There is much overlap been the terms research paper and term paper. The phrase term paper was originally used to describe a written assignment (usually a research based paper) that was due at the end of the “term” – either a semester or quarter, depending on which unit of measure a school used. However, not all term papers involve academic research, and not all research papers are term papers. Choose your topic. Try to make it as creative as possible; if you’re given the opportunity to choose your own, take advantage of this.
Choose something you’re particularly interested in because this will make it easier to write; in reticular, try to select the topic as a result of pressing questions you already know you want to search for answers to. Once you’ve decided on a topic, be sure to hone down it to a do-able topic; often a topic is initially too broad in its coverage, which will make it impossible to complete within the time and space constraints given. Narrow down your topic to something that can really be worked within the boundaries of the paper.
If the topic is already chosen for you, start exploring unique angles that can set your content and information apart from the more obvious approaches many others will probably take. Finally, whatever angle your topic takes, it should be both original in approach and insightful, something the reader will be drawn into and fascinated by. Take great care not to choose a topic and be so set on how you see the outcome of your paper that you’re closed to new ideas and avenues of thinking as you work through the paper.
This is known in academia as “premature cognitive commitment”. It can mar an otherwise good paper because an outcome that is pre-determined in your head, regardless of the research findings along the way, will be molded to fit the outcome, rather than the outcome reflecting a genuine analysis of the coverings made. Instead, ask continuous questions about the topic at each stage of your research and writing and see the topic in terms of a “hypothesis” rather than as a conclusion.
In this way, you’ll be prepared to be challenged and to even have your opinion changed as you work through the paper. Reading other people’s comments, opinions and entries on a topic can often help you to refine your own, especially where they comment that “further research I’ is required or where they posit challenging questions but leave them unanswered. For some more help, see How to establish a research topic.
It is driven by growth whether the products or service is to improve the performance of crops that feeds the world spoonbill, grows the business, the market share or the company’s earnings. Because of the company’s commitment to growth and diversification within the framework of financial discipline, they will endure as cornerstone of their long term strategy. Curium has divided the company in three strategic business units. They are nutrients for growth, solutions for growers and value through technology. (Who are We) History In 1931 Coming Ltd enters fertilizer business in the Curium Company.
Along that the following years many more other fertilizing and crop companies started to enter the Curium. Sheerest Gordon Fertilizers is the second to enter the company in 1954. Vanessa Potash Operations open in 1969 and enter the business. Fort Saskatchewan Alberta plant opens in 1983. Iconic Fertilizers Ltd trades on TTS as a separate company in 1993. Crop Production Service is acquired in 1994. Coming Fertilizers changes their name to Curium Inc in 1995 during the same year Argentina Farm Centers opened. Western Farm Services is acquired along with Nu-West Industries.
Virginian (Sheerest) Fertilizer assets were acquired while Curium listed on NYSE in 1996. Spanking Phosphate Mine begins production in 1999. Profiteer S. A. Comes on steam and Uncial nitrogen fertilizer operations are acquired in 2000. Stairs Production LLC assets (Nu-West’s Condo, Idaho phosphate operation) acquired in 2004. Western Canadian fertilizer distribution assets (Negro) from Imperial Oil required in 2005. Nu-Grog acquired, Rooster-Clark acquired and Purcell Technologies Inc acquired in 2006. On 2007 19. 6 percent equity in Hanging Evergreen Inc. S acquired and 32 locations from Archer Daniels Midland are acquired. United Agric Products is acquired, Beijing office had opened and 70 percent equity in Common Market Fertilizers S. A acquired in 2008. Agronomics Decision of Turf Care Products Canada Ltd acquired and 26 percent of equity in the MISS Oil processing co. , S. A. E (MOP) of Egypt acquired. Curium Retail consolidates all North American operations under Crop Production Services and 24 outlet locations acquired from Grievance in 2009. On 2010 33 retail outlets established in Western Canada to create Crop Production Services Canada.
