Martin luther king jr. 9 Essay Example For Students

Martin luther ruler jr. 9 Essay Ruler, Martin Luther, Jr. (1929-68). Enlivened by the conviction that adoration and tranquil dissent could take out social treachery, Martin Luther King, Jr., got one of the extraordinary dark pioneers in the United States. He excited whites and blacks the same to fight racial segregation, depict, and war. A victor of peaceful protection from abuse particle, he was granted the Nobel harmony prize in 1964. Martin Luther King, Jr., was conceived in Atlanta, Ga., on Jan.15, 1929. His dad, Martin, Sr. , was the minister of the Ebenezer Baptist Church, a dark assembly. His mom, Alberta Williams King, was a teacher. Martin had a more seasoned sister, Christine, and a more youthful sibling, Alfred Daniel. Martin experienced prejudice at an early age. At the point when he was 6, his fellowship with two white mates was stopped by their folks. At the point when he was 11 a white lady struck him and considered him a nigger. A splendid understudy, he was admitted to Morehouse College at 15, without finishing secondary school. He chose to turn into a clergyman and at 18 was appointed in his dads church. In the wake of moving on from Morehouse in 1948, he entered Crozer Theological Seminary in Chester, Pa. He was the ~ledictorian of his group in 1951 and won an alumni association. At Boston University he got a Ph. D. in religious philosophy in 1955. In Boston King met Coretta Scott. They were hitched in 1953 and had two children, Martin Luther III and Dexter Scott, and two little girls, Yolanda Denise and Bernice Albertine. Social equality Efforts Lord had been intrigued by the lessons of Henry David Thoreau and Mahatma Gandhi on peaceful opposition. Ruler composed, I came to feel this was the main ethically and essentially stable strategy open to mistreated individuals in their battle for opportunity. He became minister of the Dexter Avenue Baptist Church in Montgomery, Ala. , in 1954. In December 1955 King was picked to head the Montgomery lmprovement Association, framed by the dark network to lead a blacklist of the isolated city transports. During the blacklist Kings home was besieged, however he convinced his devotees to stay peaceful in spite of dangers to their Iives and property. Late in 1956 the United States Supreme Court constrained integration of the transports. Lord beIieved that the blacklist demonstrated that there is another Negro in the South, with another feeling of pride and predetermination. In 1957 King turned into the most youthful beneficiary of the Spingam Medal, an honor introduced yearly to a remarkable individual of color by the National Association for the Advancement of Colored People. In 1958 King became leader of a gathering later known as the Southern Christian Leadership Conference (SCLC), shaped to carry on social equality exercises in the South. Lord roused blacks all through the South to hold quiet demonstrations and opportunity rides to fight isolation. A visit to India in 1959 gave King a hotly anticipated chance to contemplate Gandhis methods of peaceful dissent. In 1960 King became copastor of his dads church in Atlanta. The following year he drove a peaceful armed force to fight segregation in Albany, Ga. Ruler was imprisoned in 1963 during a fruitful crusade to accomplish the integration of numerous open offices in Birmingham, Ala. In a moving intrigue, known as the Letter from Birmingham Jail, he answered to severaI white ministers who felt that his endeavors were not well coordinated. Lord contended that Asian and African countries were quick accomplishing political autonomy while we despite everything creep at a pony and-carriage pace toward increasing some espresso at a lunch counter. In 1964 King turned into the most youthful beneficiary of the Nobel harmony prize. He viewed it as an individual respect as well as a global tribute to the peaceful social equality second. In 1965 King drove a drive to enroll dark voters in Selma, Ala. The drive met with vicious obstruction. .ufc99cb2b667b2bab7ed8c1c204da526a , .ufc99cb2b667b2bab7ed8c1c204da526a .postImageUrl , .ufc99cb2b667b2bab7ed8c1c204da526a .focused content zone { min-tallness: 80px; position: relative; } .ufc99cb2b667b2bab7ed8c1c204da526a , .ufc99cb2b667b2bab7ed8c1c204da526a:hover , .ufc99cb2b667b2bab7ed8c1c204da526a:visited , .ufc99cb2b667b2bab7ed8c1c204da526a:active { border:0!important; } .ufc99cb2b667b2bab7ed8c1c204da526a .clearfix:after { content: ; show: table; clear: both; } .ufc99cb2b667b2bab7ed8c1c204da526a { show: square; change: foundation shading 250ms; webkit-progress: foundation shading 250ms; width: 100%; haziness: 1; change: mistiness 250ms; webkit-progress: obscurity 250ms; foundation shading: #95A5A6; } .ufc99cb2b667b2bab7ed8c1c204da526a:active , .ufc99cb2b667b2bab7ed8c1c204da526a:hover { darkness: 1; progress: murkiness 250ms; webkit-progress: murkiness 250ms; foundation shading: #2C3E50; } .ufc99cb2b667b2bab7ed8c1c204da526a .focused content region { width: 100%; position: relati ve; } .ufc99cb2b667b2bab7ed8c1c204da526a .ctaText { outskirt base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; text-embellishment: underline; } .ufc99cb2b667b2bab7ed8c1c204da526a .postTitle { shading: #FFFFFF; text dimension: 16px; textual style weight: 600; edge: 0; cushioning: 0; width: 100%; } .ufc99cb2b667b2bab7ed8c1c204da526a .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; fringe: none; fringe range: 3px; box-shadow: none; text dimension: 14px; text style weight: striking; line-stature: 26px; moz-fringe sweep: 3px; text-adjust: focus; text-enhancement: none; text-shadow: none; width: 80px; min-stature: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/straightforward arrow.png)no-rehash; position: outright; right: 0; top: 0; } .ufc99cb2b667b2bab7ed8c1c204da526a:hover .ctaButton { foundation shading: #34495E!important; } .ufc99cb2b667b2 bab7ed8c1c204da526a .focused content { show: table; stature: 80px; cushioning left: 18px; top: 0; } .ufc99cb2b667b2bab7ed8c1c204da526a-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .ufc99cb2b667b2bab7ed8c1c204da526a:after { content: ; show: square; clear: both; } READ: Crop Circles Essay In dissent of this treatment, a huge number of demonstrators directed a first day walk from Selma to the legislative hall in Montgomery. Lord was baffled that the advancement of social liberties in the South had not been coordinated by upgrades in the lives of northern blacks. Because of the uproars in destitution stricken dark urban neighborhoods in 1965, he was resolved to concentrate the countries consideration on the living .

Statutory Explanation

Question: What occurred in lower courts, What occurred in plain ordinary language and What does this all mean in straightforward terms? Answer: Procedural History The inquirer in particular, Aisha Nicolas, spoke to the Michigan Court of Appeals against the request that was passed by the Michigan Compensation Appellate Commission (MCAC) and Administrative Law Judge (ALJ) that precluded the petitioner from getting joblessness benefits (Harvey, 2014). The inquirer held that the lower councils settled on a choice instead of the law and they flopped in recognizing that wellbeing and state of being are not in the control of any individual and that the lead of the petitioner didn't establish to any sort of exclusion against the enthusiasm of the business (ACS) (Barnard, 2012). Realities Auto Club Services (ACS) as a client salesman recruited the inquirer on October 2012. According to the leave arrangement of the organization, a worker earned three days off from work in the wake of laboring for 90 days (Berman et al., 2015). This was known as the no deficiency participation arrangement. Be that as it may, no composed special cases to this arrangement were laid. On February 28, 2013, the inquirer felt unwell and she educated ACS about her truancy through phone message. On March 1, 2013, she was released for her non-attendance on account of the no flaw participation arrangement. Moreover, she was likewise precluded from getting joblessness benefits as laid in MCL 421.29(1) (b). Offended party Argues: That her direct was not unlawful and not expose to exclusion from the business benefits as physical prosperity and wellbeing isn't heavily influenced by a standard individual. Litigant Argues: The Claimant neglected to conform to the participation strategy of ACS and resistance with any of the participation arrangement of the organization will mean exclusion and release of the representative from his current administrations regardless of whether the worker educated the business about his condition or not (Neubauer Meinhold, 2016). Question to be chosen: Based on the realities, the issue that emerges for this situation here is whether a nonappearance for good motivation un infringement of a businesses participation arrangement comprise to offense or not? Holding of Court: The Court held that in the event that an individual takes leaves from work for a decent purpose, at that point such activity doesn't establish to unfortunate behavior under MCL 421.29(1) (b). Lion's share Opinion The offended party, Aisha Nicholas, won the case as the Court contended that despite the fact that the inquirer neglected to conform to the participation arrangement of the association yet she educated the association about her non-appearance. Moreover, the Court additionally held that physical and wellbeing condition isn't heavily influenced by There was no contradiction to the choice that was chosen by the Michigan Court of Appeals Rule of case The Court in this choice held that infractions that lead to end don't really prompt wrongdoing under MCL 421.29(1) (b). Non-appearance that is outside the ability to control of an individual doesn't prompt wrongdoing. The Court held that the Claimant was improperly excluded for unfortunate behavior and requested for additional procedures for the petitioner. Legal Explanation: Famous Name of the Statute: Michigan Employment Security Act MCL Citation: Michigan Employment Security Act, 1936 PA 1, 421.29 Date when the Statute was passed: 1936 Last Amended Year: 2016 Synopsis of the Act: The Act manages those circumstances where the representative who has gone home, either intentionally or automatically, will be dependent upon preclusions from using work benefits. The four most significant arrangements of the rule are summed up as follows: A worker who has gone home without adequate explanation might be dependent upon exclusion. A worker who has left gone home with sensible reason will not be dependent upon preclusion. An individual who advises the business before disappearing from the organization may not be dependent upon exclusion A representative who has been away from work because of physical or wellbeing condition that is outside her ability to control will not be dependent upon preclusion according to the Act (Player, 2013). References: Barnard, C. (2012). EU work law. Oxford University Press. Berman, E. M., Bowman, J. S., West, J. P., Van Wart, M. R. (2015). Human asset the executives openly administration: Paradoxes, procedures, and issues. Sage Publications. Feng, C., Nelson, L. P., Simon, T. W. (2016). Agreement and Employment Law. In Chinas Changing Legal System (pp. 129-140). Palgrave Macmillan US. Harvey, P. (2014). Tying down the privilege to business: Social government assistance strategy and the jobless in the United States. Princeton University Press. Henry, N. (2015). Open organization and open issues. Routledge. Neubauer, D., Meinhold, S. (2016). Legal procedure: law, courts, and legislative issues in the United States. Nelson Education. Player, M. (2013). Government Law of Employment Discrimination in a Nutshell, seventh. West Academic. Twomey, D. (2012). Work and Employment Law: Text Cases. Cengage Learning.

