Can't Be Beat Fence Company, LLC. Fence Contractors. Highway Perkinston, MS sioprovcabradeperfscormarcodenmenssol.co Email this Business. () Highway 53, Perkinston. MEET OUR OWNER Meredith Anderson has been involved with Can't Be Beat Fence since and became the sole owner in Under her leadership, the company has grown to Mississippi's largest fence company with a significant presence in Alabama and Florida. Today, Can't Be Beat is fully licensed as a general contractor in AL, LA, and sioprovcabradeperfscormarcodenmenssol.coon: Hwy 53, Perkinston, , Mississippi. In those cases, those folks’ chosen teams were beaten, not beat. The Grammarist explains the problem those of us who hate seeing phrases like “can’t be beat” are dealing with: This is incorrect grammatically, but is firmly established in slang, especially in North America.
Here, Betty is the conflicted employee who needs to decide whether her goals and values or those of the organization will prevail. Students should be reminded that if Betty goes along, she is still personally responsible for the consequences of her behavior. At one extreme, Betty could always opt to quit her job. Although quitting might be an ethical choice which could lead to feelings of self-esteem from doing the right thing Cant Be Beat at personal cost, it might not be feasible, especially if Betty is helping to support a family, the job market is tight, she has student loans to pay back, etc.
While this allows her to keep her job and might be a demonstration of oyalty to her supervisor and the client, it compromises her moral beliefs.
Furthermore, if using the suggested slogan is wrong, she could be responsible for any adverse consequences, such as deceived consumers. Claiming to merely be an agent of the organization is unacceptable legally and morally. Betty could ask to have the account reassigned to someone else. Since this is a small ad agency, reassignment might not be feasible. Betty could argue more persuasively against using an implied superiority claim by explaining that it Cant Be Beat be ineffective.
She could also argue that the proposed slogan is unethical. She could suggest doing consumer research to discover whether a significant number of consumers are fooled by the claim. Betty could suggest that Great State improve the quality of its product and then advertise this, benefiting the company in the long run. Betty could ignore Charlie and Steve and develop her own original copy which focuses solely on the positive aspects of Great States Wheat Flakes and hope this will please Charlie and Steve.
If she comes up with something persuasive and creative enough, this might work. She will be most effective if she ties in with the active, healthy lifestyle positioning desired by the client.
Another tactic might be to focus on price incentives assuming this is profitable since these are important to consumers.
Answers will vary based on individual perspective and choice. Joe was reflecting on his current situation with Acme Title Pawn while mindlessly mowing his lawn. He had been working there for about a year but was having ever greater reservations. During all of those years of struggling to raise his young family while planning for, attending, and ultimately graduating from college, he never envisioned a career at a firm like Acme Title Pawn.
He was still wrestling with the decision of whether to quit. His reservations about the business began to surface by the end of his first day at work, and they had only increased since then. As he went into the house for a breath of cool air on this steamy, sultry evening, he once again reviewed his situation.
Joe Collata was 36 years old with a wife and three children. His first full-time job was as an accounts payable clerk at a medical center. He worked there for four years, beginning in He quit that position to accept a similar position at a printing plant in the town where his soon-to-be wife was employed.
He remained employed with that firm, Ace Printing, for a total of nine years until he lost his job due to downsizing. By that time, he realized that he needed a college education if he hoped to have a meaningful career with some degree of job security. While attending college part-time at night, he had a succession of jobs, none of which lasted more than a year. He was a clerk in a hospital, an appliance salesman, and an accounts payable clerk for a small manufacturing firm among other positions.
Approximately one year ago he accepted the position of accounting staff member at Acme Title Pawn. At the time he accepted the position he knew virtually nothing about the title pawn industry. He believed this firm might offer him the possibility of increased responsibility, an advantage not offered by many of his previous positions. Also, the pay was good. Six months after beginning his employment with Acme, he graduated with a degree in accounting. It had been a difficult struggle, but Joe hoped that soon there would be a payoff.
Now he wondered, is this it? He had become quite disenchanted with the title pawn industry in general, and Acme in particular, because of activities that he believed to be unethical. It seemed apparent to him that the industry preyed on the poor and uneducated. Joe had learned a bit about usurious interest rates in his business law class, but he had imagined that they were of concern only to the loan shark on the street corner.