Before the end of 2010 it has expand all over Australia with over 350 locations acquired. (Curium History- Summary) What is the Actual or Estimated size of the Industry? Company Revenue Market Share Curium Inc-o. 06 CGI Industries Holding, Inc-1 1. 2 13,018,697,970 China Green Agriculture Inc-O. 13 93,875,040 honey International Inch. 32 Agriculture Company’s Revenue and Market Share (Curium Inc. Competitors, 2013) Mission “To be one of the world’s leading providers of ingredients for growth by creating value for each stakeholder group. Vision Curium will make an increasingly positive impact on stakeholders while helping to feed the world responsibly. In our opinion we believe that both the mission and vision for the company is appropriate. The mission is stating that they’re goal for what the company will have in the future with there products and services. Vision of the company is telling viewers that they are expecting after how many years of the organizations increasing market worldwide that they can help provide people the crops for their farms.
Since we get most of our wheat, fruits and vegetables from planting and growing in farms the company vision can see that many business will want to invest or get their supplies from Curium. (Curium Mission Statement) INDUSTRY ANALYSIS porters 5 principles Criteria – Threat of New Entrants Yes (+) No (-) Comment 1. Do large firms have a cost or performance advantage in your segment of the industry? Yes 2. Are there any proprietary product differences in your industry? No 3. Are there any established brand identities in your industry? No 4.
Do your customers incur any significant costs in switching suppliers? No Not really 5. Is a lot of capital needed to enter your industry? Yes There is a lot of technological capital needed. 6. Does the newcomer have any problems in obtaining the necessary skilled people, materials, or suppliers? Yes Maybe for the nitrogen containing fertilizers and all the advanced technology. 7. Are there any licenses, insurance, or qualifications which are difficult to obtain? No 8. Can the newcomer expect strong retaliation for entering the market? No Criteria – Bargaining Power of Buyers Yes (+) No (-) Comment 1.
Is there a large number of buyers relative to the number of firms in the industry? No Because the products are only used on fertilized land for agriculture purposes 2. Do you have a large number of customers each with relatively small purchases? Yes As they are retailers too, they sell a lot to small farmers. 3. Does the customer face any significant costs in switching suppliers? No 4. Is there anything which prevents your customer from taking things in-house? Yes Chemicals are not safe to pep in house 5. Your customers are not highly sensitive to price? No 6.
Your product is unique to some degree or has accepted branding? Yes Criteria – Threat of Substitutes Yes (+) No (-) Comment 1. Substitutes have performance limitations which do not completely offset their lowest price or the performance advantages are not justified by the higher price Yes Curium use the fine quality chemicals, which can also be obtained from substitutes but the quality will be compromised. 2. The customer will incur cost in switching No 3. Your customer has limited substitutes to choose from No There are companies who offer bustiest but it all comes to quality at the end. . Your customer is not likely to substitute Yes Criteria – Bargaining Power of Suppliers Yes (+) No (-) Comment 1. My inputs (materials, labor, supplies, services, etc) are standard rather than unique or differentiated No Inputs are very unique because of its fine quality nitrogen, phosphate and potash. 2. I can switch between suppliers quickly and cheaply No 3. Can substitute inputs readily No The inputs cannot be substituted readily. 4. I have many potential suppliers No Because Curium do all the mining by itself. 5. My business IS important to my suppliers Yes
Criteria – Competitive Rivalry Yes (+) No (-) Comment 1. The industry is growing rapidly No 2. There are significant differences between competitors No 3. My competitors are approximately the same size and capacity as me Yes As Curium narrowly abated CB industries holdings in the year 2012 in terms of growth and market share. 4. My customer would incur significant cost in switching to a competitor No 5. The industry is in the early stages of the product life cycle No Strengths Only publicly traded company that crosses the entire agricultural chain. Large market share in the industry
Availability of natural resources and technologically advanced 3rd largest nitrogen producer globally Leading producer of nutrients Weaknesses Negative Pro-Business Reputation Not good relations with competitors Negative media image Opportunities Expanding International level market Expand operations to include planting and harvesting Growing-end user demands in market Identify and implement areas for continual improvement in Curium’s SHE;S performance, good governance practices and building on our strong corporate culture Threats Global Recession Incoherent Government Policies Production Risk
Climatic Conditions SOOT Analysis Ethics and Corporate Social responsibility type of organizational design we chose for Curium is “Staffing and leadership style”. This style consists of skills that deal with high knowledge, good experience and the ability to motivate. Curium’s overall management approach to sustainability includes ” governance, guidance and management”. Http://www. Curium. Com/sustainability/ management_approach_management_approach. JSP(Curium Management Approach) Curium doesn’t only have the ability to motivate employees in the company but they also do a good job self-motivating them selves.