The American Colonies Essays - Thirteen Colonies,

The American Colonies The New England and Southern Colonies were both settled largely by the English. By 1700, the regions had evolved into two distinct societies. The southern colonies have characteristics that are the antithesis of the New England colonies attributes. New England was colonized for Freedom of Worship and freedom of political thought. The Southern colonies were developed for freedom of economic opportunity. The New England colonies had aspirations for a distinct society, where they could show their homeland, how a country should be run. The southern colonies had goals for mercantilism, and increasing the prosperity of England. The New England colonies were based on theocracy, where the state forced the people to live and worship in an orthodox way. The southern colonies(Virginia) had a government based on a royal government, where the state was governed by a governor and council named by the king, and an elected assembly chosen by the people. Finally, the New England colonies wanted to establish the colony for religious motives, while the southern colonies were established for economic motives. England and the rebels of England (Pilgrims), made up the New England and southern colonies. "God Almighty in his most holy and wise providence hath so disposed of the condition of mankind, in all times some must be rich, some poor, some high and eminent in power and dignity, other mean and in subjection. Yet we must be knit together in this work as one man."(John Winthrop, A Model of Christian Charity) This statement by John Winthrop, demonstrates importance of religion in the lives of the New England settlers. "We must delight in each other, make others' conditions our own, rejoice together, mourn together, labor and suffer together, always having before our eyes our commission and community in the work, our community as members of the same body." (John Winthrop, A Model of Christian Charity). The use of the word "together" and "community" indicates that the New England settlers were of a communal nature, they were less individualistic than the southern colonies. The New England colonies were based on religious freedom, thus their society was reflected the religion. "These underwritten names are to be transported to Virginia, embarked in the Merchant's Hope, Hugh Weston, Master, per examination by the minister of Gravesend touching upon their conformity to the Church discipline of England, and have taken oaths of allegiance and supremacy:" (Ship's List of Emigrants Bound for Virginia). The use of the word "Master", shows, that the southern colonies were more of a individualistic state rather than a communal state(New England). This individualism was the effect of the motivation of the southern colonies for economic opportunity. "We whose names are underwritten, being by God's providnce engaged together to make a plantation...." (Articles of Agreement). The New England settlers, again were of a communal nature, in how they are binding together for the good of the community. "We intend by God's grace, as soon as we can with all convenient speed, to procure some Godly and faithful minster with whom we purpose to join in church covenant to walk in the ways of Christ."(Articles of Agreement). The statement above, shows how the minister, was the head of the theocracy, of the small communities. Furthermore, the "Articles of Agreement", demonstates the importance of sharing within the community. This article, was another product of the motivation of the New England settlers for religious freedom. "This court... in the interim recommends [that] all tradesmen and laborers consider the religious end of their callings...". The puritans believed everyone had a specific duty in life, something that one was proficient at. Almost all the mores and society itself radiated from religion, as a result, many people who couldn't endure the rigidity of such a society were exiled and the dissenters created new societies. "The worst[among us were the gold seekers who]with their golden promises made all men their slaves in hope of recompenses. There was no talk... but dig gold, wash gold, refine gold, load gold.." (Captain John Smith, History of Virginia). The southern colonists were a people who settled in the southern colonies for econmic motives. The people were more materialistic, and individualistic, thus greed prevailed. Conversely, the New England settlers were of a spiritual nature, and were dispassionate in materialistic matters. The drive of the southern colonists were toward economic prosperity. "For by our nearest computation we leave at our backs as many servants(besides Negroes) as there are friedman to defend the shores and all our frontiers [against] the Indians....[This] gives men fearful apprehensions of the danger they leave their estates and families in, while they are

7 Facts about Famous Speakers Who Gave a Graduation Speech

7 Facts about Famous Speakers Who Gave a Graduation Speech If you have been chosen to give a graduation speech, congratulations are at order. Your academic excellence and confidence have definitely attracted the attention of your instructor. However, you now need to create a speech that proves that you were truly the best choice. While you are welcome to take a shortcut and simply pick one of our 20 topics for a graduation speech, you can be inspired by the following seven facts from the graduation speeches of prominent celebrities and well-known personalities. Steve Jobs gave a commencement address at Stanford University graduation ceremony in 2005. The innovator had dropped out of college because it was too expensive. However, he stuck around the college for 18 months and snuck into classes he thought were interesting, including calligraphy class. During his speech, he told the students to follow their hearts and trust them to lead them through. He went on to mention that the worst thing they may face could very well turn out the best thing that could happen, giving them the example of his public dismissal from Apple, which led to NeXT and Pixar as well as meeting his wife. Finally, he urged the students to listen to their inner voice and to stay hungry for knowledge and foolish enough to seek it at all times and places. Naval Adm. William H. McRaven, BJ 77 gave the commencement address at the graduation ceremony of the University of Texas Austin in 2014. During his 20-minute speech, he told students to begin by doing the little things right before moving on to the larger ones. He also advised them to seek the help of others, be it friends, colleagues, or even strangers. To choose the right people