Big Bang Theory Research Paper Example | Topics and Well Written Essays - 3250 words

Big Bang Theory - Research Paper Example This study analyzes the reality of the Big Bang Theory, all the while exploring the thoughts and ideas of members of society. Like religion, believing in the scientific definition of our origin requires an element of faith. While many may be willing to put their faith in the existence of God, other are unwilling to place their trust in science that cannot be proven beyond a shadow of a doubt. The reality is that we do not exactly what happened to turn the nothingness that existed before our universe into the vast expanse of galaxies that we know today. This paper, however, seeks to make sense of the big questions and move people towards a deeper understanding of the reality and complexities of the universe. Keywords: Big Bang, Stephen Hawking, NASA, Leonard Mlodinow, Hubble Telescope, Age of the Universe, Particle Expansion, Albert Einstein, Mass Acceleration, God Particle, Large Hadron Collider (LHC) The Big Bang Theory, Science’s God Particle Introduction/Literature Review D o you ever look into the sky, whether it is day or night, and wonder where it all started? Maybe you wonder where we came from, or how everything that we know today came about. People from all walks of life ask these questions; although how one is raised play a big part in what one is willing to accept as reality. This paper aims to explain the Big Bang Theory and how it scientifically ties into the birth of the universe. The Big Bang Theory is just one of many ideas formed in an effort to explain the process by which the universe was created. The theory is more than just conjecture, however, as it is based on scientific reasoning that has evolved through the years. Recent discoveries in the areas of astronomy and physics point to the reality that our universe did has some type of beginning, and the Big Bang Theory is an educated effort to explain the beginning and offer new insight as to our origins. Humans have long been fascinated with the universe, but few answers really existed as to how it all started. To be certain, there have been many conjectures made over the years, some based on science and others on religion, but the lingering question still existed. If there was nothing prior to the creation of the universe, there must have been a precipitating event that set off a chain reaction that formed the universe, as we know it today. While it can be argued that nobody can know for certain how the universe was created, the Big Bang Theory does seem to indicate, beyond a reasonable doubt, that there was a certain process by which this occurred. To begin a review of the Big Bang Theory, one should start at the beginning. The most commonly held belief amongst physicists is that the universe came into being about 13.7 billion years ago (Kargh, 1996). This figure takes into account the creation of the universe beginning as â€Å"singularity†. While scientists admit that they truly do not understand how this happens, singularity is attached to the term to describe an event that defies our current ability to understand certain aspects of physics. Interestingly enough, it is this fact that gives credence to the other popular theory of creation, which forms the basis for this study to follow. Singularities can be likened to black holes. Such holes are areas in the university that

A Rose for Emily Critical Analisis Research Paper

A Rose for Emily Critical Analisis - Research Paper Example Even though Emily commits the gruesome murder of Homer Baron, her lover, she must be excused on account of her powerlessness to rid herself of the imposed personality. In sum, Emily’s character and actions are born out of external influences over which she has no control. Outline I Nature of Emily’s relationship with her father II Character traits of Mr. Grierson Class consciousness Patriarchal nature III Grierson’s influence on Emily’s personality IV Murder of Homer Baron V Conclusion Analysis Emily spends most of her adult life by her father’s side. Her father objects to all endeavors by eligible suitors to marry Emily partly due to the pride of class. The Griersons had considered themselves as occupying a privileged position in the society (Ruthmann 56). They did not wish to make any kind of acquaintances with the townspeople because of the divide on matters of class. As a result of this, Emily had learnt to accept her father as the only relevant companion in her life. After her father’s death, and later after the disappearance of Homer, she remained in solitude, â€Å"After her father’s death she went out very little; after her sweetheart went away, people hardly saw her at all† (Faulkner 12). It might be necessary to examine Mr. Grierson’s character in light of its possible influences on Emily. Grierson is portrayed as a domineering father with a strong character and irreconcilable aversion to common people. He is a man who could not compromise his social status and perspectives for ordinary things. As the only man in Emily’s world, he imparted these lopsided views on the young woman thus converting her into an antisocial individual. Mr. Grierson created a private mental universe in which he could live out his fantasies of class supremacy and patriarchal prejudices. He forced his daughter to share in this world and the two adopted a bird’s eye view on the society, which they regar ding in particularly demeaning terms. Mr. Grierson desired to convert her daughter into a super-human individual that could exist beyond the touch of all that was ordinary. It was precisely because of these delusions of grandeur that he disallowed Emily to marry the many suitors that came her way, â€Å"None of the