Essay on Capitalism Vs. Socialism - 1805 Words

Comparisons between countries and regions before and after the advent of capitalism in Eastern Europe, Russia and Central Europe as well as a comparison of Cuba and the ex-communist countries provide us with an adequate basis to draw some definitive conclusions. Fifteen years of transition to capitalism is more than adequate time to judge the performance and impact of capitalist politicians, privatizations, free market policies and other restoration measures on the economy, society and general welfare of the population. Economic Performance: Growth, Employment and Poverty Under communism the economic decisions and property were national and publicly owned. Over the past 15 years of the transition to capitalism almost all basic†¦show more content†¦Moreover economic inequalities have grown geometrically with 1% of the top income bracket controlling 80% of private assets and more than 50% of income while poverty levels exceed 50% or even higher. In the former USSR, especially south-central Asian republics like Armenia, Georgia, and Uzbekistan, living standards have fallen by 80%, almost one fourth of the population has out-migrated or become destitute and industries, public treasuries and energy sources have been pillaged. The scientific, health and educational systems have been all but destroyed. In Armenia, the number of scientific researchers declined from 20,000 in 1990 to 5,000 in 1995, and continues on a downward slide (National Geographic, March 2004). From being a center of Soviet high technology, Armenia today is a country run by crimi nal gangs in which most people live without central heat and electricity. In Russia the pillage was even worse and the economic decline was if anything more severe. By the mid 1990s, over 50% of the population (and even more outside of Moscow and St. Peterburg - formerly Leningrad) lived in poverty, homelessness increased and universal comprehensive health and education services collapsed. Never in peace-time modern history has a country fallen so quickly and profoundly as is the case of capitalist Russia. The economy was privatized - that is, it was taken over by Russian gangsters led by the eight billionaire oligarchs who shipped over $200 billion dollars out ofShow MoreRelatedCapitalism Vs. Socialism And Socialism868 Words   |  4 PagesCapitalism vs Socialism Capitalism and socialism have been two school of thoughts in economics that have opposing factors, and there have been a lot of criticisms and comparison on which economy is better in terms of economic equality, and the role that the government plays in the society. In most situations, a society with a better economic opportunities and choices, with more technological advancement and private owned businesses would be a better option to a society that is collectively ownedRead MoreSocialism : Socialism Vs. Capitalism1156 Words   |  5 PagesEric Butterbaugh Mrs. Penwell English Composition November 8, 2015 Socialism V. Capitalism In the past the word Socialism or Socialist has been used with a negative connotation but recently with the rise of Senator Bernie Sander, Independent from Vermont, running for the Democratic Nomination for President of the United States of America, it has became a positive word that many people are finding themselves agreeing with and flocking to see a Socialist speak about economic and social problemsRead MoreCapitalism Vs. Socialism And Communism1175 Words   |  5 Pages Capitalism VS. Socialism/Communism Analysis The industrial revolution changed the way people lived. 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Capitalistic policy gives an equal opportunity to everyone to become a wealthy person. * Person can have his own business and developRead MoreCommunism vs Socialism vs Capitalism1861 Words   |  8 PagesCommunism vs. Socialism vs. Capitalism With every type of government, there are going to be many inefficiencies and flaws to deal with. A perfect way to run a country, socially and economically, has yet to be discovered. Social Equality and economic opportunity have proven throughout history to be two great entities that cannot be intertwined with each other. The idea of running communist country is good willed because it is striving for social equally for all and equal possession of the countrysRead MoreThe Battle of European Socialism vs. American Capitalism2286 Words   |  10 Pagesâ€Å"The Battle of European Socialism vs. American Capitalism† Let the battle begin, on the left we have European Socialism and on the right we have American Capitalism! Round One: What is Capitalism? Capitalism is regarded as an economic system and a political strategy distinguished by certain characteristics whose development is conditioned by numerous variables. So how is Capitalism viewed in the United States of America? American Capitalism can be viewed in multipleRead MoreCapitalism Vs. Socialism : The Transitional Period Between Capitalism And Communism1330 Words   |  6 PagesCapitalism versus Socialism In the theories developed by Karl Marx, socialism is considered the transitional period between capitalism and communism. For a long time, capitalism versus socialism has been argued and debated. Socialism is an economic system in which goods and services are provided through a central system of government and aims to make everyone equal. They have different forms of socialism that have different beliefs. Some of the biggest disadvantages of socialism are that it reliesRead MoreHarrison Bergeron Essay: Compare the Epic War or Socialism vs. Capitalism.1054 Words   |  5 Pagescircumstances there is an ambiguous theme targeting Socialism and Capitalism that shines through. In the story â€Å"Harrison Bergeron†, both Socialism and Capitalism are made fun of through extended satirical references. In the story, Vonneguts future predicts a rise of Socialism in America. However this Socialism relates to the equality of results as appose to equality of results. Vonnegut paints this very ugly picture of Socialism despite his views against Capitalism because of the misconceptions of the AmericanRead MoreEconomic Systems: Socialism and Capitalism Essay1018 Words   |  5 PagesI have observed that when Americans discuss the relative merits of socialism vs. capitalism, the chief debates that come up are †¢ What would happen if we remove the stimulus for innovation and productivity that a free market generates? This implies having a free market including individual ownership and control, and to varying degrees a laissez-faire government. †¢ Would it be possible to have a thriving society in which we would not have 20% of the population living in poverty and without adequateRead MoreComparing Capitalism and Socialism730 Words   |  3 Pageswe have in the world today are socialism and capitalism. In this text, I will in addition to comparing and contrasting socialism and capitalism also discuss the shortcomings of these two economic systems. Further, amongst other things, I will highlight the overlaps between the two. Capitalism vs. Socialism In seeking to highlight the key differences between socialism and capitalism, it would be prudent to first offer a concise definition of the two terms. Capitalism in the words of Brinkerhoff,

The Sunbeam Board Of Directors - 1620 Words

This paper attempts to study and analyze the decisions of the Sunbeam Board of Directors (BOD) during Albert Dunlap’s stint as the Sunbeam’s Chief Executive Officer (CEO). This analysis will comprise the CEO hiring and his shareholder primacy view, first year and second year CEO compensation package review and will conclude with the BOD’s decision to fire the CEO. In July, 1996 Sunbeam was a dying brand, which struggled to survive in the increasingly competitive market-place and needed a savior.(case p. 2) Sunbeam’s BOD brought in Al Dunlap to turnaround this ailing firm, based on Dunlap’s proven ‘restructuring and downsizing’ track record. â€Å"For much of his career before coming to Sunbeam, Dunlap was known as the poster child of corporate restructuring (case p.1).† Self-serving CEO’s (Dunlap’s) short-sighted and flawed shareholder primacy view Dunlap focused largely and explicitly on shareholder primacy and practically lacking consideration for all other stakeholders of the firm, which reflected in his â€Å"take-no-prisoners† (case p.1) management style during his tenure as Sunbeam’s CEO. Dunlap’s goals were limited to just maximizing stockholders’ wealth by adopting fast turnaround tactics and all other salient characteristics of the very existence of corporation such as product innovation, product/service quality, employee and customer satisfaction and corporate ethics were completely neglected. Mr. Dunlap’s adaptation of shareholder-theory was based on historic view ofShow MoreRelatedThe Sunbeam Board Of Directors1488 Words   |  6 PagesThis case attempts to study and analyze the decisions of the Sunbeam Board of Directors (BOD) during Albert Dunlap’s stint as the Sunbeam’s C hief Executive Officer (CEO). This analysis will comprise the CEO hiring and his shareholder primacy view, first year and second year CEO compensation package review and will conclude the BOD’s decision to fire the CEO. In July, 1996 Sunbeam was a dying brand, which struggled to survive in the increasingly competitive market-place and needed a savior.(case pRead MoreAl Dunpal Case Study1394 Words   |  6 Pagesstock price from $38.00 to $120.00 and sold the company to Kimberly Clark for more than $6B. Due to his past success, Al Dunlap was hired to turn around Sunbeam. Sunbeam had a long period of management and financial instability. In other words, Sunbeam needed a â€Å"savior.† Many believed this was Al Dunlap. Unfortunately, through his tenure at Sunbeam, stock price fell from a high $53.00 to $16.00 on the day that he was fired. Were his â€Å"rightsizing† techniques not adequate? or was he just an overpaidRead Moreï » ¿Case Study â€Å"Al Dunlap a t Sunbeam†1020 Words   |  5 Pagesï » ¿Case Study â€Å"Al Dunlap at Sunbeam† Response to Dunlap’s view of shareholder privacy I don’t agree with Dunlap’s view that shareholders are the only constituencies about which corporate directors and executives should be concerned. In light of agents’ obligations to principals, managers are supposed act in the best interest of the company’s shareholders, the major capital providers, when making decisions; however, as shareholders and stakeholders interests are to a large extent compatible, especiallyRead MoreCorporate Fraud: Sunbeam Corporation and Chainsaw Al Essay1940 Words   |  8 PagesBackground In July 1996, Alert J.Dunlap (also known as Chainsaw Al)was hired as CEO and Chairman by Sunbeams board of directors to help the company from a period of lagging sales and profits and make it an attractive acquisition target. Dunlap used cost-cutting style method and had a reputation for results that immediately the price of Sunbeam stock price increased by 60 percent. How things begin? In 1997, Dunlap fired thousands of employees, shut down factories and warehouses, and streamlinedRead MoreSunbeam: Balance Sheet and Shareholders Wealth966 Words   |  4 Pagesidea of the different investment, financing, and dividend decisions made by that particular firm. When it comes to the Sunbeam case, I think that in the beginning, June of 1996, Albert Dunlap definitely succeeded in maximizing shareholders’ wealth. It seems to me that he was more of a short term guy, considering that in the long run everything ended up backfiring. Sunbeam used a sketchy approach when it came to their accounting practices, and in turn the company was able to report higher revenueRead MoreAl Dunlap and Sunbeam875 Words   |  4 PagesDEPARTMENT OF ACCOUNTANCY UNIVERSITY OF ILLINOIS MEMORANDUM DATE: September 14, 2011 SUBJECT: Al Dunlap at Sunbeam analysis Introduction This memo will reflect on and analyze the decisions of the Sunbeam Board of Directors during Albert Dunlap’s tenure as CEO. This analysis will include an overview of Sunbeam’s goals, evaluation of 1996 – 1997 and 1998 compensation package, assessment of the firing decision by BOD and the overall governance of the BOD. Sunbeam’s Goals Dunlap is famousRead MoreSunbeam Corporation and Chainsaw Al3034 Words   |  13 PagesOTTAWA UNIVERSITY FINANCE ADMINISTRATION POST-CLASS ASSIGNMENT MODULE 5 FAHRIAN C.H. CHOE STUDENT ID: 128370 MELAKA # 03 DUE: JULY 5, 2004 FINAL CASE IN FINANCIAL DECISION MAKING SUNBEAM CORPORATION AND CHAINSAW AL Prepared For Richard Brewington Instructor Ottawa University International Prepared by Fahrian C.H. Choe Student Ottawa University International June 30th, 2004 CONTENTS Read MoreSunbeam Corporation Ethics4981 Words   |  20 PagesBusiness Case Studies – January/February 2010 Volume 6, Number 1 Sunbeam Corporation: A Forensic Analysis Patricia Hatfield, Ph.D., Bradley University, USA Shelly Webb, Ph. D., Xavier University, USA ABSTRACT The members of the Board of Directors at Sunbeam were completely bewildered. Al Dunlap, Sunbeam’s highly successful but controversial CEO was threatening to resign after almost two years of leading Sunbeam successfully out of a slump that had threatened the long-term viability Read MoreSunbeam Ethical Analysis2500 Words   |  10 Pages 3 Restructures in Sunbeam 3 Turnaround at Sunbeam 5 Accounting Practices at Sunbeam Corporation 5 Accusations 5 Key Players in Sunbeam’s Scandal 6 Unethical Behaviours 7 Ethical Analysis 7 Stakeholder Theory 7 Deontological Theory 7 Shareholder Theory 7 Utilitarianism Theory 7 Reference 9 Executive Summary This report is based on Sunbeam Corporation and Albert DunlapRead MoreCooperative Advertising Reserve : A Cooperative Advertisement Reserve Essay906 Words   |  4 PagesAn excessive figure called the cooperative advertising reserve was literally recognized by Sunbeam in the year 1996. It was mainly established to fund a part or portion of its personal retailers’ costs by running the local promotions.Anderson was supposed to have identified the increase of the amount recorded known to 25% more than prior’s year accrual amount which turns out to be an amount of $21,800,000 dollars at least identified during the horizontal analysis of the financial statement especially