though, they would need to assess individuals by their will to succeed rather than their color, education, social status, or ethnic backgrounds. McRaven also went on to explain that people who wanted to change the world should be capable of meeting life’s ups and downs with their heads held high; to slide down obstacles face on, and continue to shine during their darkest moments. David Foster Wallace, the author of â€Å"Infinite Jest†, one of Time Magazine’s100 best English-language novels published since 1923, gave the commencement address at the graduation ceremony of Kenyon College in 2005. His speech became so famous that in 2009 he published its concept in a book called â€Å"This is Water†. In the 2005 speech, the author told students to appreciate keeping things in mind. He went on to explain that they needed to learn and remember important life lessons from the very first time and never forget them regardless of how much trouble they face. Another important concept he focused on was the importance of using higher education to effectively assess others and act appropriately in everyday life. Ellen DeGeneres was the keynote speaker at the 2009 graduation ceremony of Tulane University. The comedian-turned-show-host shared the experiences that made her the confident, free-spirited person she is. She especially focused on the tumble her career took when she decided to tell the truth about her sexuality in order to be true to herself. However, she told the students that she managed to remain true to herself. Despite the hardships she had faced, she managed to succeed and achieve more fame than she imagined. Oprah Winfrey gave a speech at the 2007 Howard University graduation ceremony. She addressed the students, telling them not to be scared since nobody knows for sure where they will go in life. Instead, they may actually be able to succeed simply because they received ample nurturing at the institution. She then goes on to say that everyone has a calling, which is why they are part of this world. Oprah urged them to find out what they are supposed to do and begin doing it. She provided them with examples from her own life, including when she first decided to be on TV despite the entertainment industry’s racist views. Will Ferrell gave an extremely humorous speech at the graduation ceremony of Harvard University in 2003. While some may think the speech was entirely comedic and had no substance to it, it was actually the opposite. The comedian told the students about the real world through his eyes and experiences without sugarcoating it at the least. He explained that their life has been sheltered so far and that the worst is yet to come. One interesting bit of advice Ferrell shared is to question leaders the right number of questions at the right time. J.K. Rowling gave a powerful speech titled ‘The Fringe Benefits of Failure, and the Importance of Imagination at the 2008 graduation ceremony of Harvard University. The author of the ‘Harry Potter’ series went on about her fair share of disappointments, which began when she was not accepted in Oxford University in 1981. She even told students that the fact that they were graduating from Harvard probably meant that they have not been acquainted with failure. However, Rowling told them that they should not let the world decide what constitutes failure, but rather decide its criteria for themselves. Moreover, they should be ready to face inevitable failure head on. After all, to her, it meant stripping individuals from the unnecessary and gaining the determination to learn more about herself. With a new approach and knowledge, she would emerge wiser and stronger. You can use these seven facts to be inspired while writing your own speech. If you do not know how to write a great piece, check out our guide on how to write a speech for graduation for help and tips. Best of luck with your speech! References: Text of Steve Jobs Commencement address (2005). (2005). Retrieved April 19, 2016, from https://news.stanford.edu/2005/06/14/jobs-061505/ Adm. McRaven Urges Graduates to Find Courage to Change the World. (2014). Retrieved April 19, 2016, from http://news.utexas.edu/2014/05/16/mcraven-urges-graduates-to-find-courage-to-change-the-world This is Water Alumni Bulletin Kenyon College. (n.d.). Retrieved April 19, 2016, from http://bulletin.kenyon.edu/x4280.html IU Bloomington Newsroom. (n.d.). Retrieved April 19, 2016, from http://news.indiana.edu/releases/iu/2014/10/michael-uslan-iu-media-school.shtml Commencement. (n.d.). Retrieved April 19, 2016, from https://tulane.edu/grads/ellen-degeneres.cfm Class Day speech June 4, 2003: Will Ferrell. (n.d.). Retrieved April 19, 2016, from http://news.harvard.edu/gazette/story/2003/06/class-day-speech-june-4-2003-will-ferrell/ Text of J.K. Rowling’s speech. (n.d.). Retrieved April 19, 2016, from http://news.harvard.edu/gazette/story/2008/06/text-of-j-k-rowling-speech/

Civil Engineering Measurement Essay Example | Topics and Well Written Essays - 1000 words

Civil Engineering Measurement - Essay Example Such earthworks could be for paved areas, for sub-bases, for contiguous filler materials, for surface water channels and for landscape areas. In case of embankments earthworks will be treated as capping tops only while in case of permanent storage it will exclude top soil. For structures below the level of ground, the permanently exposed face below ground level will be considered only. For the case of a foundation the permanently exposed face above ground level down to capping level will be considered. For treated areas the Series Existing Ground Level will be obtained after treatment. The sub soil level will be defined after the removal of the top soil level as per contract specification. Surcharge has been considered as any material put on embankments for loading them. Moreover it has been assumed that one cubic meter removed material is equal to one cubic meter of compacted fill and there is no space for bulking or shrinkage. Another important thing is that excavated materials fro m Series 100 to 500 and Series 700 to 2500 cannot be evaluated according to these designations. For embankments the first 75 mm are not measured but for landscapes the additional fill, deposition and compaction are not measured. The unit of excavation has been delineated as one cubic meter and the total range of measurements for excavation are carried out for the top soil, cuttings, removal of surcharge, structural foundations, foundations for corrugated steel barriers (above and below ground level), new and enlarged water courses, clearing of abandoned water courses, gabion walling, caps for mines, wells, swallow holes etc. and