Victim Blaming and Victim Defending Essay Example | Topics and Well Written Essays - 750 words

Victim Blaming and Victim Defending - Essay Example In most cases, people who are exceptionally familiar with victimology do not view the victim as the one responsible for the misdemeanor. However, knowledge about the prior rapport between the fatality and perpetrator maximizes the perceptions of victim blame for cases such as wife battery. In addition, most of the psychologists argue that the victim is not necessarily fallacious. Roy Baumeister; a personality and social psychologist, argues that showing the victim’s responsibility can be shrewd, contrary to typical clarification of meanness and aggression (Said & Hitchens, 2001). Furthermore, in these two concepts there are factors such as secondary victimization, just-world hypothesis, rape shield laws, sexual purity and family honor which are of crucial importance (Ryan, 1976). These terminologies are quite common in association to victim blaming and victim defending. In relation to this case, secondary victimization can be identified as the retraumatization of the abuse victim through the response of the community in general. For example in the case of battered women, the women might be blamed. For instance, they might be accused of not acting as to the stipulated guidelines set by the husband or even cheating on the husband. These are some of the most common acts that may trigger the husband to beat his wife. Hence, this phenomenon is identified as secondary victimization. Rape shield laws have also become common according to most jurisdictions. These laws are liable for protecting the alleged victim with respect to certain phenomena. Another common factor related to the issue of victim blaming and defending is sexual purity and family honor. This prevalent factor involves social relationships in which women are mostly blamed for their indiscriminate acts. Lastly, there is the just-world hypothesis issue which is also prevalent in issues related to victim blaming and defending. This aspect describes the phenomenon that people believe

T. J. Maxx breach Research Paper Example | Topics and Well Written Essays - 500 words

T. J. Maxx breach - Research Paper Example Due to the TJX breach not only TJX had to suffer but also different banks had to pay the penalty by reissuing the cards to their customers. Gifford (2009, p 65) states that the protocol in WEP was insecure as it was not encrypted properly. TJX Co. did not apply the obfuscation and encryption policies to protect the consumer data. The security software purchased by TJX was not implemented correctly by the IT department of TJX Co. weak firewall rules are also a major characteristic of the cyber security incident. TJX had to pay around $80 -$100 million as a cost of settlement. Hence, it is important to secure data instead to pay penalties (Matwyshyn, 2009, p.9). According to Matwyshyn (2009, p.10), risk management is an important factor which should be implemented in order to prevent recurrence. This made the attack more vulnerable in nature as it did not have to undergo any type of hindrance. A chief information security officer should be allocated who has information of where the customer data is stored and moreover which of the third parties have access to it. Matwyshyn (2009, p.11) suggests that the external reports of the breach should be given importance. for example if a customer gets access to other customer’s data on a website and reports to the company then it should be checked instead of ignoring the issue. There should be regular monitoring of the customer data and its screening should also be done on regular basis. This helps keeping an eye on the usage of data and to remain up to date. The access to data by the employees should also be limited. According to Ballad, Ballad and Banks (2010, p.110) privileges and access to databases should be given only to the people related to information security of the organization. There should be an eye kept on the employees who want to access data, harm it or use it for some other purposes

