Ratification of constitution as a result of competing economic Essay

Ratification of constitution as a result of competing economic interests - Essay Example It establishes the fundamental principles of a national government that helps in joining the state in an effective political union. The constitution of the United States serves as an inspiring example making many other countries to emulate some of its provisions. Foner (2012) offered the economic interpretation of the constitution and according to him, the formation of the constitution was as a result of competing economic interests mainly between the federalists and anti-federalists. This paper analyses the debate over ratification of the U.S. constitution that came down to competing economic interests and the extent at which the context is persuasive or not The ratification of the U.S. constitution came down to competing economic interests that existed between the federalists and anti -federalists.This context can either be persuasive or not basing the argument on various explanations given as to why it was ratified. The federalists were individuals whose main economic interests we re connected to personal individual. They supported a strong centralized government and were in favor of the constitution drafting and ratification and they included groups of people like, bankers, merchants, shippers among others. They favored commerce and argued that a stronger federal government would bring about economic growth of the new country. Moreover, the federalist had a pluralistic vision of the society as opposed to anti-federalists this is because they viewed society as being composed of many different and competing interests and groups. An example of federalist doctrine is The Federalist Papers written by Alexander Hamilton, John Jay and James Madison. These doctrines consisted of 82 essays and it was authoritative and great commentary on the constitution. They give a persuasive case for the need a central government for preservation of order and securing the liberty of a large republic. According to Madison ,there are two types of government, republican and democrati c and he preferred a republican one whereby the representatives elected by the people make decisions of government as opposed to democratic government whereby all the citizens are involved in decision making.Madson addressed the issue as to whether or not republican government brought about by constitution is capable of protecting the liberty of the citizens. For him the most problem of democratic government is what he referred to as faction and this problem can best be solved by a republican government by controlling its effects rather than tyranny. He argued that representatives would be more disposed to put into consideration the national interest ahead of a particular interest of the factions and argued that the nature of a large republic like U.S. is likely to naturally frustrate the abilities of a single faction so as to advance its own interests. Therefore the federal papers were in favor of the constitution and Madison saw the large size of United States as a help to the cau se of liberty rather than hinderance.The opponents therefore feared that the strength of the proposed national government would pose a threat to individual’s freedom. On the other, the anti-federalist was against the ratification of the constitution because they saw it as having many problems (Foner, 2012). The anti-federalists saw no need of overthrowing the government that existed as constitution would bring new and untested form of government. They feared that the constitution would

Anti trust claims Research Paper Example | Topics and Well Written Essays - 500 words

Anti trust claims - Research Paper Example The underlying questions were whether Microsoft manipulated its  application programming interfaces  (APIs) to favor Internet Explorer over third party web browsers (McMillan, 2003). The antitrust case against Microsoft set a dangerous example that foretells increasing government regulation in an industry which was formerly relatively free of government intrusion and that future technological progress in the industry will be hinder as a result. Microsoft was not really making any profits from Internet Explorer, and its marriage with the operating system was due to consumer expectation to have a browser bundled with the operating system. Instead, Microsofts true anticompetitive wallop was in the discounts it offered to Original Equipment Manufacturer (OEM) preventing other operating systems from getting a footing in the market. According to Microsoft the merger of Microsoft Windows and Internet Explorer was the result of  innovation  and  competition. However the browser is still a distinct and separate product which did not need to be coupled with an operating system since a separate version was available for  Mac OS. Microsoft operating systems dominates approximately 90-95% of operating systems in computers and has become an innate standard for home and business computer applications. It is fairly obvious that Microsoft is the leading firm in the market for computer operating systems. The question in the current Microsoft antitrust case is whether or not Microsoft has used its monopoly to restrain trade in violation of federal antitrust statutes (Brennan, 2002). Microsofts decision to integrate Internet Explorer into the operating system was intended to purge the competitive threat posed by Netscape and Sun Microsystems Java programming language. This action, I believe, is a natural extension of the Windows

Range Brands General Target Market Description

Range Brands General Target Market Description Firstly, a brief situational analysis will be given. A short background of the company and a description of the current performance of the enterprise will be provided, before considering the performance of the company ¿Ã‚ ½s closest competitors, current trends and emerging segments in the market followed by a description of the current and desired positioning of Tissot. The poor relative performance and stagnant market share of the company provides the main rational for developing a new marketing strategy for Tissot, aimed at creating a stronger differentiation and more distinctive image for the brand. Secondly, the marketing and communication objectives of the campaign will be stated, before outlining the strategy for the campaign. The aim is to reposition Tissot as  ¿Ã‚ ½sporty, elegant and feminine ¿Ã‚ ½ through a re-launch campaign, using an integrated advertising, direct mail, point-of-sale, PR and sponsorship strategy focusing on the themes social responsibility and creativity. The target markets for the campaign will be 22-35 year old AB working women, as well as the company ¿Ã‚ ½s current and potential new distributors. Finally the report conclude with, details of the campaign outlining the control measures that will be used in the evaluation-phase of the campaign. Contents 1.0 Introduction 4 2.0 Company/ Group History and products. 5 2.1 History 5 2.2 Swatch Group Product range 5 3.0 Investigation and analysis 9 3.1 Overview of the UK Market 9 3.2 PESTLE Analysis. 10 3.3 Situational analysis (SWOT) 11 3.4 Differential advantage/ Competitive edge (USP) 12 3.5 Current product range of Tissot 12 4.0 Recommendations 14 4.1 Segmentation Targeting Positioning (STP) 14 4.1.1 Market Segmentation 14 4.2 Marketing objectives and goals (SMART) 16 4.2.1 Marketing Objectives 17 4.2.2 Strategy 17 4.2.3 Target market 17 4.3 Desired Positioning 17 18 4.4 Marketing strategies and programmes (4P ¿Ã‚ ½s) 18 5.0 Conclusion 21 5.1 Evaluation 21 6.0 Reference and Bibliography 21 1.0 Introduction The watches and jewellery market has not been immune to the economic climate and the whole industry suffered in late 2008 and in 2009 as consumer confidence fell and people became more cautious about their spending (Europa Star October, 2010). But on the other hand according to Europa Star report market dynamics such as shifting consumer attitudes has led to a substantial increase in demand, and this trend is expected to continue also in the coming years. According to Europa Star (2010) strong watch groups such as Swatch group, LVMH and Richemont have weathered the storm and have become even stronger. This is evident from the triumphant profit announcements from the Swatch Group, LVMH, and Richemont. In a growing and crowded market, luxury watch manufacturer Swatch group has experienced stagnant sales and a stable market share. The focus of this report will therefore to be outline the current market dynamics and recommend a viable new marketing strategy for Swatch group especially emphasizing on its Tisot Brand. Primarily, a brief situational analysis will be given. A short background of the company and a description of its brands and the current performance of the group will be provided, followed by the analysis of company ¿Ã‚ ½s closest competitors. Further, investigation of company ¿Ã‚ ½s external and internal environment will be followed. After investigating its environment, a detail recommendation for its marketing strategy highlighting key current trends and emerging segments in the market, followed by a description of the current and desired positioning of the brand will be provided. Finally the report will conclude with a summary of the key findings and recommendations. 2.0 Company/ Group History and products. 2.1 History The Swatch Group Ltd. is the number one manufacturer of finished watches in the world. The Group is active in the manufacture of finished watches, jewelry, and watch movements and components. It produces nearly all of the components necessary to manufacture the watches sold under its 19 watch brands and the multi-brand Tourbillon retail label, as well as the entire Swiss watchmaking industry. In addition, it operates its own worldwide network of distribution organizations. The Swatch Group is also a key player in the electronic systems sector. Tissot Brand. Founded in 1853 at Le Locle, the birthplace of Swiss watch making, the Tissot brand is proud to have developed a strong tradition of quality and innovative Swiss watches. The brand is available in over 150 countries. 2.2 Swatch Group Product range Table 1.1 Swatch Group Product Range Range Brands General Target Market Description Prestige and Luxury Range Breguet, Blancpain, Glash ¿Ã‚ ½tte Original, Jaquet Droz, L ¿Ã‚ ½on Hatot, Omega and Tiffany Each of them originates strength and prestige from its own exclusive history, and reinvents components ¿Ã‚ ½ with high-end and supreme excellence targeting for the very highest end of the market. High Range Longines, Rado and Union Glash ¿Ã‚ ½tte Wide series of sophisticated watches placed at the top end of the market. They are characterized by their pioneering spirit, their technological revolution and their considerable involvement in sport and design. Middle Range Tissot, ck watch jewelry, Balmain, Certina, Mido and Hamilton Their extremely keen intelligence of current events  ¿Ã‚ ½ fashion, sport and culture  ¿Ã‚ ½ which is reflected in the definition of their high-quality products, gives them a very high profile in the mid-range market. They practically always occupy the leadership position in their different market niches. The unique characteristics of each brand are reflected in the models that make up its range. Basic Range Swatch and Flik Flak. Two extremes. Swatch on one hand, the most visible of the Swatch Group ¿Ã‚ ½s 19 brands and the most famous plastic watch in the world; and Flik Flak on the other, exclusively reserved for children. Stood in the lowest price segment. The range is consequently immense and aimed at everyone. Private Label Endura Group makes all its expertise available to third-party clients who are not active in the watch making industry, manufacture exclusive for special events, sports etc. providing them with watches that perfectly capture and replicate their image. Source:www.swatchgroup.com Based on the above table the main focus of this report will be the mid-range market, where Tissot brand is positioned. Thus it is important firstly to identify it ¿Ã‚ ½s direct or in this case its internal competitors. The following