Time To Rethink The Portfolio

Time To Rethink The Portfolio Church Dwight Co. Inc. is a 160 years old company that has been working to build a market share on a brand name that is rarely associated with its name, Arm Hammer (Wheelen Hunger, 2012, pp. 35-1). The companys growth strategy was finding new ways to incorporate sodium bicarbonate in the lives of the consumer. The company shifted management thinking, as more emphasis has been placed on bottom-line profitability growth. Because of the acquisition of 80 different consumer brands since 2004, Church Dwight dealt with explosive growth that is producing challenges such as the companys small size and the ability to compete for market share with its giant competitors both domestic and international market (Wheelen Hunger, 2012, pp. 35-1 35-2). 2. Summary statement of the recommended solution: Church Dwight, a relatively small company, recognized the challenges of growing sales through acquisitions that it made to promote growth and competitiveness within those markets. They needed to grow the expansion of product lines into a variety of personal care, deodorizing and cleaning, and laundry products as well as specialty chemicals, animal nutrition, and specialty cleaners (Wheelen Hunger, 2012, pp. 35-6). Church Dwight expanded into international markets and gained footholds in product markets through acquisition of manufacturing assets. Penetrating international markets and removing barriers such as transportation cost will gain a competitive edge against the giant players in the market (Wheelen Hunger, 2012, pp. 35-11). B. THE SITUATION After 160 years, Church Dwight is a giant in the household domestic product market with a brand name recognition more commonly associated with Arm Hammer products. ARM HAMMER baking soda became a fundamental item on the pantry shelf because of its several uses other than baking, it can be used as a dentifrice, chemical agent to absorb or neutralize odors and acidity, a kidney dialysis element, a blast media, an environmentally friendly cleaning agent, a swimming pool pH stabilizer, and a pollution control agent (Wheelen Hunger, 2012, pp. 35-2). The companys brand portfolio included over 80 popular brands and competes for market share with other giants including Colgate-Palmolive, Clorox, and Proctor Gamble, which have combined sales of over $100 billion (Wheelen Hunger, 2012, pp. 35-1). The company expanded over the past decade into other household product lines through acquisitions of consumer brands such as Mentadent, Pepsodent, Aim, Close-up, Trojan, Spinbrush, Oragel and Ox iclean. It achieved 85% of the sodium bicarbonate market share (Wheelen Hunger, 2012, pp. 35-6). Expansion in the domestic markets proved successful because of the management recognized the value of a major asset, the companys pristine balance sheet and made the decision to grow (Wheelen Hunger, 2012, pp. 35-5). Growth in the foreign markets proved more challenging than domestic markets as net sales in 2009 were only $393 million compared to domestic net sales of $1.8 billion (Wheelen Hunger, 2012, pp. 35-5). Finally, the company has achieved some success in foreign markets as 19% of revenue has been received through international market sales; primarily in consumer products (Case Author: Cook, R. A., p.35-1 35-12, 2012). A challenge against leveraged buy-outs and hostile takeovers is eminent. It is also experiencing head on collision with giant competitors such as Procter Gamble and Colgate-Palmolive. In spite of challenges Church Dwight transformed into much larger competito r not only across a broader range of products but also in geographic territory (Wheelen Hunger, 2012, pp. 35-6). Because of this, the company in order to maintain its continuous growth in both domestic and international arena needs to have the best strategy at their side. (Cook, pp, 35-1 35-12). II. ANALYSIS A. ANALYSIS OF THE SITUATION Management The management of Church Dwight Co. Inc. was lead by Dwight C. Milton, a direct descendant of Austin Church, as CEO from 1969 to 1995. He remained on the board as Chairman Emeritus as he turned over the responsibility to the first non-family member to Robert A. Davies III. Again In 2004 the responsibility was transferred to another non-family member, James R. Craige, who remained focused on building a portfolio of strong brands with sustainable competitive advantage (Wheelen Hunger, 2012, pp. 35-2). The steadiness of the companys leadership can be primarily attributed to the fact that 25 percent of outstanding common stock is owned by descendants of the companys original cofounders, a tradition that continues today (Wheelen Hunger, 