The arguments for human surrogacy Essay Example for Free

The arguments for human surrogacy Essay With reference to both religious and ethical views, explain the arguments for human surrogacy. [35] Surrogacy is when a woman carries a child on behalf of someone else. There are four broad types of surrogacy: partial, full, commercial and voluntary. Partial surrogacy occurs when the surrogate mother provides her egg which is fertilised either in vitro and placed through artificial insemination into the womb or she is artificially inseminated by the intended father’s sperm. Only in very rare cases would sexual intercourse take place. Full surrogacy occurs when the intended parents provide egg and sperm. In some cases a donor sperm/egg may be used. Commercial surrogacy refers to arrangements whereby a woman is contracted and paid to be a surrogate mother and to deliver a baby to the intended parents; in many countries this is illegal. Voluntary or altruistic surrogacy refers to a surrogate arrangement where the surrogate mother voluntarily offers to bear a child for another couple but not for commercial gain. Surrogacy of any kind raises many religious and ethical issues. In examining reasons why people may be in favour of surrogacy, a good place to start is the Christian view. Surrogacy tends to be supported by liberal denominations such as the United Methodist Church in America. Surrogacy could be a way in which an infertile couple could fulfil the Biblical injunction to, â€Å"be fruitful and multiply.† Children can compete a marriage and are a gift from God. Surrogacy could be an act of immense compassion and selfless service, in line with the teaching of Jesus: â€Å"When he saw the crowds, he had compassion for them,† Matthew 9:36. Voluntary or altruistic surrogacy refers to a surrogate arrangement where the surrogate mother voluntarily offers to bear a child for another couple but not for commercial gain. Her motives could be out of love or charity or self-fulfilment. The story of Abraham and Hagar is a Biblical example of surrogacy, although it does not necessarily condone or promote the practice. Christian and secular utilitarians alike support surrogacy. Utilitarians believe that man has a natural desire to reproduce based in human biology. The Utilitarian wishes to maximise happiness and minimise the pain of infertility. Since successful surrogacy will bring an enormous amount of happiness. When considering issues such as infertility we must not look at it in impersonal, philosophical terms. It is a problem that can only be truly understood at human level. Those that have never suffered infertility will not know the true pain these theorists are in agreement with such treatments. In the case of an infertile couple the utilitarian will look at the options available and strive towards to goal of conception. To quote Laura Bush, â€Å"For those who deeply want children and are denied them, those missing babies hover like silent ephemeral shadows over their lives.† Proponents of situation ethics also would support surrogacy, depending on the circumstances. This theory is in favour of reproductive technology if it is the most loving course of action in the particular situation. It is not absolutist. This theory says that individual situations are different. This theory believes that there is only one underlying principle: you do whatever is the most loving thing to do in a situation. Ethical rules are secondary. In the circumstances of an infertile couple you take the line of action which will be the most loving thing for a couple in their unique circumstances. Furthermore, surrogacy is an issue of personal autonomy and reproductive freedom. To a large extent in the western world there has been a tradition of giving couples the freedom to make their own decisions about childbearing and childrearing. The family has historically been a place with a right to privacy and beyond the intervention of governments. To some extent this has changed with the introduction of artificial forms of reproduction e.g. IVF treatment. If a couple deeply desires children, it should not be the government’s role to tell them what they can and cannot do. It could be argued that parenthood is a human right, because according to the UNHRD: â€Å"Parents have the exclusive right to determine freely and responsibly the number and spacing of their children.† Humans have personal sovereignty, which is to be free of the control or coercion of others. Therefore they should be allowed to make their own decisions about their families. After all, in most cases a surrogate child is a wanted child whose parents are prepared to go to extreme lengths to have them, suggesting that they will make very good parents. This alone could be enough to justify the practice. Surrogacy is generally supported within the homosexual community, because it enables same sex couples to become parents through the introduction of a third party. Ultimately, surrogacy causes us to rethink our views on family, marriage, sex and what makes a mother. Regardless of our views, we should be compassionate towards those suffering from the effects of infertility. You cannot understand their situation unless you have experienced it personally. To quote Elayne Boosler, â€Å"The Vatican is against surrogate mothers. Good thing they didnt have that rule when Jesus was born.†

