Synonyms for Petit, Small, and Short in French

If you want to learn to speak French more skillfully, start with vocabulary. In French classes, you tend to learn the most common, basic terms. The adjective petit is one example of a very common French word that can be replaced by any number of synonyms. Learn some different ways to say small and short, and note the different nuances. Click on each word to hear it pronounced. Small or Short in French Petit means small or short, depending on how its used and the words that are used with it. Jai besoin dun petit carton.I need a small box. Elle est assez petite.She is fairly short. Petit can also be modified by tout to emphasize the smallness: Il y a un tout petit problà ¨me.Theres a tiny problem. Synonyms for Petit Court means short or brief. Vous devriez à ©crire une introduction courte.You should write a short introduction. Il a la mà ©moire courte.He has a short memory. Étriquà © means narrow or tight. Cà ©tait une victoire à ©triquà ©e.It was a narrow victory. Ton pantalon a lair dà ªtre assez à ©triquà ©.Your pants look pretty tight. Faible means weak or small. Nous navons quune faible quantità © de rà ©serves.We have only a few supplies. Fin means fine or thin. Jaimerais une fine tranche de gà ¢teau.Id like a thin slice of cake. Infime means tiny or miniscule. Il a gagnà © dune majorità © infime.He won by a tiny majority. Là ©ger means light, slight, or minor. Cest une blessure là ©gà ¨re.Its a minor wound. Maigre means meager or slight. ï » ¿Son revenu maigre nest pas suffisant.His meager income is insufficient. Microscopique means microscopic. Les microbes sont microscopiques.Germs are microscopic. Mince means thin, meager, or slender. Nous avons une mince chance de succà ¨s.We have a slender chance of success. Minuscule means miniscule or tiny. Je dà ©teste ces minuscules fenà ªtres dans les salles de bains.I hate those minuscule windows in bathrooms. Modeste means small or modest. Cest un appartement modeste.Its a modest apartment. Nà ©gligeable means negligible or trivial. Jignore les dà ©tails nà ©gligeables.I dont know about the trivial details. Peu is an adverb that means little or not much. Elle parle peu.She speaks little (she doesnt talk very much). Rà ©duit means small. Un nombre rà ©duit de nos à ©tudiants.A small number of our students.

Nike A Global Audience - 871 Words

Nike Nike is an American multinational company that sells, design and manufacturing clothing, footwear, sports equipment and accessories. Because Nike is a multinational company, Nike needs to have a great marketing strategy plan to be able to gain customers around the world. The strategy marketing can have pros and cons. Some of the pros are Nike is a mega brand, Technology and relations. Because Nike is a mega brand this helps the company to be more successful around the World, at this moment Nike continues to be the World’s largest athletic apparel and footwear company. One of Nike’s strategy plan to gain customers, is sponsoring Soccer teams and athletics around the World. In a recent article from BusinessofSoccer.com, â€Å"Nike the National Team: How Nike is Promoting the New USA Away Kits† Phillip Cunha write, A global audience tunes in and sees the United States team; to the common eye, consciously or unconsciously, what the team wears is a symbol of American culture and society. From the manufacturer’s perspective, this challenge is a major opportunity for Nike, especially in an American market, where average income and spending habits make the United States a major market for the Company and their soccer division. (Phillip Cunha). Sponsoring teams around the world helps Nike to gain access to markets that other companies can get access. Sponsoring national teams and athletics helps Nike to create relationships with countries and citizens. Nike needs technology toShow MoreRelatedEssay on Nike Marketing Plan1729 Words   |  7 PagesAustin Wang Dr. Sean Jasso Section 22 May 24, 2012 Marketing Plan Stage 2 Nike: Executive Summary: - Bill Bowerman and Phillip Knight found the company as Blue Ribbon Sports in 1964 - Changed the name to Nike in 1978 - Nike Headquarter is located in Beaverton Oregon - Global marketer of footwear, apparel, equipment and accessory products - Offers footwear and products to sports such as tennis,golf, baseball, football, bicycling, volleyball, wrestling, cheerleading, aquatic activitiesRead MoreAdvertising or Free Speech? the Case of Nike and Human Rights768 Words   |  4 PagesAdvertising or Free Speech? The Case of Nike and Human Rights Nike Inc., the global leader in the production and marketing of sports and athletic merchandise including shoes, clothing, and equipment, has enjoyed unparalleled worldwide growth for many years. Consumers around the world recognize Nike’s brand name and logo. 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Profitability in Nigerian Pharmaceutical Industry †Free Samples