2012, pp. 35-2). This focused leadership style has enabled Church Dwight to overcome potential leveraged buy-outs and hostile takeovers with a series of calculated actions and savvy business decisions. These actions allowed the board of dir ectors and management to amend the companys charter and allowing shareholders four (4) votes per share after they hold their stock for four years. In addition to staggering the directors tenure, the company initiated employee severance agreements with key officials, providing a severance package agreement to provide a safety net should any of the board member positions be terminated by a hostile takeover or leveraged buy-out by an unwanted suitor. By providing these lucrative packages for senior managers, many were able to stay with Church Dwight and allowed for continuity of leadership styles, vision and mission focus. It is because of this steadfast devotion to principles that have promoted steady growth over the years that we find Church Dwight identified previously as a Star but more recently labeled a Cash Cow using the Boston Consulting Group (BCG) Growth Share Matrix (Wheelen Hunger, 2012, pp. 221-222). However, as the company focuses more on international markets and ente rs other potential avenues of growing product lines, it will surely find itself back in the Stars range of the BCG Growth-Share Matrix. Operations 10 years ago, the Church Dwight Co. Inc. was a largely household domestic product company with an average annual sale of less than a billion dollars but because of major acquisitions, today it is has transformed into a company that has a capability of earning over 2.5 billion in annual sales. Church Dwight have come to the realization that they have major challenges to overcome if they are to compete with other giants in the industry and continue to thrive. Church Dwight also recognize they must remain vigilant to quickly and adequately deal with Porters Five Forces: Bargaining power of suppliers; Threat of new entrants; Threat of substitute products or services; bargaining power of buyers (customers); and Rivalry among existing firms (competitors) (Wheelen Hunger, 2012, pp. 110-113). When considering the force, Bargaining Power of Suppliers, the force rating could be considered MEDIUM as management must be constantly aware of any potential market shocks or trends. If an affiliate retailer is affected by unforeseen supply chain issues, like increased fuel prices, then those costs throughout the company may be affected to remain competitive. In addition, Church Dwight are well aware of the economic situations that may affect their trade customers who may reduce distribution of products in which sales may decline, or adversely affect the financial performance of the company (Craigie, 2010, p. 11). There was never historically a Threat of New Entrants into the sodium bicarbonate market prior to 1970. However, as the company developed new product offerings and other established consumer brands, they now face the same competition threats of mature and domestic and international markets for consumer products (Wheelen Hunger, p 35-7, 2012). In addition, this threat of new entrants has emerged over the past decades and may now be rated High on the Porters Force Rating Scale. In fact, the looming economic crisis may cause many trade customers to more c ritically analyze the threat of new entrants as HIGH as competition drives less efficient operators out of the market as new competitors are always trying to enter the market by under-selling products directly competing with Church Dwight. Of course, the Threat of substitute products or services is always considered HIGH as well because brand recognition is very important in todays mass-media marketing. The value of trademarks, copyrights, or brand recognition can be severely impacted if inferior or substitute products/services from an affiliate or emerging competitor are advertised or sold to consumers looking for products with reputations of value and durability. Of course, a substitute item may also find its way into the market where consumers might choose it as a suitable replacement, but at a much cheaper cost to them. This would definitely be a problem for any company. (Wheelen Hunger, p. 221-222, 2012). Bargaining power of buyers (customers) is generally a MEDIUM concern as consumer satisfaction is evaluated in a variety of ways. Otherwise, dissatisfaction can drive prices up or down based on demand (or the lack of). Quality is also a hallmark of Church Dwight and the perception by consumers of any potential lowering of standards to decrease prices will typically drive loyal customers away. And finally, Rivalry