Effects Of Technology On The Organisations Structure Management Essay

Effects Of Technology On The Organisations Structure Management Essay This essay will investigate the effects of technology on the organisations structure in reference to Perrows Study. In fact, the way Perrow analyses organisations looking into jobs delivered within the business, their capability to influence these roles to deliver various tasks and the choice of outcomes accomplished (Perrow,1979). Perrow states that in order to better understand the variations in structure and the degree of bureaucratization, we must understand the need for structure. Tasks which are not well understood makes such units difficult to bureaucratise is an essential organisational concern in 3DNetworks during its transition to an organic structure due to vendor change eventually affects its future organisational strategic structure. Finally, analysing Perrows prominence on the consequence of introducing a mixture of technologies into organisations (Perrow, 1986), in addition to Galbraiths case that technology can be a main determinant of uncertainty in the organisation and will facilitate easier understanding to the developing structure of 3DNetworks (Robbins Barnewell, 2006). In short, in 3DNetworks Australia, both structural change and technological change are of equal importance, since structural change can affect technological change and the opposite is true. There is some limitations to certain arguments as well as being aware of the importance of its considerations by management personnel will aid in proving whether technology is the sole determinant of organisational structure or whether it is the only one of many factors. During my early months into employment, 3DNetworks duties occupied are in selling a new telephone system, installing it and maintaining that system for number of years. Since 3Dnetworks were aligned with only one vendor this meant the same telephone system is deployed repetitively to businesses, creating ease of delivering systems for that one vendor. Such duties indicate a structure high in Centralisation and Formalisation, yet the most efficient structure was the mechanistic; task inconsistency and problem solving were low due to high predictability like referred by Perrow. He anticipated that task variability and problem analysability were positively correlated (Perrow, 1986). It is odd to find cases within 3DNetwork where duties such as installing a telephone system for the same vendor having few expectations experiencing problems which were not analysable carrying out that duty. Moreover, Perrow highlights in his theory the causes why duties performed with Single Vendor were implicit, predictable, routine and repetitive. 3DNetworks with various facts that the delivery and installation procedures were delivered with repetitiveness and all the risks were anticipated and mitigated. With such an approach, centralised and formal structure was advantageous since it guaranteed reduced training hours, ensured more profit and efficiency (Perrow,1979). As it is clearly obvious in the past year in 3DNetworks, moving from a single vendor to a multivendor technology will eventually translate into moving to a new complex structure over the years to come since the roles are moving to non routine creating uncertainty. Perrow and Galbraith typologies are the perfect fit for 3DNetworks since they both deal with the routines of responsibilities. While Perrow analyses the effect of routines on the level of the people carrying the job out, Galbraith looks deeper into the impact of routineness on parts or the overall structure of the organisation. (Robbins Barnell, 2006). 3DNetworks had to adapt, routinise and adjust to change with efforts given to management to reduce uncertainty in the future market than they are to allowing the organisation continually change and adjust in the interest of efficiency organisations deliberately or not, attempt to maximise the congruence between their technology and structure (taylor, 1990). This has resulted in a high level of formalisation in terms of standardising the tasks so that the presentation of 3DNetworks is uniform across not only Australia, but also across Asia-Pac. Therefore, many of the practices employees engage in routine and repetitive work for example; installing the telephone handsets. This portion of formalisation was vital for 3DNetworks since contracted employees reduced the need for highly skilled permanent ones who were only hired to carry a small range of duties like small office projects. 3DNetworks are currently endeavouring to control the outside influences since the mechanistic organisation seeks to stabilise and routinise its own business processes to establish internal efficiency (Robbins Barnell, 2006). This shows the significance influence of technology in the determination of organisational structure. The way in which technology has promoted levels of standardising employee behaviour is through the explicit rules that specifically state what is expected and what is not (Robbins Barnell, 2006). Moreover, procedures that specify how to deliver, install and support a phone system simplifies job, training and increases efficiency. As defined in our textbook (Robbins Barnell, 2006, p220), the result on one study that looked at 14 medium sized firms concentrating only on the two extreme cells-routine and non routine technologies and found support for Perrows predictions. Also, another study, covering 16 health and welfare agencies confirmed that