table describes its internal competitors. Table 1.2 Internal competitors Position: Innovators by tradition the first anti-magnetic watch in 1930; Astrolon, the first watch with a plastic casing in 1971; Rock watch, the first watch with a casing made of alpine granite in 1985, followed by Pearl watch, the first watch with a mother-of-pearl casing in 1986, then Wood watch, the first watch with a casing made of wood in 1987. In 1996, Tissot launched its first autoquartz models with 6-day autonomy and then, in 2001, its famous T-Touch models with seven additional functions activated by touching the watch ¿Ã‚ ½s crystal. Tissot has also built its reputation on an incomparable style and elegance. People the world over recognize the dynamic that has presided over the brand ¿Ã‚ ½s destiny for more than 150 years. Its deep involvement in sport, its role as Official Chronometer at top-level national, trans-national and global events Position: Absolute, contemporary The US designer Calvin Klein and the Swatch Group pooled their formidable talent in 1997 to create cK watch, a watch brand with graphic lines that are striking, refined and contemporary. A new and inimitable type of watch, a fashion accessory watch. Today, over 200 different Swiss-made models designed for men as well as women adorn storefronts in more than 60 countries. Characterized by its essential sexy image that translates refined lines and numerous metal surfaces into sensual curves. Position: A world of elegance From 1987 to 1995, Balmain watches were manufactured under exclusive license by the Swatch Group, which supplied its immense expertise and state-of-the-art watchmaking technology to the brand and the Parisian fashion house founded in 1945. In December 1995, the Swatch Group acquired the exclusive rights to manufacture market and distribute the brand ¿Ã‚ ½s watches throughout the entire world. One of the brand ¿Ã‚ ½s distinctive features is the famous  ¿Ã‚ ½arabesques ¿Ã‚ ½ dial, the stunning design They are synonymous with elegance and refinement, and meet the quality and esthetic criteria demanded by discerning women and men alike. Position: Reliability, precision and innovation The spirit of the famous Certina brand is brought to life by a tradition of uncompromising excellence and the guaranteed use of the finest components and materials  ¿Ã‚ ½ titanium, 316L stainless steel, sapphire glass, and the renowned ETA Swiss Made movements. The company has built its reputation on the quality of the watch movements made by the Kurth brothers. As the Swiss leader in mid-range sporting watches, Certina has become the champion of outstanding quality at an affordable price. The introduction in 1959 of the concept of double security is a significant example of this, raising water and shock resistance to previously unattained levels. Position: A mark of true design Mido ¿Ã‚ ½s ambition is to produce watches that possess characteristics typical of the quality and careful craftsmanship of a Swiss watch, namely timepieces endowed with mechanical movements that are wound either by hand or automatically. Timelessness is the hallmark of its image, which aims to be clean-cut and refined. As a specialist in mechanical watches, Mido offers a variety of models with designs ranging from retro to contemporary, and from classic to innovative. They all meet the brand ¿Ã‚ ½s five strategic criteria: the Swiss-made label; a distinctive identity; a high-precision, high-quality mechanical movement; superior water-resistance, and excellent value for money. Position: A passion for the sky and the movies Launch of the worlds first battery-powered watch, the Ventura. In 1972, Hamilton again amazed the world by creating the first watch with a digital display. The wide range and varied styles of Hamilton watches have provided a valuable resource for Hollywood stylists and costume designers. As well as being worn by numerous actors during filming, the brand is also famous today for its  ¿Ã‚ ½Behind the Camera Awards ¿Ã‚ ½, which honors backstage artists on film sets in Los Angeles. Source:www.swatchgroup.com 3.0 Investigation and analysis 3.1 Overview of the UK Market The UK jewellery and watches market, with the jewellery sector being segmented into the categories of real jewellery (gold, silver and platinum) and fashion/costume jewellery. Total sales of jewellery and watches in the UK fluctuated between 2004 and 2008, and fell by 2.8% in the latter year to finish the review period at  ¿Ã‚ ½4.33bn. (Jewellery Watches Market Report, 2009). Furthermore, as consumers have cut back on spending during the recession, there has been pressure in the market to reduce prices which, combined with lower volumes, has meant an overall downturn in sales. Initially, the luxury end of the market was relatively unaffected by the downturn, but by the end of 2008 and early 2009, it had begun to take effect. (Jewellery Watches Market Report, 2009). The market share in UK is dominated by fashion brands such as Rolex, Omega and Gucci (please refer figure 1.1 below). Please note due to lack of market data the below figure describes data up to year 2005.Figure 1.1: Brand shares in the UK luxury watch market, 2002 and 2005. Source: Mintel report, 2005 3.2 PESTLE Analysis. Political  ¿Ã‚ ½ Removal of quantitative restrictions on import watches lead to a threat in UK. Economic  ¿Ã‚ ½ More people are concerned about their jobs and employment prospects than last year.  ¿Ã‚ ½ 11% growth for the jewellery and watches market over the next five years globally (Mintel, 2010).  ¿Ã‚ ½ Rising gold prices and the recession have led many consumers to buy silver jewellery instead of gold.  ¿Ã‚ ½ Currency volatility means the end of savage price-cutting. Sociological  ¿Ã‚ ½ Importance of the gifting market for retailers, with four in ten adults enjoying receiving precious metal jewellery as a birthday or Christmas present.  ¿Ã‚ ½ Young men aged under-35 are more open to paying higher amounts for a watch as they typically do not wear jewellery to express their individuality or consumer spending power.  ¿Ã‚ ½ Costume jewellery is the smallest sector of the watches and jewellery market, but has grown at the fastest rate. Technology  ¿Ã‚ ½ Watch brands are taking advantage of new technologies such as robots and hi-tech coatings.  ¿Ã‚ ½ A notable trend is the use of unconventional materials in luxury watches such as titanium and ceramics.  ¿Ã‚ ½ Another notable trend is retailers asking fashion brands to design special watches exclusively for their stores. (Innovation Driving Luxury Watch Market ,2007)  ¿Ã‚ ½ Developments in online retailing have contributed to it becoming increasingly transparent for information on pricing and availability. Legal  ¿Ã‚ ½ Regulations fair pricing and health and safety Environmental  ¿Ã‚ ½ Converging the watch ¿Ã‚ ½s main function with health benefits would be one way of helping to create new reasons for purchase. 3.3 Situational analysis (SWOT) Strengths  ¿Ã‚ ½ Brand Image  ¿Ã‚ ½ as an Innovators by tradition,  ¿Ã‚ ½Swiss Made ¿Ã‚ ½.  ¿Ã‚ ½ Unique and Exclusive products  ¿Ã‚ ½ e.g. T-Touch, touch-sensitive sapphire, barometers, altimeters and thermometers.  ¿Ã‚ ½ After sale service Tissot International Warranty and after-sales services  ¿Ã‚ ½ Premier event sponsor and Brand Ambassadors  ¿Ã‚ ½ Strong established Distribution network  ¿Ã‚ ½ Swatch Group has a growing Market share  ¿Ã‚ ½ The Swatch Group occupies a major position in the production and supply of watches, movements and components.  ¿Ã‚ ½ This ensures the integrity of the vertical manufacturing structure; it also guarantees the strength and credibility Weaknesses  ¿Ã‚ ½ Pricing for mid-range market  ¿Ã‚ ½ Small Presence in key market segment  ¿Ã‚ ½ Competitors successfully exploited the lifestyle segmentation which Tissort failed to accomplish. Opportunities  ¿Ã‚ ½ Gifting concept and Seasonality: associating with gifting and relations  ¿Ã‚ ½ Company can expand in to a niche market by launching products suitable for customers in a particular market segment like the youth, gift fashion, sports etc.  ¿Ã‚ ½ Enlarge network of the sales outlets.  ¿Ã‚ ½ World trend for highly fashionable products.  ¿Ã‚ ½ Increase in internet capabilities and increase in online buyers especially in the UK. Threats  ¿Ã‚ ½ World and Local Competition: 25 key luxury brands in the world, with their own branded watches.  ¿Ã‚ ½ Direct internal and external competitors in the mid-range market.  ¿Ã‚ ½ Cheap Counterfeits products.  ¿Ã‚ ½ Decreasing Trends in market. E.g. Use of Mobiles to get the time and the other features.  ¿Ã‚ ½ Worldwide decline in the production and demand of mechanical watches. 3.4 Differential advantage/ Competitive edge (USP)  ¿Ã‚ ½  ¿Ã‚ ½Swiss Made ¿Ã‚ ½ and 100% Market share for Swiss watches  ¿Ã‚ ½ Swatch Group Logistics Unit The Swatch Group Logistics Unit continues to work toward an integrated global Supply Chain Management system. A logistics information platform initially linking virtually all Group brands to the various international subsidiaries has been expanded to reach over 200 agents, providing them with up-to-date information on sales, inventories, and open orders.  ¿Ã‚ ½ European Distribution Centre Swatch Group Distribution has established regional service centers, among them the European Distribution Centre (EDC), enabling the replacement of countless local warehouses and information systems with a common distribution platform.  ¿Ã‚ ½ Swatch Group accords great importance to customer satisfaction, by creating a division dedicated entirely to Customer Service activities. such as the European platform for repairs of high-end products and the implementation of the Groups watch making schools in Shanghai (China), Kuala Lumpur (Malaysia), Glash ¿Ã‚ ½tte and Pforzheim (Germany) and Miami (USA).  ¿Ã‚ ½ Tissot recently introduced a web application called 3D Augmented Reality that will allow to try watches on in front of the computer screen Focusing on the Tissot Touch collection, you will be able to virtually  ¿Ã‚ ½try on ¿Ã‚ ½ a selection of styles and colours. In addition, all the watches will tell the correct time in digital and analogue. (Europa Star, 2010) 3.5 Current product range of Tissot Table 1.3 Tissot Product Line  ¿Ã‚ ½ Global The Tissot T Collection Watch (model T50.1.185.60) is varied. This model is an elegant, womens watch featuring a solid stainless steel case and bracelet with butterfly clasp. With Swiss quartz movement and water resistance to 100 feet, this watch has suggested price of $375. The Tissot Seastar II Automatic Watch (T55.0.483.11) is an elegant mens watch with a scratch-resistant sapphire crystal: set on a bi-color bracelet. Water resistant to100 feet, it has a list price of $200. The Tissot PRS200 Chrono Diver Watch (model T17.1.486.34) features: chronograph with ADD and SPLIT functions, 30-minute and 1/10 second displays and 60-second chronograph hand. Its also water resistant to 650 feet. With many other features, this lists for $450. The Tissot Oval-T Watch (model T47.5.385.31) is an elegant womens watch with PVD bracelet and a sapphire glass with quartz movement. Water resistant to 100 feet, it lists for $390. Other Tissot Series Tissot makes dozens of models and series. These include the V8 watch, PRS 200 watch, Heritage watch, Powermatic watch, TXL watch, T Lord watch, Quickster watch, the Atollo watch, the Bellflower watch and many others. Source: www.luxurywatches101.com Table 1.3 Product Range of TISSOT UK Brand Range Number of designs and watches TOUCH COLLECTION 12 T-SPORT 5 T-TREND 4/7 T-CLASSIC 4 T-GOLD 3 T-POCKET 23/44 HERITAGE 4 Each of these brands range offers a wide range of very strongly characterized watches. The attractiveness of the models, their multiple variations, and the combination of multiple specialties, their precision and their quality form an integral part of their fashion appeal, and meet the consumer ¿Ã‚ ½s many and varied needs. The unique characteristics of each brand are reflected in the models that make up its range. Summary of Key Facts Based on the above investigation it is evident that Tissot brand which cater to the mid-range market, has a strong support from the swatch group especially with its