young men were quite good enough for Miss Emily and such† (Faulkner 34). This would be the beginning of the unnatural feelings of necrophilia that would later demolish the citadel of grandeur in which she had been forced into by a patronizing Grierson. Emily shares a single mind with her father and appears ready to continue this union to the physical level. Her refusal to admit the reality of her father’s death and the three days reluctance to release the corpse for burial offers strong hints at the kind of physical bond, which she had nurtured towards her father. Her father was the singular point of reference in her life of social exclusion and represented the only essence of affection and company, which she could truly relate to. With his demise, Emily’s life lost all meaning. Naturally, Emily might have fought off her genuine feelings of love and compassion in an effort to stay the course on which her father had placed her. She sacrificed her individuality and sense of self with the intention of walking the straight and narrow established by her overbearing father. The force of patriarchy, which her father so brazenly embodied, would later fend off all forms

Financial Analysts Questions Essay Example for Free

Financial Analysts Questions Essay Technical Questions 1. Can you explain quarterly forecasting, updating revenue and expense models? 2. What projects have you implemented these skills? 3. In conjunction with these projects how do you execute input of detailed plans and forecast into the financial systems? 4. Describe how you coordinate plan transfers. 5. Are you familiar with creating daily sales reports? 6. What processes do you use to create reports? 7. Have you created month-end sales reports? 8. Have these reports involved your knowledge of analysis concerning actual and planned revenues, balance sheets and expenses? 9. Can you describe the practices you use for analysis of financial and management reporting? 10. Do you have experience in annual planning processes? 11. What profitability models have you used for forecasting a project? 12. Are you familiar with developing business casing and ad hoc analysis? 13. How would you maintain these items during a project? 14. Have you ever worked on a budget for an expansion program? 15. What financial practices did you target for this project? Responsibility 1. How do you relate with program administrators and financial personnel? 2. Do you compile and share monthly data involving income, investment, sales forecasting, shipments and cash flow reports? 3. What long range plans have you implemented for the business area? 4. Are you accounting and knowledge of financial systems abilities used to corporate profit/loss reports? 5. Have you been responsible for maintaining a financial system database? 6. Have you ever prepared work force reviews? Technical Tasks Questions 1. What computer systems would you use to prepare illustrated technical reports using graphs, spreadsheets and draw charts? 2. What various securities in this industry are you familiar with and how would you compare and evaluate? 3. How do you Interpret data concerning investment programs? 4. Can you define price yields, stability economic influences, future trends and investment risks? 5. How do you achieve knowledge of developments in the fields of industrial technologies? 6. Can you relate some basic business, finance and economic theories? 7. What monitoring skills do possess involving economic, corporate and industrial developments? 8. What steps do you take when preparing plans of action for financial analysis? 9. Have you presented oral or written reports on entire industries, individual corporations or economic trends? 10. Can you describe some recommendations you have to companies or individuals concerning investment procedures? 11. How do you attract new corporate clients? * How has your degree prepared you for a career in Financial Analysis? * Tell me about a financial analysis you completed on a case in one of your classes? * Describe a previous situation where you have demonstrated your analytical skills. * What interests you most about a financial analyst position? * What quantitative courses have you completed? What were your grades in each of them? * How will you be able to handle working long hours and studying for the CPA exams at the same time? * How can India improve its competitiveness? * What stocks do you follow? Why? * What is a cash flow? * What is a present value analysis? * Describe at least three methods of valuing a company. * If you had a $1,000 investment that went down 40 percent and then up 20 percent, what would your investment be worth? * What is your opinion of derivative statements? * Describe EVA and how it can be used to determine the attractiveness of potential projects. * Describe the advantages and disadvantages of using EVA, NPV, discounted cash flows, and payback period as methods of determining the attractiveness of potential projects. * Explain activity-based costing. What are its pros and cons? * Explain marginal costing and standard costing. * Explain ratio analysis. * How does A/R and inventory fluctuations affect the income statement? * Walk me through a DCF analysis. * How do you get to EBITDA from revenues? * When you are given a large financial analysis project to do, what are the first things you do? * Describe a decision you had to make on your own regarding the credit risk of a new client. What was the outcome? * Tell me about a financial analysis decision you got wrong. What was the outcome? What did you learn from the experience? * Describe your level of experience with the software used in your position as a financial analyst. * What steps have you taken to improve your technical writing ability?