organisations that do have diverse technologies and that the more routine the work that more likely it is that decision making will be centralised. These reassured Perrows predictions: work that was high in routineness was associated with high formalisation, as evident in 3DNetworks. Furthermore, standardizing duties into process to simplify delivery of new phone systems will reflect at employees behaviour after clarifying the requirements and steps of how to install the new systems. Contingency theories like Perrow argue that most companies attempt to deal with influences on a routine, predictable basis. In 3DNetworks even though managers believe it is the best way to minimise the effects technology has on organisational structure, theorists who hold the natural perspective note that various influences are important and can have a beneficial effect on the organisational goals and hence the structure of organisations. In both cases, contingency theorists as well as those who hold natural perspective provide support for the ideology supporting technology as a major determinant of organisational structure. (Borgatti, 1996) However, months into my employment organisational factors have altered 3DNetworks company structure. The Only one vendor strategy with NORTEL Networks which 3DNetworks was aligned with, declared bankruptcy. 3Dnetwroks realised the urgency to look at other alternative Vendors. The IT market is currently saturated and having to introduce new vendors means that 3DNetworks has to skill up its current employees while retaining its current level of competencies. While deciding on the number of additional new vendors to partner with and the strategy moving forward, the company witnessed a reign of high profile resignations that affected its operations. With these departures, 3DNetworks lost personnel of high calibre, systems knowledge which resulted in being non-routine. Such incident is a part in Perrows ways of how technology identifies the key aspects of structure. Eventually, it became apparent non-routine technologies require greater structural flexibility (Perrow,1986). This leads us to the following conclusion, that the effects of structure driving technological change are multi directional and 3DNetworks Not only does structural change drive technological change, but technological changes also have been driven by structural change. Since current staff are adopting new technologies, unexpected and no-routine duties, this push for structural change led to the emergence of an organic structure. So it is noticeable that technology is a major determinant of changes in structure, particularly for organisations like 3DNetworks. 3DNetworks is expected to be decentralised and delivering routine tasks became non-routine, such units became difficult to bureaucratise toward the end of the year. Moreover, differentiating the staffs duties to be completed are increasing and this will make it more difficult for the current employees to coordinate these new activities into the divisions and more resources is needed to apply in order to coordinate these activities such as training on new Vendor technologies. The existence of a higher interaction amongst all members began to emerge and slowly lower levels of formalisation became obvious. More discretion will have to be given to current staff to help them adjust to the non routines jobs of the new Vendors. The low formalisation, according to Perrow derives from an inability to write rules about constantly set of problems (Perrow, 1979). 3DNetworkss restructure reflects Perrows theory because current staff began performing new ways of phone installations that were unfam iliar and constant as they were performing many tasks normally completed previously by a selected team. Soon the levels of authority became blurred. Hence, our organisational structure changed, becoming more flexible and losing a high degree of its division of labour which led to an increase in the leniency and emergence of an organic structure. (Robbins Barnwell,2006) In addition, many theories argued that becoming the non-routine organisation does not come for free. It comes at a significant price of long periods of personnel training, professional employees, confusion, wasted material and unpredictable outputs (Taylor,1990). The duties variability with multiple vendors strategy exerted pressure and consequences affecting performance across all staff in the 3DNetworks were obvious. Galbraith indicates the importance of the link between duties and information. As duties are increasingly becoming uncertain, the new information required a sign off by internal stakeholders for the new various vendors to achieve the desired level of performance (Cyert March,1992). When 3DNA was aligned with Nortel, the routine duties of selling, installing and supporting a telephone system was all straight forward with programs in place that facilitated ease of delivery. Galbraith proposes the structure followed by any organisation is dependent on the depth of the process information in place and has a direct impact on 3DNetworks change in structure. Due to task uncertainty arises the need to have process information as stated by Galbraith. Current staff began engaging with new unfamiliar tasks for two new vendors introduced by management. This was a challenge for current staff to cope with the current level of work and absorb new tasks for two new vendors at the same time. Current staff had to be skilled up and certified to enable 3DNetworks engage with these vendors. Galbraith also