distribution network. But also it should be highlighted that esspacially the Tissot brand is not up to date with the current trends, for example catering to the youth, women segment especially in UK. 4.0 Recommendations 4.1 Segmentation Targeting Positioning (STP) 4.1.1 Market Segmentation The consumer luxury watches market can be segmented by: o Gender o Type of watch o Age o Socio-economic group o Life stage of the consumer o Marital status o Working status o Geographical region. The table 1 below lists the key aspects of each type of segmentation in the luxury watches market. Table 1.3: Types of segmentation in the luxury watch market Gender Type of watch Age Socio-economic Life stage Marital Status Working Status Region Men Mechanical 15-24 AB Pre-/no family Married Working London Women Quartz 25-34 C1 Families Not married Not working South 35-44 C2 Third age East/ Midlands 45-54 D Retired Wales / West / South West 55-64 E Yorkshire/ North East 65+ North West 65+ Scotland It has not been possible to obtain information on all the segmentation variables listed above. However, figures relating to gender and type of watch are available. The figures show that the overall market size of men ¿Ã‚ ½s luxury watches is larger than that of women, however this differential is narrowing as the women ¿Ã‚ ½s market is experiencing a more rapid growth than the men ¿Ã‚ ½s market. In terms of type of watch, mechanical watches dominate the luxury watch market. This represents a pronounced difference to the mass market where the quarts-variety is more important. The tables 1.4 and 1.5 below demonstrate these figures, Table 1.4: Luxury watch sales, by gender, by volume, 2001-05, Source: Mintel report, 2005 Gender 2001 2003 2005 (est) % change 000 units % 000 units % 000 units % 2001-03 2003-05 Men ¿Ã‚ ½s 294 56.5 312 56.2 317 56.1 +6.1 +1.6 Women ¿Ã‚ ½s 226 43.5 243 43.8 248 43.9 +7.5 +2.1 Table 1.5: Luxury watch sales, by Type of watches, by volume, 2001-05, Source: Mintel report, 2005 Type of watches 2001 2003 2005 (est) % change 000 units % 000 units % 000 units % 2001-03 2003-05 Mechanical 343 66 367 66.1 375 66.4 + 7 + 2.2 Quartz 177 34 188 33.9 190 33.6 + 6.2 + 1.1 4.1.2 Current Market Position Based on the market information, Tissot was perceived to be: o Elegant and Luxurious o Masculine and sporty o  ¿Ã‚ ½Established in the market ¿Ã‚ ½ and stylish o Innovativeness by tradition The graphs 1-2 below illustrate Tissot current positioning in relation to its competitors. 4.2 Marketing objectives and goals (SMART) The emerging segments in the market reflect where future potential demand might be strongest, and hence which segments the company should be focusing its efforts towards in order to build a profitable customer base. As highlighted in the analysis section, the female market for luxury watches is experiencing a stronger growth than the male market, making this an interesting segment for luxury watch producers. Also the younger market (in particular the 15-24 year olds and the 25-34 year olds) is considered to have great potential because of the importance of style and appearance to this segment, and also their generally higher awareness and knowledge of branding. 4.2.1 Marketing Objectives  ¿Ã‚ ½ Increase the market share of Tissot from 1 % to 5 % over the next 12 months.  ¿Ã‚ ½ Increase the number of distributors in the UK from 33 to 100, over the next 12 months. 4.2.2 Strategy The overall strategy for the Tissot re-launch campaign can be summed up in the following points:  ¿Ã‚ ½ To reposition Tissot as  ¿Ã‚ ½sporty, elegant and feminine ¿Ã‚ ½ through a re-launch campaign of the T-TREND, TOUCH COLLECTIONS  ¿Ã‚ ½ To generate an integrated advertising, direct mail, point-of-sale, PR and sponsorship campaign focusing on the themes: social responsibility and creativity.  ¿Ã‚ ½ To communicate the social responsibility and creativity themes to current and potential new distributors and 22-35 year old AB working women to increase distribution of Tissot watches and increase awareness of the brand. 4.2.3 Target market The Tissot re-launch campaign will be focused towards two distinct target markets:  ¿Ã‚ ½ In order to capture the emerging trends in the market, the consumer segment targeted for the re-launch campaign will be 22-35 year old AB working women.  ¿Ã‚ ½ In addition, a selected group of fine, up-market jewellers and watch specialists will be targeted in order to strengthen Tissot distribution system and thereby support the marketing activities of the company. 4.3 Desired Positioning On the basis of previous investigations it was decided that the desired positioning of Tissot should be  ¿Ã‚ ½sporty, elegant and feminine ¿Ã‚ ½ using Tissot ¿Ã‚ ½s reputation on an incomparable style and elegance. The aim of the repositioning exercise is to create a more distinctive image for Tissot, building on the fundamentals of the brand. Graph 3: Desired position of Tissot 4.4 Marketing strategies and programmes (4P ¿Ã‚ ½s) Product A watch can be describing considering it as three different products the core product, the actual product, and finally the augmented product. Based on the below figure Tissot should focus on its actual product offering especially on branding, style and fashion components. Place Swatch Group Distribution was formed in 2001 with the objective of providing worldwide support to Swatch Group companies in their efforts to stream customers with products in a more speedy, reliable and cost-effective way. Swatch Group products are distributed mainly via a global distribution network that has been carefully selected by Group subsidiaries, or by agents who have been authorized either by a Group subsidiary or directly by the Groups head office. Following methods are used by Tissot.  ¿Ã‚ ½ Monobrand stores  ¿Ã‚ ½ Network of multibrand prestige watch and jewelry boutiques.  ¿Ã‚ ½ airports, notably by running watch and jewelry boutiques As outlined in the strategy section, current and potential new distributors will be approached slightly differently for the new re positioning and re launch.  ¿Ã‚ ½ Current retailers will be contacted by telephone to inform about the forthcoming re-launch campaign.  ¿Ã‚ ½ Large, potential retailers will be contacted by the Tissot sales-force to explain the benefit of stocking Tissot products and inform about the up-coming campaign.  ¿Ã‚ ½ Small, potential retailers will be contacted through a direct mail campaign. Advertising strategy In order to increase awareness of Tissot and to induce demand for the products, a black-and-white print advertising campaign directed towards the target market of 22-35 year old AB working women will be conducted. The slogan underpinning the re-launch campaign will be  ¿Ã‚ ½Create a difference  ¿Ã‚ ½ take the opposite view ¿Ã‚ ½, and this catch-phrase will be featured on all the print adverts as well as other promotional material directed towards retailers and point-of-sale displays. The campaign will be based around celebrity-endorsement, featuring Tissots current ambassadors chosen of the re-launch campaign, reflecting the re positioning strategy, Sporty strong, independent and assertive women with a very distinctive style. The campaign will include a total of 66 inserts of varying sizes in the following publications:  ¿Ã‚ ½ The Financial Times  ¿Ã‚ ½ The Economist  ¿Ã‚ ½ Vogue  ¿Ã‚ ½ Harper ¿Ã‚ ½s Bazaar. The publications were chosen for its up-market readership and high quality print and colour reproduction. It is therefore assumed that the target market of 22-35 AB working women should be well reached through these publications. The frequency of the inserts will change over time to reflect the headway and general build-up of the campaign Sponsorship In the latter part of the re-launch campaign Tissot will sponsor two trade events directed towards professional women. The purpose of this is to promote continued awareness of Tissot, and to function as an additional reminder of the re-launch campaign as the intensity of above-the-line communication will be reduced in the Spring/Summer period. It is hoped that the sponsorship-strategy will enhance corporate identification with the target audience of 22-35 year old working women, thus creating a positive image of Tissot amongst this population. Pricing The pricing structure will reflect its target audience of 22-35 year old working women, creating a positive image as a stylish affordable watch. Also the pricing structure should reflect Tissot ¿Ã‚ ½s essential market position, the Mid range market. 5.0 Conclusion 5.1 Evaluation In order to estimate the relative success of the campaign in terms of its ability to achieve the stated marketing and communication objectives, a number of control measures will be carried out during and towards the end of the campaign. Increase in market share will be evaluated through tracking of unit-sales, using inventory data. The level of sales will be measured in 3 stages: before the launch of the campaign, six months into the campaign and finally after completion of the campaign. Increase in the number of distributors will be assessed by measuring the number of retailers before the launch and after completion of the campaign. Recognition tests will be carried out in order to determine the effectiveness of the advertisement in terms of increasing awareness of Tissot, and also if the media used were effective in reaching the target audience. Correspondingly, the achievement of the campaign in terms of re-positioning Tissot be evaluated using qualitative research obtained during focus-group discussions.

reactors :: essays research papers

Heat is produced in a nuclear reactor when neutrons strike Uranium atoms causing them to fission in a continuous chain reaction. Control elements, which are made of materials that absorb neutrons, are placed among the fuel assemblies. When the control elements, or control rods as they are often called, are pulled out of the core, more neutrons are available and the chain reaction speeds up, producing more heat. When they are inserted into the core, more neutrons are absorbed, and the chain reaction slows or stops, reducing the heat. Reactors can be used for research or for power production. A research reactor is designed to produce various beams of radiation for experimental application; the heat produced is a waste product and is dissipated as efficiently as possible. In a power reactor the heat produced is of primary importance for use in driving conventional heat engines; the beams of radiation are controlled by shielding. Research and test reactors -- also called â€Å"non-power† reactors -- are nuclear reactors primarily used to conduct research, development and education. These reactors contribute to almost every field of science including physics, chemistry, biology, medicine, geology, archeology, and environmental sciences. A breeder reactor is defined as a reactor that both consumes and produces fissionable fuel. Generally breeder reactors produce more fuel than they consume. Breeding is the process by which new fissionable material is created by capturing neutrons from fissions in fertile materials.   Ã‚  Ã‚  Ã‚  Ã‚  Fast breeder reactors are reactors where the fission reaction is sustained by fast neutrons. Fast breeder reactors do not require a moderator, allowing for a variety of working fluids. Two types of fast breeder reactors are Gas-Cooled Fast Breeder Reactors (GCBRs), often cooled by pressurized helium, and Liquid Metal Fast Breeder Reactors (LMFBRs), which are cooled by molten sodium. The reactor core, at its center, has concentrations of ~20% Pu-239 and 80%. Surrounding fuel rods are 100%. The reactor has a high concentration of fissile material at its core, allowing a chain reaction to be sustained even with fast neutrons, despite the lower probability of fast neutrons causing fissions than slow neutrons. A consequence of operating with fast-moving neutrons (hence the common name Fast Breeder Reactors, or FBR) is that there is a higher chance of transmuting U-238(uranium- 238) to Pu-239(Plutonium-239). After a year's worth of operation, the center rods will have concentration of 15% Pu-239 and 85% U-238, with the surrounding material having 95% U-238 and 5% Pu-239.