Tesco Plc

Tesco Plc Strategic analysis: a case study of Tesco Plc with reference to Chinese market  · Introduction: This assignment is relating to strategic analysis of Tesco Plc. Main focus is given on global expansion of Tesco in Europe, Asia and U.S. it is difficult to sum up all strategies that has been adopted by Tesco PLC in different parts of the world therefore to be more effective emphasis will be given on strategic analysis of Tesco in China. Furthermore this assignment is focused on the reasons why Tesco has opted to go international. I will analyse certain aspects such as location advantage, to analyse that what was the reason that Tesco has chosen Asian market for it business operation and will include pull factors such as cheap labour, low production cost and increased population, ownership advantage i.e. Toscos reputation, name recognition and goodwill etc and Internalization that how Tesco handles it markets secrets (not to be copied by its competitors) by securing ownership control, as in Chinese market Tesco successfully entered with 51%-49% joint venture with a local company but to secure absolute ownership Tesco increased its shares to 91%. The assignment will also concentrate upon push factors that what were the reason in the UK market that compelled or instigated Tesco to expand its operation to overseas markets. These reasons include UK market saturation, overseas market size, increased economic growth in the home market that enables the company to invest in foreign market and less opportunities of financial growth in the local market because of high competition, exploiting resources etc I will also link different theories with Tesco global strategy i.e. (1) Strategic international expansion (2) Porters five forces (3) Porter diamond model (will be exhibited in appendix) (4) Swot analysis (will be exhibited in appendix) (5) Dunnings electric theory etc It will also analyse the role of Tesco club card loyalty scheme in gathering information from its customers in order to know customers behaviour and need. Furthermore the study also concentrates upon Toscos strategic initiatives i.e. customers focus, act local, maintain focus, use multi formats, developing capacity and build brand etc which is used by the company in its domestic market and overseas. The assignment also contains a COMPARISON OF Tesco with its market rivals i.e. Wal-Mart and Carrefour and their strategic approaches in overseas markets. Similarly the study will also look at Tescos strategy of sourcing to low cost producers and Tescos own brand i.e. Tescos value products etc.  · Company background: Tesco was founded by Jack Cohen in 1919. Since its inception the company has gone through different development stages and Tesco is now one of the UKs largest retailers and is one of the top three retailers in the world. Tesco is operating business activities in three main regions in the world i.e. Europe ( Republic of Ireland, Hungary, Czech Republic, Slovakia, Turkey and Poland) Asia ( China, Japan, Malaysia, South Korea, Thailand and India) and U.S . The company has 3,799 stores located in Europe, Asia and U.S and has employed over 440,000 people around the world.[1] Tesco has adopted different strategies for gaining entry into foreign markets i.e. Acquisition of The Three Guys chain in Ireland in 1979, Acquisition of Catteau in France in 1992, Acquisition of 51 per cent of Global in Hungary in 1994, Acquisition of K-Mart business in Czech Republic/Slovakia in 1994, acquisition of Savia in Poland in 1995, acquisition of ABFs Irish food retailing business in 1997 Acquisition of 75 per cent share of Lotus in Thailand in 1998, Partnership with Samsung (81 per cent) and the acquisition of Homeplus in South Korea in 1999, Acquisition of one Makro store in Taiwan in 2000, Joint venture with Sime Darby Bhd (Tesco share 70 per cent) in Malaysia in 2001, Acquisition of HIT hypermarket from Dohle Gruppe in Poland in 2002, Acquisition of the C Two (C2) in Japan in 2003,[2] Joint Venture in China and wholly owned subsidiary in India. Strategic analysis of Tesco: The main driver of Tescos successful business is because of overseas expansion, moving to higher margin non-food merchandise and maintaining a strong UK core business. Its UK success has been built on low prices, cultivating customer loyalty, offering a range of different store concepts and expanding into retailing services, such as banking and insurance. Tescos focus on non-food items has led some to wonder whether it is fair to compare Tesco with the other grocery retailers at all as it seems to have become a consumer goods company.