To-Do List for Regular Action Applicants

To-Do List for Regular Action Applicants If you are applying to MIT this year, heres an update on what you might want to be thinking about: If you havent yet done so, set up a MyMIT application portal account. Schedule your interview now. The deadline (December 10) to schedule your interview is fast approaching! You can find the contact information for your interviewer (Educational Counselor) on the MyMIT website. [If your interview has been waived, dont worry about it, we understand that we cant be everywhere!] Even if you are applying elsewhere via an early decision or single choice early action program, you should still schedule your interview now, since the interview scheduling deadline falls before most schools notify. Having an interview with MIT does not violate early agreements. If you qualify for a fee waiver, please request one. Requesting a fee waiver does not negatively impact your application. And if you qualify for a fee waiver, your family needs the $65 more than we do. If you are interested in our music community or our arts community, consider sending in some of your work. If you are interested in playing on a varsity sports team at MIT, please contact the appropriate coach or fill out the form. And if youre interested in ROTC, please contact the appropriate branch (Army Navy Air Force). Be sure your standardized test scores have been sent to MIT. Our College Board Code (for SAT and TOEFL) is 3514 and our ACT Code is 1858. And if you havent yet completed your standardized testing (especially SAT Subject Tests), now is a great time to register for the January administration of the tests, which is the last acceptable testing date for MIT. Be sure to designate MIT (3514) as a recipient of the scores. If you havent yet given your teachers their MIT recommendation forms, what are you waiting for? Teachers get very busy this time of year, respect their time! Try to get your application components to us in advance of the January 1 deadline, if you can. It will save you and us some angst in the long run. [For example, submitting your Part 1 now isnt a bad idea] As the year draws to a close, start talking with your parents about financial aid applications. For more information about this, check out the Financial Aid website and also Daniels blog. I hope youre having a great senior year so far!

Business Functions Of Operations Management - 3020 Words

1.0 Executive Summary Operations is a significant key business function as it controls the transformation of inputs into outputs, and the strategies achieved throughout the process. This business function controls the the operational, tactical and strategic goals of the operations function. It improves productivity, efficiency, quality and sustainability of any business. In conjunction with other key business; its financial performance is collected and analysed by Finance, based on the requirements of operations human resources will provide staff, and suitable training and marketing with refer to operations when specifying product features and designs. The report entails the importance of Operations Management. As researched for the strategies already achievable within Sara Lee Corporation, the report explains and describes operations management strategies with the support of case material of other business both global and international. 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The Ontological And Epistemological Theory - 809 Words

3.1 Introduction Kumar (2014) defines research methodology as the process used to collect data and information for the purpose of analysis and decision making. This chapter will discuss the philosophical foundations of the research which will explain the ontological and epistemological stance underpinning the study. It discusses the mixed-method design and the specific qualitative and quantitative methods adopted and how these challenges were resolved. 3.2 Research paradigm Corbetta (2003) defined paradigm as the perception adopted by researchers to inspire and direct a given science. Similarly, Guba and Lincoln (1994) noted that paradigms shape research in terms of reality (ontology), knowledge (epistemology) and methods of gaining†¦show more content†¦Tolk (2012) added that the positivist approach is characterized by control, replication and hypothesis testing. These two methods were used to identify the opinions provided by interviewees. A constructivism approaches to research According to Bryman (2012), a constructivism approach is an ontological position that asserts that social actors are continually accomplishing social phenomena and their meanings. This approach assists the researcher to present a particular version of social reality, rather than one that can be regarded as definitive. 3.4 Qualitative vs. Quantitative study To achieve the research purpose, the study employed an extensive research to collect accurate data and provide elaborate and descriptive data on the governance of sports in Malaysia. According to Creswell (2013), a quantitative study involves the use of statistical and mathematical computations to analyze data obtained from the research while a qualitative study uses non-numerical methods to gain an understanding of a phenomenon. A quantitative study allows the researcher to compare the various variables derived from the study while qualitative study enables the researcher to use primary sources to obtain data for the research. These two methods were used collectively to provide a suitable representation of the whole population under consideration and also provide comparative data

Different Themes in the Book Romeo and Juliet Essay Free Essays

By: Fatima Saleh Shakespeare’s â€Å"Romeo and Juliet†, a play of two young lovers from opposing families is mainly based on the theme of love and hate. Love is presented right from the start. Shakespeare used the characters and imagery to portray infatuation love, shallow love, dutiful love, parental love and romantic love or young love. We will write a custom essay sample on Different Themes in the Book Romeo and Juliet Essay or any similar topic only for you Order Now This is arguable one of Shakespeare’s most famous plays. This play is indeed relevant to a modern audience. Many teenage couples still experience being together and may still encounter the disapproval of their parents and friends and find it hard to be together. Shakespeare used the relationship of Romeo and Rosaline, Paris and Juliet to present infatuation and shallow love. In the beginning Romeo was terribly in love with Rosaline but the love is not returned which turns out Romeo unrequited love to Rosaline. Romeo: â€Å"Shut up his windows, lock fair daylight out and makes himself an artificial night. † (Act 1, scene 1, 134-135). The imagery made a depressed atmosphere, Shakespeare created a difference between light and dark, also portrayed the miserable and sorrowful feeling of Romeo. Same as Paris loved Juliet very much. â€Å"So will ye, I am sure, that you love me. † (Act 5, scene 1, 26) but Juliet didn’t love him back. Dutiful love is a major love that Shakespeare has presented throughout the play, especially in the Capulet family. â€Å"I’ll look to like, if looking liking move, but no more deep will I end art mine eye than you consent gives strength to make it fly. † (Act 1, scene 3, 99-101) Juliet has always been faithful and dutiful to her parents but became independent after meeting Romeo. â€Å"Not proud you have, but thankful that you have. Proud can I never be of what I hate, but thankful even for hate that is meant love. (Act 3, scene 5, 146-148) Shakespeare has presented dutiful love from Juliet’s words and sayings; he also contrasted the change of Juliet’s love to her parents before and after meeting Romeo. The fourth theme of love is Parental love it existed in the Montague family, When Romeo falls in love with Rosaline and starts feeling depressed, and his father Montague was so worried about him, so when he started to worry about Romeo’s behaviour he asked for Benvolio’s (his nephew) help . Montague’s conversation about his son’s sadness: Both myself and many other friend, But he, advisor to his own affections, Keeps it all to himself – I will not say how true, But to himself, so secret and so close, So far from sounding and discovery, Just like a flower bud bit by a worm jealous of its beauty, Before her can bloom and spread his sweet leaves to the air, Or dedicate his beauty to the sun. If we could figure, out why he is so unhappy, we would try to cure him with the same zeal. In this scene Montague is talking to his family, his using personification which is a figure of speech where a composer has given human qualities to an object or animal. (Just like a flower bud bit by a worm jealous of its beauty before her can bloom and spread his sweet leaves to the air, or dedicate his beauty to the sun. ) To figure out his son’s sadness. Parental love in the Capulet family, Capulet and Lady Capulet want their daughter to marry Paris â€Å"Marry, my child, early next Thursday morn the gallant. Young and noble gentleman†. Paris is accepted by Capulet and glad to marry Juliet but he doesn’t know that Juliet is married to Romeo secretly by Friar Lawrence. In this scene Shakespeare shows that Juliet’s family cares about her and they want her to get married and live happy life with the perfect guy. Young love and romantic love in â€Å"Romeo and Juliet† shows the sweetness of love. They experience love at first sight after meeting at her father’s party. They did everything possible to be together. Romeo wishes he was a glove to touch her face, for that shows passionate love and the power of love that runs into them. Example of young love, Romeo says: â€Å"See, how she learns her cheek upon her hand! O that I were a glove upon that hand that I might touch that cheek. Shakespeare used metaphor in this quote because his saying that he wishes to be a glove to touch her cheek. Also; Juliet says: â€Å"what’s in a name? (What does a name mean) That which we call a rose by any other name would smell as sweet† in this quote he used rhetorical question because Juliet is asking a question to begin a philosophical discussion about Romeo’s true nature, and her question is not supposed to be answered . These quotes show the open love, the unconditionally love between the two lovers â€Å"Romeo and Juliet. Young love is sweet because it allows all emotions to be set free and shows how one’s life becomes the centre of the others. This was seen in the play as Romeo gives up his live as Juliet does with hers, due to them not being able to be together. Young love is so intense that â€Å"Romeo and Juliet† are prepared to die for one another. They are passionately, tragically, courageously prepared to do anything for each other. That shows the power of true love between them. For example, when Juliet says: â€Å"†O Romeo, Romeo! Wherefore art thou Romeo? Deny thy father and refuse thy name. Or if thou will not, be but sworn my love. And I’ll no longer be a Capulet â€Å"Juliet is infatuated towards Romeo, and she will even change from what she is only to be with Romeo. Romeo is to be banished for killing Tybalt, Juliet’s cousin and he has to leave her â€Å"What light through yonder window breaks? It is the East, and Juliet is the sun! Arise, fair sun, and kill the envious moon that is already sick and pale with grief†. The moon usually symbolises light and opportunities, however, in Romeo’s wording, it seems to symbolise his internal feelings of him feeling â€Å"pale† and â€Å"grief† as he is drawn away from Juliet and cannot bear to be without her. Romeo despairs that he will never be with his true love again and feels that life is not worth living without her, which is clearly proven at the end when he takes up his life as he could not be with her. When Romeo says: â€Å"My only love sprung from my hate; Too early unknown and known too late. His only love became from his hated generation without him knowing at the beginning yet it was too late to change his feelings towards her. Young love risks danger and can end tragically. The quarrel between â€Å"Romeo and Juliet’s† families doesn’t permit the lovers to show their love publicly however their love is so strong that they are willing to risk danger to themselves and their families. They are willing t o go to such extremes to be together that tragedy’s their final end. Both Romeo and Juliet die tragically because of their passionate desire to be together. â€Å"Then weep no more. I’ll send to one in Mantua,  Where that same banished run agate doth live,  Shall give him such an unaccustomed dram, that he shall soon keep Tybalt company:† The above quote is from Act 3 Scene 5, where Lady Capulet confesses her hate for Romeo, as she thinks he’s the reason for her daughter’s grief. Young love doesn’t always end with happiness. This was seen in the final scene of the play, when both lovers committed suicide thinking that the other ones dead. In this case love might not have ended happily but it shows the passionate desire Romeo had for Juliet as she had for him. It also reinforces the risks both lovers were willing to take nowing that they wouldn’t be able to live a life together. Shall I believe that unsubstantial death? Is amorous and keeps thee here in dark, to be his paramour? For fear of that, I still will stay with thee. †The quote is from the final scene, and it explains Romeo’s young yet true love fo r Juliet. Although Romeos only true love was found dead, Romeo plans on never leaving Juliet as it’s just too much to risk and won’t be a life worth living without her. Thus proving the risks and dangers one’s willing to take in order to be with their one and only, and how one’s life becomes centred on the others to the point of self-harm. Lucky is the man who is the first love of a woman, but luckier is the woman who is the last love of a man. This is clearly seen in the play written by William Shakespeare, as the two main characters that the play is named after, Romeo and Juliet, share an infatuating young love that nothing other than death can break. Also, it shows the depth both lovers are willing to go and the risks and boundaries they are prepared to face in order to truly be together and celebrate their love. â€Å"For never was a story of more woe than this of Juliet and her Romeo† How to cite Different Themes in the Book Romeo and Juliet Essay, Essay examples