swamps, marshes bogs. It has also been made clear that separate items should be provided for excavation as per Chapter II paragraphs 3 and 4 as well as designated Groups I to IV. Again all measurements are in meters for these groups. In addition the excavation of hard materials has also been designated and the unit of measurement is Hard Material cubic meter while the methods of measurement remain the same as provided above. Separate items have been provided for extra over excavation for hard excavation as Group I and II. The item coverage for soft and hard materials is markedly different and has been defined accordingly. The types of unacceptable materials have also been defined as those that can be processed using mechanical, chemical, hydraulic or other means and the unit of measurement is the cubic meter but measurement can only ensue when required specifically by the contract. Separate items have been provided as per Group I, II and III. In a similar manner the deposition of fill has been designated too and the unit of measurement is cubic meter and separate items have been provided as Group I, II and III. The disposal of material is similar and the unit of measurement is the cubic meter while separate items have been defined under Group I and II. Imported fill is measured in cubic meters too and separate items are designated as G roup I and II. On the other hand, compacted fill is measured in cubic meters and separate items have been designated in Group I, II and III. Moreover for compaction the kinds of voids and gaps that are to be filled are defined as structures, fill on capping, sub base material, road base, fill on bridges, bedding for buried structures and the like. Separate measurement can o

Negotiable Instruments in Business Law Article Example | Topics and Well Written Essays - 750 words

Negotiable Instruments in Business Law - Article Example Sections 134 to 137 of CHAPTER XVI of the Act relate to International Law. Section 134 regulates the jurisdiction of a foreign instrument;. The liability of the drawer of the instrument will be governed by the law of the place. Likewise, the liability of the holder or acceptor will be regulated by the law of the land of the receiver. Section 135 deals with the place of honoring the instrument. If the place of payment differs, then the matter of honoring it will be decided upon by the law of the place of payment. As per S. 136, if a negotiable instrument is drawn outside India (but) according to Indian Law, that instrument will be valid in India, even though the same is invalid in the place of drawing and accepting it. The last Section promulgates that any foreign country is considered as India in the matter of transacting the negotiable instrument, if not proven otherwise. The legal issue raised in this article is about the provisions contained in Indian Negotiable Instrument Act 1881. Here the modus operandi of the fulfillment of the transaction and its subjectivity and objectivity together with its bindings are discussed in detail. Additionally, the liability and stipulations about the governing jurisdiction on the negotiable instrument transacted are explained. One... Discuss realistic solutions supported by sound legal and business principles.) One can find many defenses to shun responsibility on negotiable instruments and elements connected with forgery, fraud and alterations in relation to negotiable instruments. For instance a drawer of a check can escape its payment by stopping its payment. But such stopping of payments through checks can be done by the drawer in case the check is declared missing or lost. But this loop hole in the law of negotiable instruments Act has been used by many a drawer so that they can escape their debt or liability. Even the amendmentof 1988 to Section 138 of the Negotiable Instruments Act remained silent about stopped payment. Section 138 of the negotiable instruments act of 1881 deals with statutory offence in the matter of dishonour of cheques on the argument of deficiency of funds in the account preserved by a person with the banker. Section 138 of the Act can not be termed as falling in criminal act but they are prohibited under the penalty in public interest. Generally in criminal law presence of guilty intent is an important ingredient of a crime. But the Legislature has the right to create an offence of unlimited liability or stern liability where 'mens rea' is not at all required. The Kerala High Court in K. S. Anto v. Union of India held that: "Knowledge or reasonable belief, that pre requisite could be statutorily dispensed with in appropriate cases by creating strict liability offences in the interest of the Nation." In addition the creation of the strict liability is an efficient measure by promoting greater alertness to avert usual heartless or otherwise stance of drawers of cheques in release of debts or otherwise. The terms as

An Analysis Of The Tui Group Tourism Essay

An Analysis Of The Tui Group Tourism Essay TUI a leading international leisure travel group which has over 200 different tourism brands around the world. The business activities of the TUI Group were attributed to the tourism, logistics and the former industry divisions. Objective of this report is to analyse the strategic position of TUI by applying various tools such as PESTLE, Five forces framework, SWOT and analyse and predict the future implications of its strategic capabilities using Generic strategy and Ansoffs matrix to the case study. Limitations of the tool applied are discussed with the analysis. 2.0 BACKGROUND TUI group earlier known as Hapag Touristik Union of Preussag launched itself in tourism market at the end of 1997 with the purchase of Hapag-Lloyd AG. TUI expended its business using the expansion strategy through acquisition, mergers, and investment through joint ventures all over Europe. TUI AG was spread in three sectors TUI Travel (tour operating, airlines and incoming agencies),  TUI Hotels Resorts  and the cruise ship business form the World of TUI. TUI AG holds, in addition, a financial investment in the container shipping industry. TUI in 2005 was the tour leaders with 3500 travel agencies in 17 countries with 37 incoming agencies. TUI owned more than 100 aircrafts and was the largest Hotelier in Europe with 285 hotels (Case study). Currently, the group owns 43,3 percent stake in Hapag-Lloyd AG. In  the 2008 financial year  TUI AG returned a revenue of à ¢Ã¢â‚¬Å¡Ã‚ ¬24.9 billion with total earnings (underlying EBITA) of à ¢Ã¢â‚¬Å¡Ã‚ ¬759 million. As at 31 December 2008 the Group had 70,200 employees (TUI group, company profile). 