The interest rate on his only credit card was over 20 percent on the unpaid balance, and he was not aware that legal interest rates anywhere were much greater than that.
He was truly shocked when he found out how Acme conducted business and that it was legal—for the most part. The customer was allowed to keep driving the car as long as the specified payments were made. The standard loan was for one month with an interest rate of 25 percent per month. Occasionally, Acme would extend the credit for several more months as long as the interest was paid every month. Cousins, LaGrange College, for classroom use.
All names and locations have been disguised to assure anonymity. Certain other facts about the company are disguised, although this case represents an actual situation as perceived by a single employee. At that time, or at the end of any month when the principal remained unpaid, the vehicle could be seized. The business of repossession can get very ugly, so subcontractors were employed to perform that service in each city in which Acme maintained an office.
State laws generally required that the debtor be paid the difference between the amount owed and the proceeds from the sale of the vehicle minus any expenses incurred.
Sometimes a transportation charge was assessed depending on the distance from the seizure location to the auctioneer. Joe soon learned that the company occasionally did not return this excess to the debtor. If the debtor called and asked about it, a check would be sent. If the debtor did not ask, sometimes the check would be sent and sometimes it would not. Joe did not know the basis upon which this decision was made, but it seemed that the decision was based on the likelihood of a complaint being made by the debtor.
The individuals who pawned their car titles generally seemed to be people who had no alternative. Often they had bad credit or no credit, but Acme did not investigate credit if a clear title was presented.
Acme seemed to be the lender of last resort for most of their clients, although Joe suspected some would have other alternatives if they understood the cost of doing business with Acme. But they did not understand. The company targeted minority groups, locating offices in African American neighborhoods in most cities in which they did business.
The company directed its marketing efforts toward gamblers in areas likely to have down-on-their-luck gamblers, such as Nevada and the Mississippi Gulf Coast. The company presently operated in twelve states.
If a state in which Acme was operating lowered the legal interest rate that could be charged to less than 25 percent per month, Acme stopped doing business in that state. Acme recently suspended operations in North Carolina and Kentucky for this reason. Acme had many difficulties in the field, as one would expect, considering the nature of the business. There had been a number of armed robberies at Acme locations even though very little cash was kept on the premises.
Acme had also been plagued with very high turnover in most branches. Occasionally, an incident of embezzlement was uncovered at a branch. No one at the home office seemed especially surprised when such activity was uncovered. It appeared to Joe that the company did not attract very high-class personnel for any positions.
Joe thought the employees at the home office where he worked did not seem to be of a much higher caliber than those employed at the branches, Cant Be Beat. Once he had commented to his supervisor on what he perceived to be a lack of professionalism on the part of his coworkers. Joe thought of that statement often.
The founder and CEO of Acme was rumored to have underworld connections. Joe had seen no evidence of this, but it seemed that it was a widely held perception. He lived in another state and was rarely seen in the office. As Joe thought more about his situation, he concluded that he could sum up most of his reservations about working at Acme with a single sentence. It seemed that he was working for a sleazy company in a sleazy business surrounded by sleazy individuals.
Joe still believed that he would acquire responsibilities sooner at Acme than at most other firms. Because of the high turnover in his department, Joe was frequently asked to accept additional responsibilities. Management seemed very pleased with his performance. He had rarely stayed longer than one year with any employer recently. He was concerned that leaving Acme at this time would give future prospective employers additional reason to question his stability.
Several more years at Acme would strengthen his resume both in terms of the higher level responsibilities he could claim and the added stability that would be implied by a longer term of employment. Joe also thought he had to consider the well-being of his family in any decision he made. He would not find it easy to secure another position having much potential in his present area.
The town was small and isolated. Joe and his family were now living about 1, miles from their relatives. He had accepted a transfer to his present location, Grovetown, when he was working for Ace Printing. The layoff caused by downsizing had left Joe and his family stranded in Grovetown. Now his two older children were very active in their schools and with extracurricular activities. They had many friends, and Joe believed there would be a difficult period of adjustment for the children if they were to leave Grovetown at this time.
