Fruta com cheiro: The implementation of a new brand of fruit in the Portuguese market

‘’Fruta com Cheiro’’ is an idea for a new brand of fruit that would be introduced in the Portuguese market that would differentiate itself from the brands already in the market and from other non-branded fruit producers. In order to prove that the idea was valid and would have a place in the market, two methods of exploratory research were used – in-depth interviews and focus groups – to understand attitudes and behaviors regarding fruit selection and purchase and also people’s perceptions to ‘’Fruta com Cheiro’’. After these two steps, several considerations were made in relation to preliminary marketing aspects such as brand creation and positioning. There was also a final remark on the fact that this thesis is not a business plan and its purpose was to show how viable would the project be.

Inclusion of disabled people in siemens AG'S energy management division

This work project is a business plan for a project regarding corporate social entrepreneurship that will be developed by Siemens Switchboard Factory in Corroios. The main purpose of this project is to understand the viability of a partnership between Siemens AG’s and CERCISA in order to include disabled people into Siemens AG’s Energy Management Division, with the goal of achieving social and economic impact by insources activities while complying with the law1. The produced output, a business plan, aims to study and understand the practical suitability and feasibility of the concepts and propose a sustainable project that can be replicated, starting with a pilot testing and validation period.

Gestão de museus : o caso do Museu Nacional de Arqueologia

O presente trabalho pretende caraterizar o regime atual de governação do MNA descrevendo-o do ponto de vista dos recursos financeiros, recursos humanos, marketing e planeamento, tendo em conta a sua dependência da Direção Geral de Património Cultural, complementarmente pretende apresentar algumas propostas de melhoria. Desde a sua criação o Museu Nacional de Arqueologia, tem por objetivo representar a parte material da vida do homem português desde a pré-história. Hoje, constitui a instituição de referência da Arqueologia Portuguesa, ligado a outros museus, universidades e centros de investigação por todo o mundo. Num momento em que num número crescente de países, os museus e instituições culturais têm de procurar fontes alternativas de financiamento, por força do desinvestimento por parte dos Estados, e a reduzir os gastos, incluindo restrições às contratações de recursos humanos, coloca-se um grande desafio àqueles que gerem estas instituições. Por um lado, valências como lojas com artigos ligados ao museu e a concessão de espaços de restauração nas suas instalações, a organização de eventos temáticos lúdico-pedagógicos, acompanhados de uma estratégia de comunicação segmentada, contribuem para a diversificação e o aumento de públicos. Por outro lado, atividades de fundraising devem passar a ser uma prática comum nestas entidades. Tudo isto, tendo sempre presente que se trata de uma entidade cultural com uma função de produção de conhecimento e cultura, não devendo o Estado alhear-se desta função. O Museu Nacional de Arqueologia, é tutelado pela Direção Geral do Património Cultural o que impõe constrangimentos ao nível da gestão. Embora seja possível, pela direção do MNA, tomar decisões relativas à área financeira, a perceção do seu impacto não é imediata. No que respeita aos recursos humanos, estamos perante um quadro qualificado, capaz de dar resposta às exigências do funcionamento do museu, mas que pela média etária e pelas dificuldades de contratação, coloca em risco o futuro. O marketing e o planeamento são as áreas em análise que apresentam menos constrangimentos, pela dependência da tutela. Os processos de marketing são concretizados pelos diferentes departamentos, com uma abordagem tradicional, ou seja unilateral, verificando-se pouca interação com os seus públicos. O plano de atividades é bastante completo e é uma boa ferramenta de gestão no que respeita ao planeamento, assim como o planeamento de carácter estratégico permite ao museu seguir uma linha de continuidade.