articulated that an organisation should adopt a structure that allowed it to process information appropriate to its needs at an acceptable level of organisational performance (Robbins Barnwell, 2006). However, in 3DNetworks, staff were overwhelmed by the business process and the quantity of information they had to absorb in short notice and it seems like management in 3DNetworks had failed to plan to adopt with this situation and there were very few resources to assist with gaining the right information to complete the new tasks which lead to uncertainty. Once again, it was noticeable the influence of technology on determining organisational structure. In Short, 3DNetworks management failed to recognise effectiveness of organisational structure and thus a more appropriate structure requires the voluntary cooperation of members and actions that promote a positive environment within the organisation. Where this is achieved, high formalisation could have existed .This may also been seen to be present as it is possible to predict the behaviour of organisation members in non- routine situations (Robbins Barnwell,2006). Rather, they allowed low formalisation to emerge under the belief that high formalisation could not co-exist with non routine tasks. The transition to reduced formalisation proved to improve interest in the job, however, the responsibility of having to complete non routine tasks not specified in the job description created confusion and job dissatisfaction. Hence, many more organisational problems that could have been avoided existed under the emergence of the newly adopted structure. On the Other hand, what managers must recognise is the limitations of the measures of technology which easily gets confused by the effects of structure (Borgatti,1996). For example an organisation may not have implemented a mechanistic model and people experienced much uncertainty in what would normally be considered routine tasks. This notion is evident in 3DNetworks presently, as the changing nature of the company has left contracted staff completing tasks that are normally completed by highly paid subject matter experts (SME) and thus seen as routine in the eyes of the managers. However, the departure of these managers has meant contracted staff are now carrying out these routine tasks with a high degree of uncertainty. This has however, ultimately led to the distinguishing finding which is that the effects of structure driving technological change are multi directional (Perrow,1986). Not only does structural change drive technological change, but in 3DNetworks example, technologi cal changes also have driven structural change. As the adoption of new vendor oriented tasks, by contracted staff drove the changes in organisational structure (Borgatti, 1996). Thus, technology is a significant factor in the determination of organisational structure. Structure and Conclusion: The Conclusion summoned from this analysis to set future direction is the perception that companies are not the same, they vary to the type of tasks they engage in and thus differ in structure (Taylor,1990). Also the environment is not predictable and uncertain; Environmental uncertainty or task predictability is the basic independent variable influencing the design of the organization (Galbraith, 1970). In fact, it is suggested within 3DNetworks to align their management practises constantly according to their current environment with the suitable types of technologies. This will guarantee staffs awareness of duties and the evolving structure, as this failed to be achieved presently and is acting destructively on the organisation. In turn, if these changes are adopted, 3DNetworks management may be in a better position to define more carefully the nature of their organisation and determine what types of management practises work and which are likely to fail. Since routinisation strengthens predictability and centralisation, Perrow acknowledges that individuals will attempt to routinise all tasks over which they have authority because routinisation simplifies duties and increases efficiency. Perrow also argues the pros and cons of non routine and routine form of structures and believes that each carry equal benefits depending on the types of tasks performed. As there is no one best way to manage and to be effective, planning, controlling, organising and leading must be tailored to particular circumstances faced by organisations (Perrow, 1979). Therefore, considering such organisational challenges are important to alert management to Perrows argument and try to eliminate the idea in managers minds to execute routinization of tasks and structures in times of error. After all, Perrows theories will always be a useful reference to understand the organisations structure and the ways technology effects reflect upon dealing with non routine and routine tasks. This will raise the importance of awareness of tasks among 3DNetworks management team and will ensure they can determine the arrangement of roles and the extent of goals that could be achieved with certain new technologies. This is also important as identifying a companys goal is critical to understanding structure because goals affect structure On the whole, the investigation above addresses organisational issues through the exploration of other contingency theories and pragmatic facts to conclude that technology might be one of the most significant independent variable in determining Organisational structure, but for sure is not the sole determinant of that structure.