Question: Discuss about the Profitability in Nigerian Pharmaceutical Industry. Answer: Introduction Kmart is the 1st store under discount department in New Zealand. Though the customers knew very little about Kmart then, it became the new era in New Zealand thereafter. They provide their product to the customers at exceptionally low prices through various stores all over New Zealand. The company works hard to assure the customers that they get the daily required products at lowest possible prices. The company is further committed to improve the customers lives through delivering quality products and services that will enable to build the customers trust and a lifetime relationship with them. Various key factors of their strategies are to reinvent the brand trough innovation and technology and attaining the best in class efficiency and productivity (Kmart.co.nz, 2017). On the other hand, established in 1982, Warehouse NZ is counted among the leading retailers in New Zealand. They believe that the healthy business requires a healthy society in the same way as the healthy society requires the healthy business. The company is strongly focussed on the communities they are operating, the team members and the customers and are committed towards a more sustainable business that can minimize wastes, operates ethically and conserves energy (The Warehouse | Fashion, Homewares, Toys much more, 2017). Ratio 2014 2015 2016 Profitability ratio Gross Margin 14.26 12.34 11.81 Return on assets 3.20 3.24 3.06 Return on Equity 6.00 6.93 7.32 Return on sales 2.22 2.19 2.08 Financial stability ratio Debt to equity ratio 0.88 1.14 1.39 Receivable turnover ratio 9.60 8.53 7.68 Current ratio 1.50 2.22 2.67 Acid test ratio 0.90 1.09 1.25 Financial structure ratio Debt to total asset ratio 0.47 0.53 0.58 Equity ratio 0.08 0.09 0.10 Debt to equity ratio 0.88 1.14 1.39 Interest coverage ratio 2.50 2.17 1.88 Turnover ratio Inventory turnover ratio 15.43 9.05 8.47 Asset turnover ratio 1.44 1.48 8.47 Fixed asset turnover ratio 1.80 2.06 1.47 Working capital turnover ratio 21.60 9.55 7.20 Ratio 2014 2015 2016 Profitability ratio Gross Margin 33.04 33.18 33.24 Return on assets 6.89 4.34 6.28 Return on Equity 15.00 9.59 15.20 Return on sales 2.94 1.87 2.65 Financial stability ratio Debt to equity ratio 1.18 1.21 1.42 Receivable turnover ratio 29.13 32.28 21.04 Current ratio 1.38 1.60 1.56 Acid test ratio 0.27 0.38 0.52 Financial structure ratio Debt to total asset ratio 0.54 0.55 1.05 Equity ratio 0.08 0.06 0.20 Debt to equity ratio 1.18 1.21 1.42 Interest coverage ratio 6.21 4.35 5.50 Turnover ratio Inventory turnover ratio 3.61 3.64 3.92 Asset turnover ratio 2.34 2.32 2.37 Fixed asset turnover ratio 7.87 7.82 10.87 Working capital turnover ratio 15.69 11.02 10.83 Analysis and interpretation Profitability ratio looking at the profitability ratios of the company, it is found that the gross margin as well as return on sales both are in decreasing trend. However, the return on assets has dropped slightly during 2016 and the return on equity is in increasing trend. The reason behind the decreasing gross profit margin was the increasing trend of COGS. However, the profitability ratios indicating that the company is able to generate return on shareholders equity (Kmart.co.nz, 2017). Financial stability ratio it is identified from the ratio calculation that debt to equity ratio is in increasing trend that means the company is increasing its financing through debt instead of equity. Further, the receivable turnover ratio is also increasing that indicates that the companys efficiency with regard to collecting the receivable is reducing. Moreover, the increasing current ratio indicating that though the company is able to pay off its short-term obligation comfortably, chances are there that the company is not utilizing its working capital efficiently. Financial structure ratio as the debt to total asset ratio of the company is in increasing trend, it indicates that the company is becoming more risky for loaning and investing purpose as it is becoming more leveraged. If the equity ratio is considered, it can be identified that the equity ratio of the company is considerably low which means the company is less sustainable and more risky for the purpose of future loans. Further, as it can be seen that for all the years under consideration the interest coverage ratio of the company is more than 1, it indicates that the company is earning enough money to pay off their interest obligation. While considering the company for making a loan, the bank generally prefers the ratio of 1.5 (Kmart.co.nz, 2017). Turnover ratio - if the inventory turnover ratio is considered, it can be seen that Kmart is having quite high inventory turnover and it indicates that the company is not spending more through purchasing large amount of inventories and wasting it through storing the non-saleable inventories. Further, the asset turnover ratio is indicating that for 2014 and 2015, the company is earning more than 1 dollar