[3]  · Tesco long-term strategy: Tesco is growing with enormous speed. The company is following its long-term strategy based on five main initiatives, i.e. core UK business, international growth, Non-food, retailing services and community plan are the main objectives of achieving its long term success. Tesco has adopted an effective and constant growth strategy which has enabled the company to strengthen its core UK business and expand into new developed and developing markets around the world. The rationale for the strategy is to develop the scope of the business to enable the company to deliver strong, sustainable long-term growth and competitiveness by following the customer into large expanding markets at home and overseas by serving their needs through selling a wide range of products and services such as food products, financial services, non-food products and telecoms etc.[4] The strategy of diversification and global expansion of Tescos business operation was laid down in 1997 and has been the foundation of Tescos success in recent years. The new businesses which have been established and developed over the last decade are competitive and profitable and have enabled the company to lead largest market outside the UK.  § Core UK business: UK is the biggest market for Tesco and the company aims to provide all its customers with excellent value and choice. The company has developed a range of formats such as Tesco Express convenience stores, Tesco Metro stores, Tesco Super stores and Tesco Extra Hypermarkets.[5] The UK grocery retail market remains the largest source of revenue for Tesco, representing some 50% of last years (2008)  £59.4 billion of sales.[6]  § International growth: Tesco is expanding its presence across the world with main focus on customers need. For the purpose of better understanding of local customers and providing excellent services Tesco employees local staff which helped the company to achieve market leading position in Asia and across Europe. The company is giving more emphasis upon developing a range of local formats i.e. Express stores and Value stores in order to serve the needs of smaller communities. The companys overall performance of overseas businesses was very strong in 2009, particularly against the background of increasingly challenging trading conditions in international markets as the effects of the economic downturn on consumers have grown and spread around the world. [7]  § Non-food: In the beginning Tesco was popular as a food retailer but with the passage of time non-food remains an important part of Tescos strategy and the company continue to grow both sales and market share. Tesco has adopted the policy of differentiation and has now extended its policy to selling non-food items such as clothing, electrical goods, books etc.[8] Similarly Tescos online non-food business, Tesco Direct, continues to grow rapidly, increasing sales by more than 50% in 2009. The company is also planning to introduce an online clothing offer making fashionable, affordable clothes easier to buy for many more customers.[9]  § Retailing Services: Developing Retailing Services has been part of Tescos strategy for over a decade with the aim of bringing value and simplicity to customers through services such as telecoms and financial products. After ten years of success, we have given it a renewed focus and in July we announced that Andrew Higginson would relinquish his role as Group Finance Director to take on the role of Chief Executive of Retailing Services. He has assembled an experienced team to really drive forward this part of the strategy, which we believe has the potential to deliver  £1 billion of annual profit in the next few years.[10] With the rapid changing life style for satisfying customers needs Tesco provides new products and services like online shopping, personal finance and telecoms etc.  § Community plan: Tesco is also playing an active role to be a good neighbour in the communities where the company operates its business activities. We understand the importance of behaving responsibly in all our operations. Over the past year, we have worked even harder to be a good neighbour and have strengthened our contribution to the wider communities we serve.[11] All communities have their own individual concerns and priorities and so each of our countries has its own Community Plan. Whilst the goals and targets are tailored specifically to each country, each plan is underpinned by five core promises: actively supporting local communities; buying and selling our products responsibly; caring for the environment; giving customers healthy choices; and creating good jobs and careers.