Blackwater USA security Free Essays

string(47) " to provide security services in the Iraq War\." Blackwater Worldwide in the past called Blackwater USA Security-Blackwater is the name for the peat-colored water of the swamp, is the U. S. government has inaudibly hired to maneuver in international war zones and on American soil. We will write a custom essay sample on Blackwater USA security or any similar topic only for you Order Now The contacts run from deep within the military and intelligence agencies to the upper echelons of the White House. This company that is a self-described private military company founded in 1997 by a man named Erik Prince and Al Clark which is also the same company also referred to as the security contactor or mercenary organization by the international reporters, the founder Erik Prince a former Navy SEAL. Prince attended the Naval Academy, graduated from Hillsdale College, and was an intern in George H. W. Bush’s White House. Prince is a major financial supporter of Republican Party causes and candidates emerged from ancestors that was one of the top reservoir rollers of, not only the â€Å"Republican revolution† of the 1990s that brought Newt Gingrich and the Contract with America to authority, but also the growing of what the spiritual accurate or the Christian conventional lobby group. Erik Prince’s family gave the kernel money for Gary Bauer to found the Family Research Council. The founder Erik Prince of the Blackwater USA security is a major bank roller of President Bush, his cronies, and the Christian conservative movement in this nation and in 2002 Blackwater Security Consulting (BSC) was formed. It was one of several private security firms employed following the U. S. invasion of Afghanistan. BSC is one of over 60 private security firms employed during the Iraq War to guard officials and installations, train Iraq’s new army and police, and provide other support for occupation forces. Blackwater was also hired during the aftermath of Hurricane Katrina by the Department of Homeland Security, as well as by private clients, including communications, petrochemical and insurance companies in Overall; the company has received over US$1 billion in government contracts. In administration Blackwater’s president Gary Jackson, is also a former Navy SEAL and Cofer Black, the company’s current vice chairman, was director of the CIA’s Counterterrorist Center (CTC) at the time of the September 11, 2001 attacks. He was the United States Department of State coordinator for counterterrorism with the rank of ambassador at large from December 2002 to November 2004. After leaving public service, Black became chairman of the privately owned intelligence gathering company Total Intelligence Solutions, Inc. , as well as vice chairman for Blackwater. Joseph E. Schmitz holds an executive position in Blackwater’s holding company, Prince Group. He was previously inspector general of the Department of Defense, an appointment of George W. Bush. Robert Richer was vice president of intelligence until January 2007, when he formed Total Intelligence Solutions. He was formerly the head of the CIA’s Near East Division. [20][21] Black is presently senior advisor for counterterrorism and national security issues for the 2008 Presidential election bid of Mitt Romney. Blackwater is based in the U. S. A in the state of North Carolina, where it operates a tactical training facility that it said to be the world’s largest. The company trains more than 40,000 people a year, from U. S. A or foreign military and police services, as well as other U. S. A government agencies. The training consists of military offensive and defensive portioning and in smaller scale human resources security. Expertise and modus operandi trained are not limited by U. S. domestic law although we are not yet sure what legal status Blackwater operates in the U. S. and other countries and the fortification of the U. S. extends to Blackwater which is operations globally. Blackwater is the mysterious story of the ascending of a powerful mercenary army, ranging from the blood-soaked streets of Fallujah to rooftop firefights in Najaf to the hurricane-ravaged US gulf to Washington DC, where Blackwater executives are hailed as new conquerors in the war on terror. Blackwater USA Security has massive of about 6,000 acres of the Great Dismal Swamp acre training facility as part of its headquarters, Moyock in North Carolina (just south of the Virginia border). The firm has additional offices in Baghdad, Iraq, and Kuwait City this is according to The â€Å"About Blackwater† section of its website states: â€Å"Blackwater Training Center which was founded in 1996 to fulfill the anticipated demand for government outsourcing of firearms and related security training. Blackwater has the finest private firearms training facility in the U. S. Blackwater has set a new standard for firearms and security training and is recognized as the industry leader in providing government outsource solutions in training, security, canine services, aviation support services, range construction and steel target equipment. Since its inception however, the main work of Blackwater has been deploying its own mercenary army– recruited from elite U. S. military forces especially from Navy SEALS and Marine Recon, SWAT police forces, and international â€Å"soldiers of fortune. † In February it started training former Chilean commandos–some of whom served under the dictatorship of Augusto Pinochet–for use in Iraq. Blackwater has trained over 50,000 military and law enforcement personnel and provided solutions to hundreds of satisfied customers. This is an extraordinary delineation by one of America’s most exciting young radical correspondents called Jeremy Scahill the undercover journalist in his new book â€Å"Blackwater† talks about The Rise of the World’s Most Powerful Mercenary Army where he says that Blackwater is the honored Praetorian Guard for the global war on terror with its own military base. Blackwater is presently the largest of the U. S. State Department’s three private sanctuary contractors, providing a total of 987 contractors. The correspondent in his book writes that Blackwater mercenary firm vehemently demonstrates the grave jeopardy of outsourcing the government’s cartel on the use of force many of which are U. S. citizens. At least 90 percent of its proceeds come from government contracts, two-thirds of which are no-bid contracts. Blackwater Worldwide is currently contracted by the United States government to provide security services in the Iraq War. You read "Blackwater USA security" in category "Papers" In October 2007, Blackwater USA rebranded them as Blackwater Worldwide. Blackwater Worldwide has played a substantial role during the Iraq War, as a contractor for the United States government, especially in 2003; Blackwater received its first high-profile contract when it received a $21 million no-bid contract for guarding the head of the Coalition Provisional Authority, L. Paul Bremer. Since June 2004, Blackwater has been paid more than $320 million out of a $1 billion, five-year State Department the financial statement for the Worldwide Personal Protective Service, which protects U. S. officials and some foreign officials in conflict zones. In 2006, Blackwater won the remunerative contract to protect the U. S. embassy in Iraq, which is the largest American embassy in the world. It is anticipated by the Pentagon and company representatives that there are 20,000 to 30,000 armed security contractors working in Iraq. Of the State Department’s dependence on private contractors like Blackwater for security purposes, U. S. ambassador to Iraq, Ryan Crocker, told the U. S. Senate: â€Å"There is simply no way at all that the State Department’s Bureau of Diplomatic Security could ever have sufficient full-time personnel to staff the security occupation in Iraq. There is no unconventional except through contracts. According to the republicans of early this year 2008, Blackwater USA security will leave the bureau armed and dangerous because Blackwater is the absolutely mesmerizing an explosive story of how the Bush Administration has spent hundreds of millions of public dollars edifice a comparable corporate army, an army enthusiastic to grounds it constitutes nothing less than a Republican Guard which is the most imperative and unnerving book about the death throes of U. S. egalitarianism in the estimative coverage about how insane Bush privatization efforts, not an iota is more worrisome than the corporatizing of military struggle forces. Jeremy Scahill admirably exposes a overwhelming example of this baleful scheme, the writer says that the only person interested in the privatization of the military is president Bush due to the advantages that we will gain from keeping the military force in the course of the Iraq fight. This engrossing investigative piece exposing, in shocking detail, a U. S. government-outsourced Frankenstein replete with helicopter gunships may leave you unconvinced. But you better believe it, for it poses a grave and gathering danger to the future of our Republic. According to Ray McGovern, CIA veteran and former intelligence briefer for George H. W. Bush, in this terrorizing and thrillingly written book, Jeremy Scahill initiates us to the shape of things to come, and to the kind of people and conglomerates apt to preside over our lives if we don’t do something marvelous about it promptly. According to research from the writer Jeremy Scahill’s comprehensive research and reporting elevates the shroud off the ever-tightening relationship between the federal administration and unaccountable private military corporations such as Blackwater USA. This type of mercenary army has no whatsoever reason to have this type of civilian military organization due to its relationship with the US government which is considered to be of intrinsic danger and moral conflicts involved in the using of public funds to engage a clandestine corporation which exists to generate profit to supplement and to supersede the military in its role to endow with for the common defense. Alarming issues leap to mind like a panther springing upon its prey. Moreover the Social Darwinists sitting atop the food chain in the wealthiest, most powerful nation in humanity’s history now have access to their own paramilitary force. They can unleash their private army on the unfit when the need arises, whether it be within America’s borders or otherwise. New Orleans is a prime example. 150 highly trained Blackwater quasi-military professionals openly armed with assault weapons descended on a tragedy-stricken city. As hurricane victims taking necessities were called â€Å"looters† and shoot to kill orders were in effect, those who value property over people saw to it that their interests were well-protected. Thankfully, Blackwater was there to protect the patrician class from the â€Å"savages† from the Lower Ninth Ward who had the audacity to attempt survival; also Blackwater’s global presence includes Iraq, where the murder of four of their employees triggered the US military’s revengeful attack on Fallujah in which it committed scandalous war crimes and mayhem against hundreds of Iraqi civilians. Why the four Blackwater contractors were near Fallujah the day of their deaths remains unclear. The mainstream media, Blackwater and the US government claim that they were on security detail shielding a food delivery. However, some suggest that the claims of protecting a food caravan were a ruse to cover the fact that Blackwater employees were completing a military operation. While the facts remain ambiguous, it is certain that the conventional media’s description of the Blackwater victims as civilian contractors was significantly inaccurate, this led to the Blackwater’s license to operate in Iraq being revoked by the Iraqi Government on September 17, 2007, resulting from a highly contentious incident that occurred the previous day during which seventeen (initially reported as eleven) Iraqis were killed. The fatalities occurred while a Blackwater Private Security Detail (PSD) was escorting a convoy of U. S. State Department vehicles en route to a meeting in western Baghdad with United States Agency for International Development officials. The US State Department has said that â€Å"innocent life was lost. An anonymous U. S. military official was quoted as saying that Blackwater’s guards opened fire without provocation and used excessive force, the incident has sparked at least 5 investigations, with the FBI now saying it will begin a probe. Blackwater helicopters were dispatched to evacuate the Polish ambassador following an insurgent assassination attempt. On October 2, 2007 Erik Prince was subject to a congressional hearing conducted by the Committee on Oversight and Government Reform following the controversy related to Blackwater’s conduct in Iraq and Afghanistan. Blackwater hired the public relations firm BKSH Associates Worldwide, a subsidiary of Burson-Marsteller, to help Prince prepare for his testimony at the hearing. Robert Tappan, a former U. S. State Department official who worked for the Coalition Provisional Authority in Baghdad, was one the executives handling the account. BKSH, a self-described â€Å"bipartisan† headed by Charlie Black, a prominent Republican political strategist and former chief spokesman for the Republican National Committee, and Scott Pastrick, former treasurer of the Democratic National Committee. The case went on until when testifying before Congress came and Prince complained about the lack of remedies his company has to deal with employee misdeeds. When asked why an employee involved in the killing of a vice-presidential guard incident had been â€Å"whisked out of the country† he replied, â€Å"We can’t flog him, we can’t incarcerate him. Asked by a member of Congress for financial information about his company, Prince declined to provide it. â€Å"We’re a private company, and there’s a key word there private, he later stated that the company could provide it at a future date if questions were submitted in writing when the term â€Å"mercenaries† was used to describe Blackwater employees, Prince objected, characterizing them instead as â€Å"loyal Americans†. A Committee on Oversight and Government Reform staff report based largely on internal Blackwater e-mail messages and State Department documents, describes Blackwater as â€Å"being staffed with reckless, shoot-first guards who were not always sober and did not always stop to see who or what was hit by their bullets. A staff report compiled by the House Committee on Oversight and Government Reform on behalf of Representative Waxman questioned the cost-effectiveness of using Blackwater forces instead of U. S. troops. Blackwater charges the government $1,222 per day per guard, â€Å"equivalent to $445,000 per year, or six times more than the cost of an equivalent U. S. soldier,† the report alleged, during his testimony on Capitol Hill, Erik Prince disputed this figure, saying that it costs money for the government to train a soldier, to house and feed them, they don’t just come prepared to fight. â€Å"That sergeant doesn’t show up naked and untrained†, Prince stated. In the wake of Prince’s testimony before Congress, the US House passed a bill in October, 2007 that would make all private contractors working in Iraq and other combat zones subject to prosecution by U. S. courts and Senate Democratic leaders have said they plan to send similar legislation to President Bush as soon as possible. The legal status of Blackwater and other security firms in Iraq is a subject of contention, before he left Iraq; L. Paul Bremer signed â€Å"Order 17† giving all Americans associated with the CPA and the American government immunity from Iraqi law. A July 2007 report from the American Congressional Research Service indicates that the Iraqi government still has no authority over private security firms contracted by the U. S. government. On October 5, 2007 the State Department announced new rules for Blackwater’s armed guards operating in Iraq. Under the new guidelines, State Department security agents will accompany all Blackwater units operating in and around Baghdad. The State Department will also install video surveillance equipment in all Blackwater armored vehicles, and will keep recordings of all radio communications between Blackwater convoys in Iraq and the military and civilian agencies which supervise their activities. Also on September 23, 2007, the Iraqi government said that it expects to refer criminal charges to its courts in connection with a shooting involving Blackwater guards. However, on October 29, 2007, immunity from prosecution was granted by The U. S. State Department, delaying a criminal inquiry into the Sept. 16 deadly shooting of 17 Iraqi civilians. Immediately afterwards, the Iraqi government approved a draft law to end any and all immunity for foreign military contractors in Iraq, to overturn Order 17. The U. S. Department of Justice also said any immunity deals offered to Blackwater employees were invalid, as the department that issued them had no authority to do so. Legal specialists say that the U. S. government is unlikely to allow a trial in the Iraqi courts, because there is little confidence that trials would be fair. Contractors accused of crimes abroad could be tried in the United States under either military or civilian law; however, the applicable military law, the Uniform Code of Military Justice, was changed in 2006, and appears to now exempt State Department contractors that provide security escorts for a civilian agency. Prosecution under civilian law would be through the Military Extraterritorial Jurisdiction Act, which allows the extension of federal law to civilians supporting military operations; however, according to the deputy assistant attorney general in the Justice Department’s criminal division Robert Litt, trying a criminal case in federal court would require a secure chain of evidence, with police securing the crime scene immediately, while evidence gathered by Iraqi investigators would be regarded as suspect. To conclude the Backwaters should not have this type of civilian military organization in any part of the world including in the U. S. A because it is too costly especially to the Government of president Bush including the civilians who get to pay a lot to taxes to keep the military running. The innocent people dying all over the world where the mercenary army controls is an abuse of the human rights especially in Iraq, Bagdad and Somalia. References: 1. www. blackwaterusa. com/new/btwarchive. html 2. Blackwater by Jeremy Scahill 2007 by Jeremy Scahill. How to cite Blackwater USA security, Papers

