanchez-Hucles and Sanjay Mehta. â€Å"Increasing Diverse Women Leadership in Corporate America: Climbing Concrete Walls and Shattering Glass Ceilings. † Women and Leadership Transforming Visions and Diverse Voices Eds. Jean Lau Chin; Bernice Lott; Joy Rice and Janis Sanchez-Hucles. Massachusetts: Blackwell Publishing, 2007 Ely, Robin; Erica Foldy; Maureen Scully and The Center for Gender in Organizations Simmons School of Management. Reader in Gender, Work and Organization. Massachusetts: Blackwell Publishing, 2003 Goethal, George; Georgia Sorenson and James MacGregor Burns. Encyclopedia of Leadership. California: Sage Publications Inc, 2004 Haslett, Beth; Florence Geis and Mae Carter. The Organizational Woman. New Jersey: Ablex Publishing Corporation, 1992 Karsten, Margaret. Gender, Race and Ethnicity in the Workplace. Westport, CT: Greenwood Publishing Group, 2006 Klenke, Karin. Women Leadership. New York: Springer Publishing Company, 1996 Lemell, Yannick and Heinz-Herbert Noll. Changing Structures of Inequality: A Comparative Perspective. Canada: Mc-Gill Queen’s University Press, 2002 Ridgeway, Cecilia. Gender Interaction and Inequality. New York: Springer –Verlag New York Inc. , 1992 Spade, Joan and Catherine Valentine. The Ka

Essay --

Jhumpa Lahiri is an Indian American author who likes to write mainly about the experiences of other Indian Americans. She is a very successful author. She won the Pulitzer Prize for her first novel and her fiction appears in The New Yorker often. One of those works from 1998 is a short story, â€Å"A Temporary Matter†, about a husband and a wife, Shukumar and Shoba, whose electricity will be temporarily cut off for one hour for five days. This seems simple enough, but as you read the story you find that maybe it’s their marriage that might be the â€Å"temporary matter† itself. The title is interesting from the beginning. It gives us hints about the setting, the characters and their situation, as well as plants the whole theme of the story. The story circles around two big things, the death of a baby and Shukumar and Shoba’s failing marriage. Although this is the case, it also focuses a lot on the little things. Lahiri uses small details to point out the pain and lack of communication between Shukumar and Shoba. When Shukumar thinks back to the last time he saw Shoba pregnant, he doesn’t remember if she looked happy or sad, he remembers the much smaller things, such as the cab. â€Å"Each time he thought of that moment, the last moment he saw Shoba pregnant, it was the cab he remembered most, a station wagon, painted red with blue lettering. It was cavernous compared to their own car. Although Shukumar was six feet tall, with hands too big ever to rest comfortably in the pockets of his jeans, he felt dwarfed in the back seat.† As incon siderate as it may seem, this is actually how many people remember important events in their lives. Important events don’t go through our memory as sequential narratives, but in a series of random feelings, sens... ... all of the little, yet important details. In the end, we understand that all this time Shoba has been trying to tell Shukumar that she has been looking for apartments and finally found one. Shukumar is relieved, yet sickened by the thought of her wanting a life separate from him. This shakes him into sharing information that is sacred to Shoba in hopes that it would always be her mystery; the sex of their baby. We are left with a cliffhanger. All we know is the information the last sentence provides us, â€Å"They wept together, for the first time in their lives, for the things they now knew.† Possibly them weeping is a sign of them coming together to grieve. It marks another turning point in their lives, much like when they lost their child. We just don’t know if that turning point is them staying together or weeping in knowing that they are going their separate ways.

Promote professional development Essay

Outcome 3: Be able to prepare a professional development plan 3.1 Select learning opportunities to meet development objectives and reflect personal learning style I need to ensure that my own training is up to date and current. I will source training courses and liaise with my manager to get authorisation for them. I work with my service manager to understand the organisational objectives for my role and to establish if I need training to meet these objectives. Sometimes I will only need to do some research to gain the knowledge that I need. As a trainer it is important that I attend refresher training to keep my skill up to date and in line with current legislation. We are all different and as such have preferred methods for learning new skills, by understanding the memory process we may be able to develop effective learning. The Atkinson-Schiffrin model described by Malim and Birch puts memory into 3 steps with the input of information going into the brain at level 1 which is the short-term m emory this information is then analysed and any unwanted information is discarded here. Anything your brain considers useful goes into the long-term memory where it is retained. However, if we do not recall certain information within 1-8 hours the possibility of recalling that information drops dramatically and the more time goes by without recalling it the worse chance we have of remembering it. By the time a month has gone by the information may be lost in the depths of our brain. This ‘lost’ information is not lost forever, it is possible to recall it but it may mean you will need to just relax and try and ‘clear your mind’ or it may mean you will have to read about the information again. As trainers we are not always able deliver training in a way that suits every individual. We need to understand the different methods of learning. Honey and Mumford are best known for their learning style questionnaire. This self-administered questionnaire determines your preferred learning style. The styles are: Activitists (Do) – Immerse themselves fully in new experiences; Enjoy here and now; Open minded, enthusiastic, flexible; Act first, consider consequences later; Seek to centre activity around themselves. Reflectors (Review) – Stand back and observe; Cautious, take a back seat; Collect and analyze data about experience and events, slow to reach conclusions; Use information from past,  present and immediate observations to maintain a big picture perspective. Theorists (Conclude) – Think through problems in a logical manner, value rationality and objectivity; Assimilate disparate facts into coherent theories; Disciplined, aiming to fit things into rational order; Keen on basic assumptions, principles, theories, models and systems thinking. Pra gmatists (Plan) – Keen to put ideas, theories and techniques into practice; Search new ideas and experiment; Act quickly and confidently on ideas, gets straight to the point; Are impatient with endless discussion. 3.2 Produce a plan for own professional development, using an appropriate source of support we have a Performance and Development process (PDP). Part of this process involves setting objectives and producing a development plan for the next 12 month period. I work with the service manager to produce a development plan that reflects my personal objectives and the objectives that are set . The objectives set should be SMART: Specific Measurable Achievable Realistic Time-limited 3.3 Establish a process to evaluate the effectiveness of the plan As part of the Performance and Development Process the objectives are reviewed every quarter. If the objectives have been meet new objectives can then be set. If the objectives have not been meet then the progress is discussed, it may be decided to modify the objectives if they are no longer SMART. As managers we meet regularly with our service manager and the HR consultant. We discuss the effectiveness of the process and any improvements that could be made.