His wife, too, seemed content with life as it was. She had found satisfaction in her job, as well as with the community. Although Joe had not worked in one of the branch offices dealing directly with customers, he had heard plenty of stories around the office about what it was like on the front line. Based on what he had heard, he was glad to be working with people behind the scene even though the environment in the office was far from ideal.
This seemed to be an accepted way of solving problems and making decisions. There also seemed to be a degree of back-stabbing with which Joe was unfamiliar. Additionally, there had been recurring incidents of executives charging personal items on company credit cards. Sums of money were also borrowed from company accounts with no apparent attempt to secure repayment. Joe had also seen several seemingly inappropriate personal relationships develop on the job.
The entire office was gossiping about the relationship that had developed between the CFO and one of his direct reports, the office manager. The subordinate, a female, was subsequently transferred to one of the branch offices. If the organizational culture at Acme Title Pawn cannot be changed, can Joe continue to work there and avoid involvement in activities that are ethically questionable or possibly illegal?
How could Acme create an ethical organizational culture and still be in the title pawn business? This case should develop a rich discussion about the decisions and involvement of an individual in an Cant Be Beat questionable company and industry. Joe has to consider whether to stay in such a company and deal with many ethical problems or leave Cant Be Beat company and find a new career. Students should be able to generate several alternatives for Joe.
This should provide a good starting point for discussing the case. Whether or not to leave an ethically questionable company is a decision that many employees have to make. Joe must make a personal decision as to whether he can stay out of trouble and feel good about himself if he continues to work at Acme.
If he stays, it is possible he could be a positive force to encourage others to comply with the law and develop ethical treatment of customers. However, if Joe stays, he will face much ethical conflict. There is a possibility that his career advancement may suffer if he becomes overly focused on unethical behavior within the company. Acme could develop an ethical compliance program as described in Chapter 8 to make sure that consumers and employees are treated ethically.
But the nature of the industry and competition might prevent Acme from achieving current profit levels if it operates ethically. If Acme takes a long-run perspective, it could establish an ethical reputation and increase the level of business at a lower profit margin. Finally, a discussion on the appropriateness of the title pawn industry in general could be developed, including whether all states should ban this type of operation using existing interest rates and repossession tactics.
He would get their perspectives on the situation. It had been that way since his father started the company in The three-and-a-half page letter was from Marc J. In both cases it appears the infant was entrapped when the crib collapsed while the infant was in the crib.
Funded by the James S. This document is in the public domain and may be reproduced without permission. The University of Chicago and the James S. Kemper Foundation would, however, be grateful to know of any and all uses of this case. Or by email: linda.
Kolcraft Enterprises, Inc. History of Kolcraft Kolcraft Enterprises was started in Chicago in as a manufacturer of baby pads, a foam product commonly used in high chairs, play pens, and bassinets. In Kolcraft began manufacturing mattresses for use in baby cribs. He then joined the company, which at that time employed about 30 people. Children would nap and play in these common household products.
Kolcraft eventually expanded to include operations in Pennsylvania, Georgia, and California. InKolcraft hired Edward Johnson, a graduate of a technical high school where he received training in draft work. Johnson had worked as a design draftsman for a lighting company, served four years in the Air Force, and worked for seven years at J.
Industrial Molding as a designer in custom blow molding, a process that made plastic products with a cushion of air inside. Johnson worked mainly on car seats and other seat products like high chairs until his first design of a portable crib, in InKolcraft hired Bernard Greenberg as a vice president.
Greenberg became president of Kolcraft around Illinois Manufacturers Directory, Johnson, pp. Rectangular in shape, the traveling cribs often folded into a carrying bag. Sanfred Koltun believed that Kolcraft could manufacture a similar, better product. In the first half ofEdward Johnson drew up some preliminary sketches for a portable, collapsible crib. The other two sides would be made of mesh supported by two collapsible top rails with a hinge in the middle. The solid floor would also fold at the center.
That spring, Sanfred Koltun gave the go-ahead to create a mock-up of the portable crib. Nothing that was that structurally sound. Nothing that looked as nice as that. Initial prototype models of the crib were heavier than Johnson had hoped—close to 19 pounds, as opposed to the 10 or 11 he had originally planned. Soon Johnson found himself demonstrating the crib to other Kolcraft employees. This thing [was] going up and down all the time. Several buyers noted that they would like to see the crib be a little lighter.