Capacity Building Interventions Entreprenurship

Question: Discuss about the Capacity Building Interventions Entreprenurship. Answer: Introduction The following report is based on quantitative assessment of proposed marketing positions of ARTS in Rwanda. ARTS is a successful company that provides the technology-based products. The major products of ARTS are Mackbook Pro, Spy Camera, Notebookpad, computer, projector and many more. However, the due to the dynamic market situation, the company in the recent time, faces some market challenges and it is determined to Rwandan market. The company ARTS claims that Positive BGH copies the design of ARTS products. The entry-level computer is designed by Positive BGH to exploit the Rwandan market. Even though, ARTS has tremendous marketing strategies BGH has a large market share in Rwandan technology market. Thus, to evaluate the current position of the market, an industry analysis has been conducted with the strategic tool like PESTLE. Likewise, the potential factors that drive the market have also been conducted with Porters five forces tool. Based on the outcome, appropriate recommenda tion has been provided to ARTS to regain the market position in Rwanda. Political- It has been observed that the president of Rwanda is the head of the state and hold a wide array of powers including formulating policies in conjunction with the Cabinet (Booth and Golooba?Mutebi 2014). The major political decisions are taken and controlled by the president of Rwanda. Thus, it can be mentioned that establishment of business in Rwanda market is largely depended on the stability of the political environment. ARTS largely need to contribute to the development of Information technology in Rwanda. However, as there are other competitors like Positive BGH and Netsys Computer Solutions, the government has developed certain IT polices as well as employment norms in the country (Uwamariya, Cremer and Loebbecke 2015). Thus, to run in such small market, the company must have to comply with the rules and regulations developed by the countrys government. Economical- The economy of the nation is mostly based on subsistence agriculture. It is also identified that tourism as well as rapidly growing sector remains as countrys leading foreign exchange earner. The industry sector is comparatively small and it only contributes 14.3% of GDP in 2010 (Farole 2011). However, due to the continuous economic downturn, ARTS might observe a slow growth in the production in the initial stage of the operation. The disposable income of families is not high; thus, the sales margin did not reach desire line. Moreover, the cheap products of Positive BGH could also be a major reason for slow growth of ARTS. Social-The government of the country is highly concerned about the environmental sustainability as it prioritizes the funding for water supply. As the government of the country put emphasis on the education, the people are aware of new trends and technology (Lee 2012). People adopt new western culture; therefore, youth show special interest towards the technology. Thereby, the technology-based products of ARTS are highly demanded by people. Technology Rwandan government provides free IT education in state run School and college; thus, besides the private organizations, the technology-based products are highly demanded by government organizations (Booth and Golooba-Mutebi 2012). This remains as the opportunity for ARTS to sell their developed products. Legal The private organizations in Rwanda are controlled by some regulations developed by the government (Adongo 2012). Mostly importantly, the political environment of the country is changeable; thereby, taxation and trade policies often change, which has strong impact on the operation of ARTS. Environmental- According to the governmental regulations, the organizations in the corporate sector must develop some sustainability approaches for the environmental sustainability. The organization from industry has to contribute to the environmental sustainability. Thus, to build a strong presence beating the competitors, it is necessary for ARTS to contribute to the sustainability programs. Description of the incentives to enter the Rwandan Special Economic Zone The case study indicates that current marketing position of ARTS is deteriorating due to the presence of Positive BGH and their products. Therefore, ARTS need to develop its products and add some value added services to differentiate itself from the competitors. Firstly, the company needs to work on its pricing strategies as the competitors are selling the same products at much cheap price. In addition, as the economy of the country is not stable it is wise to choose the low-cost pricing strategies. ARTS need to contribute to GDP growth of the country to get into Rwandan Special Economic Zone. Following are the incentives the organization could develop. Develop the high quality of technology-based products with the enhanced software applications Sell the products with skimming price to attract the customers to penetrate in the market at the initial stage of business in the new market Free after sale services Explanation of current foreign investment in Rwanda It is observed that Foreign Direct Investment to Rwanda has increased by 78.1% according to the data provided by latest Foreign Private Capital Census (2015)( Henderson, Storeygard and Weil 2012). The report indicates that investment by foreign investors increased to US$450.9 million in 2015 from US$257.6 million recorded in 2014 (Binagwaho et al. 2014). This growth has been observed as the foreign investors are optimistic about the future growth in the country. In addition to this, countrys trade as well as taxation policies attract the foreign investors. Moreover, it is also identified that Mauritius investment in the country leads with $113.5 million. As put forward by Tekin (2012), the investment of tourism sector was around $71.8 million, whereas the ICT sector investment recorded USD 116.1 million. This scenario indicates that almost Information technology sector in Rwanda has the excellent record of growth. ARTS current position of the market is weakening; thus, to strengthen the business, the organization is focused on expanding the market. Moreover, the firm observed market saturation in the existing market, thus, it is wise to get into a new market. Foreign investment in IT sector of Rwanda (USD 116.1 million) is attracting the ARTS to get into the market. Such growth in the industry indicates that organizations both new and existing have a significant market opportunity. The industrial analysis confirms the Rwandan market has growing demand of technology-based products. Moreover, the industry sustained high growth, as the GDP increase is around 8.8%, which indicates a stable inflation and exchange rate (Henderson, Storeygard and Weil 2012). The government of the country has developed a clear vision through private investment. It is also observed that the country is politically stable from last 5 years with effective institutions. The government has developed rule of law as well as Z ero Tolerance policy for corruption. These records and initiatives have motivated ARTS to get into Rwanda for their further expansion. 5 Forces analysis for ARTS Threats of new entrants- Threats of new entrants are low. The investor friendly climate of Rwanda attracts the new investors in the country (Gathani, Santini and Stoelinga 2013). Rwanda is second best global reformer in the world. politically stable environment reduces the risk of external environmental barriers of new entrants in Rwanda Competitive rivalry- As Rwanda is small market, the existing competitors hold a large share of the market. Positive BGH and NetSys have the highest market share in technology based products like computer , Notbook, Hard-drive and many more (Ntale, Yamanaka, and Nkurikiyimfura 2013) ARTS products are already copied by Positive BGH Bargaining power of buyers- The bargaining powers of buyers are moderate in Rwandan Technology market. This happens because the market size is small and the number of existing firms is less (Musahara, Akorli and Rukamba 2014). Bargaining power of suppliers- The bargaining power of suppliers is low as due to the less number of competitors in the market, the suppliers do not have other alternatives. Existing developed organizations manufacture their own products and import technology from the home country. Threats of substitutes products- Threats of substitutes are low as the technology-based products like computers, Notebook, hard-drive are not available in other industry in Rwanda (Safari 2013). Table 1: Five forces analysis for ARTS (Source: Ntale, Yamanaka, and Nkurikiyimfura 2013) Comparing and contrasting ARTS primary production line with that of Positive BGH Even though, Positive BHG is an Argentina-based company, it has captured a wide area of the market in Rwanda. The company has confirmed the kick-off production of computers, laptops as its major strategies to supply digital devices to the market. The company Positive BGH developed the plan of assembling 75000 laptops by the end of the present year (Positivobgh.com, 2017). The production line of BHG indicates that the major products of the company are computers, PCs, internal Hard-Drive, and some others. However, ARTS has large varieties of products including the personal computers, laptops, GT80S Titan SLI 18.4in Core i7 Notebook, Intel i7 6920HQ CPU,Hard drive, Super Raid 4 512GB solid state drive,1TB Hard Drive and Full HD Display and many more. Comparatively, ARTS have large variety of products to dominate BGH in the new market. However, BGH sells the same quality of product at low price but ARTS products are little expensive. Likely return for the sale of Titan Rwanda Domestic Market Western Market The overall return for producing and releasing the Titan for sale in the domestic market of Rwanda will be around US$ 3 Million (9% of overall production). This is because Rwandan market is comparatively small than the western market. Many European nations have growing demand of computer-based technology. The overall return of for producing as well as releasing the Titan for Sale in Rwanda domestic market will be around US$11million (19%) of the overall production. As discussed earlier Western market provides large opportunities to spread the products across the market. Providing recommendation It is evident that even though Rwandan has significant market opportunities and governmental support, the operation of ARTS initially will bring a large amount of profits, as the market is unknown. Thus, the company needs to implement certain strategies to understand and acquire the market. Skimming pricing strategies-, It is essential for ARTS to focus on the quality of the products. To gain the identity in the market, the firm could deliver high quality of technology-based product at high price. In a new market, the company cannot strengthen its position in the market selling the products at low price. It has to develop a unique of design of GT80S Titan SLI 18.4in Core i7 Notebook and set skimming price. When the competitors bring in the same technology, ARTS could decrease the price of its products. However, ARTS should develop new products before the competitors could bring in the same technology. References and Bibliography Adongo, J., 2012. The Impact of the Legal Environment on Venture Capital Private Equity in Africa: Empirical Evidence.. Binagwaho, A., Farmer, P.E., Nsanzimana, S., Karema, C., Gasana, M., de Dieu Ngirabega, J., Ngabo, F., Wagner, C.M., Nutt, C.T., Nyatanyi, T. and Gatera, M., 2014. Rwanda 20 years on: investing in life.The Lancet,384(9940), pp.371-375. Booth, D. and Golooba-Mutebi, F., 2012. Developmental patrimonialism? The case of Rwanda.African Affairs,111(444), pp.379-403. Booth, D. and Golooba?Mutebi, F., 2014. Policy for agriculture and horticulture in Rwanda: a different political economy?.Development Policy Review,32(s2), pp.s173-s196. Crisafulli, P. and Redmond, A., 2012.Rwanda, Inc.: how a devastated nation became an economic model for the developing world. Macmillan. Farole, T., 2011.Special economic zones in Africa: comparing performance and learning from global experiences. World Bank Publications. Gathani, S., Santini, M. and Stoelinga, D., 2013. Innovative Techniques to Evaluate the Impacts of Private Sector Developments Reforms: An Application to Rwanda and 11 other Countries.The World Bank. Goodfellow, T. and Smith, A., 2013. From urban catastrophe to modelcity? Politics, security and development in post-conflict Kigali.Urban studies,50(15), pp.3185-3202. Henderson, J.V., Storeygard, A. and Weil, D.N., 2012. Measuring economic growth from outer space.The American Economic Review,102(2), pp.994-1028. Henderson, J.V., Storeygard, A. and Weil, D.N., 2012. Measuring economic growth from outer space.The American Economic Review,102(2), pp.994-1028. Lee, L.M., 2012. Youths navigating social networks and social support systems in settings of chronic crisis: the case of youth-headed households in Rwanda.African Journal of AIDS Research,11(3), pp.165-175. Musahara, H., Akorli, F. and Rukamba, S., 2014. Capacity building interventions, entreprenurship, promotion of SMEs in Rwanda.College of Business and Economics. Ntale, A.L.E.X., Yamanaka, A. and Nkurikiyimfura, D., 2013. The metamorphosis to a knowledge-based society: Rwanda.The global information technology report. Positivobgh.com. (2017).PositivoBGH Rwanda - Info. [online] Available at: https://www.positivobgh.com/africa/Info/aboutus [Accessed 28 Apr. 2017]. Rwirahira, R., 2012. Rwanda: Special economic zone to be operational this year.Rwanda Focus. Safari, V., 2013.Inventory management practices and financial performance of selected manufacturing companies in Rwanda: a case study of Inyange industries LTD. and Bralirwa LTD(Doctoral dissertation, Mount Kenya University). Tekin, R.B., 2012. Economic growth, exports and foreign direct investment in Least Developed Countries: A panel Granger causality analysis.Economic Modelling,29(3), pp.868-878. Uwamariya, M., Cremer, S. and Loebbecke, C., 2015. ICT for Economic Development in Rwanda: Fostering E-Commerce Adoption in Tourism SMEs. InProceedings of the SIG GlobalDev Eighth Annual Workshop.