among existing firms (competitors) is HIGH as competitors try to achieve greater market shares to grow potential profit shares. To reduce industry competition, Church Dwight also have a very solid core of specialty products (Wheelen Hunger, p 35-9, 2012). Fortunately, Church Dwight has in an enviable position to profit from its dominant niche in the sodium bicarbonate products market since it controlled the primary raw material used in its production (Wheelen Hunger, p 35-9, 2012). Marketing The Church Dwight Co. Inc. sales are concentrated in United States and Canada where funnel it through mass merchandisers such as Wal-Mart, supermarkets, wholesale clubs and drugstores (Wheelen Hunger, 2012, pp. 35-7). Marketing strategy has been fairly simplistic in that its focus has primarily been on the sodium bicarbonate product lines for over a century, but since acquiring over 80 additional brands and the expansion into other product markets the brand recognition has become even more important than ever. As a result, marketing expenses for 2009 were $353.6 million, an increase of $59.5 million or 20% as compared to 2008 (Craigie, 2010, p. 29). Church Dwight catered to all demographics which allowed them to develop more and more organic products and services with large scale agreements to serve them. Unfortunately, attempts to enter international markets have met with limited success, probably for two reasons: (1) lack of name recognition and (2) transportation cos ts (Wheelen Hunger, 2012, pp. 35-11). Church Dwight decided to take their marketing tasks in house by having designed a campaign on one of their product that would shake people up particularly those who think that using condoms is not for them by airing commercials on prime-time television. This shock strategy increased its marketing strength and enabled the partnership with Quidel Corporation, a provider of point-of-care diagnostic test, to meet womens health and wellness needs (Wheelen Hunger, 2012, pp. 35-9). Product marketing is essential to reinforce brand name recognition so consumers never forget the value and quality of a companys name and its product lines. Finance Being the worlds largest producer and marketer of sodium bicarbonate-based products, Church Dwight Co. Inc was able to maintain a steady growth in both sales and earnings. For the past 30 years, the average company sales have increased by 10-15% annually (Wheelen Hunger, 2012, pp. 35-2). The companys domestic markets have proven successful because of the companys pristine balance sheet (Wheelen Hunger, 2012, pp. 35-5). in 2009, Church Dwights performance worldwide has achieved an increase in sales of 4 percent; organic sales increased 5 percent, gross profit margin increased 44 percent while global marketing expenses only increased 20 percent; and the Net Cash Flow grew to a record level of $401 million even more significant to investors is the report of earnings per share grew 23% and dividends on investments increased by 35 percent (Craigie, 2010, p. 1). ). In contrast to the growing profits and expenses, the company also jettisoned noncore assets for the first time, i ncluding five domestic and international consumer product brands acquired during the 2008 Del Laboratories transaction (Wheelen Hunger, 2012, pp. 35-5). The long-term business model is based on annual organic growth of 3-4%, gross marginal expansion, tight management of overhead cost and operating margin improvement of 60-70 basis points resulting in sustained earning growth of 10-12% excluding acquisition. They have added a $1 billion in sales for the past 5 years while reducing the total head count by 5% (Wheelen Hunger, 2012, pp. 35-2). the CEO remains focused on building a portfolio of strong brands with sustainable competitive advantages and the long-term objective is to maintain the companys track record of delivering outstanding TSR (Total Shareholder Return) relative to that of the SP 500 (Wheelen Hunger, 2012, pp. 35-2). Administration (Human Resources) The Companys leadership at the top has remained a stable hallmark of the company. The Boards of directors are structures into three classes with four directors in each class serving staggered period of three year term (Wheelen Hunger, 2012, pp. 35-2). the former CEO, Mr. James R. Cragie, stated à ¢Ã¢â€š ¬Ã‚ ¦[W]e have added $1 billion in sales in the past five years, a 72% increase, while reducing out total headcount by 5%, resulting in higher revenue per employee than all of our major competitors (Wheelen Hunger, 2012, pp. 35-2). Because of its continuous exposure to would-be suitors the company has entered into an employee severance agreement with key