3.0 ENVIRONEMNTAL ANALYSIS: To understand and apply the Environmental analysis on TUI it is essential to perform an internal and an external analysis. External analysis on an industry is further sub-divided in two environment macro-environment and micro-environment. In order to understand the likely impact of these environments on the tourism industry PESTEL analysis and Porters five forces is under taken for possible impacts on the industry competitive strength and advantage over competitors. 3.1 PESTLE ANALYSIS 3.1(a) POLITICAL Political factors have a moderate impact on the performance and the growth on tourism industry. Where Political instability generates negative publicity and the risk perception influences the tourists decisions which results in an unavoidable decrease in tourist arrivals (Hall and O Sullivan, 1996). On the other side Terrorism has led serious tourism crisis, and has been affecting the financial condition significantly in recent periods (Sonmez et al 1999). Terrorist attacks, the Iraq war has reflected a decline of approximately 6.6% in TUIs tourism turnover from the first six months of 2002 to the first six months of 2003 (excluding turnover contributed by Nouvelles Frontiers, which we acquired later in 2002). Health Crisis like SARS in 2003 has also had a traumatic effect on international travel (Case study). 3.1(b) ECONOMICAL Tourism is one of the growing industries, fuelling the growth and employment and has become a critical component of the world of economy. Due to Recession, a downward momentum was seen because most of the tourism operators were handicapped by the high level of fixed assets and less able to manage their airlines and hotel industry(case study). Fluctuations in fuel costs, Exchange rates and currency fluctuations, The Growth of low cost airlines has lead to economic risk in tourism industry. 3.1(c) SOCIO-CULTURE: Change in lifestyle has changed the demands of consumer; they have become more price sensitive and has increased its demand for new experiences. Consumer has developed a new attitude of WAIT AND SEE ATTITUDE (Reisinger 2009) facilitated by last minute purchase resulting in late bookings. As tourism involve movement of people to different locations which calls for cultural clashes. Tourism has also Led to commercialization of local culture, standardization of destinations and adaptation to tourist demands (coastlearn.org) 3.1(d) TECHNOLOGY Use of information technology gave a boost to tourism business for reservations and administrative operations. With the advent of the internet, tour operators can now spread out their activities and make available appropriate information, conquering new customers (Wyner, 2000). With launch of touropa.com in Germany, TUI captured a top position in European market in 2005 with a turnover of 2.6bn euro (Case study). Similarly in Island locations high-tech venue networking was adopted to attract new visitors and to communicate to tourists (The Daily Business Buzz, Nov. 2/09) 3.1(f) LEGAL Air Travel Organizers License ATOL Regulations were imposed on any person who advertises or sells air-inclusive holidays in the United Kingdom,granted by the Civil Aviation Authority. A number of TUIs businesses operating in the United Kingdom, including Thomson Holidays and Lunn Poly, hold ATOLs. There were many European and national restrictions on airline ownership which could loss of airline operating and route licenses and cause other adverse effects on tourism business. TUIs hotels and destination agencies are subject to a variety of laws and regulations in the countries in which they operate and, on a periodic basis, must obtain various licenses and permits. They are subject to a broad range of labour, environmental and health and safety regulations in each jurisdiction in which they operate (Listing Memorandum, TUI group). 3.1(g) ENVIRONMENTAL: International tourism can play the role of both victim and villain when it comes to climate change(Holmes 2007 BBC news). To attain sustainability TUI is continuously improving on environmental performance, TUI focuses on ISO 14001 environmental standards. Hence TUI strongly supports the environmental protection policies like, species protection, nature protection and landscape protection. TUIs main area of concern is the efficient use of energy and climate protection. (TUI Group, environment management) 3.2 PORTERS FIVE FORCES FRAMEWORK: A firm needs to neutralise as many as possible of the five forcers in order to create competitive advantage.(Porter 1998) Porter defines five forces impacting a firms competitiveness- threat of substitutes, threat of new entrants in the industry, bargaining power of suppliers, bargaining power of customers, and the intensity of competition within the industry. Understanding the nature of each of these forces gives organizations the necessary insights to enable them to create the appropriate  strategies  to be successful in their market (Thurlby, 1998) . 3.2(a) Threat of New Entrants (Medium) For a new company to launch itself in the tourism industry needs a high investment and innovative ideas to sustain its presence in the highly competitive tourism market. The existing company have the capabilities of providing tailored deals on cheap prices because of their established brands and long chains of tour operator. TUI being the market leaders of tourism industry does not have much effect of threats developed by new entrants. 3.2(b) Bargaining Power of Buyers (High)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Tourism industry fluctuates with the buyers changing needs. With increase in competition, buyers have a wider range of services to choose from hence the tourism industry are forced to comply with changing demands and needs of customers. As the switching cost is not too high Brand loyalty is low and with increase in purchasing power of a buyer the likelihood of travelling also increases. Buyers even eliminate the tour operators and prefer make a direct sale from suppliers (hotels, airlines ect). 3.3(c) Bargaining Power of Suppliers (Low)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   TUI uses backward integration which means it has its own suppliers; in fact TUI itself acts as its own suppliers. 3.3(d) Threat of Substitutes (High)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   With the growing world of tourism there is a demand for strategic differentiation. Customers are looking for new experiences, diversified attractions around the world. The wide spread of TUI in Europe increases the threat of substitute due to growth of tourism industry in other parts of world. 