Here Are the Key Differences Between Web Design and Development

When youre reading about building websites, youll often come across the terms web design and web development. These two phrases can easily be confusing because people seem to use them in the same way, which might prompt you to question the difference between web design and development.While the terms ‘design’ and ‘development’ are often used interchangeably when talking about building websites, they’re actually two different fields of specialization.Understanding what each one means and how it works (in a general sense) can help you when hiring someone to create your own site, or if you’re looking to get involved in the field yourself.In this post, we’ll explain both web design and development, including how they differ and how they’re interrelated. Let’s jump right in! existing design into the proper code.Design: In contrast, web design is about determining what the website looks like, and how users will interact with it. Designers might also work with some code (along with many other tools), but designers focus more on appearance, layout, and usability.If you’re at all familiar with WordPress, you can think of this as similar to the differences between plugins and themes. Both make changes that affect your site in a significant way. Plugins (developers) add features and functionality, however, while themes (designers) adjust its look and feel. This is a simplistic way to look at it, but can help you quickly grasp the key distinctions.How web design and development work togetherFor just about any website, both web design and development work are necessary to get it off the ground. These aren’t two isolated fields of work, but are intimately connected. This is a big part of the reason why they’re so often confused.In fact, the two concepts are broad enough that the way they interact to result in a website can vary based on personal preferences and specific needs. However, the most fundamental process for building a website looks like this:1. Information gathering and planningThis is when the person (or team) creating the website gathers information from the client about what’s needed in the final product. Then they start planning out the site’s scope. This includes what features it will need to contain, the major sections or pages it will include, and other basics.2. DesignIn general, most design work comes before development. The website’s look, structure, and so on are mapped out, either on paper or as some type of basic mock-up. The client will then approve the design, or request changes. The latter is a lot more common, which is a big reason why this phase comes first. It’s a lot easier to make changes to the layout or functionality of a mock-up than it would be to redo an already-coded website.3. DevelopmentOnce there’s a solid mock-up or prototype in place, the developer(s) can get to work. They build the actual websi te itself, either starting completely from scratch or using some type of framework to jump-start the process. Often they’ll build out the basic structure of the site first. Then, theyll add in specific features and functionality where needed.4. TestingWebsites are complex, and there are likely to be plenty of things that haven’t turned out just right throughout the first three phases. This is why a testing phase is usually in order. Its crucial for wrapping the project up and making sure everything is working properly.Again, this process is very flexible. A small, simple site may not require so many steps, while a big e-commerce venture might merit a detailed approach to ensure nothing goes wrong. However, this should give you an idea of how web design and development work together.What all of this means for youAll of this information may still feel a bit abstract. However, understanding how web design and development differ can come in handy in various ways. Letâ€⠄¢s look at two of the most likely applications.1. Hiring someone to help you build a websiteFirst, knowing what’s required to build a website matters when you’re looking to have someone else create a site for you. Going in with no knowledge of what to expect can result in hiring the wrong people, or failing to communicate your needs properly.If you want to outsource your website, you’ll first need to consider how many people you’ll want to hire. After all, some focus only on web design or development, while others dabble in both. There are pros and cons to be had from hiring either a single freelancer or a dedicated team:Seeking out a combination developer/designer is a lot cheaper, and you won’t have to worry about communication mix-ups between multiple people working on the site. This can be a good approach for small sites, or those that don’t need many features. However, there is some truth in the saying: â€Å"jack of all trades, maste r of none†. One person may not have the skills needed to create a site that’s both visually stunning and functionally complex.Bringing at least one developer and one designer on board is more expensive, but means you’ll have access to an expert in both sides of the process. Each will be able to focus their full attention on getting one aspect of the final product just right. Communication can be more challenging in this scenario, but the issue can be mitigated by hiring a firm employing both developers and designers. This is the most costly option, but is the most likely to get you exactly the site you want.2. Getting involved in the industry yourselfOn the other hand, what if you’re not looking to hire, but instead want to dabble in building websites yourself? By now, the decision you’ll need to make should be clear. Should you focus on learning web design or development?You can ultimately learn both. However, your best bet is to start by focusing on the one that best suits your interests and skills. If you’re a creative and visually-focused person with an eye for style, web design is likely the path for you. If you’re technically-minded and relish the idea of tinkering with a site’s fundamental code, on the other hand, development is the way to go.ConclusionIt’s probably no surprise that creating a website is a fairly complex task. What you may not have realized is that it’s also a multi-stage process, requiring at least two different sets of skills.Whether you’re looking to have a website built or thinking of doing so yourself, understanding the distinction between web design and development will come in very handy. Just remember that there’s plenty of overlap involved, and some people do both. In addition, the two must work together smoothly if an attractive, highly-functional site is the end goal.Do you have any questions about web design and development we haven’t y et answered? Let us know in the comments section below! Confused by web #design vs web #development? Here are the key differences

Understanding and Using Record Data Types in Delphi

Understanding and Using Record Data Types in Delphi Sets are ok, arrays are great. Suppose we want to create three one-dimensional arrays for 50 members in our programming community. The first array is for names, the second for e-mails, and the third for number of uploads (components or applications) to our community. Each array (list) would have matching indexes and plenty of code to maintain all three lists in parallel. Of course, we could try with one three-dimensional array, but what about its type? We need string for names and e-mails, but an integer for the number of uploads. The way to work with such a data structure is to use Delphis record structure. TMember Record ... For example, the following declaration creates a record type called TMember, the one we could use in our case. Essentially, a record data structure can mix any of Delphis built-in types including any types you have created. Record types define fixed collections of items of different types. Each item, or field, is like a variable, consisting of a name and a type. TMember type contains three fields: a string value called Name (to hold the name of a member), a value of a string type called eMail (for one e-mail), and an integer (Cardinal) called Posts (to hold the number of submissions to our community). Once we have set up the record type, we can declare a variable to be of type TMember. TMember is now just as good variable type for variables as any of Delphis built-in types like String or Integer. Note: the TMember type declaration, does not allocate any memory for the Name, eMail, and Posts fields; To actually create an instance of TMember record we have to declare a variable of TMember type, as in the following code: Now, when we have a record, we use a dot to isolate the fields of DelphiGuide. Note: the above piece of code could be rewritten with the use of with keyword. We can now copy the values of DelphiGuide’s fields to AMember. Record Scope and Visibility Record type declared within the declaration of a form (implementation section), function, or procedure has a scope limited to the block in which it is declared. If the record is declared in the interface section of a unit it has a scope that includes any other units or programs that use the unit where the declaration occurs. An Array of Records Since TMember acts like any other Object Pascal type, we can declare an array of record variables: Note: Heres how to declare and initialize a constant array of records in Delphi. Records as Record Fields Since a record type is legitimate as any other Delphi type, we can have a field of a record be a record itself. For example, we could create ExpandedMember to keep track of what the member is submitting along with the member information. Filling out all the information needed for a single record is now somehow harder. More periods (dots) are required to access the fields of TExpandedMember. Record With Unknown Fields A record type can have a variant part (not to be confused with Variant type variable). Variant records are used, for example, when we want to create a record type that has fields for different kinds of data, but we know that we will never need to use all of the fields in a single record instance. To learn more about Variant parts in Records take a look at Delphis help files. The use of a variant record type is not type-safe and is not a recommended programming practice, particularly for beginners. However, variant records can be quite useful, if you ever find yourself in a situation to use them.

What evidence is there to support the prescribing of exenatide for Literature review

What evidence is there to support the prescribing of exenatide for adults patients who are already prescribed insulin with type - Literature review Example In insulin dependent patients with type 2 diabetes, especially with obesity, control of glycemia is a challenging issue (Hood et al, 2006). Intensification of insulin therapy to achieve target levels of glycosylated hemoglobin leads to further weight gain. Infact, one of main anxieties with insulin therapy in this population is poor weight gain (Nayak et al, 2010). In several developed countries like UK, there are recommendations for obesity surgery, along with exercise, diet and drug control of diabetes. However, obesity surgery is associated with significant risk. Exenatide, when given as an adjunct to insulin therapy, has been proven to not only achieve better control of blood glucose levels, but also decrease the chances of gaining weight. Infact, some studies have demonstrated weight loss with exenatide therapy. In this article, evidence to support the prescription of exenatide, as an adjunct to insulin therapy will be discussed through review of suitable literature. Understanding the pathophysiology and treatment basis of diabetes type-2 Diabetes mellitus can be defined as a group of clinical syndromes characterized by hyperglycemia arising as a result of absolute or relative insulin deficiency (Edwards et al, 2002). There are basically 2 types of diabetes mellitus. While type-1 is due to absolute insulin deficiency as a result of pancreatic beta-cell destruction, there is relative insulin deficiency in type-2 as a result of combination of peripheral resistance to insulin action and an inadequate secretory response by the beta cells (Kumar et al, 2007). Type 2 diabetes is the most common form of diabetes constituting 90% of diabetic population (Ramachandran et al, 2002). In a classic definition, type 2 diabetes has been defined as a triad of 3 etiologies, namely, resistance to insulin, progressive failure or exhausion of beta cells, and increased gluconeogenesis at liver. However, there is another pathophysiologic abnormality that is worth mentioning and that is decreased activity of GLP-1 (Jellinger, 2011). The imp aired insulin secretion in type-2 diabetes is due to beta cell dysfunction (DeFronzo, 1997). The beta cells fail to adapt themselves for the long-term demands of peripheral insulin resistance and increased insulin secretion (Kumaret al, 2007). In type-2, this dysfunction is both quantitative and qualitative. There is loss of normal pulsatile, oscillating pattern of insulin secretion and the rapid first phase of insulin secretion which is a normal response to elevated plasma glucose is attenuated. There is also decrease in beta cell mass, islet degeneration and deposition of islet amyloid (Kumaret al, 2007). Infact, studies have established the onset of insulin resistance much before the manifestations of hyperglycemia (DeFronzo, 1997). The pancreas beta-cell function declines gradually over time already before the onset of clinical hyperglycaemia (Stumvoll et al, 2005). The factors which probably lead to insulin resistance are increased non-esterified fatty acids, inflammatory cytok ines, adipokines, and mitochondrial dysfunction for insulin resistance, and glucotoxicity, lipotoxicity, and amyloid formation for beta-cell dysfunction (Stumvoll et al,