Proving a market for a startup befor scaling using the hypothesis-driven entrepreneurship process

The year is 2015 and the startup and tech business ecosphere has never seen more activity. In New York City alone, the tech startup industry is on track to amass $8 billion dollars in total funding – the highest in 7 years (CB Insights, 2015). According to the Kauffman Index of Entrepreneurship (2015), this figure represents just 20% of the total funding in the United States. Thanks to platforms that link entrepreneurs with investors, there are simply more funding opportunities than ever, and funding can be initiated in a variety of ways (angel investors, venture capital firms, crowdfunding). And yet, in spite of all this, according to Forbes Magazine (2015), nine of ten startups will fail. Because of the unpredictable nature of the modern tech industry, it is difficult to pinpoint exactly why 90% of startups fail – but the general consensus amongst top tech executives is that “startups make products that no one wants” (Fortune, 2014). In 2011, author Eric Ries wrote a book called The Lean Startup in attempts to solve this all-too-familiar problem. It was in this book where he developed the framework for The Hypothesis-Driven Entrepreneurship Process, an iterative process that aims at proving a market before actually launching a product. Ries discusses concepts such as the Minimum Variable Product, the smallest set of activities necessary to disprove a hypothesis (or business model characteristic). Ries encourages acting briefly and often: if you are to fail, then fail fast. In today’s fast-moving economy, an entrepreneur cannot afford to waste his own time, nor his customer’s time. The purpose of this thesis is to conduct an in-depth of analysis of Hypothesis-Driven Entrepreneurship Process, in order to test market viability of a reallife startup idea, ShowMeAround. This analysis will follow the scientific Lean Startup approach; for the purpose of developing a functional business model and business plan. The objective is to conclude with an investment-ready startup idea, backed by rigorous entrepreneurial study.

The role of crowdfunding in promoting entrepreneurship

Crowdfunding is a collaborative initiative, usually via internet, where people network to collectively raise funds in order to invest in and support projects delivered by other people or organizations. Tools such as crowdfunding are born and thrive in a grassroots environment, with a strong potential to positively disrupt the entrepreneurial generation setting and grow to a position of significant relevance in society, namely at a time when alternatives to traditional forms of finance are welcome and the technology to deliver them is abundant. Entrepreneurship is the act of transforming ideas and projects into economic products or services. Entrepreneurship related to starting new businesses is better known as start‐up ventures. Entrepreneurs face a series of challenges, from idea conception and business plan design, to obtaining finance, promoting new products and services, generating revenues and profits and generally growing and sustaining a business for the long‐run. These challenges can be overwhelming, namely in the start‐up phase of a new venture, leaving several ideas on paper without them having a chance to “grow legs and walk”. This paper and its analysis offer important insights about the contribution of crowdfunding to facilitate the attainment of critical factors for successful entrepreneurship. With extensive use of real practical examples, leveraging previous analytical studies of other crowdfunding implications and reviewing expert literature, by interviewing entrepreneurs, crowdfunding platform owners and by benefitting from hands on experience of working in such an organization, we intend to clarify the impact of crowdfunding in what we considered to be 7 key entrepreneurial requirements detailed further in the introduction section and later in the body of the paper. The findings have implications for entrepreneurs, naturally, and for business generation theory, extending current entrepreneurial guidelines with innovative tools and methodologies capable of sustaining successful ventures in a newly highlighted cooperative world. We live in innovative times where the channels for the transfer of funds and resources suffer disruptive changes with the potential to significantly improve the ability to generate new initiatives for the well‐being of entrepreneurs and all related communities.

Insertion dans les soins après une première hospitalisation dans un secteur pour psychose [Linkage to care after first hospitalisation for psychosis]