Best practices in project quality management/leadership for information technology Essay

Most people simply accept low quality from many information technology (IT) products. So what if ones laptop crashes a couple of times a week? Just ensure there is back up for data. So what if one cannot log in to the business intranet or the internet right now? Just attempt a little later when it is less busy. So what if the latest version of word-processing software was shipped with several bugs? One may like the software’s new features, and all new software has bugs. Is quality a real problem with information technology projects? Yes, it is! IT is not just a luxury available in some offices, homes, or schools. Firms throughout the world provide employees with access to computers. The majority of people in the US use the internet, and usage in other countries continues to expand rapidly. It took only six years for 60 million people to use the internet compared to 20 years for 60 million to use cell phones (Kathy, 2008, p. 292). Many issues of individual and or group lives depend on high-quality IT products. Food is produced and distributed with the help of computers; vehicles have computer chips to monitor performance; students use computers to aid them learn in school; organizations depend on technology for many business functions; and millions of people depend on technology for entertainment and individual communications (Kathy, 2008). Many IT projects develop mission-critical systems that are utilized in life-and-death circumstances. Such as navigation systems on aircraft and computer components built into medical equipment. Financial institutions and their clients also depend on high-quality information systems. Clients get very upset when systems present inaccurate data or display information to unauthorized people that could result to identity theft. When any of these systems fails, it is much more than a mere inconvenience (Taguchi, 2004). 1. 1 Definitions Before one can enhance the quality of IT projects, it is good to understand the fundamental concepts of project quality management. Indeed, it is hard to define project quality management. According to the international organization for standardization (ISO) quality can be defined as the totality of features of an organization that bear on its ability to satisfy stated or implied requirements (Kathy, 2008). It can also be defined as the extent to which a set of inherent features fulfils needs (ISO9000). Other professionals define quality based on adherence to needs and fitness for use. Adherence to needs means project’s products and processes meet laid down specifications. Fitness for use implies a product can be used as it was intended. The purpose of project quality management is to make sure that the project will fulfill the requirements for which it was undertaken. Project management involves among others things meeting or surpassing stakeholder requirements and anticipations. The project group must initiate good relationships with core stakeholders, especially the primary client for the project, to comprehend what quality implies to them. Many technical projects fail because the project management group aims only at meeting the written requirements for the project (Juran and Frank, 2002). Quality, therefore, must be on an equal basis with project scope, cost, and time. If the project’s stakeholders are dissatisfied with the quality of the project management or the end products of the project, the management group will require adjusting time, cost, and scope to fulfill stakeholder needs. In which case meeting only documented requirements for time, cost, and scope is not sufficient. To attain stakeholder fulfillment, the project group must come up with a good working relationship with all stakeholders and comprehend their implied or stated requirements. Best practices: over the years, organizations have become mesmerized with the term-best practice-but after continued use, experts began scrutinizing the expression and now better definitions exist. A best practice starts simply with an idea. Knowing that there is a process, tool, activity, or method that can deliver results effectively than any other method and provides one with the desired results with less barriers and predictable complexities is a welcome. As a result, one apparently ends up with an efficient way of completing a task by use of a repeatable procedure that has stood the test of time for quite a large number of IT projects (Kathy, 2008). As project quality management evolved, so did the meanings of best practices. Some definitions of best practices are complicated while others are somehow simple. Yet, they both address the same aim of encouraging project quality management throughout the organization. Firms must decide on the depth and extent of their best practices. Must it be at high level and generic or at a low level and detailed? A generic best practice may not attain the desired efficiencies whereas a detailed one may not have unlimited applicability. Basically, any firm can decide to have own definition of best practices and there might even be company quality requirements on the definition of such best practices. For example, a best practice can be defined as something that: works, works well, works well on a repetitive basis, leads to a competitive advantage, can be identified in quest to improve business, and prevents the firm from problems. 1. 2 Principles Generally, there are 3 basic principles/processes of project quality management: 1. 2. 1 Planning quality Planning for quality involves identifying which quality standards are relevant to the project and how to fulfill those standards. Integrating quality standards into project design is a core portion of quality planning. For an IT project, quality standards include enabling system growth, planning a considerable response time, or making sure that the system produces accurate and consistent information. The core outputs of quality planning are a quality management plan, quality metrics, quality checklists, a process improvement plan, and project document updates. 1. 2. 2 Performing quality assurance Performing quality assurance includes periodical evaluation of the whole project performance to make sure that the project will meet the desired quality standards. The process involves assuming roles of quality in the entire project life cycle. Senior management must take the lead in emphasizing the roles all employees play in quality assurance. The core outputs of this process are organizational process asset, project management, project document, and change requests updates (Kathy, 2008). 1. 2. 3 Performing quality control Performing quality control involves monitoring specific project results to make sure that they adhere to the desired quality requirements while identifying methods to enhance ultimate quality. This process is mostly linked to the technical techniques and tools of quality management, such as quality control charts, statistical sampling, and Pareto charts. The main outputs of quality control include quality control measurements, validated deliverables, change requests, validated changes, organizational process asset updates, project management plan, and project document updates (Kathy, 2008). This research seeks to: †¢ Incorporate the best practices in project quality management with quality leadership/ team work within a quality focused company, †¢ Evaluate the significance of project quality management for IT products and services, †¢ Understand the techniques and tools for quality control, and †¢ Describe how leadership model relate to enhancing quality in information technology projects. 2. 0 Review of Literature In his book on quality control, Juran (2002) stressed the significance of top management commitment to continuous product quality improvement. In 2000, Juran published the fifth edition of his famous book. In both texts, Juran developed and built upon a trilogy involving quality improvement, quality control, and quality planning. Juran emphasized the difference between the manufacturer’s view of quality and the client’s view. He observed that manufacturer’s focused on adherence to requirements, but client’s focused on fitness for use. In this book, Juran developed 10 stages to quality improvement. These include; building awareness of the need and chance for improvement, set goals for improvements, organize to reach the goals, provide training, carry out projects to solve problems, report progress, give recognition, communicate results, keep ratings, and maintain momentum by establishing yearly improvement part of the regular systems and processes of the economy. Crosby (1979) wrote Quality Is Free and is best known for suggesting that firms struggle for zero defects. He stressed that the costs of low quality must include all costs of not doing the work right the first time, such as rework, scrap, wasted man hours and machine hours, customer ill will and wasted sales, and warranty costs. Crosby proposed that the cost of low quality is so misappropriated that firms can profitably spend unlimited amounts of money on enhancing quality. Like Juran, Crosby developed 14 stages for quality improvement; these include making it clear that management is committed to quality, organizing quality control teams with representatives from each section, establishing where current and potential quality problems lie, evaluating the cost of quality and explaining its use as a management tool, raising the quality awareness and personal concern of all employees, take actions to correct problems identified through previous steps, establishing a committee for the zero defects program, training supervisors to actively carry out their part of the quality improvement program, holding a-zero defects day-to allow all employees realize that there has been a change, encouraging individuals to establish improvement goals for themselves and their teams, encouraging employees to communicate to management the barriers they face in achieving their improvement goals, reorganizing and appreciating those who participate, establishing quality councils to communicate on a regular basis, and reworking to emphasize that the quality improvement program never ends. Crosby (1979) initiated the Quality Management Process Maturity Grid. Such a grid can be applied to a firm’s attitude toward product usability. For instance, the initial level in the grid is ignorance, where employees might think they do not have any difficulties with usability. The last level is wisdom, where employees have changed their attitude so that usability defect prevention is a routine part of their activities. Ishikawa (1976) developed the concept of quality circles and pioneered the utilization of cause-and-effect graphics. Ishikawa made notable contributions to quality management, the most important being Ishikawa’s total quality perspective, organization quality control and emphasizes to human based quality, the quality diagram, and the creation and use of his 7 basic quality tools. The tools are: Pareto analysis, stratification, cause and effect diagrams, check sheets, scatter charts, histograms, and process control charts. Ishikawa believed these 7 tools must be known in depth, if not by all, in a firm and used to evaluate problems and create enhancements. Used effectively the tools form a powerful quality kit. Genichi (1998) believed it is good to develop product that is stout and or insensitive to manufacturing process variation, rather than trying to control all variations during manufacturing. To practice this idea, he embarked on the already developed knowledge on design and made it more practical and usable for quality experts. Genichi’s idea was mainly about the routine maximization of process and product prior to actual processing rather than quality control through inspection. Reliability and quality are ensured at the designing stage. Genichi went on to break off-line quality into 3 core levels. These levels include; system design, tolerance design, and parameter design. Foster (2004) identified leadership as being core to the quality improvement process, assuming minimal difference between management and leadership. The role is of a facilitator, and the foundation is-managing by walking, allowing the leader to be in touch with clients, people, and innovation, the three primary sections in the expedition of excellence. Foster believes that, as the leader walks, three main operations are occurring: listening, facilitating, and listening; suggesting caring, able to provide instant help, and transmission of values respectively. Foster, having analyzed key American firms concluded that any smart concept to organizing had to take into account 7 variables, a framework that was designed to include both the software and hardware of a firm. 3. 0 Findings 3. 1 Best practices Every organization has its own point of view of best practices. But generally there seem to be four basic reasons for embracing best practices. The four are: †¢ Improving efficiency, †¢ Standardization, †¢ Improving effectiveness, and †¢ Consistency In whatever definition, the company must identify which of the four, or combination therein, the firm targets. The paper focused on best practices as practiced at Orange Soft-Link Ltd, an IT company based in Switzerland (Crosby, 1979). †¢ A best practice is an experience based, published, and proven way to achieve company objectives. †¢ The company has detailed best practices in its procedures/policies and work flows. There are templates and guidelines as well as procedures that the company embraced. Additionally, when it closed a project, the company conducts a formal lesson learned section. The session involves the sponsors, core team, project manager, and other stakeholders impacted by the project. The lessons are stored in a common database and reviewed with the whole team. Its best practices depend on lessons learned. The company shares these practices with other IT firms for those vendors for which the company is a reference site. All Orange Ltd templates, procedures/policies, and work flow can be accessed when necessary and, by request, the quality leadership team set conferences to give feedback as well as explain in details all practices. †¢ Any tool, activity or template used by a quality manager that has had a positive impact on quality delivery, knowledge, and process. For example, performing to satisfy customers is a best practice in this IT Company. This is done by assessing each phase of a project. †¢ Generally the company views a best practice as any process or activity that enhances a given quality issue, eliminates the need of other more complicated procedures, or significantly improves an existing procedure. Each best practice is a living unit and subject to amendments, removal, or review. †¢ For Orange Soft-Link ltd, a best practice is any process or method that has been successful in producing the desired outcomes through practical application. This IT Company do not embrace professional or industry standards as a best practice until it has been proven that the process or method works in its corporate environment (Kathy, 2008).