Financial Accounting Week 4- Individual Work Assignment

Financial Accounting Week 4- Individual Work - Assignment Example If the solvency ratios reveal a higher turn, then the business is worth to be given loan because it is in a position to meet its obligations. On the other hand, the liquidity ratios show that the business can easily convert its assets to meet its obligations. The following ratios will be used to test the business credibility for the loan. The working capital ratio is increasing as the years increases; it is more in 2015 than in 22014. This shows that the business is doing quite well hence can manage its financial obligations. It can therefore viable to be given loans. This indicates presence of working capital and the business is in a position to meet its financial obligations as the ratio increases with the change in the years. The banker on considering the current ratio will be able to approve the loan for the business this is because the banker will have confidence that the business will be able to repay their loans without default given their wide financial stability, strength and base. This ratio gives the short term liquidity of a business. It is vital in the measuring of the business short-term debts in relation to its liquid assets. The higher the ratio the better the position of the business.it is calculated as: Since there are no inventories, the quick ratio is similar to the current ratio. From all the above ratios, it is a clear indication that the business is in a position to meet its financial obligations, therefore the banker will be find it viable to advance the loan to the business. From the ratios calculated it is noted that the company has good performance as it is in a position to meet all its financial obligations both in the short-term and in the long-term. The leverage and solvency ratios are large showing that the company is very stable and has very good financial base. The company also enjoys very good returns as shown by

The Knowledge of Reading Essay Example | Topics and Well Written Essays - 1000 words

The Knowledge of Reading - Essay Example According to the study reading helps people find things that they may need. People read directions, warnings, and advertisings. Without reading, no one would know what is right and what is wrong. Reading warnings and special signs prevent people from getting into dangerous situations. For example, there are signs that read â€Å"caution, end zone† to tell people to avoid a certain area. If a person does not know how to read that, her or she may get into trouble. The roads give directions so that people can find their way to any destination. In order to get to certain places, people must know how to read directions and signals. It is always important to know how to read because it prevents people from being lost or confused. Secondly, reading helps when communicating with our family and friends. Today, everyone communicates by email, Facebook or texting, etc. What if nobody knew how to read? How would relatives that live far away with each other? This is why reading is truly im portant. From this paper it is clear that people know what happens around the world by reading newspapers and articles. They are aware of the actions that happen among them. Reading also challenges the mind. In the article, â€Å"Response to Alberto Manguel’s ‘Reading Ourselves and the World around Us,† the author says that words and letters are only symbols that allow us to give meaning to literature. He also says, â€Å"If people do not take the time to read and give meaning to everyday occurrences, they will not fully understand the reason behind a lot of things and will not be able to function properly in their lives†. This is important because people need to know the surroundings and the knowledge inside themselves which will help them to reach their goals and put their lives on track, because the more knowledge the individual have, the more chance to success. Most importantly, however, reading gives people the ability to access ideas of other people, from other perspectives. Each person has only one life, only one lived experience, through which to filter what happens in the world. This can be a very disastrous thing. For instance, if someone grows up very rich and in a lot of luxury, they may not be able to understand that some people are very poor and have nothing to eat. Or if they grow up in a very repressive society where they are not allowed to say what they think or challenge existing ideas, they may not know that there are other ways of doing things, other societies that act differently. Reading allows people to break out of this cycle, to understand the world from many different perspectives. This happens because every time one reads, one is exposed to a different way of thinking, a different way of seeing the world through a different set of filters. This is true in non-fiction, obviously, because it allows a person to explain how they think through and work through things. But this is also true