officials. It provides pay up to two times the individuals highest salary and bonus plus benefits for two years. As the company widens its coverage into the consumer products in early 2000s, the changes in its key personnel was noticeable by injected a pool of executives with wide range of experien ce in marketing and international background from known organizations such as Spalding Sports Worldwide, Johnsons Johnsons, FMC and Carter-Wallace (Wheelen Hunger, 2012, pp. 35-3). Technological advancements allow for increased productivity in various aspects of manufacturing and labor allowing for greater productivity without the added expense of additional manpower. The following is the companys published Ethical Standards: The reputation and integrity of Church Dwight Co., Inc. are valuable corporate assets, vital to the Companys success. Each Company employee, including each of the Companys officers and general managers and each Company director, is responsible for conducting the Companys business in a manner that demonstrates a commitment to the highest standards of integrity. Specifically, we encourage among Company personnel a culture of honesty, accountability and mutual respect. Additionally, we provide guidance to help Company personnel recognize and deal with ethical i ssues. Finally, we have provided mechanisms for Company personnel to report unethical conduct. Dishonest or unethical conduct or conduct that is illegal will constitute a violation of these Standards and are grounds for disciplinary action (Church Dwight Co. Inc, 2010). SWOT STRENGTHS The Church Dwight Corporation has several strengths, the company controlled the primary raw materials used in its production of Sodium Bicarbonate through its companys mines in southwest Wyoming, production was completed in company owned plants located in Green River, Wyoming and Old Fort, Ohio and they manufactured almost two-thirds of the sodium bicarbonate sold in United States (Wheelen Hunger, 2012, pp. 35-9). The sodium bicarbonate product line has proven itself for over 160 years with uses in baking, cleaning, and deodorizing, and as an added ingredient for things like drain openers and neutralizing agents. WEAKNESSES A potential weakness within the company is the overextension of branding into many other product lines. Until 1970, it produced and sold only two consumer products: ARM HAMMER Baking Soda and a laundry product marketed under the name Super Washing Soda. The company enjoyed success domestically, but in the international arena where growth was more products driven and less marking sensitive, the company was less experienced (Wheelen Hunger, 2012, pp. 35-6 35-7). Other weaknesses are the lack of name recognition from consumers, the capability in entering the international market due to being hindered by the cost of transporting the product, and the cost is four times of its domestic transportation cost. Opportunities There is a wide range of opportunities for Church Dwight Co. Inc. when it come to their sodium bicarbonate products as it continues to explore new use. Church Dwight gained recognition when it was utilized successfully for the delicate task stripping the paint and tar from the interior of Statue of Liberty without damaging the fragile copper skin (Wheelen Hunger, 2012, pp. 35-10). Future expansion in acquisitions and assets may prove more advantageous as potential consumer products become even more attractive to increase the profitability as the manufacturing base is expanded around the globe. THREATS The primary threat to Church Dwight is competition. Competitors have an even greater market share and larger marketing campaigns to remain leaders in their respective niche. There are also threats of buy-outs or hostile takeovers of Church Dwight but because of the company entering into an employee severance agreement with key officials (Wheelen Hunger, 2012, pp. 35-3)it has kept this issue away from them. 7.) Products or services Church Dwight consists of several acquisitions that cater to almost 95% of all US Households. These products are based on differences in the nature of their uses and organized into three reportable segments: Consumer Domestic, Consumer International and Specialty Products (SPD) (Craigie, 2010, p. 2). The company currently produces 80 different product lines, in which (8) major brands make up a total of 80 percent of its business (Craigie, 2010, p. 1), including: ARM HAMMER, Trojan, Oxiclean, Spinbrush, First Response, Nair, Orajel, and Xtra Leading Deep Value Laundry Detergent (Craigie, 2010, p. 1). Church Dwight has a discreet marketing team focused solely on new product development which leads cross-functional