BACKGROUND: First hospitalisation for a psychotic episode causes intense distress to patients and families, but offers an opportunity to make a diagnosis and start treatment. However, linkage to outpatient psychiatric care remains a notoriously difficult step for young psychotic patients, who frequently interrupt treatment after hospitalisation. Persistence of symptoms, and untreated psychosis may therefore remain a problem despite hospitalisation and proper diagnosis. With persisting psychotic symptoms, numerous complications may arise: breakdown in relationships, loss of family and social support, loss of employment or study interruption, denial of disease, depression, suicide, substance abuse and violence. Understanding mechanisms that might promote linkage to outpatient psychiatric care is therefore a critical issue, especially in early intervention in psychotic disorders. OBJECTIVE: To study which factors hinder or promote linkage of young psychotic patients to outpatient psychiatric care after a first hospitalisation, in the absence of a vertically integrated program for early psychosis. Method. File audit study of all patients aged 18 to 30 who were admitted for the first time to the psychiatric University Hospital of Lausanne in the year 2000. For statistical analysis, chi2 tests were used for categorical variables and t-test for dimensional variables; p<0.05 was considered as statistically significant. RESULTS: 230 patients aged 18 to 30 were admitted to the Lausanne University psychiatric hospital for the first time during the year 2000, 52 of them with a diagnosis of psychosis (23%). Patients with psychosis were mostly male (83%) when compared with non-psychosis patients (49%). Furthermore, they had (1) 10 days longer mean duration of stay (24 vs 14 days), (2) a higher rate of compulsory admissions (53% vs 22%) and (3) were more often hospitalised by a psychiatrist rather than by a general practitioner (83% vs 53%). Other socio-demographic and clinical features at admission were similar in the two groups. Among the 52 psychotic patients, 10 did not stay in the catchment area for subsequent treatment. Among the 42 psychotic patients who remained in the catchment area after discharge, 20 (48%) did not attend the scheduled or rescheduled outpatient appointment. None of the socio demographic characteristics were associated with attendance to outpatient appointments. On the other hand, voluntary admission and suicidal ideation before admission were significantly related to attending the initial appointment. Moreover, some elements of treatment seemed to be associated with higher likelihood to attend outpatient treatment: (1) provision of information to the patient regarding diagnosis, (2) discussion about the treatment plan between in- and outpatient staff, (3) involvement of outpatient team during hospitalisation, and (4) elaboration of concrete strategies to face basic needs, organise daily activities or education and reach for help in case of need. CONCLUSION: As in other studies, half of the patients admitted for a first psychotic episode failed to link to outpatient psychiatric care. Our study suggests that treatment rather than patient's characteristics play a critical role in this phenomenon. Development of a partnership and involvement of patients in the decision process, provision of good information regarding the illness, clear definition of the treatment plan, development of concrete strategies to cope with the illness and its potential complications, and involvement of the outpatient treating team already during hospitalisation, all came out as critical strategies to facilitate adherence to outpatient care. While the current rate of disengagement after admission is highly concerning, our finding are encouraging since they constitute strategies that can easily be implemented. An open approach to psychosis, the development of partnership with patients and a better coordination between inpatient and outpatient teams should therefore be among the targets of early intervention programs. These observations might help setting up priorities when conceptualising new programs and facilitate the implementation of services that facilitate engagement of patients in treatment during the critical initial phase of psychotic disorders.

IPH response to 'Towards a Childcare Strategy' (Northern Ireland)

The remit of the Institute of Public Health in Ireland (IPH) is to promote cooperation for public health between Northern Ireland and the Republic of Ireland in the areas of research and information, capacity building and policy advice. Our approach is to support Departments of Health and their agencies in both jurisdictions, and maximise the benefits of all-island cooperation to achieve practical benefits for people in Northern Ireland and the Republic of Ireland. Giving every child the best start in life is recognised by governments worldwide as the most effective way to improve life chances and health outcomes.  This is one of IPH’s key strategic action areas in our Business Plan and we endorse the need for early intervention, particularly in tackling health inequalities and improving the health and wellbeing of children in the most disadvantaged communities.  International evidence is increasingly pointing towards investment in the early years as a critical component of any sensible approach to improving population health and tackling health inequalities across the life course (WHO, 2008 and Marmot, 2010).  It is also apparent that Northern Ireland public policy is now reorienting towards achieving better and fairer outcomes in the early years, as demonstrated through the recent draft public health strategy (DHSSPS, 2012a) and the draft early years strategy (Department of Education, 2012).

Identidades sonoras : OTO Creations

Este Proyecto Final describe y sintetiza un camino de más de 19 años de encantamiento con la música y sus infinitos senderos y posibilidades. En términos académicos, es un proyecto que expresa la polivalencia de la ESMUC, ya que conjuga disciplinas de distintas especialidades: composición, interpretación, grabación, producción, comercialización, promoción y gestión de la música. Es un Proyecto Final con cuatro apartados: una reflexión general acerca de la promoción y gestión musical en la actual "Sociedad de la Información", un proyecto de publicación, un plan de empresa, y finalmente una bobina de trabajos musicales publicitarios.