The New Proposition To Customers Marketing Essay

The New Proposition To Customers Marketing Essay Strategic CRM focuses on the development of a customer-centric business culture. This culture is dedicated to winning and keeping customers by creating and delivering value better than competitors (Buttle, 2009, p.5). The culture is reflected in: Leadership behaviors Design of formal systems of the company (who reports to whom) Myths and other stories that are created within the firm Product-oriented One assumes that consumers choose products with the best quality, performance, design or features. Isaac Andik introduced a new concept characterized by fashion, design, image and a good price-to-quality ration. The companys goal is to dress a young, urban clientele in high quality on the latest trends clothes, at an affordable price. The main reason for the companys success is the satisfaction and loyalty its customers. Exclusive quality control at all stages of the production chain allows the company to assure certain quality standards and consequently customer satisfaction. Production-oriented Mango deals with the whole production process starting from the products design to the reaching the end customers. This process includes designing, manufacturing, distribution and commercialization. In order to keep operating costs low and develop low-cost routs to the market, Mango itself does not manufacture its products; it makes samples and prototypes and then subcontracts to suppliers-manufactures. Collections are mainly produced in China (approximately 45%), Morocco (23%) and in other countries as Turkey, Vietnam or India. Mango launches a total of 4 collections annually. Mango now reduces its products prices by 20%, in order to maintain their market position during the economic instability. Sales-orientated Mango invests in advertising, sales promotion, Public Relation and the social media in order to attract new or current consumers and persuade them to buy. Marketing expenses of Mango are reaching 4 % of the turnover, whereas the main competitor Zara spends only 0,3% of total turnover on marketing. Customer/market-oriented A customer or market-oriented company uses information from its customer and competitor to develop better value proposition. To be up-to-date with the marketplace and customer preferences Mango owns a product distribution department that is responsible for collecting the data from customer and competitor profiles. As a result it defines the most appropriate product that adapts to customer requirements and competitive conditions. One of the most essential leading factors of Mango is putting the customers need and wants at first. The most significant sustainability aspects of Mango are: New proposition to customers According to the Fashionmag (FMAG, 2011), Mango starts a large-scale project, such as Mango City in LicadAmunt that is held by the Catalan brand. This project will take nearly five year to complete and starts mid-February. The centre will consist of 333,000 square meters, where 280,000 assign for companies, 60,000 for service sector and remaining 10,000 for outlet area. In addition Mango had already invested 45 million euros on totally automated logistic center of 24,000 square meters that opened in November 2008. Due to The Hangar that is located near the head office helped the company to triple the previous distribution capacity. Innovations are always present in MANGO. One of the upcoming strategies is launching mens collections (HE by Mango). It is a limited edition (Mango VIP) and by this Mango attracts a new target market and thereby increases profits. The question that arises is whether it is possible to launch an exclusive collection with increased prices while the economy stagnates. However it is still unclear whether or not this collection will attract male customers. Loyal to original Mango exhibits clothes in comfortable stores-boutiques that are part of an international chain. Further the company wants to represent the mindset of a boutique. In order to achieve this goal, own teams of window-dressers, coordinators and supervisors travel around to ensure that all stores (own and franchises) sell the same atmosphere and image. The companys objectives are to dress a young, urban clientele in high quality clothes of latest trends, at an affordable price. The mission is To be present in all the cities of the world. Due to this mission statement Mango managed to open 1200 stores (both franchises and their own) around the world at the rate of three per week (Ceeman, 2009). By the end of 2007 Mango generated profits of 1,020 million Euros out of which exports make up 76%. At that time Mango was employing 7,786 employees (1,850 of which worked in head office). Environmentally friendly The retail engine software of Mango is completely automatic and allows to manage design, supply, manufacture, sales and after sale. The document delivery, control, space reservation and transport management can be done through the IT platforms. Firstly, these innovations help Mango reducing environmental pollution and delivery time. They are fast in use and also speed up distribution of products. Secondly, they reduce the transport costs and finally reduce the infrastructure costs, as the company is growing worldwide. Corruption Mango is against corruption and ready to fight it in all forms, including extortion and bribery. CRM strategy The CRM strategy is a sophisticated action plan that aligns people, processes and technology to achieve customer-related goals (Buttle, 2009, p.65). In order to analyze the current use of customer relationship management strategy the following points should be identified. Situation Analysis Target market Mango mainly serves one specific market segment. The only customer services Mango provides are advices, suggestions, complains and obtaining customers points for improvements. The service is directly provided in the store by specially trained sales personnel. Customer turnover In 2010 Mango has achieved 301 million euro as a domestic turnover and 1.284 billion euro as international one. Customer satisfaction In 2010 a total of 100,157 requests were handled, where 1% was Fax/Letter, 4% Via chat, 32% Telephone calls, 63% E-mail/Website. The sources of this data are consumers, stores, the head office, staff, etc. The main topics were 1% Suggestions, 1% Congratulations, 19% Complaints and 79% Request for Information (MANGO, 2010). Market share Mango is the second-largest exporter in the textile sector. Within Spain Mango has more than 2,000 stores. Moreover the franchise spreads over 140 countries with 10,000 employees working worldwide. The market share of MANGO is 2.6% whereas Zara has 9.8% and HM got 3.2%. Market Offerings The main competitors of Mango are Zara and HM. Due to different style/design offerings every company is having its own success. Channels (direct/indirect channels of distribution) As mentioned before Mango deals with the whole process starting from the products design to reaching the end customers. This process includes designing, manufacturing, distribution and commercialization. Mango itself does not manufacture its products, it makes samples and prototypes and then subcontracts external manufactures. Thereby Mango uses indirect channel distribution, since it does not provide products directly to the consumers. However Mango offers online services. Customers can order directly from the website. Thus the company sells directly by placing huge orders. Cross-sell Up-sell Mango is cross-sell, as it is cloth fashion industry. Up-sell is the sale of one product followed by an active offering of the additional one to the consumer. In contrast to this cross-sell is selling similar or related products to the same clientele. Mango offers over 2,500 styles every season. Furthermore clothes designs slightly differ in order to even more satisfied the customers with the purchase. Thereby Mango uses cross-sell where customer can choose the type, design and the cloth style in a more or less individual manner. Since 2004 Mango had implemented a new direct delivery logistics system that allows products made by suppliers be directly distributed to the stores. It does not require delivery thought the distribution center in Barcelona. Such cross-docking procedure has increased production by 30% in 2007. CRM Priorities Goal Mango requires a CRM strategy in order to reach goals such as cost reduction, revenue enhance and increased customer loyalty/satisfaction. Cost reduction Reduce marketing costs Increase supplier loyalty Increase profit margin Reduce cost of sales Revenue enhance Improve lead quality and conversation Increase acquisition of new customers Increase marketing responses rates Acquire new customers Increase sales revenue Loyalty, Satisfaction Increase customer loyalty Increase customer retention Increase customer satisfaction The overall CRM project has low costs and can result in quick wins, fast returns and if possible with the long-term priorities. Strategic benefits Mango can implement its CRM strategy by developing and improving a customer/market-oriented strategy. As a result the company will be able to provide better customer experiences, improve information flow among the business silos and customer service. Current CRM systems use E-Commerce Catalog Web Storefront Inventory Information Product Information Management Business Process Management Customer Service Community Management Contact Center/Call Center Q/A, Monitoring E-Mail Response Unified Communications Sales Sales Configuration Pricing Management Order Management Lead Management Marketing E-marketing Marketing Resources Management Analytics In-Line, Event Driven Sales, Service, Web Personal Productivity Operational CRM Operational CRM automates and improves customer-facing and customer-supporting business processes (Buttle, 2009, p.7). The main tools of operational CRM are software applications. The software enables Mango to automate marketing, selling and service functions. Marketing automation Marketing automation applies technology which allow marketers to analyze the customer-related data in order to develop, execute and evaluate targeted communications. Event-based/Trigger Marketing Mango arranges seasonal sales for the customers in summer and winter holidays. Seasonal sale is used in order to attract more customers during these periods. Two times annually Mango sets up fashion shows and also runes competitions for young clothing designers around the world. The winners are promised to win a price of 300,000 Euro and the prestige of the collection being sold in mangos stores (Ceeman, 2009). Multichannel Environment In 2011 Mango was able to increase its turnover by 11% and announced plans to expand in 2012. Mango was focusing mainly on Eastern Europe, the Middle East and Asia including Sri Lanka and Cambodia. During that year Mango opened 644 new stores and planned to open new retail outlets 80 in China and 30 in Russia(FMAG, 2012). In order to be on track with all the new changes of the fashion world, Mango invites and cooperates with famous personalities. Mangos idea is to connect the collection with a famous person such as Naomi Campbell or Claudia Schiffer. Some of the models tried their designing skills in Mango collections such as Mila Jovivich and Penelope Cruz. Mango invites famous faces, models and actors to take part in the marketing campaigns. Further the aim is to create intangible extra glamour, beauty and a connection with the celebrities. Sale-force automation Sale-force automation software enables companies to automatically assign leads and track opportunities of selling activities. In order to maintain a constant flow of communication with different media, Mangos press office supplies all information that is needed. For instance in 2010 a total of 200 press communications were carried out and 90 media interviews had taken place (MANGO, 2010). Mango has a centralized organizational structure that means that it avoids investments in facilities and warehouses and has one central office in Barcelona. Due to this fact Mango is strongly committed to the development of new technology platforms that help to be on track with all the selling points, manufacturers and franchises around the world. By using new technology Mango can manage, make decisions and communicate very easily. The retail engine of Mango completely automatic and allows to manage design, supply, manufacture, sale and after sale. With the help of Internet and special software Mango connects with stores and gets constant information on the stock held by each store. Through the computer applications the head office can adjust changes to their franchises. The stock transfers and replacements can be done daily among the stores. The document delivery, control, space reservation and transport management can be done through the IT platforms. These innovations are helping Mango in firstly, reducing delivery time and are fast in use and also speed up distribution of products. Secondly, they reduce the transport costs and thirdly reduce the infrastructure costs, as the company is growing worldwide. In addition Mango also rolled out a system based on a B2E (Business to Employee) portal that helped improving their internal business processes. Mango uses and services its own IT department. The team consists of 200 telecommunication engineers who are responsible for innovations that are being used on a daily basis. The IT platforms are improved or changed every 2 to 3 months by both the top executives and IT department. Service Automation Service automation allows to manage its service operations through the call center, web or face-to-face (Buttle, 2009, p.9). Stores It is in the organizational priorities to provide service to customers. Every store provides advices, suggestions to consumers and is also open to consumers complaints, suggestions and opinions. Mango can therefore more efficiently adapt to the wishes of its customers. The customer service is directly provided to consumers by well-trained personnel. The employees of Mango are ready to face challenges in offering an excellent service to the customers and find the solution to their needs and wants. Central offices Central offices include specialized customer service that is ready to respond and cooperate with any enquiry issues. The customer service is offered in five different languages such as Spanish, English, French, German and Catalan. In 2010 the total of 100,157 requests were handled, where 1% was Fax/Letter, 4% Via chat, 32% Telephone calls, 63% E-mail/Website. The sources of these varied direct from consumers, from stores, from head office staff, etc. The main topics were 1%Suggestions, 1% Congratulations, 19% Complaints and 79% Request for Information (MANGO, 2010). Analytical CRM Analytical Customer Relationship Management (CRM) focuses on capturing, storing, extracting, integrating, processing, interpreting, distributing, using and reporting customer-related data in order to enhance customer