And [Johnson] kept on working on it. Greenberg, p. Licensing the Travel-Lite Sanfred Koltun believed that affiliating with a recognized brand name would be beneficial for Kolcraft. Playskool, well known in the juvenile products market for its reputation as a maker of high quality toys, was a property of the Hasbro company.
Founded in the s by Polish immigrant Henry Hassenfeld and publicly traded sinceHasbro was in the s one of the fastest growing companies in the nation, with successful brands such as Raggedy Ann and G.
InHasbro had hired John Gildea to be its director of licensing. Gildea had been employed by the owners of Hanna Barbera, where he had negotiated licensing contracts for such properties as the Flintstones, Scooby Doo, and Huckleberry Hound.
Through the mids, Gildea hired account executives to handle such properties as G. Joe, My Cant Be Beat Pony, and Mr. Potato Head. Our strategy is twofold. We gain incremental exposure of the Playskool name, [creating] brand awareness at a very early age that will pay dividends down the line. Secondly, and not insignificantly, it brings income. Licensing allows us to concentrate on our core business and also take advantage of the corporate name in appropriate products.
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Wednesday October 4, I woke up around am to get my 7 year old son ready for school. My fiance got dressed and was going to run up to the store real quick to grab some breakfast for our 3 children. When he went out the door our van was gone, not in the drive way. In a panic we immediately called thinking someone stole our van.
Only to find out it had been repossessed. Confused and frantic because there is no way this is true. Why did this man repossess our van. Waiting till about 10am when the dealership opened we called and the owner answered. We woke up this morning and our vans gone.
In continuous business on the Mississippi Gulf Coast since , Can't Be Beat Fence & Construction, LLC, has been there through the casino boom and all of its hurricanes. While dozens of fence companies have come and gone in that span, Can't Be Beat has remained the most reliable and well recognized name in fences on the Mississippi Gulf sioprovcabradeperfscormarcodenmenssol.coon: Hwy 53, Perkinston, , Mississippi. Noodles Can't Be Beat is the seventh song of PaRappa the Rapper 2, that plays in the seventh stage, "Noodles Are The Flow, Noodles Are The Groove!" PaRappa's dad has just finished the denoodlizer when a warning comes up; the Noodle Syndicate is attacking, random phone calls come up after. Jun 25, · If something 'can't be beat', this means that there's no better. For example, 'in terms of price, Tesco can't be beat' - this means there is no cheaper shop. However, in your sentence I don't quite get the meaning it really doesn't make sense to me in this context! Maybe I'm just being dumb though, and someone else could help.
MEET OUR OWNER Meredith Anderson has been involved with Can't Be Beat Fence since and became the sole owner in Under her leadership, the company has grown to Mississippi's largest fence company with a significant presence in Alabama and Florida. Today, Can't Be Beat is fully licensed as a general contractor in AL, LA, and sioprovcabradeperfscormarcodenmenssol.coon: Hwy 53, Perkinston, , Mississippi.
Definition of can't beat that in the Idioms Dictionary. can't beat that phrase. What does can't beat that expression mean? Definitions by the largest Idiom Dictionary. But as you noted, it's a very odd contraction, and was presumably made as wordplay on another common phrase: "he can't be beat." The un-contracted form ("he can't be made to bleat") doesn't sound nearly as close to "he can't be beat", thus the contraction.
We Can't Be Beat tab by Walkmen with chords drawings, easy version, 12 key variations and much more.
Nov 26, · Music video to Roy Jones - Can't be touched. The form can't be beat isn't "ungrammatical". In X can't be Y[ed], Y is a past participle, but most people accept both beat and beaten as valid past participles. As this NGram shows, can't be beat is far more common than can't be beaten, and becoming more so every year.. One reason for this is that beat is "simple past" ("I beat him yesterday") as well as "present" ("He cries when I beat him.
Jun 20, · Mom & Dad play BENDY RUN, Nom Plant, LiftyTower, Baldi's Basics Subway Surfers, Akinator & More!! Who will win??? Thumbs up for Mom vs Dad vids & Download ou.
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