An Assessment of Nhif Utilization in Kiwanja Market

AN ASSESSMENT OF THE UTILIZATION OF NHIF BY RESIDENTS OF KIWANJA MARKET, KAHAWA WEST LOCATION, KASARANI DIVISION IN NAIROBI. Presented by: Ann Mwangi Registration number: I30/2160/2006 A research proposal submitted in partial fulfillment of the requirements for the award of the degree of Bachelor of Science (nursing and public health) in the school of health sciences of Kenyatta University. February, 2010. DECLARATION STUDENT’S DECLARATION This proposal is my original work and has not been presented for any academic award in any other University or college. Signature†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Name: Ann Mwangi Registration number: I30/2160/2006 SUPERVISOR’S DECLARATION This proposal has been submitted for review with my approval as a university supervisor. Signature †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Name: Mrs. Makworo Department: Nursing sciences. ABBREVIATIONS AND ACRONYMS NHIF National Hospital Insurance Fund MOH Ministry of Health CAP Chapter HMOs Health Management Organization UNICEF United Nations Children’s Fund KIPPRA Kenya institute for public policy research activities and analysis OPERATIONAL DEFINITIONS Health care- Goods and services used as inputs to produce health. In some analyses one’s own time and knowledge used to maintain and promote health are considered in additional to conventional inputs. Used synonymously with Medicare in this study. Health maintenance organization (HMOs) –It is a managed care plan that integrates financing and delivery of a comprehensive set of health care services to an enrolled population. HMOs may contract with or directly employ health care providers. Social insurance – It’s a government insurance programme in which eligibility and premiums are not determined by the practices common to private insurance contracts. Premiums are often subsidized and there is typically redistribution from some segments of the population to others. Health care financing- Refers to paying or funding of health care services provided or to be provided. It is not Medicare per se that consumers want but health itself. Medicare demand is a derived demand for an input that is used to produce health. Health care consumers do not merely purchase passively from the market, but instead produce it, spending time on health improving efforts in addition to purchasing Medicare input. ABSTRACT The National Hospital insurance Fund (NHIF) is an important aspect of healthcare financing through social health insurance in Kenya. It was established by the government of Kenya (GoK) in 1966 as a social insurance fund. At its inception, the NHIF was meant to assist GoK employees to gain access to higher quality private hospitals, thereby relieving congestion in the free public hospitals. The NHIF has mainly focused on the formal sector employees in the past around four decades. This has left those employed in the informal sector. This study is attempts to analyze and understand the demand for social health insurance of the informal sector workers in Kiwanja market by assessing their perceptions and knowledge of and concerns regarding National Hospital Insurance Fund. It will serve to explore how more informal sector workers could be integrated into the NHIF scheme. The research design to be used will be a descriptive cross-sectional study. The area of study is Kiwanja market in Kahawa west location. The study population will include Kiwanja residents above 18 years of age, and employed in the informal sector. The sample size will be 76 as determined using a standard statistical formula and the respondents selected through cluster sampling. A structured questionnaire will be used to collect data. Pretesting of the data collection tool will be done in Kihunguro area in Ruiru. The data collected will be entered, coded and keyed into variables using SPSS version 12- computer software and excel computer packages. Quantitative data will be analyzed using SPSS version 10 computer software. Presentation of quantitive information will be done using statistical packages (graphs, charts, tables and pie charts). The findings, conclusions and recommendations of this study will be very important in formulating awareness campaigns and educational materials that will enable the residents of Kiwanja in the informal sector of employment to realize the significance of NHIF programmes in financing their healthcare. TABLE OF CONTENTS DECLARATIONii ABBREVIATIONS AND ACRONYMSiii OPERATIONAL DEFINITIONSiv ABSTRACTv CHAPTER ONE1 1. 0 INTRODUCTION1 1. 1Background to the study1 1. 2Statement of the problem4 1. 3Justification of the study5 1. 4 Research questions5 1. 5 Objectives of the study6 1. 5. 1 Broad objective6 1. 5. 2 Specific objectives6 1. 6 Research assumptions6 1. 7Significance of the study6 CHAPTER TWO7 2. 0 LITERATURE REVIEW7 2. 1 Social health insurance7 2. 2 Healthcare financing through health insurance in Kenya9 2. 2. 1 The National Hospital Insurance Fund (NHIF). 10 2. 2. 2 Membership to NHIF10 . 2. 3 Mode of Payment11 2. 2. 4 Benefits and cover11 2. 2. 5 How to access benefits11 2. 2. 6 Accredited hospitals12 2. 2. 7 Milestones12 2. 2. 8 The future of NHIF12 2. 3 Factors influencing utilization of social health insurance services. 13 2. 3. 1 Feasibility analyses of social health insurance14 CHAPTER THREE20 3. 0 RESEARCH METHODOLOGY20 3. 1 Research design20 3. 2 Study area20 3. 3 Stud y population20 3. 4 Inclusion and exclusion criteria20 3. 4. 1 Inclusion criteria20 3. 4. 5 Exclusion criteria20 3. 5 Sampling technique and sample size21 3. 5. 1 Sample size determination21 . 5. 2 Sampling technique22 3. 6 Data collection procedures22 3. 6. 1 Research instruments22 3. 6. 2 Pre testing22 3. 6. 3 Data collection process22 3. 7 Data management23 3. 8 Limitations of the study23 3. 9 Ethical considerations23 REFERENCES24 WORK PLAN FOR THE STUDY. 26 BUDGET27 APPENDICES28 INSTRUMENT FOR DATA COLLECTION (QUESTIONNAIRE)28 CONSENT FORM31 MAP OF STUDY AREA32 CHAPTER ONE 1. 0 INTRODUCTION 1. 1Background to the study The concept of National Hospital insurance Fund (NHIF) is an important aspect of healthcare financing through social health insurance in Kenya. In a developing country like Egypt, the Health Insurance Organization (HIO) is prominent among many health institutions involved in health financing and provision, and a key player in the country’s health sector reform programme. It was established in 1964 as the institution in Egypt responsible for social health insurance, providing compulsory health insurance to workers in the formal sector (Abd et al. , 1997). One of the overall goals of the Government of Kenya is to promote and improve the health status of all Kenyans by making health services more effective, accessible, and affordable. Therefore health policy in the country revolves around two critical issues, namely: how to deliver a basic package of quality health services, and how to finance and manage those services in a way that guarantees their availability, accessibility and affordability to those in most need most health care (Kimani, Muthaka, and Manda, 2004). On achieving independence in 1963, the Government of Kenya (GoK) committed itself to providing â€Å"free† health services as part of its development strategy to alleviate poverty and improve the welfare and productivity of the nation (GoK press, 1965). This pledge was honored in 1964 with the discontinuation of the pre-independence user fees, and the introduction of free outpatient services and hospitalization for all children in the public health facilities. Services in the public health facilities remained free for all except those in employment whose expenses were met by their employers (Owino, W. and Were, M. , 1998). Through financial support from the central government, strategies were developed to expand the health infrastructure and support the entire health system. The GoK established NHIF in 1966 as a social insurance fund. At its inception, the NHIF was meant to assist GoK employees to gain access to higher quality private hospitals, thereby relieving congestion in the free public hospitals. The NHIF has mainly focused on the formal sector employees in the past around four decades. This has left those employed in the informal sector. Structural reforms and poor economic growth have increasingly pushed labor into the informal and small scale agriculture sectors where livelihoods are often insecure and incomes are low and uncertain (Kimani, Muthaka, and Manda, 2004). As a way of reaching out to those in the informal sector and the poor, the government plans to transform the current NHIF to National Social Health Insurance Fund (NSHIF). The aim is to ensure equity and access to healthcare services by the poor and those in the informal sector, who have been left out for the last forty years that the NHIF has been in existence. It is also expected that the new scheme will increase healthcare services utilization, which has suffered under cost sharing, by extending benefit package to also cover outpatient care. The current cost sharing will be replaced by pre-paid contribution into the new scheme (Kimani, Muthaka, and Manda, 2004). The principal choices for financing a health care system are: general revenues, social insurance funding, and private insurance financing and out of pocket payments. General revenue financing here refers to a system of revenue collection through a broad based tax. All or portion of this tax may be dedicated to the health care system . general revenues may be raised at the federal, state, provincial, or local levels. According to the United Nations system of national account, 1993, Annex IV par. 4. 111, an insurance programme is designated as a social insurance programme if at least one of the following three conditions is met: a) Participation in the programme is compulsory either by law or by conditions of employment. b) The programme is operated on behalf of a group and is restricted to group members. c) An employer makes a contribution to the programme on behalf of the employee. National Hospital Insurance Fund (NHIF) is therefore a social insurance financing in Kenya. NHIF’s core function is to collect contributions from all Kenyans earning an income of over Ksh 1000 ($12) and pay hospital benefits out of the contributions to members and their declared dependants (spouse and children) Whilst ensuring that Kenyans of all walks of life have access to quality and affordable healthcare, NHIF operates under the social principle that â€Å"the rich should support the poor, the healthy should support the sick and the young should support the old. 2. Statement of the problem The GoK established NHIF in 1966 as a social insurance fund. At its nception, the NHIF was meant to assist GoK employees to gain access to higher quality private hospitals, thereby relieving congestion in the free public hospitals. The NHIF has mainly focused on the formal sector employees in the past around four decades. This has left those employed in the informal sector (Republic of Kenya, 2003a). There exists an information gap on informal sector Kenyans utilization of NHI F services, in instances where studies focus on informal sector employees, NHIF is a social health insurance and an important aspect healthcare financing in Kenya that is often neglected or not fully explored. Majority of studies carried out; focus on utilization of NHIF services across general Kenyan population irrespective of the employment sector. This has led to formulation of healthcare financing programmes that do not address the specific needs of Kenyans in the informal sector. More so, tools of analysis by most relevant studies are limited to univariate and bivariate analysis falling short of examining the net effect of selected background and intermediate factors negatively impacting healthcare accessibility and utilizations by workers in the informal sector of employment. The study is designed to assess the level of knowledge and utilization of NHIF in Kiwanja market because it is an area whose majority of residents are in the informal sector of employment. 3. Justification of the study Taking into considerations the existing information gap on utilization of NHIF services by informal sector employees, it is important to undertake this study in Kiwanja market to establish the awareness level and its use. Kiwanja market is a densely populated area behind Kenyatta University. Majority of Kiwanja residents are in the informal sector. The study is designed to identify the potential hindrances of utilization of NHIF services in Kiwanja residents in the informal sector and ways of how to remove them. The study seeks to explain and provide a systematic body of knowledge that can be explored for appropriate policy formulation, to act as an eye opener and reminder to both the NHIF management team, and other stakeholders to raise the utilization of NHIF services by the informal sector in Kenya. Knowledge deficit regarding NHIF benefits and use to finance health care contributes greatly to the high mortality and morbidity rates due to poor health seeking behavior (Inke et al. 2004). Provision of information and raising awareness on NHIF benefits and use will reduce significantly the number of pregnant women delivering at home due to lack of funds to pay for hospital delivery. 