and company value (Buttle, 2009, p. 11). Mango currently does not keep track of the customers, as other companies do. At first Mango was only distributing one product line of classic female clothes. As mentioned earlier they have opened a new line of HE, which is a male clothes line. They do not use different approaches and systems to analyze customer behavior, but they have established a successful operational and strategic campaign to win more customers and keep the companys identity within them. Competitors ZARA The biggest competitor of Mango is the Spanish retailer Zara. The current largest retail exporter in Spain dominates the retail market. This success comes from different business decisions made. Zara was founded in 1975 by Amancio Ortega and Rosalà ­aMera. It was the first chain store of the holding company Indetex group. The international break-through was going rapidly in the 80s and soon Zara became a pioneer in the affordable fashion industry. Today the brand has a total of 1,671 chain stores all over the world. What makes Zara distinctive is that until now the no commercial policy is still applicable. The manufacturing and distribution of the products is also unusual. Zara designs, manufactures and distributes its products unlike most retail stores for example Mango. Management autonomy Chain stores have usual little autonomy in deciding which products to display or to put on sale. However the Zara chain stores are given the opportunity to decide themselves which products to display or even put on sale. The headquarters can then ship the quantity of the products demanded. The shop managers of each facility are deliberately chosen for their business knowledge. Because of this autonomy each chain store has a unique product assortment. CRM strategy The customer relationship management of Zara uses the Infor ERP software system. This system creates growth and loyalty through continuous customer dialogue. The Infor software system is chosen because it increases the chances of customer retention, increasing revenue, building loyalty and improving the chances of making new offers. The Infors ERP software system stands for enterprise resource planning. The usage of internet is required for several programs for example: e-business systems. This software has the following characteristics: An integrated system that operates in real time (or next to real time), without relying on periodic updates A common database, which supports all applications. A consistent look and feel throughout each module. Installation of the system without elaborate application/data integration by the Information Technology (IT) department The information Technology department uses IT- implementation and models to collect a large database of made sales. Zara uses the database information for customer profiling and analyzing the purchasing patterns of customers to target more accurately. The sales data are copied and given to the headquarter. Each terminal of each outlet has a floppy disk where all the sales data are saved. With the help of statistical calculation the IT department can also determine the average customer visit during a year. The outcome was that an average Zara customer visits the store on average 17 times a year in comparison of  ¾ of the customers of competitors. The purchasing patterns of customers can fluctuate and their demands. The purchasing department can quickly respond because of the customer tracking. Zara makes also usage of the Geographic information System (GIS). This system gives multiple access from varied geographical locations simultaneously. Conclusion Zara uses all these customer relationship management tools to gain competitive advantages over competitors. Considering all the different elements it can be concluding that the CRM strategy review is positive. These implementations had been introduced years ago and the results are still influencing the profit. HM Another direct competitor is HennesMauritz (HM). The company was founded by ErlingPersson in 1947. The company expanded their offers in 1960 by adding menswear. HM is the second largest global retailer. The brand owns 2629 outlets worldwide. Just like Zara HM is known for its fast-fashion clothing for women, men, teenagers and children. Customer experience HM makes usage of loyalty cards and a customer club to enhance the customer experience. Every customer can get a loyalty card and over an amount of time a certain discount can be earned. The company also launched a recent mobile marketing campaign that include SMS coupons and advertisement of sales as add banner. Customers can also win a free gift card with a mobile competition. CRM strategy HM uses collaborative customer relationship management to fulfill the customers demand. The company collaborates with several freelance designers to create a wide assortment. HM also uses analytical CRM by collecting customer related data. A few examples are the web shop and ordering a catalogue. Contact information is gathered and saved in databases. In case of sale customers get a notice or receive a new catalogue with the discounts. Collaborative CRM The collaborative part of CRM is used to describe the strategic and tactical arrangement of separate departments of a company, to attract, interact and develop the customer service. Collaboration ensures that people, processes and technologies are used in the most efficient and effective way to serve the customers in the most satisfactory way and maximize the profitability and revenues (Buttle, 2009, p.11). Mango is committed to creating and maintaining a team of people who are professional, motivated, flexible and capable to adapt changes in order to get Mango as close as possible to the maximum number of customers. The average age of staff within the organization is 29 years. Managers take care of personnel service such as internal promotion and continuous trainings. The stores in general have high staff turnover due to the fact that workers are mainly students/temporary workers, although the structural personal is very stable. Within the departments of Mango elections for representatives take place. The elected person is responsible for collecting all ideas and suggestions during the meetings. Afterwards they pass on and debate proposals in the meeting with the management, shareholders and administrators. The news are published and communicated to all the employees via the companys internal newsletters. As statistics shows that 95% of proposals lead to specific changes, that can vary from modification in working hours, increase and improvement of services, security improvement etc. There are as well other ways of contributing ideas within the company such as brainstorming or the suggestion box which can lead to the improvements in the company. Financial situation Financial Introduction Mango is a for-profit organization with the huge potential and the strong present situation. Financial situation highlights the successfully chosen CRM strategy, by focusing on maximizing profits and minimizing costs. Turnover http://www.mango.com/web/oi/rcs/mangoMundo/grafica1.jpg : Revenue for the consolidated group MANGO/MNG in (MANGO, 2010). Since 2002, Mango increases its revenues, last year the Group registered an increase of 11%. Indeed, in 2011, The Mango chain enjoyed revenues of 1 620.7 billion euro. The consolidated Group (Mango Holding) revenues were 1  240 billion euro. Forecasting : Turnover Mango Chain (Millions à ¢Ã¢â‚¬Å¡Ã‚ ¬) Forecasting is rather favorable. The group is expected reach the threshold of 2 000 billion by 2014.That representing approximately an increase of 23%. http://www.mango.com/web/oi/rcs/mangoMundo/grafica2.jpg : Turnover for MANGOschain store The figures of the graphs above show the weight of franchises in the Groups total sales. More than 70% of sales are made through franchises. The expansion of Mango abroad has donated smoothly. Today the group has more than 2400 stores across 140 countries. The franchise system Mango plans to enter countries which represent a market of the future such as China, where leaders see a potential 1,000 stores. The main objective of Mango is to be present in all the cities in the world. The President, IsakAndic, stated in 2010, the aim to double in size by 2014. And in the world, this is 3000 stores that leaders want to exploit in 2020. The project launched in 2011 seems promising, 644 stores were opened around the world. In 2012, the group plans to open 400 to 500 stores internationally, but especially in Europe where the brand intends to strengthen its position (LeFigaro, 2012). And this is the franchise system which is often used in some countries as management systems are different from those of the group. The choice of deductibles allows people to remain independent in their management while maintaining consistency at a global level. International sales already account for 82% of the activity according to the latest figures. Internet sales Internet sales are not to be overlooked either. In 2011, Internet sales reached 36.2 million à ¢Ã¢â‚¬Å¡Ã‚ ¬, representing an increase of 72%, the figure expected to double by 2012. The group expects a net sales growth of over 30% in 2012 due to the expansion of its network (LesEchos, 2012). Staff and distribution To support the expansion of its chain, the group plans to hire more staff. Mango outsources 40% of production in China and Vietnam, 20% in Morocco and the rest of Europe. Distribution system in place (SLM) can manage 5-7 times faster than the competition. The system incorporates the principle of responsiveness (speed, technology and information) at any time to have the goods needed, on the basis of sales forecasts. It allows you to sort and distribute 30,000 items per hour. This is how Mango ensures the production and distribution of 90 million items per year. Mango also takes a new turn and continues its development strategy by diversifying its offers. After the woman, the man (HE) (LSA, 2008) and accessories (Touch) lines and sports lingerie, youth will emerge by the end of the year. Customer Relationship Management Recommendation Customer Relationship Management is one of the critical and essential key aspects of developing a profitable customer relationship. Enhancing consumers applies assessing customers satisfaction, maintaining company open to consumers, two-way communication, being aware and being able to adapt to the consumers changing wants and wishes (Buttle, 2009, p. 127). Dissatisfied customers negatively affect the company in two different ways. On the one hand they represent direct losses in revenues, but on the other hand their dissatisfaction spreads via word of mouth which consequently damages the image of the company. Therefore it is essential to keep customers happy and satisfied. As a result of properly managed customer relationship, CRM brings a number of benefits. First of all an increase in market share as they have a positive attitude towards the company. As a consequence of customer satisfaction the customer long-term relationship will be established. This will lead to companies long-term profitability and sustainability, known as customer lifetime value (CLV ) (Buttle, 2009, p. 141). CRM recommendation Mango has a strong market position and profitable current financial situation. The following recommendations are given in order to enforce the image of Mango and lead the competitors. Mango should value their customers and it is significant to know, that the lost customer could cost 10 times as much to get back. Thereby building profitable customer relationships is more important even when it costs 5 to 6 times more money to attract new customers than to retain old ones. Keep track of consumers Since Mango does not have a database of customers, it is difficult to keep track of the customer flow and their purchasing preferences. Because it is very important to know exactly what customers want, Mango is recommended to use the IT system that allows to identify the general needs and wants of their customer base. It will help in to improve and will make customers taken care of by Mango. Loyalty cards Aside from the advanced IT system Mango can make regular clients feel special by identifying and treating them in a superior way. Therefore Mango should introduce loyalty cards. With the help of such techniques not only the CLV will be increased. Further the implementation of these benefits will attract current customers to be loyal and will tract new ones. Treating loyal and current customers in an efficient way can create a positive image of the company and can result in positive word-of-mouth promotion. Closer to consumers Mango can also offer an opportunity to customers to give feedback. This can be done via the official Mango website, so every form will be automatically proceeded. No extra costs are involved since it is online form. In addition to feedback concerning the quality of service, customers can share their wishes upon new design and style ideas for the upcoming collection. This will strengthen Mangos customer relationships and improve a two-way communication. Active-go public Customers are always interested in taking part in variety activities of their favorite companies. By arranging more fashion weeks that are either organize or sponsored by Mango even closer customer relationship and loyalty can be enforced. Also customers can organize events such as flash mobs, via social media -Facebook groups, buzz marketing, photo shootings in new collections and winning prices etc. CRM four stages Strategic The mission, vision and strategic goals are to be closer to consumers by creating a positive image and two-way communication. The customer-centricity focuses on customer needs and wants. Operational New customer operating system will allow to serve consumers fast and efficient. Analytical New communication techniques will allow the company be closer to customers and will provide enhance and efficient communication flow. This can be done mainly through the loyalty systems both online and via public events. Collaborative Since the major communication with consumers will take place via the online services, the communication flow would not cost as much. Online feedback forms and an IT customer database system will serve this purpose. Reference Literature Book: Francis Buttle (2009). Customer Relationship Management:concept and technologies (2nd ed.) Published by Elsevier Ltd, Oxford. Annual report: MANGO(2010), Sustainability Annual Report [Online]. Available: http://www.mango.com/web/oi/servicios/company/IN/empresa/rsc/memoria2010.pdf [2012, Oct. 15]. Hyperlinks: Ceeman (2009), MANGO, populazing fashion [Online]. Available: http://www.ceeman.org/data/files/Teaching_cases/teaching_case__ricart_kordecka_mango_popularizing_fashion_2009.pdf [2012, Oct. 15]. FMAG (2011), Mango to build a Mango City [Online]. Available: http://uk.fashionmag.com/news-150520-Mango-to-build-a-Mango-City [2012, Oct. 15]. FMAG (2012), Mango reduces its prices by 20% [Online]. Available: http://uk