efforts. In partnership withà ¢Ã¢â€š ¬Ã‚ ¦RD colleagues, uses both internal and external resources to identify, design and market new productsà ¢Ã¢â€š ¬Ã‚ ¦accounted for over $400 million, or over 15 percent in total sales, in 2009 (Church Dwi ght Co. Inc, 2010). The products ranges from dentifrice, chemical agent to absorb or neutralize odors and acidity, a kidney dialysis element, a blast media, an environmentally friendly cleaning agent, a swimming pool pH stabilizer, and pollution control agent (Wheelen Hunger, 2012, pp. 35-2). The company is also focused on goals to develop differentiated products with new and distinctive features, increased convenience and value, and engaging outside contractors for research and development activities (Church Dwight Co. Inc, 2010). B. PROBLEM DEFINITION The problem presented in this case study was that Church Dwight needed to rationalize its expanded consumer products, while presenting a consistent operating profit and increasing market shares of the household product industry. Potential marketing problems arose when companys own products were placed along with its well-known brand name and confused consumers. The companys corporate objectives were: (1) to maintain a steady growth by staying focus on long term goals; (2) to provide best result to shareholders; (3) to continue seeking new uses of its core products (4) to maintain and keep cost under control; (5) to enter the international market and continually seeking for opportunity for growth. In order for Church Dwight to retain its position, it must continue to provide outstanding customer service, excellence in product quality, invest in cutting edge technology, and develop new uses for its primary product line. every market has its saturation point where products matures after reaching its peak because of this point the company must be ready to adapt to a continuous cycle of change. Church Dwight enjoy a considerably large loyal customer base, competing with Proctor Gamble and other industry giants and to get customers to switch competitors is no easy task. The company should explore ways of improving the life of the consumers while maintaining and protecting the environment, new products and competitors will always emerge and there are limitless opportunities for growth in international market. III. SYNTHESIS ALTERNATIVE SOLUTIONS Brand recognition for ARM HAMMER brand products has already been established within the domestic markets of the United States, but international markets continue to be a challenge due to cultural differences in market populations, marketing strategies, and language barriers that require new brand names to be more suitable for local languages/cultures. Church Dwight have been very effective in using its acquisitions to generate greater revenue but with the high cost of transporting its finished goods internationally, intense competition, and higher commodities costs it might be financially sound to entering into an agreement with an established international company. Another alternative could be to develop joint-business ventures with suppliers, manufacturers, distributers, and retailers. The benefit to this option would be to streamline production and sales and allow the ease of marketing products and services to its affiliates and partners. RECOMMENDATIONS AND CONCLUSION The best solution for this company is to be able to retain the best products while satisfying competitive pressures. The following recommendation and solution of reducing expenditures and continuing the company policy of continued growth through new product development and market expansion with hopes of reducing costs. The continuous seeking of new use sodium bicarbonate will still be very effective for this company in years to come that is why the focus on this should never be lost for Expanding into new markets with major competitors jockeying for shelf space and retailers seeking to rationalize their breadth of product offerings, more changes may be considered (Wheelen Hunger, 2012, pp. 35-12). Church Dwight should develop new product lines both in domestic markets and globally as those markets are offering a much bigger area to be explored. In conclusion the ultimate goal of achieving huge revenue while maintaining cost of operation as low as pos sible has been always part of Church and Dwight Co. Inc. For them to reach where they are now in spite of unpopular name is truly a testimony of greatness that a company can achieve. This company, backed with 160 years of marketing and production experience will have a much clear brighter path of success as long as they continue to focus on their long term goals.