Chorales Chips and dips inc.- are you in or are you out free essay sample

Chorale’s chips and dips, Inc. Are you in or are you out? Congratulations! You have been asked by the new president of Chorale’s Chips N’ Dips, Inc. Al Gunner, to lead a new recognition team. Al is concerened that his work force of 586 employees needs to be motivated to achieved higher goals and customer expectations, increased requirements, and more demanding regulations from the (FDA) Food and Drug Administration. Although he has only been at this plant two months he has obsereved low morale, unusally high waste and scrap, unclean areas, and as he says â€Å"a plays that has a lifeless spirit†. The plant is dark gray, the lunchroom has one vending machine that requires luck, and the parking lot may even have empty six packs and fast food snacks taking up spaces. Al overherad employees commenting in the bathroom, â€Å"what difference does it make, we get paid the same whether we do or don’t. We will write a custom essay sample on Chorales Chips and dips inc.- are you in or are you out? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Nobody coms around or notices when you make any extra effort anyway. Makes me want to use their chips and dipd for a.. † and they paused when they saw Al. Al says, â€Å"I talked to them, and reassured them and asked them to help me understand what changes they thought needed to be made. They said they couldn’t remember the last time they saw a manager in their area. They said they stay in meetings so much they’re clueless to what really goes on and wouldn’t know the name of an employee if they were reading their badge. They said the only information they received was when some supervisor appeared from their cubicle long enough to tell them what they did wrong and threatened them that if it happened again they would be fired. They didn’t even get a turkey last year because some guy in human resources was vegetarian. Most feel they couldn’t get another job around here; who would hire them now?

Aids Essays (4346 words) - HIVAIDS, HIV, Kaposis Sarcoma

Aids Acquired immunodeficiency syndrome (AIDS). Today, despite the continuing production of better antibiotics since the discovery of penicillin, we are facing an infectious disease against which all these drugs are virtually powerless. This disease is spreading inexorably, killing more people and more people each year. AIDS does not know no national boundaries and does not discriminate by race or sex. It is rampaging not only throughout the United States, but also through Africa, India, China, Russia, Europe, South America, and the Caribbean countries. Even infants and children are at risk. AIDS is similar to the bubonic plague or the BLACK DEATH that killed perhaps one-third in Europe in the 14th century. Yet, the difference from the Black Death and AIDS is that it is in slow motion because the infectious agent that causes AIDS can remain dormant in a person's body for several years before it causes illness, and because death from AIDS can be slow and drawn out once symptoms appear. AIDS is essentially a disease of the immune system. The body's defenses are destroyed and the patient becomes prey to the infections and cancers that would normally be fought off without any trouble. In 1984 it was proved that AIDS is caused by the human immunodeficiency virus (HIV). A virus is a minute infectious particle that enters and kills the immune cells, or lymphocytes. Because it destroys the very mechanism humans rely on for protection, prior to 1996 contracting Aids was considered a death sentence. For many years, 85 to 90 percent of all AIDS patients died within three years. They might have recovered from one infection only to succumb to another a few months later. Between infections they remain weak, emaciated and unable to work or carry on normal activities. In late 1996, almost 15 years after the first reported AIDS cases, researchers made the discovery that a certain combination of newly developed drugs could substantially prolong life in some AIDS patients. But AIDS is a fiendish virus. When researchers cleared it out of a patient's bloodstream, it hid in the lymph nodes. Scientists, figured out how to banish it from the lymph nodes, they found the virus lurking in the brain. Although, there is hope for a cure because they have done some experiments isolating a gene and it has had good results in some people infected with AIDS. The area that many people are concerned is with Southeast Asia-particularly India. At 900 million, India's population is almost double that sub-Saharan Africa, which, with 13.3 million HIV-positive adults, accounts for 60 percent of the world's total adult infections. The major reasons for such spread in India and following Africa is the high rate of their population, poverty rate, and other risk factors all point to a likely explosion. The number of HIV infections worldwide doubled between 1991 and 1996-and that number is expected to double again by the year 2000. By the turn of the century, about 44 million people will have fallen victim to the virus that causes AIDS. The signs of hope do not stop by the reason of Prevention Programs which they have succeeded in reducing HIV-infection rates dramatically among young men in Thailand and young women in Uganda-two of the countries hit hardest by the3 disease. The rate of new infections have also dropped sharply among gay men in the United States, Australia, Canada, and western Europe. However, many ingredients of the AIDS epidemic are still mystery. The cause of AIDS remained uncertain for several years after its discovery. Even now, there are questions about how efficiently the AIDS virus spreads, whether it will kill everyone who gets it, and why the virus is do devastating to the immune system. It's initial spread was in the United States was among groups that are frowned upon by society-homosexuals and intravenous(drug users)- AIDS has a stigma associated with it. This makes the disease difficult to confront rationally. However, people are terrified even by the word of AIDS. The virus does not get transmitted by any body contact neither through the air. However, the disease does not pass from one person to another through the air, by sneezing, on eating utensils, by shaking hands, or through body contact in

Captains Courageous essays

Captains Courageous essays Certain situations require specific character traits and personality types in order for success and survival. In many cases if these traits arent present, the individual must change their mind-set in order to suit the situation. This is the case in the novel Captains Courageous, by Rudyard Kipling. Harvey Cheyne was forced to change his mind-set and frame of reference from that of a spoiled child to a honest hard working man, as the journey which lay before him catered not to a gentle hand but to a callused one. Factors that affected his change of outlook were the other fisherman onboard, the setting, and the workload of which Harvey was handed. The characters in the story brought about a great change in the development of Harvey Cheynes character. The fisherman on the Were Here wouldnt allow Harvey a free ride. They treated Harvey like a fisherman, and favoured him no more than anyone else on the vessel. They forced Harvey out of his spoiled mentality and made him work for his supper and bed, a new concept for Harvey Cheyne. Harvey was assigned all of the same chores as Dan, the skippers son, and it was expected of Harvey to do the work without hesitation and of equal quality as Dan. ItS ten an a haaf a month, ez I said, an, o course, all fund same ez the rest o us. Do you mean Im to clean pots and pans and things? said Harvey. An other things. Youve no call to shout young feller. (p. 9). The fisherman showed Harvey the ropes on the boat, a type of initiation that was not gentle by any means. The fisherman would never hesitate to use physical force to keep Harvey in line. He did not exactly remember what followed. He was lying on the scuppers, holding on to a nose that bled, while Troop looked down on him serenely. (p. 10). The characters in the story left Harvey no choice but to chan...