Euthanasia Essay - Concerns About Euthanasia -- Euthanasia Physician A

  Ã‚   A medical examiner from Oakland County, Michigan and three researchers from the University of South Florida have studied key characteristics of 69 patients whose suicides were assisted by Jack Kevorkian between 1990 and 1998. Their findings are published in the December 7 New England Journal of Medicine. Autopsies show that only 25 percent of Kevorkian's clients were terminally ill when he helped them kill themselves. "Seventy-two percent of the patients had had a recent decline in health status that may have precipitated the desire to die." However, "no anatomical disease was confirmed at autopsy" in 5 of the 69 people. In light of the generally lower rate of suicide among women, it was notable that 71% of these patients were women. Persons who were divorced or never married were over-represented among Kevorkian's clients, "suggesting the need for a better understanding of the familial and psychosocial context of decision making at the end of life" [L. Roscoe, J. Malphurs, L. Dragovic, and D. Cohen, "Dr. Jack Kevorkian and Cases of Euthanasia in Oakland County, Michigan, 1990-1998," Correspondence, 343 New England Journal of Medicine 1735-6 (Dec. 7, 2000)].    Numerous studies have established that the Americans most directly affected by the issue of physician-assisted suicide -- those who are frail, elderly and suffering from terminal illness -- are also more opposed to legalizing the practice than others are:    * A poll conducted for the Washington Post on March 22-26, 1996, found 50% support for legalizing physician-assisted suicide (Washington A18) Voters aged 35-44 supported legalization, 57% to 33%. But these figures reversed for voters aged 65 and older, who opposed legalization 54% to 38%. Majo... ... suicide: attitudes and experiences of oncology patients, oncologists, and the public." 347 The Lancet 1805 (June 29, 1996):1809    Humphry, Derek. "What's in a word?" Euthanasia Research & Guidance Organization 1993, Table 1-A.    Koenig, Dr. Harold et al.. "Attitudes of Elderly Patients and their Families Toward Physician-Assisted Suicide." 156 Archives of Internal Medicine 2240 (Oct. 28, 1996)    Lee v. Oregon, 891 F.Supp. 1429 (D. Or. 1995), vacated on other grounds, 107 F.3d 1382 (9th Cir. 1997), cert. denied, 118 S. Ct. 328 (1997).    "Poll Shows More Would Support Law Using Gentler Language," TimeLines (Jan.-Feb. 1994):9    Washington v. Glucksberg, 117 S. Ct. 2258, 2262 n. 7 (1997. -- -- --. 117 S. Ct. at 2272, quoting United States v. Rutherford, 442 U.S. 544, 558. 1979.    Washington Post, April 4, 1996.