Models of Organized Crime Executive Summary Essay

An organized crime is a group of three or more people of a formalized structure and the main object is to obtain money through an illegal activities. This definition is one of many for organized crime, there are five types of organized crime, and there are two models that are used to describe the structure of organized crime and even though both of these are models of organized crime, they are both different. These models are: 1. Bureaucratic or Corporate Model 2. Patron-client or Patrimonial Model The Bureaucratic model is different than Patron-client for the following reasons: * Bureaucratic model is efficiency is the prime factor for large operations or activities. * This model follows the characteristics of Weber’s and Taylor’s model. * Once activities expand, the bureaucratic structure becomes necessary to control the enterprise with rules, hierarchy, specialization, and means of communication. * Some examples of this structure are Colombian cartels and the outlaw biker groups. * A more susceptible to law enforcement efforts The Patron-client model is different than the Bureaucratic Model for the following reasons: * Patron-client is based on bonds that tie organizations together * Provides aid and protection while clients become a loyal member. * Offers the advantage of continuity. * This model is less centralized and has more control over subordinates. * It requires more of a complex law enforcement effort. * Often uninvolved in actual criminal activity and only provides information on targets for the client to rob or steal. Both models are similar in the following reasons: 1. Benefit law enforcement, researchers, society, and professionals 2. Supporting Research, statistics, facts, and convincing arguments 3. Information presented on organizational structure, purpose and cause, members, and clientele 4. These models are tools that provide answers to questions 5. They offer an explanation to why people engage in illegal activities 6. How criminal organizations develop 7. Why most criminal organizations are successful. The models are important for understanding organized crime because each provides a wide range of beneficial information. Models can display what geographical locations are more prone to the development of criminal organizations. It allows us law enforcement the ability to implant methods that will deter, prevent, detect, and apprehend people involved with illegal organizations. There are two different models in an organized crime with both having their differences and similarities, they are both important for understanding an organized crime. References Lyman, M. D., & Potter, G. W. (2007). Organized Crime (4th ed.). Upper Saddle River, New Jersey: Prentice Hall. Mallory, PhD, S. L. (2007). Understanding Organized Crime. Sandbury, Massachusetts: Jones and Bartlett Publisher, Inc.

Coefficient of Friction

Coefficient of Friction Lab Abstract The resisted force that acted along the tangent of two surfaces that were in contact was called friction. Friction was opposed to motion, and it acted in the opposite direction, where the surface of the object slid against the surface of the other object. The two types of friction that exist were called static friction and kinetic friction. When two surfaces are at rest with each other, but a push is caused to convey one of the surfaces to slide over the other was called static friction.However, the friction that was used in the lab was kinetic friction. Kinetic friction occurred when two surface were moving with contact to each other. The coefficient of kinetic friction is a constant shown as ? k. The kinetic frictional force (fk) was given by the following equation: (fk= ? kN), where N represented the normal force, which was the force that each body exerts on the other body, and acts perpendicular to each surface. The way that friction force is calculated is by the followed calculation: Ff=? FN, where (? ) was the coefficient of friction and (FN) was the normal force.Now in order to pinpoint the force of friction, the coefficient of friction should be figured out first. Now the way that the coefficient of friction was retrieved, the tension force (FT) was divided by the weight (Fg). An inclined plane that has an angle of ? was adjusted as shown in the following diagram: 2 If the block was placed on the plane, and the angle was slowly increased, the block would have began to slip at some angle. Now the normal force (N) acted perpendicularly to the plane, and a component of the weight of the block, acted in the opposite direction.Though when the angle is increased, the more force it took for the block to slide against another surface. So as the angle was increased, the friction cultivates, but when the angles decreased, so did the friction. 