Media effect on Women Essay Example | Topics and Well Written Essays - 1500 words

Media effect on Women - Essay Example Whether the media realizes it or not, they hold the power to build a woman up or to break her down, in this respect it can lead to a lot of negativity. Nevertheless, for a female who feels in control of herself, and is proud of her own body image, the media simply exemplifies these feelings for her. Even so, it needs to be kept in the forefront of the mind that for some women, these ideals set up by the media are destroying dozens of women's natural ability to cope with how they feel about themselves. Fisher (1986) emphasizes the fact that body image undoubtedly plays a part in all of the behaviors that are visually interpreted to show how an individual feels about themselves. So when a female begins to portray a symptom of depression on her body image one has to pause and ask, "Why is there suddenly this problem" Is the media wholly responsible for this type of crisis simply by presenting a bombardment of extremely thin and sexy women The answer is dutifully, yes. If the media would focus on how women actually are instead of presenting false ideals then perhaps there would not be such an upset among the female gender. There might not be eating disorders, or poor self-esteem levels among women in the real world. Females are highly Females are highly vulnerable to what the media projects, they want to feel good about themselves. When the media only shows examples of thin and beautiful women, then average women are, of course going to feel belittled and bad about themselves. Obviously, the media affects all facets of a females life. If a woman starts to become overtly depressed due to her feelings of failure of herself then it can have a vast impact in other areas of her life such as, sexual orientation, sexual awareness, comfort of ones own self, sexual arousal patterns, intimacy, delinquent behavior, clothing choice, drug addiction, tolerance of stress, and how they interrelate with their environment (Fisher 1998, p.625). A person wouldn't think that issues such as these would go this far, yet they do, and often undetectable, until it is too late. It is a known fact that women arm themselves with their own defensive mechanisms to combat the material that is endlessly thrust in front of them by the media. This is especially true if it is information that subjects them to feelings about themselves that are extremely complex, confusing, or even threatening to who they really are (Fisher 1998). The main point of fact is, is that the media projects these ideas that are in actuality falsely representing women today. They not only place a negativity on adult women but young adolescents are affected by them as well. These unrealistic expectations create all sorts of probabilities for young girls that can lead to eating disorders, lowered self esteem, thoughts of suicide, dissatisfaction of their bodies, self mutilation, and many other psychological disorders (Holmstrom 2004). As was mentioned, there is not only negative attributes that the media presents onto women, but also positive ones as well. Women who are overweight, or are simply slightly overweight have been found to feel better about themselves when the media presents

Common Problems In The Restaurant Business Today Essay - 1

Common Problems In The Restaurant Business Today - Essay Example From this paper, it is clear that data were gathered through the use of a questionnaire to a set of sample respondents in three restaurants in a district area. In addition, interview of restaurant owners/operators and staff was also conducted. In addition, in implementing the above recommendations, the restaurant owners should â€Å"consider the factors that make people want to come back to a certain restaurant.   The palatability, presentation, and price of the food items served are among these factors. Likewise, cleanliness of the restaurant is another vital feature of the good restaurant as well  as good customer service skills of   restaurant staff, among others.† (Building Perfect   Business/ Features of a good restaurant, 2009). Further, the restaurant owners should also look for solutions for other common problems such as restaurant downtime, problems with weather, filling undesirable tables and menu items that are unavailable. (Start a Restaurant Biz/ Turn Rest aurant Problems into Opportunities, 2009)   The restaurant industry will continue to flourish given proper management and careful consideration of problems and difficulties turning them into profitable opportunities.   The restaurant is here to stay following the new trends and solutions to be adopted by restaurant owners for common problems identified by food critics and the results of this study for this   type of undertaking. The restaurant owners can make the restaurant business a challenging opportunity for a profitable endeavor and rewarding experience.   ... The category of personal problems are the most difficult to deal with. (Restaurant Owners Face Problems and Crisis, 2010) While there are problems and crises confronting the restaurant business, it is here to stay as it is a part of our daily living. Walsh (2010) also described ten things that make a good restaurant. These include: simplicity, waiters who know the menu, comprehensive menu, no service charge, among others. (Ten Things that Make a Good Restaurant, Feb. 25, 2010) It has been observed that restaurant trends have been continuously evolving around us. â€Å" The top 10 menu trends for 2011 include locally sourced meats and seafood, locally grown produce, sustainability as a culinary theme, nutritious kids’ dishes, hyper-local items, children’s nutrition as a culinary theme, sustainable seafood, gluten-free/food allergy-conscious items, back to basics cuisine and farm-branded ingredients. â€Å"(Food Product Design/ 2011 National Restaurant Trends, Dec. 2010 ) It is worthy to mention that Mayo Clinic’s predictions for 2011 are all about health and flavor such as locally sourced ingredients, small portions, big flavor, new twist on kid friendly and allergy awareness. (Mayo Clinic/Restaurant Trends for 2011, Dec. 2010). Other restaurant trends are predicted by Freeman (2010) who indicates that pies both sweet and savory top the list for 2011 with mini plates, fried vegetables among other trends. (Nation’s Restaurant News/Pies top 2011 restaurant trend list, October 21, 2010). This research project will help the restaurant owners be aware of the common problems in the restaurant business considering the existing competition in the restaurant industry today. Smith