3.3(e) Competitive Rivalry (medium) Tourism industry involves many competitors with an approach of performing better than the other. The competition level increases because of distribution of market based on the regional operators, privately owned, highly fragmented, and geographically marketed. Even though there was a moderate level of service differentiation, TUI has sustained the competition because of its brand and leadership in market 4.0 TUIS CURRENT POSITION AND STRATEGY: TUIs strategic goal is to create superior shareholder value by being a global leading leisure travel group providing customers with a wide choice of differentiated and flexible travel experiences to meet their changing needs. TUIs five strategic priorities for sustainable development are Embedding, Climate Change, Destinations, Our People and Our Customers (TUI Travel PLC, Strategy) . Since 1998 to 2005 main focus of TUI was on achieving cost control and differentiating its product in market. This was achieved by adopting Hybrid strategy which is a combination of differentiation, price and cost control (Campbell 2002) refer to Appendix (A). TUI creates enhancing margin quality through product differentiation by creating unique travel experiences for its customers which helps them achieve brand loyalty and competitive advantage. With controlled distribution process the cost of acquisition can be reduced and flexibility is achieved. The five key elements of TUI strategy: Expand our core tourism business Exploit synergies and cost efficiencies across our markets and products Leverage the benefits of our vertically integrated tourism model and our wide distribution network Identify new trends and exploit developments in the tourism industry Continue to grow our container shipping business Over the years TUI has maintained its position as the market leaders of tourism industry by covering all the stages of tourism value chain by owning its own travel agencies, hotels, incoming agencies, airlines and cruises (Business week 2009). It has positioned itself to be its own supplies, buyers and travel services and had become a strong example of vertical integration. Vertical growth can be accomplished by forward and backward integration. Though the vertical integration does not give 100 percent success guarantee in complete value chain, TUI has successfully build its business with selection of travel agencies in European market by having Thomas cook airlines with 100 aircrafts and owning more than 3000 travel agencies (case study). Vertical integration also helps in attracting more customers, differentiate its product and gain more power in market and gain economies of scale by reducing the coordination cost and reducing the profit margins of intermediaries (Enz 2009). Other advantages and disadvantages can be referred in Appendix (B). Major strengths on which TUI had built its leadership and its weaknesses which empowered them to overcome and maintain its position. 4.1 STRENGTHS: TUIs greatest strength is its brand recognition and fully integrated business model with wide spread distribution network to provide operational advantages. TUIs confidence is based on (i) ability to recover increases in input costs, (ii) flexible business model, (iii) delivery of merger synergies, and (iv) diversity of the Groups businesses(TUI Travel Plc, third quarter report). Appropriate strategic choices with the diverse work force and economic of scale in competitive marketing and efficient distribution has proved to be its core competence. TUIs global presence provides wide variety of holiday services and has successful container shipping business. 4.2WEAKNESS TUI Travels existing shareholder loan amounts to approximately  £900 million is the major drawback for TUI (financial times 2009). The consumers are increasingly holding off on booking holidays in order to save money in recession. Whereas limited bookings transparency (growing trend toward short-term travel bookings; uncertain earnings performance) has also effected the revenue growth of TUI. Another factor is the impact of seasonality on sustained growth and performance of nature based tourism. 5.0 CHANGING TRENDS AND TUIs FUTURE: 5.1 Key Drivers of change Beside PESTLE (Appendix (C)) it is important to identify the number of key drivers of changes which are forces likely to affect the structure of a business (Johnson et al 2005). To understand the drivers of changes in tourism industry it is required to analyse the change in consumers behaviour, lifestyle and priorities. In years to come the demographic shifts (ageing population), technology penetration, changes in work pattern, time pressure and changing modes of consumption (further destinations, greater expectations, more specialization) will make heavy impact on travel and tourism industry(Lockwood and Medlik 2002). According to Peter Long, chief executive of TUI Travel (sustainable development report 2008), Sustainability is one of the four key drivers for growth in TUI, the four main drivers for a sustainability programme for TUI Travel: Aviation and climate change Protecting destinations from the impact of climate change Protecting destinations from the impact of tourism Shifting demographics and consumer trends These aspects will analyse progress of TUI which is made towards providing holidays that cause minimal environmental impact, respect the culture and people of destinations, and offer real economic benefit to local communities. 5.2 Ansoffs Matrix According to Johnson et al. (2008) Ansoff Product/market growth can be used to analyse the implications of corporate strategy applied to look for the opportunities open to the industry. This matrix consists of four quadrants which are used to evaluate four types of strategic decision(Appendix (D)). It allows marketers to consider ways to develop the business via existing and/or new products, in existing and/or new markets. With an initial start in tourism business from end of 1997 to 1999 TUI saw a real scope of penetration of its business in German market with its existing products and aim to increase its market share. With a vision of new opportunities TUI expanded its horizons by stepping into European market in 2000 with complete dominance and strong market share with existing products in new markets by taking over Thomson travel group, Nouvelles Frontieres(France) and Fritidsresor(Scandinavia) developing its market. With time TUI focused on Product development and introduced low-cost travel airlines in 2003, setting up TUI china and then increased its cash flow by signing joint ventures in Russia. In 2005 with launch of a virtual tour operator, TUI captured the top position in tourism industry and was able to develop a successful brand Image. In 2005 TUI penetrated in most of the Europe, tourism division was subdivided into the five sectors Central Europe, Northern Europe, Western Europe, destinat ions and other tourism activities. TUI was diversifying geographically and that has helped to compensate the ups and downs of individual countries, which can be due to any macroeconomic factor. TUI has diversified geographically in Europe, India and China. They have also diversified in their business segments in logistics of container shipping department in order to achieve economies of scale. TUI opted consolidation for long term growth and global brand development to ensure cash flow from developed market in economic downturn hence TUI considered consolidation has one of their product and market strategy suggested by Johnson et al.