Delegation Essay -- essays research papers

Delegation Paper   Ã‚  Ã‚  Ã‚  Ã‚  According to Batman and Snell (2004), delegation is the assignment of authority and responsibility to a subordinate at a lower level requiring that the subordinate reports back to their manager the results, positive or negative. Within my professional career I have experienced several management styles. With regard to the subject matter of delegation, I have been lead by an experienced, effective, and efficient manager that utilized delegation and the functions of management while employed with Pitney Bowes Management Services (PBMS). The Customer Service Manager (CSM), Ebonie Kelley, Site Manager at McDermott, Will and Emory, was accountable for a team of 32. Of the 32 team members, six were apart of the management team. Her management team was a diverse mix of age, race, gender, and ethics. As the site manager, she is accountable for an enormous amount of responsibilities, but budget, site policies, and staff procedures were the bulk of these responsibilities. Organizing a management team was an ideal choice for operating a customer service based operation. She understood that maintaining the same level of efficiency without actually doing the bulk of the work was the goal she wanted to achieve. Her team consisted of two team leads (TL), one for the mail department and one for reprographics, and four lead site representatives (LSR), three for mail and one for reprographics. As the CSM, she delegated responsibilities, author...

Analyzing Shakespearean Sonnet Essay -- William Shakespeare Sonnet Ess

Analyzing Shakespearean Sonnet William Shakespeare's sonnet, That Time of Year Thou Mayst in Me Behold emphasizes that death is upon us stressing on the importance of love. By using metaphors he relates death to nature. Using symbolism of autumn leaves, twilight and glowing fire evolving to one conclusion awaiting death. By using Iambic meter he is showing a rising effect to get to the climax of the sonnet. Shakespeare shows how his character is weighed down by torment that his life is coming to an end. He is in search of sympathy saying if you see me like this you will love me even more. Therefore saying, love me now before I am gone or it may be too late. That time of year thou mayst in me behold When yellow leaves, or none, or few, do hang Upon those boughs which shake against the cold, Bare ruin'd choirs, where late the sweet birds sang. In quatrain one, Shakespeare has come to the understanding that death is upon him by describing the changes of autumn leaves, bordering on the aging process and his hair turning gray. The boughs which shake are the tremors his body is having reminding himself once more that he is not as young as he use to be and ageing has left him feeling like he has lost the power to write. By focusing on the fact that ageing is a slow and discouraging process he is building on the hopes that someone will feel sorry for him and acknowledge the fact that he may die soon. In me thou see'st the twilight of such day As after sunset fadeth in...