[12] Tesco believes that its success depends on listening to the customers, and responding to their feedback by giving them what they want. Often the most significant contributions the company can make to communities are at the truly local level and so over the past year the company have appointed over 250 Community Champions in stores and depots across six countries. These members of staff are dedicated to working with local schools, charities and services to support the causes that matter most of its customers.[13]  · Tesco in Europe:  · Tesco in Asia:  · Tesco in U.S:  · Tesco FDI: Foreign Direct Investment plays an important role in global economic growth and development. Due to global economic system competition increased and different governments are making strategies to reduce or remove trade barriers and encourage foreign companies for investment. Multinational companies are trying to enter new emerging economies to gain competitive advantage over their competitors.  · Tesco JV:  · sourcing: To ensure that we offer the best possible prices for customers we buy many products globally so that we benefit from our scale. We have an international sourcing office based in Hong Kong which is responsible for buying 100,000 non-food products for the Group. The international sourcing operation has seen rapid growth in the last few years and now sources 60% of our clothing in the UK and 40% of hardlines, including electricals, homewares, entertainment, toys and books. In Europe it provides over 25% of our hardlines and 85% of our clothing and we have recently started to source products for Asia. In the last year our international sourcing team shipped 72,000 containers from 54 ports.[14] We also have sourcing centres in China, India, Sri Lanka, Bangladesh and Turkey, with smaller offices in Thailand, Czech Republic and Italy. [15] We have invested in buying hubs where we have a critical mass of suppliers and shipment volumes. It helps to be close to our suppliers so that we can ensure great quality products, delivered from ethical sources, on time and at the best price.[16] Where possible we try to source products direct from factories rather than through agents or middlemen. This way we can ensure the lowest possible cost price as well as making sure that our products are sourced safely and fairly. We also manage to strip out more costs by consolidating freight volumes. This gives us the best shipping and transportation rates, which can be passed on to the customer in the form of lower prices.[17] Strategic analysis of Tescos expansion to china: to look at Tescos expansion strategy into Chinese market there are many factors involved. Reasons of Tesco global expansion: Tescos expansion was spatially characterised as being largely regional in nature and less global oriented. Cautiously, Tesco had decided to dominate the smaller central European markets that were unlikely to attract much attention from the large retail multinational peers such as Carrefour and Wal-Mart who preferred to focus on the larger markets. The company incrementally entered markets rather than entering several markets at the same time.[18] Tescos huge growth in this country is a hard act to follow. With the domestic market increasingly saturated, some UK supermarket chains, namely Tesco, Sainsbury (who have now sold their interests in the USA) and MS have looked to overseas markets to maintain their positions. This is a whole new ball game, bringing into play competition with large firms from other countries, such as US retailing giant Wal-Mart and French multinational Carrefour.[19] Main reasons for an organization to expand their business operation to overseas markets include saturated markets, growing economies and improving transportation systems and in some countries business environment seems more attractive than others. Most recently, Tesco has moved into China and the USA, and its rivals i.e. Carrefour has started pulling out of some eastern European countries while focusing on its Chinese strategy and Wal-Mart is also expanding business operation aggressively worldwide.[20] Determinants of foreign market entry modes: The choice of entry mode into a foreign market has a great impact on the success of a firms international operations, so consequently, related theories and critical determinants will be represented in the following section as to understand the relationships between MNEs and different factors. Mode of entry into foreign market: Tesco used a combination of multinational entry mode strategies within one country. As previously discussed, Tesco entered the central and eastern Europe by acquiring a relatively small chain of convenience stores in Hungary, a supermarket business in Poland and a department store chain in the Czech Republic and Slovakia (see Table II). It was certainly unusual for such a large public company to become involved in these operations, and even competitors at the time questioned the logic of their approach. However, the use of â€Å"seed acquisitions† with a view to develop knowledge of the market before expanding organically through store-by-store development allowed Tesco to minimise their own human and financial capital in the face of potential economic and political uncertainty.