1 Now some of the factors that can affect friction are the body surfaces. For the fri ction depends on the smoothness of the surface where the objects have touched. Now with the smoothness only to a degree has made friction decrease. Friction never depended on the amount of surface that there was given, but it does depend on the magnitude of forces holding the bodies. 1Methods Inclined plane was placed at a zero angle position so the pulley protrudes over the table edge Mass of the wooden block was determined to the nearest tenth of a gram. String was attached to the wooden block, over the pulley and to the weight of the hanger. Orientation of the string was adjusted so that it was parallel to the plane. The planes have differed in their smoothness. Surface must clean and dry. Masses were added to the hanger until the wooden block moved at constant velocity after it was tapped lightly. The total weight (FT) was recorded in the table for data. The result of the weight hangers and the masses on the hangers was total force pulling. All weights are in the proper units (N ewtons)). By have added different masses on top of the wooden block (Fg), step 4 was repeated for several different total weights. Plane must be inclined at some angle between five and twenty degrees. Step 4 was repeated. Total weight was recorded. This was the tension (FT) at angle ?. Investigation was continued by an additional experiment that was planned, which compared how the angle affected the coefficient of friction.(An extra table must be included on this data. Data Analysis OFg(block)=FNFT(force of g on masses)=N ? 0328g=3. 2144N1. 4N. 44 0351. 8g=3. 44764N1. 4N. 41 0540. 9g=5. 3N1. 5N. 28 0573. 8g=5. 6N1. 7N. 30 0614g=6. 0N1. 9N. 32 0611. 4g=6. 5N1. 9N. 29 5 20 degreesF_gF_NActualTheoreticalAverage 153283. 2N2. 1N1. 9N0. 34 10368. 63. 6N1. 6N1. 8N0. 34 Sample Calculations: Sample calculation for Force in Newtons for Fg: 328(0. 001)(9. 8)=3. 2N Sample calculation for  µ: (FT/Fg)=1. 4/3. 2=. 44 Percent errors: Percent error for 15? :(|1. 9-2. 1|)/1. 9 x 100=10. 5% Percent error for 10? :(|1. 8-1. 6|)/1. 8 X 100=11. % Discussion The computed theoretical value of FT was slightly off for both 10 &15 degrees. The resulted percent error for 10? was just slightly over 11% and for 15? it was a bit over 10%. The outcomes could have been different due to the fact of friction, which could have not been calculated correctly when the block had faultless constant velocity, however, the values were nearly related. Now the relationships between the graphs shown above seems to prove that the variables which are indicated seem to be directly proportional to each other and the graphs, â€Å"†Force vs.Coefficient of Friction† & â€Å"Force of Block vs. Force of Tension are very similar. † It seems to be that the block was conveying at a constant speed in order to have given calculated the friction precisely. Now if the block were not to be moving with constant velocity then friction wouldn’t be steady, and if it wasn’t then there was n ot an precise calculation for the coefficient of friction. Now not having a smooth surface can cause an error, which causes the block to decrease and speed up. Now in order to repair this error, there must be a real smoothed surface where the experiment will be performed.The string sticking on to the pulley can be know as another error because it could cause the movement of the block not to be smooth as it would be predicted in this experiment. The solution of this error would be to put something on the string, so that it may slide efficiently. Conclusion The conclusion of this experiment seems that everything seems to be similar and in order. The percent errors that was given for 10? was 11. 1% and the percent error for 15? was 10. 5%, meaning that the theoretical value and actual value for the tension were nearly the same. Now the average value for the coefficient of friction ( µ) was 0. 34.