for sale of each unit. Moreover, for 2016 the company is earning more than 8 dollar for sale of each unit which is a very good sign. Further, the fixed asset turnover ratio as well as the working capital turnover ratio both is indicating that the company has positive turnover. However, the fixed asset turnover ratio is quite low that indicates that the company is not using their fixed assets efficiently. Particulars 2016 2017 2018 Amount ($) Amount ($) Amount ($) Net sales 7,20,000 9,36,000 9,72,000 Less: Cost of goods sold 6,35,000 8,25,500 8,57,250 Gross profit 85,000 1,10,500 1,14,750 Less: Operating expenses 38,000 40,280 41,420 Net profit before interest and tax 47,000 70,220 73,330 Less: Interest 25,000 25,750 26,250 Net profit before tax 22,000 44,470 47,080 Less: Tax 7,000 14,150 14,981 Net profit after tax 15,000 30,320 32,099 Comparison of Kmarts theory with Warehouse Profitability ratio it can be identified that all the ratios under profitability that is the gross margin ratio, return on assets ratio, return on equity ratio and return on sales are better for the Warehouse NZ as compared to Kmart Ltd. Therefore, Kmart shall take necessary steps to increase its profitability. Financial stability ratio if the financial stability ratios are considered, it can be identified that Kmart is considerably at better position as compared to Warehouse NZ. The financial stability indicates that the company is in better position while asking for any loan or when the investor considers the company for investment purpose (The Warehouse | Fashion, Homewares, Toys much more, 2017). Financial structure ratio - if the financial stability ratios are considered, it can be identified that Warehouse NZ is considerably at better position as compared to Kmart as Warehouse NZ is in better position with respect to interest coverage ratio and is in the better position to pay-off its interests. Turnover ratio if the inventory turnover ratio is taken into account, it can be identified that the inventory turnover ratio of Kmart is better as compared to Warehouse NZ; However, the other three ratios under turnover that is the asset turnover ratio, working capital turnover ratio and fixed asset turnover ratio is better for Warehouse NZ is better as compared to that of Kmart. Therefore, it is evidential that the turnover position of Warehouse NZ is far better than Kmart (The Warehouse | Fashion, Homewares, Toys much more, 2017). Conclusion From the above analysis and interpretation of Kmart Ltd. as well as Warehouse NZ, it is found that both the companies are among the leading retailers in New Zealand and hold a large amount of market share. However, from the financial analysis of both the companies it is found that with regard to profitability position warehouse NZ is in better position as compared to that of Kmart Ltd. However, if the financial stability ratios are considered, it can be identified that Kmart is considerably at better position as compared to Warehouse NZ. Further, Warehouse NZ is in better position to pay off their interest. Further, with regard to turnover position Warehouse NZ is in better position as compared to Kmart Ltd. therefore, it can be concluded that with regard to all over financial performance, Warehouse NZ is in better position as compared to Kmart. Recommendation It can be recommended that Kmart shall try to reduce their operating expenses as well as COGS to improve its profitability position. Further, the company shall take necessary steps to increase its sales, so that it can achieve better turnover position. However, if Kiwibank Ltd considers the financial position to extend the loan, it can be identified that considering financial position, as the debt to total asset ratio of the company is in increasing trend, it indicates that the company is becoming more risky for loaning and investing purpose as it is becoming more leveraged. Further, if the equity ratio is considered, it can be identified that the equity ratio of the company is considerably low which means the company is less sustainable and more risky for the purpose of future loans. Therefore, it will not be a wise decision on the part of Kiwibank to extend the loan. Reference Bibliography Bodie, Z. (2013).Investments. McGraw-Hill. Collier, P. M. (2015).Accounting for managers: Interpreting accounting information for decision making. John Wiley Sons. Ecer, F., Boyukaslan, A. (2014). Measuring performances of football clubs using financial ratios: the gray relational analysis approach.American Journal of Economics,4(1), 62-71. Innocent, E. C., Mary, O. I., Matthew, O. M. (2013). Financial ratio analysis as a determinant of profitability in Nigerian pharmaceutical industry.International journal of business and management,8(8), 107. Kmart.co.nz. (2017). Kmart.co.nz. Retrieved 1 October 2017, from https://www.kmart.co.nz/ Ogiela, L. (2013). Data management in cognitive financial systems.International Journal of Information Management,33(2), 263-270. Robinson, T. R., Henry, E., Pirie, W. L., Broihahn, M. A. (2015).International financial statement analysis. John Wiley Sons. The Warehouse | Fashion, Homewares, Toys much more. (2017). Thewarehouse.co.nz. Retrieved 1 October 2017, from https://www.thewarehouse.co.nz/