Li Fung: An Analysis

Li Fung: An Analysis Rahul Jacob, Inside Track: Traditional Values at the Click of a Mouse, Financial Times, August 1, 2000, p. 14. Online bookseller Amazon.com transformed the book industry forcing traditional book retailers to respond. Some information in this section comes from previous Harvard Business School Case Studies: Li Fung: Beyond Filling in the Mosaic-1995-98, (HBS Publishing No. 398-092) Michael Y. Yoshino, Carin-Isabel Knoop, Anthony St. George; January 1, 1998; and Li Fung (Trading) Ltd., HBS Publishing (No. 396-075) Gary Loveman, Jamie OConnell, October 26, 1995. With a press conference the following day, William was confident of the Groups performance and lifung.coms prospects. But he knew that important issues remained unresolved: Was there any chance of channel conflict or cannibalization between the offline business and the start-up? How would the market react to the start-up once it was launched the following year? And how specifically would e-commerce ultimately transform his familys century-old company? Company Background Li Fung was founded in 1906 by Williams grandfather, Fung Pak-Liu and his partner, Li To- Ming in Guangzhou, China as an export trading company selling to overseas merchants. In the 1920s and 1930s the company diversified into warehousing and the manufacture of handicrafts. Shortly after Fung Pak-Liu passed away in 1943, his son Fung Hon-Chu assumed charge of the company. Two years later, silent partner Li To- Ming retired and sold his shares to the company. The company retained Lis surname, a homophone Im not an Internet guy, Im a business guy, quipped William Fung, managing director of Li Fung Trading Co. Clad in his chinos and black American Eagle T-shirt, Fung looked much more like a new economy entrepreneur than the selfdescribed offline, old economy relic: Im 51, Im more than a grey hair in Internet terms, Im a fossil.1 Nor did lifung.com, his elder brother Victors new online company, resemble a typical Internet start-up, particularly with a 96-year-old parent born at the end of the Qing Dynasty. In August 2000, the day before beta launch of the new business-to-business (B2B) e-commerce portal, William described the challenges facing Li Fung: About three or four years ago, Victor and I discussed the Internet and how it impacts us. Our starting point was a defensive posture: Would the Internet disintermediate us? Would we get Amazoned2 by someone who will put together all of the information about buyers and factories online? After a lot of research we realized that the Internet facilitates supply chain management and we werent going to be disintermediated. The key is to have the old economy know-how and yet be open to new economy ideas. EXHIBIT 1 Li Fung Consolidated Income Statement (December 31, 1999), in HK$* 2000 1999 1999 1998 (HK$ thousands) (HK$ thousands) (HK$ thousands) (HK$ thousands) (June 30) (December 31) (June 30) (December 31) Turnover 10,267,606 16,297,501 6,583,730 14,312,618 Cost of sales (9,262,171) (14,585,881) (5,895,432) (12,891,709) Selling expenses (191,616) (354,124) (143,136) (287,524) Administrative expenses (87,741) (867,842) (56,436) (747,725) Profits before taxation 328,943 613,861 208,936 471,098 Taxation (29,805) (36,638) (14,536) (16,425) Profit after taxation 299,338 577,223 194,400 454,673 *In August 2000, US$1 _ HK$7.78. for profit in Chinese, which, along with Fung, a homophone for abundance, had an auspicious ring when combined. Li Fung relocated permanently to Hong Kong at the end of World War II, expanding its operations to include toys, garments, plastic flowers, and electronics. In the early 1970s, both Fung brothers had just returned from the United States: William had earned his MBA from Harvard Business School and returned to the business in 1972. Victor had recently completed his PhD in economics at Harvard University and, following a two-year stint teaching at Harvard Business School, rejoined the business in 1974. Their return heralded Li Fungs transition from a family-owned business to a professionally managed firm, with a planning and budgeting system in place for the first time. William and Victor, the third generation to run the company, felt that the next logical step in growing the company was to go public. In 1973, Li Fung became the holding company for the Group and was listed on the Hong Kong Stock Exchange (HKSE). Throughout the 1980s, Li Fung expanded its regional network of offices throughout the Asia-Pacific region as more sources of supply emerged in the rapidly industrializing Asian economies. In 1988 the Group was privatized and streamlined, incorporated in Bermuda in 1991, and its trading activities were again listed on the HKSE in July 1992. With the 1995 acquisition of Inchcape Buying Services (formerly Dodwell), Li Fung expanded its customer base in Europe while simultaneously shifting its sourcing network beyond East Asia to include the Indian subcontinent, the Mediterranean, and Caribbean basins. By 2000, Li Fung was a $2 billion global export trading company with 3,600 staff worldwide, sourcing and managing the global supply chain for high-volume, time-sensitive consumer goods. (Exhibit 1 shows recent Li Fung financial data.) By 2000, 69 percent of LiFungs sales were in the United States and 27 percent in Europe. Key customers included The Limited, Gymboree, American Eagle,Warner Brothers, Abercrombie Fitch, and Bed Bath Beyond. Tesco, Avon Products, Levi-Strauss, and Reebok had become customers within the last two years; Royal Ahold, GUESS? jeans, and bebe had signed on in 2000. Li Fungs product mix included hard and soft goods. Soft goods referred to apparel, including woven and knit garments for men, women, and children. Hard goods included fashion accessories, festive or holiday products, furnishings, giftware, handicrafts, home products, fireworks, sporting goods, toys, and travel goods. Hard goods provided higher margins than soft goods because, despite a generall y lower item value per unit, they required higher value-added services for orders that were also usually much smaller than soft goods orders. Hard goods items such as watches, shoes, suitcases, kitchenware, or teddy bears required an inspector for quality control evaluation for even the smallest batch order, thereby greatly increasing what Li Fung could charge. Margins for soft goods were roughly 6 percent to 8 percent, while we get an order from a European retailer to produce 10,000 garments. We determine that, because of quotas and labor conditions, the best place to make the garments is Thailand. So we ship everything from there. And because the customer needs quick delivery, we may Product Development Raw Material Sourcing Production Planning Factory Sourcing Manufacturing Control Quality Assurance Export Documentation Shipping Consolidation Fashion Accessories Festive Products Furnishings Garments Giftware Handicrafts Home Products Sporting Goods Toys Travel Goods Li Fung Total Value-Added Package EXHIBIT 2 Li Fung Total Value- Added Services Source: Company documents. divide the order across five factories in Thailand. Effectively we are customizing the value chain to best meet the customers needs. Five weeks after we received the order, 10,000 garments arrive on the shelves in Europe, all looking like they came from one factory.5 Li Fung clients benefited in several ways: supply chain customization could shorten order fulfillment from three months to five weeks, and this faster turnaround allowed clients to reduce inventory costs. Moreover, in its role as a middleman, Li Fung reduced matching and credit risks, and also offered quality assurance to its customers. Furthermore, with a global sourcing network and economies of scale, Li Fung could offer lower cost and more flexible sourcing than its competitors. In addition, through acquisitions and global expansion, Li Fung was extending this knowledge base to sub-Saharan Africa, Eastern Europe, and the Caribbean. Finally, Li Fung provided up-to-date fashion and market trend information to clien ts. As a result of its Camberley acquisition in 1999, it started offering clients virtual manufacturing or product design services. According to Victor, Li Fung does not own any of the boxes in the supply chain, rather we manage and orchestrate it from above. The creation of value is based on a holistic conception of the value chain. In recent years, however, Li Fung had begun to improve operations by controlling or owning strategic links in the chain. In some cases, Li Fung offered raw material sourcing. In the past when clients placed an order, Li Fung would determine the manufacturer best suited to supply the goods, and that factory would source its own raw materials. But Li Fung understood its clients needs better than its manufacturing plants did, so by offering raw materials to its suppliers, the company both ensured greater quality control and bought larger and thus more cost effective amounts of raw materials, thereby producing cost savings for each manufacturer. In such cases, Li Fung also earned revenue by charging its factories a commission on each raw material purchase they made. By mid-2000, ne arly 15 percent of Group sales involved Li Fungs raw material sourcing service. Joan Magretta, Fast, Global, and Entrepreneurial: Supply Chain Management, Hong Kong Style, An interview with Victor Fung, Harvard Business Review, September-October 1998, p. 106. Corporate Culture and Compensation From the 1992 privatization on, the division of labor between the Fung brothers was clear-cut: as Group chairman, Victor was primarily concerned with the Groups strategic issues and long-term planning; as Group managing director, William attended to everyday operations of the publicly listed trading arm, or as he joked in a recent interview, Victor is the deep thinker, and I just make the money.6 In another interview, Victor joked that William calls me the visionary, meaning that I dont really know whats going on.7 But both brothers lived in the same apartment building as their mother and sisters and conversed every day to keep abreast of developments at Li Fung. The duo created a strong synergy that was described by the CEO of the Groups e-commerce venture as A combination of both thought leadership and execution, with the unique relationship between Victor and William cementing the entire organization. They create a very particular kind of culture that blends pragmatism and, at th e same time, a recognition of and openness to innovation. According to Victor, once the business was successful, it was essential to keep an open mind and rather than resting on their laurels, that the challenge was to move past success and look forward. Furthermore, Victor held that it was imperative to cultivate a corporate culture that not only tolerated but encouraged diversity, or in his words, keep the culture so that it remains humble, agile, and responsive all the time and keep the people externally focused. Biannual retreats were held in Hong Kong, senior management meetings attended by division-level managers in order to foster communication across the Group. Li Fungs 3,600 employees were spread around the globe in offices ranging in size from 6 staff in Saipan to 1,100 in the Hong Kong head office. Five of the 48 offices were hubs-Hong Kong, Taiwan, Korea, Thailand, and Turkey. Each 8 Joanna Slater, Corporate Culture, Far Eastern Economic Review, July 22, 1999, p. 12. (except the Hong Kong office) had 200 to 300 employees. Li Fung was entrepreneurial, allowing senior managers to run 90 small, worldwide management teams as separate and individual companies. These dedicated teams of product specialists focused on the needs of specific customers and were grouped under a Li Fung corporate umbrella that provided centralized IT, financial, and administrative support from Hong Kong. This decentralized corporate structure allowed for adaptability and rapid reaction to seasonal fashion shifts. As a meritocracy, performance-based promotion and compensation were cardinal principles. Each of Li Fungs top executives negotiated individual compensa tion packages. In contrast to companies that restricted executive bonuses to a fixed percentage of salary, Li Fung bonuses were based on profits with no ceiling. Its not every company that calls its executives little John Waynes. But for Li Fung, the image captures perfectly the drive, dedication, and independence of the companys far-flung managers. As Li Fung extended its geographic reach, it also expanded its mix of cultures. And to manage the mix it uses a simple formula: give managers the freedom to work as they see fit, so long as they get the job done.8 Tripartite Growth Strategy In 2000 Li Fung saw its future growth coming from a combination of organic growth, expansion through acquisition, and extension of its supply chain to new markets via the Internet. Organic Growth Since 1995, the Group had grown organically by receiving more orders from existing clients and by securing new mandates from strategic clients. Li Fung further extended its network and diversified its sourcing around the globe with new offices in places as diverse as Bangladesh, sub-Saharan Africa, and Manchester, England (see Exhibits 3 and 4). Louis Kraar, The New Net Tigers, Fortune Magazine, May 15, 2000, p. 310. Joanna Slater, Masters of the Trade, Far Eastern Economic Review, July 22, 2000, p. 10. The Mediterranean Cairo Denizli Florence Istanbul Izmir Oporto Tunis Turin South Africa Durban Madagascar Mauritius South Asia Bangalore Bombay Chittagong Colombo Dhaka Karachi Katmandu Madras New Delhi Sharjah North Asia Beijing Dallan Guangzhou Hong Kong Liuyang Nanjing Qingdao Southeast Asia Bangkok Ho Chi Minh City Jakarta Johor Bahru Manila Phnom Penh Saipan Singapore The Americas Guatemala Honduras Mexico City New York Vancouver Seoul Shanghai Shantou Shenzhen Taipei Zhanjiang EXHIBIT 3 Li Fungs Global Network Source: Company documents. Central America 3% Hong Kong/PRC 40% Southeast Asia 20% South Asia 8% Korea 12% Taiwan 9% Europe 6% Africa 2% EXHIBIT 4 Li Fung Sourcing Markets (Q1 and Q2, 2000) Source: Company documents. David Wilder, Internet Key to More Gains for Li Fung, South China Morning Post, September 4, 2000, Business Post, p. 1. In 1996 Li Fung adopted a three-year plan system, one which William described as having been adopted directly from the economic planning system of the Chinese Communist Party, that allows the company to look ahead, but not too far ahead. William elaborated: We thought that the Chinese had a neat system. They have five-year plans, fixed; we have three-year plans, fixed. We dont want moving goalposts, we want set goals. At the beginning of every three-year plan we sit down and look at the business from its fundamentals. We use backwards planning, we recognize where we want to be in three years time, identify the gaps between that and where we are now, and see what we have to do to get there. During its first three-year plan (FY1993-1995), entitled Filling in the Mosaic, Li Fung focused on filling in the gaps in its network of offices to cover new sourcing markets. The second three-year plan (FY1996-1998), Margin Expansion, was launched immediately after the Inchcape acquisition to in crease its