Warhol And The Pop Art Movement - 2609 Words

Andy Warhol being not simply a Pop artist, but an American artist who was known as the master of Pop Art, and about two of Warhol’s most famous paintings; Coca-Cola and Campbell’s Soup Cans. Andy Warhol was an artist and filmmaker, an initiator for the Pop Art movement in the 1960s. Warhol used mass production techniques to elevate art into the supposed unoriginality of the commercial culture of the United States. Warhol’s early drawings frequently recalls the Anglo-Saxon tradition of nonsense humor, a characteristically childlike exuberance, and the fact that Warhol was successfully earning a living in the advertising industry at the time was sufficient for many to dismiss his entire artistic output during this period as â€Å"commercial art†. Fifty years ago, Pop art captured the spirit of Warhol’s young art, but that basic structure has been (to most people) a revealing profitless movement for years. Pop art was a 1960s movement that focused on e veryday objects, comic books and mediated images — now seems quaint and playful, but not Warhol. In the first part of Andy Warhol’s career he was an iconoclast, in the second, the artist as businessman. In 1960 Warhol’s graphic works underwent a fundamental change in terms of subject matter, accompanied at about the same time by a change in technique. Warhol’s graphic work covers areas not normally associated with the art of the twentieth century, and which might even be considered unique. In Andy Warhol’s paintings and prints ofShow MoreRelatedAndy Warhol s Influence On The Pop Art Movement1608 Words   |  7 PagesAndy Warhol, born Andrew Warhola on August 6, 1928, was one of the most successful artists within the pop art movement. At the age of 8, Warhol was diagnosed with a rare, sometimes fatal, disease named Chorea. 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He worked as an illustrator in many magazines including Vogue, Harpers Bazaar and the New Yorker, but, his big break was in 1949, when he illustrated for Glamour Magazine. Andy Warhol was born with the name Andrew Warhola, he dropped the â€Å"a† when hisRead MoreThe Pop Art Movement Essay1303 Words   |  6 PagesThe Pop Art Movement Pop art got its name from Lawrence Alloway, who was a British art critic in 1950’s. The name â€Å"Pop Art† reflected on the â€Å"familiar imagery of the contemporary urban environment† (kleiner, 981). This art form was popular for its bold and simple looks plus its bright and vibrant colors. An example of this type of art is the oil painting done by Andy Warhol, â€Å"Marilyn Diptych† (Warhol, Marilyn Diptych) in 1962. The Pop art movement became known in the mid-1950 and continued asRead MoreComparison Of Andy Warhol And Roy Lichtenstein797 Words   |  4 Pagescontrast of Andy Warhol and Roy Lichtenstein Pop Art was a popular movement that formed in the 1950’s in Britain, and later formed in the united states. When you think about pop art you think about three-dimensional art. Well Pop art is not about the form of the picture. Pop art is like an advertisement, news magazines and comic books that catch the people s eyes. There were many artists like Eduardo Paolozzi, Richard Hamilton, and Robert Rauschenberg, who presented pop art to the worldRead MoreAttention Getter : The American Culture1387 Words   |  6 Pageson our life and how we live vicariously through them. Today I m going to talk about one man that took these concepts into his artistic ability and thereby created a whole new culture in what we see is art today. This man who is considered one of the fathers of pop art goes by the name of Andy Warhol. or When we eat a slice of pizza we tend to wash it down with a bottle of Coke when we re feeling sick we tend to have some Campbell s chicken noodle soup when we think of rock n roll the name ElvisRead MoreThe Movement Of Pop Art991 Words   |  4 Pages The term ‘Pop Arts ‘was innovated in the mid-1950s and early 1960 s. Undoubtedly, the god father of this movement is Andy Warhol – the biggest influence on humanity s fixation on visual art. His performance traverses the connection among aesthetic utterance, culture and commercial. By applying various ways of techniques which included silk screen process (for mass production) and colour settlement, Warhol showed to the world of art his perspectives on media, economics and politics. Thus, thisRead MoreArt Movement : Warhol And Elvis Presley1121 Words   |  5 PagesThe mid-twentieth century brought the arrival of the art movement known as Pop Art. The movement was given this name because its artwork was based on c oncepts of popular culture especially commercialism. One of the most notable artists of this period was Andy Warhol. Warhol did work with comics as Roy Lichtenstein, another prominent artist of the movement, was known for doing, but he ultimately abandoned them in pursuit of other approaches. Warhol is partially known for incorporating celebrities suchRead MoreAnalysis Of Warhol s First Solo New York Exhibit At Eleanor Ward s Stable Gallery1329 Words   |  6 Pageswas one of the many famous quotes uttered by the eccentric yet revolutionary artist, Andy Warhol. At first one might think this quote would be the word of an advertising agent and indeed it is. This very idea, however, is what created the commercialized idea of Pop Art in the 1960s. Andy Warhol’s background as a commercial illustrator provided him with the ability to pioneer a new artistic movement. Warhol highlights the American shift towards consumerism through his work by using the techniques