[21] There are a number of strategies that can be adopted by an organization as a mode of entering into foreign market i.e. foreign direct investment, wholly owned subsidiary, joint venture, franchising, licensing and contract manufacturing. Some of these strategies are associated with high risk such and needs high investment and management skills i.e. wholly owned subsidiary and direct acquisition and some of them are exposed to minimal risks from overseas markets i.e. licensing, franchising, contract manufacturing and joint venture. Joint venture is a lowest risk strategy that accompanies greater benefits for the organization such as gaining overseas market knowledge and knowing consumers behaviour from overseas partner, risk sharing and gaining quality management capability.[22] Tesco has opted joint venture in order to gain entry into Chinese market. The company has gained a substantial presence in China in 2004 by signing an agreement of 51%-49% joint venture with a host company Shanghai Hymall Commercial Retail Group which was subsequently increased to 90%-10% in 2007.[23] Market attractiveness: Reasons of global expansion: There are a number of push factors and pull factors that plays an important role in an organizations decision of expanding business operation to foreign markets. The following are the main factors that motivated Tesco to invest in China. Push Factors: Home market saturation: When a business organization decides to enter into a foreign market there are a number of push factors that instigates such organization to invest in foreign market. In the case of Tesco the main factor of its global expansion is home market saturation as there is no room for further expansion because of large number of retailers and high competition. Increased capital gain from home market: Another reason of business expansion to Chinese market could be increased capital and better performance of Tescos business in the UK market which has enabled the company to expand its business to more profitable regions i.e. china. Pull factors: Foreign market attraction: The existence of potentials and financial gains in overseas markets are important pull factors that attract foreign companies to invest in such markets. Chinese market is expanding with enormous speed and it has been predicted that the market will worth $596bn by 2010 which gives an insight to foreign companies i.e. Tesco and its rivals, to exploit the existing potentials in Chinese market.[24] High quality production at low cost: Similarly high quality production at lower cost and the availability of cheap labour is another pull factor that attracts foreign investment. To look at China labour is very cheap and the country is capable of producing high quality products at competitive cost, there for it is very advantageous for Tesco to invest in Chinese market. China is the prime location of sourcing for Tesco products within china and for its business in the rest of the world. Tesco club card loyalty scheme: Tesco is using club card loyalty scheme as a marketing tactics in order to know customers behaviour in purchasing products from Tesco[25] and in return this scheme leads to customers commitment to do business with the organisation, to purchase their goods and services repeatedly, and recommend the services and products to others.[26] Dunnings: To make an effective strategic analysis of Tesco in Chinese market it would be better to take into consideration the Dunnings Electric theory. This theory includes location advantage, ownership advantage and internalization. Motives of International Expansion Many companies expand their business internationally, and compete within the globe market. They know their domestic market better than abroad, and they may face the customs, language, tariff regulations, transport systems and volatile foreign currencies for international operation. This means they will have to face many new challenges, if they decide to enter into a new foreign market, but why do they do so? There are several motives for international expansion (Jobber, 2001). Saturated domestic markets: There are few opportunities for the company to expand in the domestic market with sales and profit pressure. This is one of the major drivers of international expansion. Many of the European supermarket chains were fuelled by the desire to take