1. 4 Research questions The research questions for the study will be: a) How informed are the members of Kiwanja market about NHIF benefits? b) Wha t percentage of Kiwanja market residents use NHIF services and are in the informal sector? 1. 5 Objectives of the study 1. 5. 1 Broad objective To assess the awareness on NHIF benefits and utilization of NHIF services by Kiwanja market residents. . 5. 2 Specific objectives a) To find out the knowledge level of Kiwanja residents about NHIF. b) To determine the number of Kiwanja residents who are NHIF beneficiaries. 1. 6 Research assumptions The residents of Kiwanja market are knowledgeable about health care financing, they are aware about NHIF benefits but they do not use it because they think it is only meant to benefit those people in the formal employment sector. 7. Significance of the study This study aims at finding out if Kiwanja residents utilize NHIF services. In addressing the objectives, the study will identify the level of utilization of NHIF services, factors influencing its utilization and come up with ways of addressing any shortcomings that will be identified and help in improving NHIF services utilization. The findings, conclusions and recommendations of this study will be important in formulating awareness campaigns and educational materials that will enable the residents of Kiwanja in the informal sector of employment to realize the significance of NHIF programmes in financing their healthcare. This study attempts to find out the awareness on NHIF benefits and use by residents of Kiwanja market. It will therefore benefit the residents of Kiwanja and empower them to acquire their human right of health care. CHAPTER TWO 2. 0 LITERATURE REVIEW 2. 1 Social health insurance The concept of health insurance was first proposed in 1694 by Hugh the Elder Chamberlen from the Peter Chamberlen family. In the late 19th century, â€Å"accident insurance† began to be available, which operated much like modern disability insurance. This payment model continued until the start of the 20th century in some jurisdictions (like California), where all laws regulating health insurance actually referred to disability insurance. During the 1920s, individual hospitals began offering services to individuals on a pre-paid basis, eventually leading to the development of Blue Cross organizations. The predecessors of today's Health Maintenance Organizations (HMOs) originated beginning in 1929, through the 1930s and on during World War II (Weber, 1994). A health insurance scheme is social when it subsidizes the poor, the elderly and the sick, and when it promotes equity and access to everyone and not for profit. The core values in social health insurance embody a concern for the plight of the poor. In social insurance financing, health services are paid for through contributions to a health fund. The most common basis for contributions is payroll, with both the employer and the employee paying a percentage of the salary. In general, membership to a social health insurance schemes is mandatory, although it can be voluntary to certain groups such as the self-employed. The health fund is usually independent of the government but works within a tight framework of regulations. Premiums are linked to the average cost of treatment for the group as a whole, not to the expected cost of care for the individual (Conn , 1998). While there is no universally accepted definition of what â€Å"social insurance† is, Kraushaar and Akumu (1993) outline some broad characteristics, which are generally agreed upon. These are: a) Coverage is generally compulsory by law ) Eligibility for benefits is derived from contributions having been made to the programme c) The benefits for one individual are not usually directly related to contributions made by that individual but often those benefits aim to redistribute income between different income groups. This redistribution is usually from the rich to the lower income groups or from those with few to those with many dependants. Equity of benefits regardless of payment is the rule. d) There is generally a plan or the financing of benefits that is designed to be adequate in the long term. ) Governments manage nearly all such social insurance organizations. f) Revenues go fully and unchallenged to health and are not controlled by the treasury in a given country. Conn and Walford (1998) explain the rationale for health insurance in a low-income country with the following three arguments: a) Attracting additional money for health. This is so because health insurance is perceived as an additional source of money for healthcare. Consumers are more enthusiastic about paying for health insurance than paying general taxation as benefits are specific and visible. ) Getting better value for money because consumers are more able and prefer to pay regular, affordable premiums rather than paying fees for treatment when they are ill. c) Improving the quality and targeting of healthcare. Historically, HMOs tended to use the term â€Å"health plan†, while commercial insurance companies used the term †Å"health insurance†. A health plan can also refer to a subscription-based medical care arrangement offered through HMOs, preferred provider organizations, or point of service plans. These plans are similar to pre-paid dental, pre-paid legal and pre-paid vision plans. Pre-paid health plans typically pay for a fixed number of services. The services offered are usually at the discretion of a utilization review nurse who is often contracted through the managed care entity providing the subscription health plan. This determination may be made either prior to or after hospital admission (Weber, 1994) 2. 2 Healthcare financing through health insurance in Kenya Health insurance in Kenya has been provided by both private and public systems. The main objectives of the he health systems have been to insure Kenyans against health risks that they may encounter in future. Health insurance is considered private when the third party (insurer) is a profit organization (Republic of Kenya, 2003a). In private insurance, people pay premiums related to expected cost of providing services to them. Therefore people who are in high health risk groups pay more, and those at low risks pay less. Cross-subsidy between people with different risks of ill health is limited. Membership is usually voluntary. Public health insurance in Kenya is provided by the National Hospital Insurance Fund (Kimani, Muthaka, and Manda, 2004). 2. 2. The National Hospital Insurance Fund (NHIF). The NHIF was established in 1966 under chapter (CAP) 255 of the Laws of Kenya to be run by an Advisory Council appointed by the Minister of Health. The NHIF was established in 1966 under CAP 255 of the Laws of Kenya to be run by an Advisory Council appointed by the Minister of Health. It catered for salaried employees earning Kshs. 1, 000 and above per month, making a monthly contribution of Kshs. 20/= . In 1972 an amendment was made to incorporate voluntary members (self-employed) at a monthly contribution of Kshs. 0/=. In 1998, Cap 255 was repealed and replaced by the NHIF Act No. 9 of 1998 which transformed the fund to a State Corporation managed by an all inclusive Board representing various stakeholders and interest groups (Republic of Kenya, 2003a). 2. 2. 2 Membership to NHIF Membership to NHIF is open to all Kenyans aged 18 years and above earning a monthly income of kshs. 1000 or an average yearly income of kshs. 12, 000. There is no upper ceiling for the age. 2. 2. 3 Mode of Payment Employers effect deductions and remit to the fund by cheque or cash, and E-banking. Members in the informal sector pay in any of the NHIF offices Kshs. 160 per month for informal sector members. Members in the informal sector pay in any of the NHIF offices. All payments should be received by the 9th of the following month. For retirees/self employed persons payment for the year may be paid upfront; quarterly, semi-annually and/or annually. 2. 2. 4 Benefits and cover a) It covers all admission cases with few exceptions such as circumcision with no medical checkup required. b) Covers member, spouse and children under the age of 18 year. ) Children over 18 yrs and in learning institutions are also covered d) It covers for 180 days of hospitalization in a year. NHIF pay a daily rebate which ranges from Ksh. 400/= to Ksh. 2, 200/= Foreign claims. The number of other spouses is not limited and depends on the ability to pay for them. 2. 2. 5 How to access benefits Through presentation of the following to hospital on admission: Current NHIF Card- both manilla and photo card , Certificate of Contributions Paid (CCP) receipt and the national Identity card. The accredited hospitals deduct the daily rebate X number of days of hospitalization from the incurred bill. While for the contracted hospitals under category A, the entire bill is made by the Fund, the Fund reimburses member for costs incurred to the extent of the daily rebate if for one reason or another he /she is unable to use the card in Hospital. All claims should be received within 90 days after hospitalization. 2. 2. 6 Accredited hospitals Four hundred and fifteen health care providers have been enlisted across the country to provide services to NHIF beneficiaries under various contracts. Accreditation by NHIF is based on certain set standards and criteria for purpose of NHIF benefits. Quality Assurance and Standards Department consistently monitors the quality of services. 2. 2. 7 Milestones Increased rebates up to a maximum of 2,200 depending on hospital accreditation. It has an extensive branch network with 27 branches, satellite and window offices. It offers decentralized services, computerized operations and services and has a quality assurance and standards department in place. 2. 2. 8 The future of NHIF NHIF in future will use magnetic stripe card in hospitals to access benefits, introduction of diversified product lines, and further expansion of branch network. The ministry of health has designed a mandatory social health insurance scheme which seeks to transform the NHIF into a National Social Health Insurance Fund (NSHIF) to provide health insurance cover to both outpatients and inpatients. The main objective of the fund is to facilitate the provision of accessible, affordable and quality healthcare services to all its members irrespective of their age, economic or social status (Republic of Kenya, 2003c). 2. 3 Factors influencing utilization of social health insurance services. In most economically advanced countries, adequate social security laws are basically taken for granted. However, it often took many decades for social security systems to benefit all or major parts of the population in those countries. In the area of social health protection, for example, it took Japan 36 years to move from the enactment of the first health insurance law to the final law establishing nation-wide social health insurance. In the United Kingdom, a similar time period was needed to achieve its universal tax-based system (Inke et. al. 2004) Social Health Insurance (SHI) is not a widely adopted health financing mechanism in Africa. While there are many countries that operate a health insurance scheme for civil servants and/or private sector employees only some of these include features of a SHI, its appeal to cover larger parts of the population has been growing. Countries including Ghana, Nigeria and Rwanda have passed SHI laws. Earlier on, Kenya investigated the feasibility of SHI and Lesotho and Swaziland are doing so now. One distinct feature is that it does not call exclusively on public finance, but instead spreads the responsibility of health care financing among households and the private sector as well. From that point of view, tax-based systems in Africa are particularly challenged: the overall tax base may need to be strengthened, tax compliance may require improvement, and then a sufficient allocation towards health would have to be called for. Still, social health insurance is not a panacea either. It requires that an important organizational apparatus be put in place and that many actors in society shoulder critical responsibilities, such as the willingness and ability to contribute to the SHI scheme and then to comply with its regulations, thereby accepting a certain degree of financial solidarity (Kimani Muthaka ,and Manda, 2004). Aiming at universal health coverage for its 9. 5 million populations, Rwanda has spearheaded the development of a number of schemes that together constitute its SHI system. The three most important ones are the Rwandaise d'assurance maladie (RAMA), the Medical Military Insurance (MMI) and the Assurances Maladies Communautaires (AMCs). The RAMA social health insurance is compulsory for government employees and voluntary for private sector employees. Its contribution rate is 15% of basic salary (shared equally etween employee and employer). MMI covers all military personnel, who pay a contribution rate of 22. 5% of basic salary (5% paid by employee and 17. 