Social Inclusion and Cultural Diversity †Free Samples to Students

Question: Discuss about the Social Inclusion and Cultural Diversity. Answer: Introduction Red Telecom is one of the leading telecommunication carrier and service providers in Australia. They are engaged in both residential and business sector providing high speed broadband, internet, web hosting, data, fibre optic internet and home phone products. The company was in a line of expansion and was moving globally as a part of restructuring its technical and customer call operations. Thus the customer service division was facing new challenges(Aali, 2017). They were not trained to treat with new customer call operation. Before expansion, they used to outsource call to handle enquiries related to surplus and after hour service. But now things were changed and they could not handle the customer service. So a Learning Program to enhance their customer service is going to be introduced to increase efficiency and to ensure customers satisfaction(Ascca, 2017). As Red has expanded its business globally, the requirement of customer service needs to find out about various locations. They need to know the cultural diversity of those places. Otherwise they cannot communicate and comprehend customers problem. So this Adult Learning program must be included cultural diversity with all relevant geographical knowledge of those places of business of the organization(Ajal, 2010). Previously their existence was within Australia. So they do not have general idea about global problem and global calling system for customer service. The technical set is also different for global customer care. So this Adult learning Program should be included with cultural and technical training as well. The technical team has to relocate overseas after attending the program. They have to coordinate the onsite technicians with sub-contractor providing support system in relation to faulty phone connections and ADSL(McNeil et al., 2006). So these technical teams need to be relocated overseas after the training schedule and they have to know about the localities they are moving. The organization should have ideas about cultural history, ethnicity and cross cultural society. Every person needs a time to accommodate in new atmosphere. As customer service is relocated in overseas location, Australian customers are facing typical problem related to language. They are becoming frustrated and hopeless which may be root cause of ruining reputation of the company. This will hamper the image of Red. People of overseas customer service providers do not have knowledge of Australia. So they cannot communicate with local accent. They do not have knowledge about previous process of billing, account and pricing policies. New customer service is very strict in terms of payment which is resulting frequent customer disconnection. Old customers of Australia become very furious and felt agitated about the latest service level of the company. So these overseas customer ser vice people have to be aware of everything related to Australian customers through the Learning Program(Asn, 2016). As suddenly all the setup of Red changed, they were received a series of phone calls from customers which had never happened before. The staffs felt stressed and pressurised. People were losing their jobs as well and they cannot accept to lose their long time colleagues. They could not accept the structural change of their old company(Townsend, 2008). This frustration makes people less productive with gradual decrease of interest about their job. So in order to cope up with the new set up caused due to changed scenario of the organization of adjusting with new colleagues and bid adieu to the old colleagues, staffs need to be managing the changed working situation. The entire job is done by team and team needs to be coordinated well. Team members should be considerate with all these happening within the company(Vic, 2008). A program must be introduced which is consisting of basic elements to teach the staffs in order to reconnect to ensure the desired service level to the customers as well to grow as a team. Without a team, work cannot be done smoothly. The program must contain the present condition what Red is going through. If all staffs have the idea of overseas expansion of their company, they can take it mentally to support the company. Because staffs know that if their company is expanding its global business, the staffs will also gain from this activity. This expansion of company actually makes growth of staffs indirectly. So for their own sake, they have to adjust and should modify their working culture as per the need of the company(Abs, 2008). This