profitability. A third three-year plan Doubling Profits (FY1999-2001), established the goals of doubling profits every three years and achieving $3 billion in annual sales. Investors liked the results: Li Fung outperformed the Hang Seng Index by over 75 percent in 2000. The reward was inclusion in the Morgan Stanley Country Index for Hong Kong in May 2000, subsequent inclusion in the HSI in August 2000 and on the FTSE World Index Hong Kong Section in September 2000. With a market capitalization of $6.6 billion, by mid-2000 Li Fung was the nineteenth largest Hong Kong stock trading with a company record price to earnings (P/E) ratio of nearly 60_. A local newspaper declared: It is difficult to find a bad word [about Li Fung]. It could be a poster-child for shareholder value, with a return-on-equity of 60.2 percent at the end of last year. The firm is well positioned to benefit from the opening of the mainland market and Beijings accession to the World Trade Organization, with 40 percent of sourcing on the mainland and Hong Kong.9 Acquisitions Li Fungs acquisition strategy was based on buying rival sourcing companies, thereby gaining new client accounts, integrating their operations, and eventually bringing the operating margins of these acquired units up to Li Fung levels. In 1995 Li Fung acquired Inchcape Buying Services, a 100-year-old company roughly the same size as Li Fung and its closest competitor. The Dodwell acquisition brought access to sourcing markets on the Indian subcontinent and European export markets. This acquisition took nearly three years to be fully absorbed into Li Fungs operations. Within three years, Dodwells operating margins increased from 0.8 percent to 3 percent, primarily through the provision of Li Fung value-added services to Dodwell customers. In December 1999, Li Fung acquired the export trading operations of the Swire Group, Swire Maclaine and Camberley, which were Li Fungs next two largest Hong Kong-based competitors, and in the process became the only listed supply chain management company in Hong Kong. Like Li Fung, Camberley did not own its factories. Instead, it provided virtual manufacturing in the form of in-house design, pattern and sample making, and raw material sourcing. Manufacturing was subcontracted to factories in China. Through Camberley, Li Fung gained access to the design process- another link in the value chain-as well as access to new clients such as the Asia buying offices of Laura Ashley and Ann Taylor. As it had with Inchcape, Li Fung expected to bolster its own bottom line by raising the operating margins of these two companies. With a robust cash flow and the solid financial performance of past acquisitions, Li Fung was in position to continue growing its business by further acquisitions. By August 2000, Li Fung was nearly five times the size of its two closest local competitors, William E. Connor and Associates and Colby International, which had twice postponed the IPO of its B2B portal in 2000. See Appendix A for more details on the intranet and extranet. E-Commerce A core element of Li Fungs three-year planning system included an introspective look at whether we are still relevant, including whether or not we are going to be disintermediated. Part of its response was an Internet initiative of its own. In 1995 Li Fung launched an intranet to link the Groups offices and manufacturing sites around the world, thereby expediting and simplifying internal communications. The progress of orders and shipments could be tracked in real time, and digital imagery allowed for online inspection and troubleshooting. For example, past quality problems with Bangladeshi production would require an on-site Li Fung inspector to send physical samples to Hong Kong by express mail, whereas the intranet now allowed a high-resolution digital photo to be sent via the intranet for real-time response and remedy. In 1997, Li Fung launched secure extranet sites. Each site linked the company directly to a key customer and was customized to that customers individual needs. By 2000, 10 such extranets were in place, each taking nearly 6-9 months to fully implement, from design to testing of the user interface. Through each site, Li Fung could carry out online product development as well as order tracking, obviating much of the cost and time necessary to send hard copies of documents back and forth. Furthermore, with Li Fung as the key link between manufacturers and retailers, the extranet provided a platform for the two to interface, thus streamlining communications as the order moved through the supply chain. Customers could track an order online just as it was possible to track a UPS delivery. This monitoring of production also promoted quick response manufacturing. Until the fabric was dyed, the customer could change the color; until the fabric was cut, the customer could change the styles o r sizes offered, whether a pocket or a cuff would be added, and a number of other product specifications. According to William, some customers went as far as connecting their entire ERP (enterprise resource planning) system to Li Fungs extranet system. Li Fungs IT division had 60 people, all based in Hong Kong, but software development of both the intranet in 1995 and its extranets in 1997 was outsourced.10 Successful implementation of these systems provided the initial building blocks of Li Fungs e-commerce solution and with them in place, the Fungs became further aware of the extent to which integration of Internet technology enhanced internal efficiency and improved communication between Li Fung divisions and customers and began to consider extending the organizations online presence. Competitive Threats The Fung brothers said that they decided to go online to avoid being disintermediated. But a closer examination of local B2B portals and online exchanges led Victor to conclude that the online threat to their offline business was far less than first imagined. People from the first wave were so far out and garbled in their thinking that we felt that there was no immediate threat, he noted. Therefore, we needed to think through e-commerce properly, to formulate a proper response. In Victors words, B2B exchanges were a molecule thick and a mile wide, based on many depthless relationships. Li Fung preferred narrow and deep relationships nurtured with fewer customers and including value-added services. As William professed, The same reason why we were not disintermediated by the offline guys is going to be the reason why were not going to be disintermediated by the online guys. However, William discovered on a 1999 visit to the United States that Li Fungs old economy retail customers felt seriously threatened by Internet pure plays. At first this hype did not make much sense: I asked my friend at Toys R Us, Why are you concerned about eToys? It does about $28-$30 million in sales whereas you do $11 billion, and it loses as much as its entire turnover? How can you worry about them? And the first lesson I learned was that its not their size that is the threat but the fact that investors are throwing money at them. William discovered that Internet companies could use the money that was pouring in to damage offline competitors, often by acquiring them or their key people. They can hire away all of the talent that you have. The biggest weapon is the money they have. At one point, they could have hired away my entire management. Other possible threats came from online companies acquiring an old economy trading company, or from offline companies like Japanese trading companies or local sourcing firms that could partner with a dot-com and become a competitor overnight. William hinted that the Swire Maclaine acquisition was a defensive move to preempt acquisitions by new economy companies. William gave his view of the Internet revolution: I started off saying that the Internet is just another technology that affects the way information is transferred and people communicate with each other. It has a very dramatic impact, more dramatic than the fax. But for me its yet another in a series of technological changes that affects our business that we have to be keenly aware of. It may be the most important change until now, but it is probably not the last. According to Victor, The Internet is a revolutionary technology, but new technology is nevertheless still technology. Li Fung always has been aggressive in adopting new technologies. When the telephone came along, my grandfather was shocked. When the fax came around, the technology changed our turnaround time into just days. With Internet technology, now we get answers within hours. When broadband and WAP comes online, there will be even less lag. Bubble In Once the Fungs determined that Li Fung needed an e-commerce strategy, the remaining question was how and in what shape it would emerge, how specifically e-commerce would eventually add value to Li Fung, and whether it would use the existing IT department of 60 or absorb a new team of entrepreneurs. Victor felt strongly that their e-commerce strategy should come from within the company, not outsourced as the intra- and extranets were, or as he phrased it, bubble in, not bubble out. According to Victor, only if the solution was an internal one could he be certain that the technology would pervade the entire Li Fung organization. Neither did Victor care to start a brand-new entity separate from the parent: Im not interested in starting a dot-com division, getting a high valuation with, a $13 million cash flow, and then spinning it off. I want Li Fung to be around for another 100 years, not just 5 or 15. To start a pure Internet division is as equally absurd as starting a fax division, a division that exclusively uses faxes. To better grasp the fundamentals of embarking on a new IT venture, Li Fung added two new technical directors to its board, one a technology company CEO, the other an academic. According to William: The one thing certain about our business is that it will be constantly changing, so we need to install a mechanism for monitoring external environmental changes that impact our business. We decided a long time ago that we were an information and knowledge-based services company, so anything to do with information technology is crucial to us. We keep up with whats happening with board members who can help us scan the horizon. Enter Castling In 1997, Michael Hsieh (HBS 84), president of LF International Inc., Li Fungs venture capital arm and 15-year Li Fung veteran, received a telephone call from John Suh (HBS 97), CEO of Castling Group, an Internet start-up company that, like the chess move allows you to defend your king and simultaneously position your rook for attack, used the Internet to both defend the offline, old economy companies against online companies threat to their markets while simultaneously extending their own online presence. The two met in San Francisco to discuss how a focused combination of technology and supply chain reform could transform retail. Hsieh, well aware that Li Fung was working on its own e-commerce strategy, noted: As a VC, I see numerous business plans that say that with Li Fung behind an online exchange, we create significant value and therefore offer you 5 percent if you join us. However most of the plans do not make sense. They offer very little value and the founders lack either industry or technology expertise. John had the right blend of technology and business sense, the right mix of right and left brain. Like the Fungs, Hsieh favored a bubble in approach. He compared outsourcing e-commerce implementation to a third-party consultant for a $10 million fee as putting the fox in the chicken coop. It created a risky dependency on outsiders, particularly if future design changes were required and also provided outsiders with proprietary information, strategy, and the entire business model. Finally, Hsieh remarked: As a venture capitalist, I always have to think about the strength of the management team and what could go wrong with the venture. Can they deliver? Do they know the industry? Is this a credible business proposition? What if there is a negative reaction? By late 1999, the time was right to act on their initial meeting. Hsieh commented that both the evolution of Castling from B2C to B2B and Li Fungs needs complemented each other nicely; John had a real appreciation for the supply chain and a record for building successful e-commerce models. In December 1999 Hsieh joined Castlings board and LF International invested in Castling. They subsequently co-invested in an initial round of financing for lifung.com, and Castling committed key managerial staff to lifung.com. Suh described Li Fung as the perfect strategic partner. They have an entrepreneurial philosophy rooted at the core of their system. Theyve got an aggressive and visionary leadership team at the for efront of supply chain management. And theyre ready to operate according to the rules of the new economy. In one fell swoop, San Francisco-based lifung.coms management team was immediately staffed with Castlings professionals, serving as vice president of Business Development, vice president of Operations, director of Marketing, and CTO (Chief Technology Officer). Suh stepped down as CEO of Castling, retaining the position of nonexecutive chairman, and signed on as CEO of lifung.com. Apart from Suh and CTO Derek Chen, 20 percent of lifung.coms initial staff came from Castling, amounting to an in-house e-commerce incubation team that represented a slight twist on Victors bubble in strategy. Suh and Chen, the latter formerly of Andersen Consultings Advanced Network Solutions Group, brought along their experience from Castling e-commerce strategy projects for jcrew.com, hifi.com, giftcertificate.com, and ferragamo.com. The rest of the team came from either within Li Fung (e.g., the se nior vice president of Merchandising) or from outside the Li Fung organization (e.g., the vice presidents of Sales and of Marketing). To facilitate the integration of the new online entity into the Li Fung fold, a senior manager was tasked to provide an interface between the two groups. By Q3 2000, lifung.com had 40 full-time professionals and 25 consultants, with 80 full-time staff expected by years end. For B2B ventures, moving first and fast was often a prerequisite for dominance. Scarcely a year had passed since the initial meeting with Castling and its first round of financing. According to Suh, there were three stages of launching an online venture: the business strategy, the design-build-test phase, and then actual execution. Moving quickly, Suh remarked, Requires a fundamental trust in an organization that best arises from the experience of a team that has built things together, with members who know each others strengths and weaknesses. We do a lot of team building, becau se without trust you cannot move at the speed required. There are certain elements critical to the success of a dot-com . . . openness and constant communication are essential because there are so many skills and inter-functional dependencies that must be navigated for a successful launch. At lifung.com, we have a great mix of people, individuals with 30 years of merchandising experience, a deep operations staff,