5% by government). AMCs are community-based health insurance schemes whose members are mainly rural dwellers and informal sector workers in both rural and urban areas. They make up the majority of the population; by the end of 2007 about 5. 7 million Rwandans were covered by AMCs. Members usually contribute 1000 Rwandan Francs (1. 5 US$) per person per year which is matched by the government (Stilglitz, J. E. , 2000) 2. 3. 1 Feasibility analyses of social health insurance Since 2002, the WHO has been involved in technical advisory work especially on assessing the feasibility of SHI in Kenya, Lesotho and Swaziland in collaboration with national experts from those countries. In each country we analyzed the financial, organizational and political feasibility. Below we present some of the highlights of this work that should help us in formulating general guidance (Inke et. al. 2004) In Kenya, one basic financial scenario was that of gradual implementation of universal health coverage: coverage by a possible National Social Health Insurance Fund (NSHIF) would reach 62% of the population after 10 years, with further expansion in the second decade of SHI implementation. An important feature is that such a scenario would only be conceivable with sizable government subsidies. Without such subsidies, access to health car e among low-income households would be jeopardized, as the contributions From formal sector employees and civil servants would be insufficient to cross-subsidize the needed health care of the poor. External donors' financial support, however, could alleviate this extra financial burden on government. In fact, a variant of the basic scenario assumes that external donors would finance the provision of antiretroviral therapy, which would reduce the required government subsidies by about 20%. As far as the organizational aspects are concerned, it was studied whether the existing National Hospital Insurance Fund, a mandatory hospital insurance scheme for the formal sector with a small part of voluntary insurance for informal sector workers, might be transformed into the NSHIF. The latter would then be governed by a Board of Trustees with representatives from civil society. It is also interesting to note that the proposed NSHIF would include a Department of Fraud and Investigation in order to check the fund's financial activities. Civil society groups and enterprises such as the Post Office would also be given a role, especially in the collection of contributions from households in the informal sector (Inke et. al. , 2004) Concerning its political feasibility, consultations were held with a great number of stakeholders and interest groups, and most were supportive of the proposed NSHIF. Only Kenya's private Health Maintenance Organizations were very critical and had doubts about NSHIF feasibility. Finally, in 2004, the Kenyan Parliament passed a law on the NSHIF. However, President Kibaki judged it still needed amendments and returned it to Parliament for further debate that is still ongoing. Nonetheless, with a long-term vision, the existing National Hospital Insurance Fund is undertaking a number of institutional changes to increase membership and extend benefits so as to be better prepared should SHI take off (Inke et al. 2004) Factors which influence the use of NHIF services in Kenya include: ignorance, socio-economic factors, cultural factors, and demographic factors. Services information availability and accessibility also determines the utilization of social health insurance. Owino and Were (1998), in their study of enhancing healthcare among the vulnerable groups in Kenya ,found out that higher levels of awareness on health insurance, was associated with gre ater use of social insurance and thus better healthcare among the vulnerable people. In another study , a poverty survey by the UNICEF and overseas development Agency in 1995/96,it was found that user fees in Kenya made visits to government facilities prohibitively costly as the poor were required to make payments to reach the registration table, instead of using social insurance rebates. Worse, after the payments, the patients were asked to provide paper for record purposes. These costs could have been covered less difficultly by NHIF or more so NSHIF were they well informed of the benefits and the ease of membership. The study by Mwabu and Wang’ombe (1995) showed that the introduction of outpatient fees in Kenya’s public hospitals reduced the demand by a large proportion, and concluded that introduction of fees, or any upward revisions should be preceded by investments to raise quality of services and a well worked system of health insurance. The people should then be well sensitized on the benefits of joining into health insurance schemes. Huber (1993) did a systematic assessment of outpatients requiring exemptions, based on data from surveys in three districts in Kenya. The calculation was based on information on the household’s ability to pay. The study established the criteria for determining ability to pay on the assumption that households do not need to pay more than 5% of their annual incomes on healthcare from their pocket fees. As a result, households with cumulative health expenditures greater than 5% were assumed to qualify for the exemptions. The main conclusion from the study was that, it is not possible to tell who cannot pay fees by personal characteristics and so all people of the entire population should be enlightened on social insurance schemes such as NHIF and be encouraged to be members even when they are self employed. In a study carried out in Kenya (coast province) by Inke Mathaue (2007), on assessment affecting health services demand: extending social health insurance to informal sector in Kenya. Inke found out that, in the sum mix of the demand-side determinants can be addressed with a well designed strategy, focusing on awareness raising and information, improvement of insurance design features and setting differentiated and affordable contribution rates. In another study done by Mwangi W. M. and Mwabu, G. M (2006) on health care financing in Kenya: simulation of welfare effects of user fee, they found out that the introduction of user selective contribution charges would improve social insurance programmes such as the NHIF. The National Hospital Insurance Fund is the most important health insurance program in Kenya. Membership is compulsory for all civil servants. As of 1990, contribution levels proved insufficient to meet hospital costs and the government was planning to broker private health insurance policies. The government is continually improving and upgrading existing health facilities and opening new ones. Private health institutions account for 60% of total medical equipment and supplies (import value). Kenya also has a well-developed pharmaceutical industry that can produce most medications recommended by the World Health Organization (republic of Kenya, 1999) In order to increase the utilization of NHIF services, we need to raise the awareness on NHIF benefits to the people of Kiwanja market majority of who are struggling to pay for healthcare from their pockets. This study therefore, sets out to assess the utilization of NHIF services and identify factors that hinder its use by Kiwanja residents. The Government of Kenya has addressed the issue of inequalities and poor performance in a number of policy documents. The efforts made under the First Health Sector Plan (1999-2004) did not contribute towards improving Kenya’s health status. In 2005, the Second Health Sector Strategic Plan was implemented. This will run until 2010. In order to improve the funding of the healthcare system and to give more Kenyans access to better healthcare, the Ministry of Health is planning to introduce a National Social Health Insurance Fund (NSHIF). This is a social insurance scheme to which everyone will contribute, without exception. CHAPTER THREE 3. 0 RESEARCH METHODOLOGY 3. 1 Research design The study will be a cross-sectional descriptive study which will assess the awareness of the residents of Kiwanja market on NHIF services and benefits. 3. 2 Study area The research will be carried out in Kiwanja market which is located behind Kenyatta University, approximately 2 kilometers from the Nairobi –Thika dual carriage highway. 3. 3 Study population The study population will include Kiwanja market residents who are in the informal sector employment, who have attained the age of 18 years and earn an income of at least one thousand shillings per month. Kiwanja market has a total population of approximately 28,000 and about 5600 households as per the records in the chief’s office of Kahawa west location. 3. 4 Inclusion and exclusion criteria 3. 4. 1 Inclusion criteria The study will include Kiwanja market residents, who are self employed or employed in the informal sector. The respondents to be included must have attained the age of 18 years and consented to be used as respondents in the study. 3. 4. 5 Exclusion criteria The study will exclude students of Kenyatta University residing in Kiwanja market, residents under 18 years of age, and those who will decline to give consent. 3. 5 Sampling technique and sample size 3. 5. 1 Sample size determination The sample size will be determined by using the standard sample size calculation formula by Mugenda and Mugenda, 2003. nf = [pic](Mugenda & Mugenda, 2003) Where: nf =desired sample size (If the target population is 10,000) =the proportion of the target population estimated to be in the informal sector taken as 50% z =Standard normal deviation which is 1. 96 at 99 % level of confidence q=1 – p=1-0. 5=0. 5 d=Degree of accuracy desired is 0. 08 (Fischer et al, 1998) n=the desired sample size (when the target population is ;10,000) N=the population of Kiwanja resident households which is 5600 n =1. 962 ? 0. 5 ? 0. 5 0. 082 =76. 64 nf= 5600=75. 60 therefore sample size=76 1+ (5600/76. 64) 3. 5. 2 Sampling technique Cluster sampling technique will be used till an adequate sample size is achieved. Kiwanja market area will be divided into four clusters of approximately 1400 households each. There will be cluster A, B, C, and D. cluster A will be on the eastern part of the safaricom booster, cluster B will be on the western part of the safaricom booster while clusters C and D will be north and south of the booster respectively. Each cluster will contribute 25% of the sample size thus 19 respondents will be issued with the questionnaires. 3. 6 Data collection procedures 3. 6. 1 Research instruments A structured questionnaire will be used to collect data during the study. 3. 6. 2 Pre testing Pre testing of the study tool will be done at Kihunguro area in Ruiru town. 10% of the sample size will be used to test the data collection tool. 3. 6. 3 Data collection process A structured questionnaire will be issued to the respondents after an informed consent is given. The first respondent per cluster will be identified through simple random sampling technique and the next subjects will be selected by snowball sampling until a sample of 19 is obtained. Field editing will be done to the raw data obtained. . 3. 7 Data management Data categorization and coding will be carried out during preparation of the questionnaires. The data collected will be entered, coded and keyed into variables using SPSS version 12- computer software and excel computer packages. Quantitive data will be analyzed using SPSS version 10 computer software. Presentation of quantitive information will be done using statistical packages (graphs, charts, tables and pie charts). 3. 8 Limitations of the study Time will be limiting factor as the time frame for the study is short compared to the workload that will be involved in the study. Due to inadequate time and limited resources, it will be impossible for the study to be carried out in the entire Kahawa west location. This therefore will make generalization impossible because of using only one locality for the study. The researcher will also be disadvantaged in terms of personnel in that the researcher will be the only one carrying out the study with no assistants involved. 3. 9 Ethical considerations The researcher will ensure the following ethical considerations: i. Introductory letter from Kenyatta University, Department of Nursing Sciences. ii. Letter of authorization from chief of Kahawa west location.. iii. All respondents will give informed consent before being interviewed. iv. Confidentiality will be maintained. The researcher will provide feedback to the gatekeepers in the community (chief) and Kenyatta University, Department of Nursing Sciences REFERENCES 1. Abd El Fattah, H. I. Saleh, E. Ezzat, S. El-Sahaty, M. El Adawy, A. K. Nandakuma, C. Connor, H. Salah(1997). The health insurance organization of Egypt: An analytical review and strategy for reform. Technical report No 43. Bethesda, MD: Partnerships for health reform project, Abt Associates Inc. 2. Arrow, K. J. (1963). †Uncertainty and the welfare economics of medical care. † American Economic review. 3. Inke Mathauer, Guy, C, Doetinchem, O. , Joses, K, Laurent, M. (2004). Social health insurance: how feasible is its expansion in the African region, ISS, Rotterdam. 