(2008). 5.3 EXTERNAL OPPORTUNITIES AND THREATS OPPOURTUNITES Changes in emerging and fragmented markets provide greater opportunity for growth in TUI, acquisition and joint ventures can provide a platform to build stronger product portfolio. Improving TUIs local business, improving in marketing, sales and distribution can support growing demands for specialist holidays. Tour operators still have scope for consolidation by easing geopolitical tensions. Refer to Appendix (E) for more information about the opportunities and TUIs approach towards it. THREATS Protracted economic downturn has been a major threat to the tourism industry. Geopolitical uncertainties (terrorist attacks and natural calamities), operators relatively high debts, limited earning transparency of some companies and seasonal-led volatile earnings performances are some other setbacks for tourism industry. Less attention towards environment and global warming may cause a devastating impact on travel business. 6.0 LIMITATIONS OF TOOLS 6.1 PESTEL FACTORS PESTLE analysis is done to simplify the decision making process while following a strategy. PESTLE factors helps in identifying the past trend of an organisation on which future trends are identified. Practically PESTLE analysis makes it difficult for a company to analyse the entire macro-economic factor as it can be very time consuming and costly. In this fast changing environment, capturing adequate data might be difficult and capturing too much of data can cause Paralysis by analysis this predicted data might not be accurate. PESTLE does not help is finding out the level of uncertainty in an organisation. For effective results this process needs to be undertaken on regular basis. (Cipd, 2008). 6.2 PORTERS FIVE FORCE Porters five forces model works on relatively static market structure because of which it cannot explain or analyze todays dynamic changes (Recklies 2001). This model equally imply to all the competitors in an industry and this model cannot be applied in isolation where porter accepted that outcome by applying his framework were only relevant while the macro environment remained constant (Campbell et al., 2002). Five force analyses takes into consideration industry as a whole but it does not segregate different segments. The individual analysis of each of the segment can be of much assistance than industry as a whole. It even assumes that relationships with competitors, buyers and suppliers are adversarial. It oversimplifies industry value chains (Grundy, 2006) and It ignores the human resource aspect of the strategy 6.3 SWOT The SWOT analysis gives an overview of the subject but doesnt help to get the details. The categorization of some aspects as strengths or weaknesses, or as opportunities and threats is to some extent subjective. From the case study numerous strength and weaknesses were identified, but those all were a snapshot of the success and failure on TUI over all business performance. According to Mintzberg (1990) the assessment of strengths and weaknesses may be unreliable, being bound up with aspirations, biases and hopes. Moreover, Frost (2003) describes SWOTs downsides from a managers point of view as it would be difficult for a manager to identify strengths than things they see as wrong with the organization and managers tend to describe an effect as a weakness and do not get to the causes. (Zarkos et al., 2007) states, an opportunity can also be a threat for a company; hence the same problem appears in the distinction of strengths and weaknesses. 6.4 ANSOFFS MATRIX Ansoffs matrix is only focussed on growth of a company it focuses on the tangible aspects of products and services and very little attention is paid to intangible aspect like brand. Another weakness of the Ansoff Matrix approach is that it doesnt really address the issue of brand elasticity as a part of the strategic decision-making process.( pringle and field, 2008). the use of Ansoff matrix as a marketing tool may not be really useful as the matrix is critical for analysing the strategic path that the brand may be following, and does not essentially identify marketing options(Macmillan et al., 2000). 7.0 CONCLUSION In this report the strategic analysis is carried out on TUI tourism industry using various tools. Firstly, macro-environment was analysed to understand the possible impacts on the industry competitive strength and advantage over competitors and develop an appropriate strategy. On a corporate level hybrid strategy and vertical integration was discussed in support to TUIs success. Next segment of internal analysis described TUIs core competences and focussed on future trends of TUI. The analysis of this case study concluded high level of sustainable development which is inimitable. 8.0 REFERENCE LIST Campbell, D., Stonehouse, G. and Houston, B. (2002), Business Strategy: an introduction, 2nd Edition, Butterworth-Heinemann publication, Oxford, UK. Enz, A. C., (2009), Hospitality Strategic Management: Concept and Cases, 2nd Edition,    Haboken, New Jersey. Frost, A. (2003), The Use of Strategic Tools by Small and Medium-Sized Enterprises: an Australasian study, Strategic Change, Volume. 12, Page: 49-62. Grundy, T. (2006), Rethinking and reinventing Michael Porters five forces model, Strategic Change, Volume. 15, Page: 213-229. Hall, C. And OSullivan, V. (1996), Tourism political stability and violence in Wahab, S. and Christopher P. C.,(2001), Tourism in the age of globalization , pp-234, Routledge. Johnsons, G., Scholes, K. and Whittington, R. (2005), Exploring Corporate Strategy, 7th Edition, Prentice Hall, UK. Johnsons, G., Scholes, K. and Whittington, R. (2008), Exploring Corporate Strategy, 8th Edition, Prentice Hall, UK. Lockwood, A. and Medlik, S., (2002), Tourism and Hospitality in the 21st Century, Butterworth Heinemann Macmillan, H. and Tampoe, M. (2000), Strategic Management, Oxford University Press. Available at: http://www.coursework4you.co.uk/ansoff.htm, Access on: 21st Oct 2009, 17.23pm. Mintzberg, H. (1990), The Design School: Reconsidering the Basic Premises of Strategic Management, Strategic Management Journal, Volume. 