a proven retailing formula out of their saturated domestic market into overseas market. Small domestic markets: For some industries, survival means broadening scope beyond small national markets to the international arena. Companies cannot compete against with other strong global competitors. Therefore, internationalisation is the fundamental condition for them to survival. Low-growth domestic markets: when economy is in recession at home, companies want to seek new marketing opportunities in more buoyant overseas economies. Customer drivers: Customer expectation is also one of the factors, which affect the companys decision to go international. This is increasingly common in advertising, with clients requiring their agencies to coordinate international campaigns. Competitive forces: when the several companies in the same industry go abroad, this cause others to follow in order to keep the market share and growth rates. This is particular in oligopolistic industries. The attack of the foreign competitor entering into the domestic market is also another factor affecting a companys decision to go abroad. Cost factors: High national labour costs, shortages of skilled workers, and rising energy charges can raise domestic operation costs to uneconomic levels. These factors may stimulate the company to choose foreign direct investment in low costs areas, such as Asia, Central and Eastern Europe. Foreign market expansion can also reduce costs by gaining economies of scale through an enlarged customer base. Portfolio balance: Marketing in different regions provides the opportunity of achieving a portfolio balance, and each region may have different growth rates. By marketing in a selection of countries, the problems of recession in some countries can be balanced by the opportunities in more buoyant economies in other countries. First Buy successful companies abroad, not ones that need turning around:There followed a strong expansion overseas in the 1990s, with ever more significant movement into growing markets such as Hungary and the Czech Republic, Thailand and South Korea. Here Tesco was buying into successful companies, but also ensuring neighboring markets were targeted and that its expansion strategy included eventual market domination. Hence the second lesson for internationalization success: Second It is all about market synergies and market share: Internal strategic processes. One of the chief concerns for retail strategists is market selection. Tesco decided to enter into markets where local competition was soft, hence the initial forays into Eastern Europe and South East Asia, away from the harsh gaze of other expanding giants such as Wal-Mart. Tesco also adapted to opportunistic events, and decided on different entry modes in order to develop knowledge. Hence the next lesson: Third You will never learn anything until you open some kind of store somewhere: External strategic processes. Tesco were comparatively weak internationally compared to bigger, more experienced rivals, despite their increasing dominance in the UK, but it nevertheless decided on an aggressive, organic expansion strategy in its target markets that left some analysts wondering about its long-term prospects. However after sticking with the strategy, it has been paying off, with its vulnerable period seen as a necessity for long-term growth internationally. It also had problems over planning procedures in foreign countries, particularly Ireland, but negotiated with central government for mutual benefit. Also key were Tescos dealing with shareholders, who were initially wary of risking their investment abroad, and there were reports that the City held back expansion within European in the 1990s. However as initial forays such as Catteau became successful, however gradually, soon the debate surrounded the pace of expansion. Tesco initiated a ‘‘ What is apparent from the completed study is that despite concerns from analysts and shareholders about its internalization strategy, and despite negative local press and resources issues, Tesco got it right. public relations exercise to get shareholders more on board with their internationalization strategy, although this was seen through by many, and exerted debatable influence. Internal operation functions. Many international ventures founder on the failure to commit enough human capital to a project, and this constituted Tescos next lesson. Fourth Use strength and size at home to secure the best human resources overseas In order to compete with the likes of Carrefour in their own jardin, Tesco had to make sure it had the very best people on hand to drive its expansion. Experience with financial capital and marketing were also imperative, ensuring