Week 2- Camelbak

Written Assignment: Camel Back Foundations of Marketing: BA181 Instructor: Stacey Smeltzer Grantham University William Hornung Student ID#: G00079415 January 1, 2012 Camel Back -They’ve Got Your ’Bak. – Case Study Analysis The case study is to understand the importance of the CamelBak. CamelBak Products, LLC is an outdoors equipment company known primarily for its hydration products, such as hydration packs and water bottles. CamelBak is also a supplier of hydration packs, protective gear, and other products to the U. S. military and law enforcement agencies around the world. The CamelBak headquarters are in Petaluma, California. CamelBak is the leading manufacturer of hydration packs. The CamelBak name comes from a play on the myth that a camel stores water in its hump. Camels actually store fat in their hump. CamelBak Given Facts in the case: 1. In 1989, Michael Eidson, has invented CamelBak for overcoming dehydration. 2. The first version, which used medical tubing to flow water from an intravenous drip bag that was insulated by a sock and strapped to the back of his shirt, was born as most inventions are—out of necessity. . The packs gained fame during the 1991 Gulf War as extreme sports enthusiasts in the U. S. Special Forces carried their personal CamelBaks into combat during Desert Storm. 4. By 1995, Edison sold the company for $4 million. Kransco has purchased it. 5. In 1999, two years after buying his first CamelBak pack, cyclist Chuck Hunter left Lockheed Martin to join the upstart company in hopes of growing its military business. 6. Hun ter partnered with DuPont to help CamelBak develop the Low Infrared Reflective (LIRR) system. 7. Other CamelBak innovations include the Water Beast reservoir, a fluid storage system that boasts 30 percent more rigidity than other packs on the market. 8. Another CamelBak first is its CBR 4. 0 pack system, which is specially designed to perform under chemical or biological weapons attack. 9. The product manager Shawn Cullen likens CamelBak to Kleenex: â€Å"Everyone calls a hydration system a CamelBak,† he says. 10. U. S. Army is working with a former supplier to develop its own version, most likely in an attempt to reduce costs. Questions: 1. Discuss how business relationships and strategic partnerships have helped to increase the value of Camelback’s products and the business itself. Answer: Camelback is first invented by Michael Edison in 1989, for solving the problem of dehydration. 1. CamelBak is purchased by Kransco. 2. Chunk Hunter has partnered with CamelBak after he left Lockheed Martin, because of growing military business. 3. Hunter partnered with DuPont to help CamelBak develop the Low Infrared Reflective (LIRR) system. 2. What type(s) of business market customers does CamelBak sell to? Answer: The following are the different segment of customers using the CamelBak products. 1. The military is big customer 2. Sports people. 3. Outdoor enthusiasts 4. Law enforcement personnel 5. U. S Special Forces 6. U. S Secret Service 7. Department of Health and Human Sciences 8. Government agencies from around the world 9. HAZMAT 10. New York Police Department 11. Extreme sports, Hunting, Recreational personnel 12. Industrial and Professionals The following is the list of Camelback Products: 1. Camelback packs 2. Low Infrared Reflective (LIRR) system. 3. CBR 4. 0 pack system 4. Water Beast packs At prices up to $200 for combat-ready systems, one thing CamelBaks aren’t is cheap. But then again, neither is CamelBak itself. Its strong product lines, history of innovation, secure strategic relationships, and dominance in government and institutional markets drove its value to over $200 million when investment bank Bear Stearns Company bought the outfit from Kransco in 2003—not bad for a product that started life as an intravenous fluid bag wrapped in a sock. 3. Review the types of demand that most influence business markets. Which ones do you think are most important for Camelback to consider in their marketing strategy? Why? Answer: The types of demand that influence business market are. 1. Bulk Orders 2. Potential Market 3. Payment System 4. Inelastic demand 5. Price inelasticity of demand. The things most important for Camelback to consider in their market strategy are. 1. There must be selective media channels. 2. Less advertisement 3. The price to be reduced by using modern technology of production. 4. The biggest client i. e. military is in the impression that the product is charged high. 5. There is lot of demand for the product in the international market. 6. The marketing should concentrate on awareness of product in untouched market. 4. What type of business product is a Camelback backpack? Answer: Camelback is an essential product for its customers. It is need for its customers. The price such product influences the consumption process of the customer. The product can be compared to a pharmaceutical drug which solves the problems of patients. There is lot of market growth for Camelback. Conclusion: From the above case study it is understood that business products have few major customers (here military to Camelback), but these customers are price sensitive and it is also threat and opportunity. The organizations that are in marketing of business products should be careful in dealing with the customers with a strategic marketing plan. One of CamelBaks biggest investors is the US military. As a soldier without the CamelBak soldiers would still be using canteens as a hydration system. Clearly this is a good marketing strategy for them to use in this particular arena and to focus on them as a whole in this one area. References Camelback. (n. d. ). From Wikipedia, the free encyclopedia. Retrieved January 1, 2012, from http://en. wikipedia. org/wiki/Camelback History of the CamelBak. (2010, October 17). High on Mountain Biking. Retrieved January 1, 2012, from http://highonmountainbiking. com/blog-mtb/history-of-the-camelbak/ Quackenbush, J. (2011, August 25). CamelBak acquired for $257 million. Business Journal. Retrieved January 1, 2011, from http://www. northbaybusinessjournal. com/39102/camelbak-acquired-for-257-million/