4. Kraushaar, D. (1994). † Health insurance: what is it, how it works. † Financing districts Health Services international workshop 5. Kraushaar. & O. Akumu (1993). â€Å"Financial sustainability of health programmes: the role of the national hospital insurance fund. † Nairobi: Government of Kenya. 6. Manda, Kimani. D. , (2004) Healthcare financing through health insurance in Kenya: the shift to a national social health insurance fund. Kenya Institute for Public Policy Research Activities and Analysis (KIPPRA), Nairobi, Kenya. . Republic of Kenya (2003a). The National Social Health Insurance Strategy. Prepared by the Task Force on the Establishment of Mandatory National Social Health Insurance. 8. Republic of Kenya (1999). Kenya Gazette supplement, Acts, 1999. The national hospital insurance fund Act, 1998. Nairobi: government printer. 9. Republic of Kenya, (1997). Econom ic survey. Nairobi: government printer. 10. Shaw, P. (1998) Financing healthcare in the sub-Saharan Africa through user fees and insurance. World bank 11. Stliglitz, J. E. (2000). Economics of the public sector (third edition). W. W. Norton 12. World Bank (1993). World development report 1993: investing in health. Oxford university press. 13. Techlink International (1999). A renewed NHIF: final report manual. WORK PLAN FOR THE STUDY. |Task | Months | | | |January |February |March |April | | | | | | | | | | | | |Preparation, and approval of proposal |Wk 1 | |Purchasing stationery |500 | |Transport |1500 | |Proposal preparation |2,000 | |Data collection |3,000 | |Data processing and analysis |2,000 | |Lunch |1500 | |miscellaneous |1500 | |Total |12,000 | APPENDICES INSTRUMENT FOR DATA COLLECTION (QUESTIONNAIRE) Instructions Please tick ( ) in the brackets representing the most appropriate response. Additional informational can also be given in the provide spaces or at the back of the questionnaire. 1 a) How old are you? (In complete years) 18-24years ( ) 25-34 years ( ) 35-44years ( ) 44years and above ( ) b) What is your gender? Male ( ) female ( ) 2. What is your highest level education? Never gone to school ( ) primary school ( ) secondary ( ) post secondary education ( ) 3. What is your religion? Christian ( ) Muslim ( ) Baha’i ( ) other (please specify)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4. What is your marital status? Single ( ) married ( ) divorced ( ) separated ( ) single parent ( ) widowed ( ) other (please specify)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦.. 5 a) what is your main occupation? Self employed ( ) civil servant ( ) ? 6. Have you ever heard about NHIF? YES ( ) NO ( ) b) How many dependants do you have? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7. IF Yes in question 6 above, where did you hear about it? ) Heard from a friend b) I am a beneficiary or a member if NHIF c) My parents are members of NHIF d) At my place of work 8. Are you a National Hospital Insurance Fund member or beneficiary? Yes ( ) No ( ) 9. If yes in question 9 above how do you rate NHIF services in the scale below out of ten:0-3 poor ( ) 3-5 below average ( ) 5-7 good ( ) 7-10 very good ( ) 10. If no in number 9 above, please tick as appropriate the reason why you are not member or beneficiary of NHIF a) I have never heard about NHIF b) I do not know the benefits of NHIF c) There is no branch of NHIF in Kiwanja market d) I am not employed in the formal sector. 11. If you are a beneficiary of NHIF, would you like to be a member? Yes ( ) no ( ) 12 If no in number 11 above, please as appropriate the reason why. a) I am not employed in the formal sector. b) There is no branch of NHIF in Kiwanja market. c) I have to think about it first and consult my husband about it. d) The monthly contribution is too much for me. 13. If yes in number 11 above, how many beneficiaries will benefit from your cover? None ( ) my spouse ( ) my children ( ) my parents ( ) other†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 14. Do you think that NHIF services will ease your burden of financing healthcare for you and your family and significant others? Yes ( ) no ( ) 15. Would like to be an NHIF member? Yes ( ) no ( ) 16. If yes in the above no. 15 do you know what requirements for becoming a member are? Yes ( ) no ( ) 17. If no in number 16 above, why? a) Because I have just learnt about NHIF now. b) Because I have never had a chance of accessing information about NHIF membership before. c) Because I have always thought NHIF is for those in the formal sector. d) I would like some brochures from NHIF on benefits, cover, and how to contribute to the insurance scheme. 18. If you are a member of NHIF have you ever used their services? Yes ( ) no ( ) 19. If no in the above question 18, why? ) I have never been hospitalized. b) None of my beneficiaries have been hospitalized. c) I did not know how to place my claim of cover. d) The process of accessing benefits is too long for me. 20. If yes in the above question 18, where did you use it? a) In a government facility. b) In a mission hospital. c) In a private hospital. d) In a referral h ospital such as Kenyatta National Hospital. e) Other (please specify)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 20 if yes in question 18 above how did you find NHIF services? a) Average b) Good c) Very good d) Excellent Thank you very much for being a respondent and for your much cooperation. CONSENT FORM Researcher’s confirmation. I am Ann Mwangi, a Kenyatta university student pursuing a Bachelor’s of science degree in Nursing and Public Health. I am carrying out a study on utilization of NHIF services in Kiwanja market, Kahawa west location in Kasarani Division. I kindly request your permission to interview you. Confidentiality will be guaranteed. Your names will not be required. Signature of researcher†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Respondent’s consent I have been fully informed about the nature of the study and I hereby give my consent to any information which is required of me. Signature of respondent†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Date†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. MAP OF STUDY AREA [pic] ———————– Kiwanja Market

Guide on Writing a Research Paper Outline

Guide on Writing a Research Paper Outline Guide on Writing a Research Paper Outline A research paper is one of the most difficult assignments both at high school and college, so you need to be ready to face various challenges along the way. This type of a paper requires your full attention and time devotion, as you need to use various scientific tools, mathematical methods, statistics and other instruments to back your ideas and put your thoughts on the paper. That is why creating an outline is a crucial part of any research paper and requires a thoughtful approach. It is a sort of a skeleton of your paper, as it will greatly help you to remember all the things you wanted to include to your work. In addition, you will be more relaxed after dividing your work into smaller parts and will be able to concentrate on different questions every day. An outline will always be helpful in meeting the deadlines, as you will have a clear picture of how many sections you still need to complete by a certain date and won’t have to worry about missing anything! Useful tips on a proper outline structure It doesn’t matter whether you need to complete an outline on a Medieval history or on a space invasion: your outline structure will remain the same. This means that you won’t have to puzzle over a proper structure depending on the subject and after remembering all the details, you will always be able to complete an outline without any difficulties. Any outline consists of three main parts: Introduction; Body of the paper; Conclusions. However, you shouldn’t think that it is as easy, as A-B-C, because every of these parts contains a huge volume of information and it should be arranged in a proper way. Your introduction section can be called a business card of your whole work, so you need to be very thoughtful and attentive, when completing it.   After reading your introduction, the reader will make up his mind whether to go on reading. That is why your main aim is to catch interest of the audience and provide it with such details, as the thesis statement, main information, specific terms and additional details on the subject. The body of your whole work is the biggest section of the whole paper, which requires a lot of time and attention to the details. Don’t forget to include various paragraphs to emphasize different topics. This section should also include methodology, which explains the research you have conducted, the methods you have used and the questions you have answered. Remember to write down the main goals of your research (which should also be included to your introduction section). Every research paper is based on a serious analysis of different sources and materials, so you should remember to add a list of used sources. Don’t forget to quote the literature to support your research and try to show that you have mastered various tools of looking for a necessary information. However, include only relevant and academic sources, avoiding forums and social media pages. After you have written the methodology and literature sections, you need to remember to add data and analysis information. Here you need to describe the results of your research and any other details, which you have obtained throughout the assignment. The best way to complete this section is to use graphs and tables for a clearer understanding of the topic. Close this part with the main advantages and disadvantages of the research. When the body section is completed, it is time to write down the conclusions. Here you don’t need to provide new details and simply should summarize everything you have written about in your research paper. Include a thesis statement to your conclusions and try to make predictions for the future, providing fresh ideas on the topic. Useful advice One of the best parts of any research paper is the fact that most of the times you can choose a topic on your own. In such a way, you will always stay motivated and write on the things that really matter. For example, you can complete a research on an artificial intelligence, rain forests or modern trends and give a fresh look on any topic. Not depending on the topic you choose, your outline will look like a list of the main ideas you want to include to your research paper. It should be short and contain all the key words to let you remember the question and your main ideas on the topic. After finishing a certain paragraph, just cross it out and you will never be confused what to write about! Research paper outline examples Thesis: Is modern educational system ready to give students all the social skills for their adult lives? Introduction to the topic, thesis statement; Methodology; Overview of the literature you have used in your research; Importance of the topic and its influence on the society. The main body should contain: Information on the background of your issue History of the development of US educational system; Modern educational approaches in various states. Positive aspects of the topic: Remembering that education is affordable and accessible for each and every one; Mentioning that modern educational system is able to cope with the most difficult problems, becoming a second home for many students; Schools become bridges of communication and interaction for a healthy social life in future. Negative aspects of school’s impact on the personality: Main problems students have to face, including bullying, discrimination and so on; A high level of competition, which often leads to problems between students, low self-esteem or even suicides. Final thoughts should consist of your conclusions and final words on the topic. Conclusions should contain analysis of all the information and repetition of your thesis statement. Final words need to provide your recommendations for the future and the way your research can be applied on practice. Thesis:   Birth control: pros and cons. Your outline should consist of the following sections: Introduction to the topic; A list of medical or any other specific terms and their description for the readers to be able to understand your research; Theoretical background of your paper; Methodology and tools used throughout the paper; Thesis statement; Literature overview; Relevance of the topic, its importance for the society. The main body should contain: Information on the background of your issue: A historical background of birth control, main aspects and issues across the world; Position of various institutions on the subject, including government, church and others; Information on the tools and methods that are used to control birth in the US. Alternative methods; Advantages and disadvantages of birth control. Final section should consist of: Conclusions with a brief analysis of all the obtained information on the subject and rewritten thesis statement; Final thoughts on the problem. Here you need to make a prognosis for the future and describe how your research paper can influence the matter.