11, Page: 171-195. Porter, M. E,. (1985), Competitive Advantage: Creating and Sustaining Superior Performance. The Free Press Pringle, H. And Field, P., (2008), Brand immorality how brands can live long and prosper, Kogan page, IPA Recklies, D. (2001), Five Competitive Force (porter), Available at http://www.12manage.com/methods_porter_five_forces.html, Assessed on: 28th Oct 2009, 8.45pm. Reisinger, Y., (2009),International Tourism: Cultures and Behaviour Elsevire Ltd. Sà ¶nmez, F. S., Tarlow, P.,(1999) Tourism in Crisis: Managing the Effects of Terrorism Journal of Travel Research, Vol. 38, No. 1, 13-18 Thurlby, B., (1998), Competitive forces are also subject to change, Management Decision London Zarkos, S., Morgan, R. E. and Kouropalatis, Y. (2007), Real Options and Real Strategies, Strategic Change, Volume: 16, Page: 315-325. http://www.cipd.co.uk, (2008), PESTLE analysis, CIPD, Accessed on 3rd Nov 2009 at 15.56pm http://www.tui-group.com/uuid/68045be7dc26a80404db1d381be42f4b TUI Group Listing Memorandum, Accessed on 1st Nov 2009 at 19.24pm http://www.scribd.com/doc/17015152/TUI-Environmental-ReportTUI TUI Group Environmental report, Accessed on 5th Nov 2009 at 12.03am http://investing.businessweek.com/research/stocks/snapshot/snapshot_article.asp?ric=TUIGn.DE Business week 2009 , TUI AG(Consumer Directory sector, hotels restaurants and leisure) Accessed on 8th Nov 2009 at 13.33pm http://www.dailybusinessbuzz.ca/2009/11/02/pe-cutting-edge-technology-to-boost-tourism/ Daily business buzz, Cutting -edge technology to boost tourism 8th Nov 2009 at 22.54pm http://www.coastlearn.org/tourism/why_socioimpacts.html Coast learn, Sustainable Tourism : Socio-Culture Impact, Accessed on 6th Nov 2009 at 16.22 pm http://www.tui-group.com/en/sustainability/env_management TUI Group , Environment management and ecological sustainability, Accessed on 29th Oct 2009 at 16.16pm http://news.bbc.co.uk/1/hi/world/7094559.stm Holmes, S., 2007 How to make tourism greener , BBC news, Accessed on 8th Nov 2009 at 23.08pm http://www.tui-group.com/en/company/profile TUI Group, company profile Accessed on 30th Oct 2009 at 09.52am www.tuitravelplc.com/tui/uploads//TUITravelQ3Results.pdf TUI Travel Plc, third quarter report 2008, Accessed on 25th Nov 2009 at 11.52am http://www.ft.com/cms/s/0/258da2ca-acd0-11de-91dc-00144feabdc0.html Yuk, K. P., 2009 TUI Travel takes steps to refinance loan, Accessed on 7th Nov 2009 at 22.14pm http://sd2008.tuitravelplc.com/tui-sd/pages/aboutthisreport/datamaterialityTUI Group, sustainability report 2008, Accessed on 28th Oct 2009 at 20.22pm 9.0 APPENDIX: APPENDIX (A) Market price responsiveness Price insensitivity Price sensitivity Cost-based Strategy Differentiation Strategy Stuck in the middle strategy Hybrid strategies Appropriate strategic approach Adopted form David Campbell, George Stonehouse andBill Houuston , Business Strategy (2000), 2nd edition. APPENDIX (B) Advantages and Disadvantages of vertical Integration Advantages Disadvantages Can eliminate steps and reduce duplication 1)need for overheads to coordinate vertical integration Avoid time consuming tasks and negotiate contracts Burden of excess capacity if not at all output is used. Improve marketing or technological intelligence Obsolete process may be penetrated Can create differentiation through coordination process Reduce strategic flexibility due to being locked in a business Provide superior control of firms market environment May link to an unprofitable adjacent business Offers an increased ability to create credibility for new products. May not be potential for synergy Adopted from Enz, A. C., (2009), Hospitality Strategic Management: Concept and Cases, 2nd Edition. Appendix (C) FACTORS REASONS POLITICAL/LEGAL Political instability of developing countries Government regulations and regulatory reforms. High taxation policies of developed countries. labour, environmental and health and safety regulations ECONOMICAL Rise in disposable income in developing countries Currency fluctuation. Rise in fuel cost Emerging market. SOCIAL Changing priorities of consumers Health and safety concerns Urbanisation. Disposal income in consumer level TECHNOLOGY Use of information technologies systems for reservations Use of internet Implementation of new sales and distribution channels Enhanced flexibility ENVIRONMENT Natural calamities Global warming limitation on carbon emission Appendix D STRATEGIC DIRECTION ANSOFF MATRIX Existing Product New Product A Market Penetration Consolidation B Product Development C Market Development D Diversification Existing Market New Market Adapted from H. Ansoff, Corporate Strategy, Penguin, 1988, Chapter 6 Appendix (E) Opportunity Our goal Embedding into our core business Ensure our business decisions take into account sustainable development principles Operational impacts Minimise the negative sustainability impacts (particularly on climate change) of our day-to-day operations Supply chain management Support our supply chain in managing their sustainability impacts Choice editing Edit out the holiday options that do not meet our minimum sustainability standards Choice influencing Make it easy for customers to choose a more sustainable holiday Awareness raising Help customers appreciate the sustainability impacts of tourism, driving demand for more sustainable holidays Changing behaviour   Encourage customers to change their actions in a way that maximises the positive and minimises the negative impacts of their holiday Innovation and product development   Develop new, more sustainable experiences in response to demand   Collaborating with our industry   Share best practice with others in the tourism industry where our competitiveness is not affected   Advocacy   Use our influence responsibly and in line with our commitment to sustainable development   Putting something back   Put something back into the environment or community wherever we cannot avoid a negative impact   http://sd2008.tuitravelplc.com/tui-sd/pages/ourapproach/ourstrategy?whoareyou=addstudent=truesubmit=Submit Threat of new Entrant Innovative ideas Wide range of holiday packages Threat of substitute Worldwide tourism attractions

Blood Imagery in Macbeth Essay -- Macbeth Essays