Report of the Activities of the Professional Advisors of the Nursing Policy Division

This report focuses on the activities of the Nursing Advisors throughout the year 2000, within the framework of the Business Plan formulated by the Nursing Policy Division, and in relation to other professional activities in which they have been involved. Download the Report here

Gestión de proyectos de cooperativa de iniciativa social

Desenvolupament d'una aplicació d'empresa d'estructura distribuïda utilitzant la web com a interfície. Per això s'ha utilitzat l'arquitectura J2EE, que és un estàndard per al desenvolupament distribuït d'aplicacions empresarials a Internet. L'aplicació seguirà el patró MVC (model, vista, controlador) així com altres patrons, frameworks, tecnologies utilitzades en entorns web o en l'accés a dades, així com un sistema gestor de base de dades relacional.

PHA Corporate Strategy 2011-2015

The PHA Corporate Strategy has been developed with input from staff across the PHA and taking account of feedback from external stakeholders.� It is a high level document, setting out the direction for the PHA over the next few years, and will be supported by the annual PHA Corporate Business Plan, Directorate Business Plans and the Joint Commissioning Plan.� The Strategy was approved by the PHA board at the November 2011 board meeting.�The PHA Corporate strategy sets out the role, direction and priorities of the PHA for the next four years, taking account of the requirements of the Comprehensive Spending Review.The goals set out in this strategy�are supported by annual plans detailing how the goals will be achieved.The strategy outlines the following:protecting health;improving health and wellbeing;improving quality and safety;improving early detection.

PEPL Ana Radoselovics

Aquest projecte desenvolupa un pla d'empresa per un negoci que explota el programari lliure.

Projecte creació d'un cercador d'oposicions

Aquest projecte desenvolupa un pla d'empresa per un cercador d'oposicions utilitzant programari lliure.

Main Street Messenger, Winter 2006

News from the Iowa Downtown Resource Center, Main Street Iowa, and the Iowa Department of Economic Development Community Development Division.

Plano de Gestão – Parque Natural Monte Gordo – S. Nicolau

A elaboração do Plano de Gestão do Parque Natural de Monte Gordo enquadra-se no âmbito do cumprimento do artigo 16º do Decreto-lei nº 3/2003, de 24 de Fevereiro, que diz expressamente “ 1. Os objectivos de conservação previstos no presente diploma podem ser materializados através de um plano de gestão das áreas protegidas onde se percebe tal necessidade e, em qualquer caso, nos parques naturais”. O Plano, enquanto instrumento de gestão importante de uma área protegida, é uma poderosa ferramenta capaz de compatibilizar diferentes interesses existentes num determinado espaço natural, nomeadamente a conservação da biodiversidade, a protecção das características geológicos e geomorfológicos, a protecção de valores culturais, estéticos e científicos e a satisfação das necessidades básicas das comunidades que vivem no interior e/ou na zona de amortecimento desse mesmo espaço. O presente Plano de Gestão consta de: Documento Introdutório, Documento Informativo, Documento Normativo, Documento Económico-Financeiro e Anexos e Anexo Cartográfico. O Documento Introdutório contém a finalidade do Parque, um breve resumo sobre a metodologia utilizada na elaboração do Plano, objectivos do plano e as condicionantes do planeamento; O Documento Informativo contém uma síntese sobre informação ambiental e territorial do Parque, acompanhada por cartas temáticas correspondentes; identificação e avaliação das Unidades Ambientais Homogéneas e de Diagnósticos, seguida de cartas de qualidade e fragilidade destes; uma análise da situação actual, a evolução previsível do sistema, as potencialidades e condicionantes de gestão, as estratégias de gestão e o zoneamento; O Documento Normativo é o quadro jurídico-administrativo através no qual são regulados as actividades e acções previstas. Esse documento, para além de tratar numa primeira parte de questões gerais como a localização do Parque, antecedentes de protecção, aborda o zoneamento, regimes gerais e específicos de usos, normas, directrizes e critérios para a administração e organização da gestão do Parque, directrizes para a formulação de programas e vigência e revisão do Plano; O Documento Económico-Financeiro apresenta as acções de Conservação, Uso Público e Informação, Sócio-económica e de Investigação, Monitorização, bem como os respectivos orçamentos, com vista a consecução dos objectivos do Plano; Dos Anexos e Anexo Cartográfico, constam a Bibliografia, o Plano de Desenvolvimento Comunitário, o Plano de Negócios (Business Plan) e um conjunto de cartas de natureza informativa e de ordenamento, para além de outras informações importantes.