Kraft Foods Presentation

The product manager for coffee development at Kraft Canada must decide whether to introduce the company's new line of single-serve coffee pods or await results from the United States. Key strategic decisions include which target market to focus on and what value proposition to signal. Important questions are also raised as to how the new product should be branded, which flavors to offer, whether Kraft should use traditional distribution channels or direct-to-store delivery, and what forms of advertising and promotion to use. The case provides a basis for discussing consumer decision making, and stresses the importance of providing a clear incremental benefit when introducing a new product in an established category. Decision Statement: Should Kraft have waited to launch the coffee pod in Canada until the company received results from the U. S.? Since they did a simultaneous launch, how can Kraft foods alter their marketing strategy to increase sales of the coffee pod? Kraft Foods: Kraft Foods was originally began as a cheese manufacturer in 1903 & has since evolved into North America’s largest food and beverage company – Had previously been a division of Phillip Morris Companies but became a public company in June 2001 – Operations consist of Kraft Foods North America and Kraft Foods international – Business is divided into five product categories: beverages, convenience meals, cheese, grocery, and snacks. One of the strongest brand portfolios of global consumer packaged goods players {text:list-item} {text:list-item} – Strong distribution network and a well-earned reputation for developing innovative new products and food applications Mission: to achieve leadership in the markets it served, which it pursued by fostering innovation, achieving high product quality, and keeping a close eye on profit margins. World leader in coffee sales with 15% of the global market; In Canada, Kraft’s Maxwell House and Nabob brands account for 32% market share. The Launch of the Coffee Pod In July of 2004, Geoff Herzog (product manager for coffee development at Kraft Foods Canada) found out that Kraft Foods North America was preparing an aggressive launch of coffee pods in the US. Herzog had less than a month to decide whether Kraft should proceed with a simultaneous launch in Canada, or await the U. S. results Herzog decided to go ahead with the launch ? This is where we believe the problem arose Created the Tassimo In order to Launch in Canada, Herzog had several decisions to make: Kraft owned two major brands in Canada, Maxwell House and Nabob, so the company would have to create a suitable branding strategy. Setting wholesale and retail prices for coffee pod Choose which flavors to offer Decide whether to use traditional distribution channels or direct-to-store delivery Develop an effective advertising and promotional strategy on a relatively limited budget Herzog would also need to present a convincing case that his plan and recommendations would in fact help Kraft expand its share of the Canadian coffee market, while also generating a satisfactory return on the company’s marketing investment. Marketing Strategy With an annual budget of only $1 million for the launch, Herzog faced tight constraints on his ability to introduce Kraft coffee pods in Canada. He would need to identify a cost-effective way to convince consumers that Kraft pods delivered better value the competitors’ pods Goal: 80% of SSP machine owners to try the product; and 60% of those individuals to repeat purchase Herzog was expected to at least break even by the end of 2006 Target Market: Individuals between 25-54, tended to be well educated and had a household income of $ 91,000 (Canadian household income was around $55,000) Three-quarters were married and 88% lived in single-detached homes in urban areas, primarily in the population rich provinces of Ontario, Quebec, British Columbia, and Alberta. Consumers were characterized by high levels of consumption, and their interests included exercising, entertaining at home, gourmet cooking, household decorating, gardening, and taking exotic vacations. Maxwell House and Nabob had similar profiles to SSP machine owners, except that individuals were typically over the age of 45 Buyer Behavior: Consumers typically purchased pods of the same brand as the machine they bought On the other hand, focus group research suggested that SSP machine owners valued flexibility of using different coffee brands in their brewers. Coffee quality was critical since it defined the entire coffee experience Market Share: Kraft expected that, of the 12. million households in Canada, SSP machines would be adopted by approx. 6% by the end of 2004 and 8% by the end of 2006. To maintain Maxwell House and Nabob’s share of the Canadian coffee market, Herzog estimated that Kraft would need to capture at least 35% of the coffee pod segment Product: By proceeding with the launch, Herzog needed to decide on a flavor selection Variety of pod offerings would be critical for building market share and category growth. Kraft’s manufacturing facility also had the ability to offer the product in a resealable bag with zip closure, keeping the product fresher Price: The price of the coffee pod itself ranges from $130-$200. Kraft planned to sell pods under Maxwell House label at a lower point than rival brands, retailing a pack of 18 pods for US$3. 99. Folgers charges $3. 99 for a pack of 16 This pricing would give retailers a 25% margin on Maxwell House, and at $0. 2 per cup, revenue that was more than four times the $0. 05 per cup from ground coffee Issues arose when deciding to follow the U. S. lead on pricing: On one hand, low prices could serve to drive sales volume and establish Kraft as market leader, but this strategy risks eroding brand image. Given the failure rate of new products in Canada, Herzog suspected that store would be willing to carry one or two brands of coffee pods Herzog was unsure of the best wholesale nd retail selling price to recommend Distribution: Most products were d elivered to retailers via warehouse distribution; which essentially made Kraft responsible for delivering all merchandise to the customers’ warehouses. From there, retailers then distributed the goods to individual stores Retailers were responsible for stocking products, refilling shelf space, maintaining inventories, and maintaining displays—services for which Kraft paid in excess of $200,000 for national listing fees. Their system eliminates the need for Kraft to constantly monitor and track inventories, distribution, and stock The alternative was to use direct-to-store-delivery (DSD). This system would require Kraft to be responsible for delivering merchandise to individual stores, holding inventories, and restocking shelves Kraft used this method for its Mr. Christie cookie products; by creating a joint DSD program with Mr. Christie, it would enable Kraft to lower overall cost for coffee pod distribution to approximately $150,000 by reducing supply chain expenses and minimizing inventory holding costs DSD would also allow Kraft to control product displays, ensure superior product freshness, improve customer service, collect insight from retailers, and sidestep warehouse capacity restraints. 40% of all coffee makers were sold in November and December, DSD would also provide Kraft with speed to market during this period Herzog was not convinced that DSD was the way to go. He didn’t feel the company would be able to maintain the DSD approach if coffee sales increased significantly in the future due to limited space in its distribution center and a limited delivery truck fleet Company SWOT analysis Strengths: North America’s largest food and beverage company and number two player in the world Operations in more than 155 countries One of the strongest brand portfolios among global consumer packaged goods players 50- $100-million brands; 5- $1-billion brands Strong reputation for developing innovative new products and food applications 32% market share in Canadian coffee market The company’s Maxwell House line was Canada’s top retail brand of roast and ground coffee; while Nabob was the leader in Western Canada and number two nationally. Resealable bags for fresher coffee Weaknesses: Limited budget for launch of coffee pod Entered the Canadian market years after Senseo had already established themselves as the leader in coffee pod production; selling three billion pods in the first three years. Price of coffee pod system Lack of proper advertising and promotions Opportunities: The company is already a leading producer of coffee in Canada, so they have a greater opportunity to appeal to loyal Kraft brand consumers with their product If the company would choose to target a market different than their competitors, they could gain strength on other markets such as college students. Switch to DSD distribution Threats: Entering the Canadian market before receiving results from North American launch Canadian grocers enjoy margins of 20 to 30 percent, but Herzog believed margins of 35 percent would be needed as an incentive to list Kraft’s coffee pods Use of warehouse distribution