Shakespeare’s Macbeth is a story taken from Scottish history and presented to the Scottish king James I. Shakespeare took this gory tale of murderous ambition, however, and transformed it into an imaginative tale of good and evil. Shakespeare brought about this transformation by relying upon â€Å"imaginative verbal vigor† that imbeds itself in the brilliantly concentrated phrases of this literary work. Critics have dubbed it his darkest work, along with King Lear. In his critique of Shakespeare’s works and plays, Charles Haines describes Macbeth as â€Å"one of Shakespeare’s shortest plays, containing just 2,108 lines.† He further states that it is a vigorous, headlong drama, a relentless spectacle in red and black. (Haines, p. 105) This red and black spectacle reveals itself to the reader and audience through the use of blood imagery. Blood, or the imagery attached to it, appears 42 times in this play. This imagery of blood begins as a representat ion of honor and progresses into one of evil, then guilt, and finally returns to represent honor.   Ã‚  Ã‚  Ã‚  Ã‚  The symbolic use of blood roots in the opening lines of Macbeth when Macbeth accepts honor for his bravery in battle. Duncan sees the injured captain and says, â€Å" What blood is that?† (Act I, Scene 2 line.1) The captain says that Macbeth’s sword â€Å"smoked with bloody execution.† (Act I, Scene 1, line. 20) Here the captain describes Macbeth’s sword that is dripping with warm enemy blood and steaming in the cold morning air of the battlefield. The blood on the sword signifies valiant fighting by a brave soldier. At this point, King Duncan glorifies Macbeth. The bloody sword gives birth to this reverence. In his unique style of presentation, Shakespeare’s two references to blood allude to the honor that Macbeth earns in battle for his king. This was the highest of honors for a soldier. At this point, he becomes â€Å"brave Macbeth.† King Duncan rewards his bravery and victory by giving him the title of Thane of Cawdor. Ironically, this title was available because the previous Thane of Cawdor experienced execution for treason. Therefore, the first bloodshed earned Macbeth respect and a title. (123helpme.com, PG 1)   Ã‚  Ã‚  Ã‚  Ã‚  After this advantageous victory, Macbeth listens to the three witches as they make predictions of the immediate future. Macbeth and his lady then set forth a chain of... ...ctions to the blood they have spilled. Finally, in a true Shakespearean twist, blood once again represents honor and victory at the end. This tragedy therefore ends with the same form of blood imagery as it began. However, the character that kills Shakespeare’s first character to gain honor through the shedding of an enemy’s blood wins the honor. Works Cited 1.) â€Å"Use of Blood Imagery in Macbeth.† 123helpme.com 23 April 2012.   Ã‚  Ã‚  Ã‚  Ã‚  https://www.123helpme.com/view.asp?id=5720.htm. 2.)  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Macbeth.† Zecscrab 24 April 2012.   Ã‚  Ã‚  Ã‚  Ã‚  http://www,zekscrab.users.50megs.com/Cummings/Shakespeare/Macbeth.html. 3.)   Ã‚  Ã‚  Ã‚  Ã‚  Shakespeare, William. â€Å"Macbeth.† Elements of Literature. Holt, Rinehart, and Winston.   Ã‚  Ã‚  Ã‚  Ã‚  Austin: Harcourt Brac & Company, 1996. 301-382. 4.)  Ã‚  Ã‚  Ã‚  Ã‚  Haines, Charles. William Shakespeare and His Plays. New York: Franklin Watts, Inc., 1968. 5.)  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Shakespeare’s Macbeth.† CliffsNotes West, Alex. Foster City: IDG Books Worldwide,   Ã‚  Ã‚  Ã‚  Ã‚  Inc., 2010.

Bio 101 Review Questions

Review Questions 1. The organic molecule produced directly by photosynthesis is b) sugar 2. The photosynthetic process removes E) carbon dioxide from the environment. 3. The process of splitting water to release hydrogen and electrons occurs during the _____ process. a) light dependent 4. The process of fixing carbon dioxide into carbohydrates occurs in the ____ process. b) light independent. 5. Carbon dioxide enters the leaf through b) stomata. 6. The cellular transport process by which carbon dioxide enters a leaf (and by which water vapor and oxygen exit) is ___. ) Diffusion 7. Which of the following creatures would not be an autotroph? c) fish 8. The process by which most of the world's autotrophs make their food is known as ____. b) Photosynthesis 9. The process of ___ is how ADP + P are converted into ATP during the Light dependent process. c) chemiosmosis 10. Once ATP is converted into ADP + P, it must be ____. b) recharged by chemiosmosis 11. Generally speaking, the longer th e wave lenght of light, the ___ available energy of that light. a) smaller 12.The section of the electromagnetic spectrum used for photosynthesis is ___. d) visible light 13. The colors of light in the visible range (from longest wavelength to shortest) is ___. a) ROYGBIV 14. The photosynthetic pigment that is essential for the process to occur is ___. a) chlorophyll 15. When a pigment reflects red light, _____. d) red light is reflected, all others are absorbed 16. Chlorophyll a absorbs light energy in the ____color range. e) b and c 17. A photosystem is ___. b) a collection of photosynthetic pigments arranged in a thylakjoid membrane. 8. The individual flattened stacks of membrane material inside the chloroplast are known as ___. c) thylakoids. 19. The fluid-filled area of the chloroplast is the ___. b) stroma 20. The chloroplast contains all of these except ___. e) endoplasmic reticulum 21. The chloroplasts of plants are most close in size to __. d) bacteria in the human mouth 22 . Which of these photosynthetic organisms does not have a chloroplast? c) cyanobacteria 23. The photoelectric effect refers to ____. c) emission of electrons from a metal when struck by any wavelength of light. 24.Light of the green wavelengths is commonly absorbed by which accessory pigment? b) chlorophyll b 25. The function of the electron transport proteins in the thyakoid membranes is ___. c) Pumping of hydrogen into the thylakoid space for later generation of ATP by chemiosmosis. 26. ATP is known as the energy currency of the cell because ____. a) ATP is the most readily usable form of energy for cells. 27. Both cyclic and noncyclic photophosphorylation produce ATP. We can infer that the purpose of ATP in photosynthesis is to c) supply energy that can be used to form a carbohydrate. 8. The role of NADPH in oxygen-producing photosynthesis is to ____. b) supply carbon to the carbohydrate 29. The dark reactions require all of these chemicals to proceed except ___. e) oxygen 30. Th e first stable chemical formed by the Calvin Cycle is _____. c ) PGA 31. The hydrogen in the carbohydrate produced by the Calvin Cycle comes from ___ b) NADPH 32. The carbon incorporated into the carbohydrate comes from ___. c) carbon dioxide 33. C-4 photosynthesis is so named because _____. b) it produces a four carbon compound as the first stable products of photosynthesis.