learning program basically gives support to the enhanced level of demand as the company is expanding in global scenario. So program should be with innovative ideas relevant to these situations to upgrade the service of Red. Program should concentrate in the area of customer service irrespective of its global or domestic sector(Lucardie, 2014). The program should include more comprehensive performance management system and should instruct to all the team leaders to record all the call to be used in future for survey and to respond new problems. This call recording system would be used in survey for evaluating performance feedback of customer service call centre staffs. This process would help to assess the process if it is wrong or right with right steps to be taken by service provider customer care. This would help in professional management of entire process. The program should include findings after analysing and reviewing all the problems associated with this issue. The objective of this program is to train HR as per requirement of the job to be complied by staffs for the customers. It aims to lessen the gap between skill desired and exercised. Team leaders should ensure the following: To submit feedback from performance review To discuss with upper level of managers and employees To support themselves through survey To analyse of the critical situation with all relevant persons To be informed about customer complaints and nature of those complaints To build the system that can enable to provide feedback from all team members and overseas staffs(Hayes et al., 2016). Conclusion This program would help the Team Leaders to help them playing the pivotal role in the Customer Resolution Service, which is part of Human Resource Development of the company. They have to find out the problems with subsequent attempts to resolve those with instant innovative ideas. And for this purpose, the employees are to be trained with this Adult Learning Program. By the help of this program, the employees would be able to deal with strategic movements which could change the internal process and system to facilitate the present situation of work. The team leaders must know the actual review getting from customers and how these are all resolved effectively and efficiently. They have to be conscious about overseas problems, miscommunication, and service issues of colleagues. The team leaders should facilitate with local cultural support with language, local trend, and local demand. A little hazard makes critical for the employees which may have great impact on ones psychology with subsequent effect on productivity. The Team Leaders would be seen as the central part of the companys key policy making after attending Adult Learning Program because they can now participate directly with resources and data related to feedback from customers. So whenever Red has to change a policy, Team Leaders would get more importance in that process. This way Red also could expand without policy lag. It would have presence in global business map with frontline employees willing to resolve problems of the customers. In this way, trust of customers grows with subsequent prosperity in future for the organization. References: Aali, 2017. Australian Adult Learning Institute. [Online] Available at: https://aali.edu.au/ [Accessed 29 August 2017]. Abs, 2008. Australian Social Trends. [Online] Available at: https://www.abs.gov.au/AUSSTATS/abs@.nsf/Lookup/4102.0Chapter6202008 [Accessed 29 August 2017]. Ajal, 2010. Analysis of 10 years of the Australian Journal of Adult Learning. [Online] Available at: https://www.ajal.net.au/wp-content/uploads/2012/12/AJAL-Analysis_of_10_years1.pdf [Accessed 29 August 2017]. Ascca, 2017. Adult Learning Australia. [Online] Available at: https://www.ascca.org.au/index.php/computer-clubs-directory/vic/8-adult-learning-australia [Accessed 27 August 2017]. Asn, 2016. Adult and community education. [Online] Available at: https://ala.asn.au/about-us/community-education-providers/ [Accessed 27 August 2017]. Hayes, C., Golding, B. Harvey, J., 2016. Adult learning through fire and emergency service organisations in small and remote Australian towns. [Online] Available at: https://www.ncver.edu.au/__data/assets/file/0023/4937/nr2l03.pdf [Accessed 27 AUgust 2017]. Lucardie, D., 2014. The Impact of Fun and Enjoyment on Adult's Learning. Procedia - Social and Behavioral Sciences, 142, pp.439-46. McNeil, H., Hughes, C., Toohey, S. Dowton, S., 2006. An innovative outcomes-based medical education program built on adult learning principles. Ncbi, 28(6), pp.527-34. Townsend, R., 2008. Adult education, social inclusion and cultural diversity in regional communities. Australian Journal of Adult Learning, 48(01), pp.72-92. Vic, 2008. The Economic Benefit of Investment in Adult Community Education in Victoria. [Online] Available at: https://www.education.vic.gov.au/Documents/about/research/acfepublications/economicbenef.pdf [Accessed 27 August 2017].