The Sustainable Urban Development Of Glasgow Environmental Sciences Essay

The Bruntland Commission of the United Nations on March 20 1987 defined Sustainable Development as Development that meets the demands of the present without compromising the ability of future coevalss to run into their ain demands. Sustainable Development embraces economic prosperity, societal equity and environmental unity. TheA conceptA ofA sustainableA urbanA developmentA representsA aA majorA challengeA forA authoritiess throughoutA theA contemporaryA world.A DespiteA theA rhetoricA ofA sustainableA developmentA overA the pastA twoA decennaries, A theA gapA betweenA publicA declarationsA ofA principleA andA implementationA of concreteA measuresA remainsA significantA inA mostA cities.A TheA majorityA ofA theA worldA populationA livesA inA urbanA countries, A andA itA isA estimatedA that, A if currentA trendsA continue, A 65 % A ofA theA populationA willA beA urbanA dwellersA byA theA yearA 2025. UrbanisationA andA urbanA growthA onA thisA unprecedentedA scaleA poseA fundamentalA questionsA as toA whetherA thisA magnitudeA ofA urbanA developmentA canA beA sustained.A Consequently, A theA chase ofA sustainableA urbanA developmentA hasA emergedA asA aA majorA challengeA forA authoritiess throughoutA theA contemporaryA universe. TheA idealA worldA envisagedA atA theA RioA EarthA SummitA inA 1992A wasA oneA inA whichA theA aims ofA sustainableA developmentA wouldA beA fulfilledA atA allA levelsA ofA spatialA organisation. AgendaA 21A ofA theA SummitA focusedA particularA attentionA onA theA challengeA ofA sustainable developmentA atA theA urbanA scale.A InA 1994A theA GlobalA ForumA onA CitiesA andA Sustainable DevelopmentA consideredA 50A cities'A reportsA onA progress A beingA madeA towardsA sustainable developmentA ( MitlinA andA Satterthwaite, A 1994 ) , A andA inA 1996A theA UNA CityA SummitA ( HabitatA II ) monitoredA theA progressA ofA citiesA acrossA theA globeA onA achievingA sustainabilityA ( UNA CentreA for HumanA Settlements, A 1996 ) . ThisA study examinesA the conceptA ofA sustainableA urbanA development of Glasgow, the issues and the manner frontward in developing a more sustainable Glasgow City and eventually, a figure of decisions are presented on the chances for sustainable urban development in Glasgow.Brief HISTORY OF GLASGOWGlasgow is located in the South of Scotland, the largest metropolis in Scotland with a population of 598,830. There have been many alterations in industry and metropolis planning throughout its history. Glasgow was founded in the nineteenth century. It was a good colony site because it was located near the River Clyde which was indispensable for trade and fishing. Nearby coalfields made the metropolis successful. One fifth of all the ships in the universe were built in Glasgow and it was said that Glasgow â€Å" provided the universe with ships † . hypertext transfer protocol: //www.scottish-places.info/maps/m219.jpg ( Image demoing map of Glasgow )THE SUSTAINABILITY OF GLASGOWThe aspiration of making sustainable communities has been an of import portion of the Glasgow Government ‘s docket over the past decennaries. There are many geological factors that led to Glasgow ‘s importance. One factor was that Glasgow was to a great extent resourced with Fe and coal and these are the two chief ingredients when bring forthing steel. This steel is so used for many things such as railroads ( e.g. The Clyde Tunnel, 1963 ) , span edifice ( e.g. Kingston Bridge, 1970 ) and most significantly shipbuilding. Another factor that led to the importance of Glasgow is that it is situated on the River Clyde ; a really deep and broad river. These two combined together, led to a big ship edifice industry bring forthing in Glasgow and many concerns get downing up in this sort of work. However Glasgow shortly began to meet assorted jobs. The job in Glasgow at this clip was the life conditions. The worst portion of lodging in Glasgow was the Gorbals. They were moistnesss, smelly, infested, and mostly overcrowded and these hapless conditions led on to assorted other jobs such as: drugs, intoxicant, harlotry, hooliganism, racism, vagrancy, and hooliganism. There was besides a batch of unwellness and disease in these slums during this clip, chiefly due to the overcrowding, because things spread so rapidly from individual to individual. Another type of lodging in Glasgow was a tenement ; these were the fly-by-night side of Glasgow ‘s prosperity and were chiefly accommodated by people that moved into town from the state to work in the ship building industry. These were sometimes in such a hapless province they fall down while people were populating inside them ensuing in a high figure of tragic deceases. The metropolis was said to be in a province of interior metro polis decay. Glasgow City Council ‘s committedness to sustainable development was i ¬?rst highlighted in the model papers ‘Developing the Sustainable City ‘ and was Glasgow ‘s initial part to the international Local Agenda 21 Programme. The importance of sustainability was emphasized by the Local Government in Scotland Act 2003 which sets out a responsibility on local governments to â€Å" dispatch its responsibilities under this subdivision in a manner which contributes to the accomplishment of sustainable development † . The Scottish Executive later launched ‘Choosing our Future ‘ in December 2005 as portion of the authorities ‘s committedness to the UK shared model for sustainable development. This scheme provides the model for a figure of the Executive ‘s new and emerging schemes on clime alteration, conveyance, renewable energy, energy efi ¬?ciency, green occupations and biodiversity.WasteGlasgow disposes its waste chiefly at the Cathkin landfill site in South Lanarkshire. In order to promote waste recycling, the metropolis council has distributed about the undermentioned bin Numberss to families as at November 2009. Blue bins ( individual belongingss ) – 110, 740 Blue bins ( flats/tenements ) – 140, 000 Brown bins for organic garden waste – 102, 800 400+ public aggregation points 25,000 violet bins distributed to individual families for a kerbside glass aggregation service ( Feb 2010 )CITY PlanThe metropolis program presents a metropolis broad vision for the physical development of Glasgow. This contains the proposals and policies that will act upon the planning determinations taken of the metropolis. The metropolis ‘s development scheme plays a cardinal function in stabilising Glasgow ‘s population and in developing sustainable metropolis vicinities, where the scope of services, installations and chances required by occupants on a regular footing can be assessed by bike, pes or public conveyance. As Glasgow ‘s old lodging stock is being replaced and bad development changes the face of our vicinities, it is of import that wider environmental and societal considerations are to the full appreciated. Good lodging entirely is non sufficient to do the metropolis an attractive topographic point to populate in. The metropolis program 2 has strategic purposes which are people, occupations, biodiversity, waste direction, instruction, energy, substructure, heritage and the built environment, retail, etc. Glasgow suffers one of the worst congestion jobs in Scotland, for decennaries traffic coming in and out of the metropolis has been a major issue for metropolis and conveyance contrivers. A A The Glasgow rhythm path web presently includes over 200km of paths and is invariably being worked on to better and widen the available paths, doing Glasgow an ideal metropolis to turn over out the ‘city rhythm ‘ undertaking. Currently rhythm trips into and out the metropolis Centre is in surplus of 5,000 per twenty-four hours and has seen an addition in cycling within the metropolis of 50 % in the last 3 years.A Cycling is alone in its ability to supply a physical activity with wellness benefits to environmental benefits and this undertakings aims to reflect these demands, challenges and chances that the potency of cycling presents.A The SGP purposes to potentially get down a similar undertaking to London and Dublin ‘s enormously successful motorcycle hire strategy. The construct called ‘City Cycle ‘ is one of the first undertakings of its type in Scotland. The undertaking aims to supply assorted bike rental docks across the metropolis at strategic locations.ISSUES AND THE WAY FORWARDAlthough many sustainability issues are planetary, we relate straight to what is go oning where we live. There are several challenges which threaten advancement towards sustainable development ends. Sustainability issues have become really common in many Fieldss of economic and socio-political life that it is frequently forgotten that it needs new attacks and alterations in regulations steering human abilities, administration constructions and ways of thought. Some of the issues and a suggestion of how to get the better of them are: Biodiversity – Polluting the air with dust, particulate affair, gases from industrial procedures and motor exhaust fumes damage human wellness, the natural environment and quality of life. So we should larn to be more witting about the environment in other non to destruct life ‘s resources. Community Development – Organizations should work together with authoritiess and the communities in which they operate, along with other organisations to better the educational, cultural, economic, societal and environmental wellbeing of the community. Conformity – Full moon demands of statute law should be met, criterions or any other signifier of understanding regulating sustainability issues such as the usage of land, air and other resources, employment jurisprudence, administration and finance. Diversity and Opportunity – The authorities should guarantee equal chances for all in an organisation without unjust limitations or barriers. This is so that it minimizes workplace torment, improves understanding between people, and helps an organisation ‘fit ‘ into its milieus, fiting its work force and provider mix to that of the venue. Regeneration and reconstructing communities – Social marginalisation and poorness of people in disadvantaged countries should be addressed to construct communities as to make occupations, tackle offense, better wellness, provide a better and more low-cost lodging, educate people better, and better local milieus. Sustainable Construction – Sustainable building is the application of sustainable development to the building industry. This should affect regeneration and besides be aftering communities should be after to cut down auto usage, utilizing energy more expeditiously, minimising mineral extraction and protection of the countryside.DecisionImplementing sustainable development requires acknowledging the connexion among a host of actions, results and responses. Guaranting that people to the full appreciate the impact they have on the environment in their twenty-four hours to twenty-four hours lives will be the key to a sustainable hereafter.

The And Its Effects On Society - 1410 Words

Time upon time, and many ages ago, there was an ancient planet called Kaspaar. This land was so old, no inhabitant alive could remember the year of the creation of the world. This land is much like ours. We could even live there, in fact, with no ill effects. The way it looks, though, is very different from Earth. It may have mountains similar to ours, but its turquoise waters teem with rainbow-colored fish, and that fair planet’s bluish lands bristles with life. There is intelligent life, called aquila, that lives there. They are very different from us, because they are not humans. Their stature is an average of seven feet, and they have eagle’s faces. The feathers on their head grow rather like a shirt that drapes to mid-chest over their lithe brown bodies. They have beautiful white wings, and a golden lion-like tail. In matters of clothing, by our standards, is very scanty, because all they wear is a leather garment that goes down well past their knees, fingerless gloves to protect their hands, and toeless boots that wrap around their backwards knees like a glove. They have excellent memories, but do not always do the right thing. They are divided into seven tribes; the Fire, Air, Snow, Wind, Water, Lightning, and Snake Tribes. In all of these tribes, there are many forest, mountain, and ground villages. It is in one of these villages where our story is set†¦ Trinity 2 Venaquila froze as the kampf came into view, and then loaded her sling with a stone, intended for theShow MoreRelatedSociety s Effect On Society1419 Words   |  6 PagesSociety has a set way of perceiving everyone in the world. There are set things and places in which we all â€Å"belong† to and if we do not fit that then we somehow find ourselves isolated from the normal population. 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