that the correct strategies and knowledge was on hand in foreign markets. This is particularly the case in the latter category, where expansion can be seen as an invasion by the home press. While Tesco almost inevitably suffered some bad press initially, the adoption of an intensive PR campaign once business success started to develop overseas highlighted the need for an evolutionary marketing strategy. [27] Factors underlying Tescos success An analysis of the UK online grocery market highlights five factors that have been critical to Tescos success profit model focus; smart mover entry; leveraging â€Å"reach†, â€Å"richness† and â€Å"affiliation† (Evans and Wurster, 1997); strategic positioning (Mintzberg and Waters, 1985; Hamel, 1997); and brand power. [28] The first ‘Fresh Easy Neighborhood Market opened in Hemet, 75 miles east of Los Angeles on 1st November 2007. As the Financial Times commented: ‘Tesco†¦has staked its fortunes on an innovative new store that is about a quarter of the size of a traditional US supermarket, building on the success in the UK and Europe of its Tesco Express local stores. Some elements of the Hemet store will be familiar to UK shoppers. But the store also includes a â€Å"kitchen table† where a staff member heats up samples of prepared foods such as pizza and chicken curry. In a further innovation, all the check-out registers require customers to scan their own goods with staff on hand to assist (Financial Times, 4 November 2007).  · Conclusion: [1] Tesco Introduction: cited at http://www.cn.tesco.com/en/aboutus/aboutus_history.htm [2] P. Mark (2005), Retail multinational learning: a case study of Tesco, Aston Business School, Aston University, Birmingham, UK, International Journal of Retail Distribution Management Vol. 33 No.1, 2005 pp. 23-48 Emerald Group Publishing Limited [3] Corporate Watch UK, Tesco: a Corporate Profile: Cited http://www.corporatewatch.org.uk/?lid=252 [4] Tesco p Annual Report and Financial Statements 2009 [5] Tesco Introduction: Cited http://www.cn.tesco.com/en/aboutus/aboutus_enterprise.htm [6] Tesco p Annual Report and Financial Statements 2009 [7] Tesco p Annual Report and Financial Statements 2009 [8] Tesco p Annual Report and Financial Statements 2009 [9] Tesco p Annual Report and Financial Statements 2009 [10] Tesco p Annual Report and Financial Statements 2009 [11] Tesco p Annual Report and Financial Statements 2009 [12] Tesco p Annual Report and Financial Statements 2009 [13] Tesco p Annual Report and Financial Statements 2009 [14] Tesco p Annual Report and Financial Statements 2009 [15] Tesco p Annual Report and Financial Statements 2009 [16] Tesco p Annual Report and Financial Statements 2009 [17] Tesco p Annual Report and Financial Statements 2009 [18]International Journal of Retail Distribution Management Vol. 33 No. 1, 2005 pp. 23-48 Emerald Group Publishing Limited 0959-0552, p 30 [19] Corporate Watch UK, Tesco: a Corporate Profile: Cited http://www.corporatewatch.org.uk/?lid=252#world [20] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [21] International Journal of Retail Distribution Management Vol. 33 No. 1, 2005 pp. 23-48 Emerald Group Publishing Limited 0959-0552, p 31 [22] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [23] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [24] Wal-Mart, Tesco and Carrefour do battle in the East, VOL. 24 NO. 2 2008, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [25] Tesco American Dream, Doing it differently, Emerald insight, VOL. 24 NO. 2 2008, pp. 11-15, Emerald Group Publishing Limited, ISSN 0258-0543, p 13 [26]T. J. Jason. W. Karen (2006), University of Abertay, Dundee, UK, British Food Journal Vol. 108 No. 11, 2006 pp. 958-964 Emerald Group Publishing Limited 0007-070X (originally cited in (McIlroy and Barnett, 2000, p. 348). [27] The secrets of Tescos expansion success, How the UKs largest supermarket is creeping up on Carrefour and Wal-Mart: DOI 10.1108/02580540510630650 VOL. 21 NO. 11 2005, pp. 5-7, Emerald Group Publishing Limited, ISSN 0258-0543 [28] The UK grocery business: towards a sustainable model for virtual markets Ray Hackney Manchester Metropolitan University, Manchester, UK, and Kevin Grant and Grete Birtwistle Glasgow Caledonian University, Glasgow, UK, International Journal of Retail Distribution Management Vol. 34 No. 4/5, 2006 pp. 354-368, Emerald Group Publishing Limited

George Wilhelm Friedrich Hegel Essay -- essays research papers fc

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The Power Struggle between the President and Congress Essay -- Papers

The Power Struggle between the President and Congress From the inception of the Constitution, there has always been a power struggle between the President and Congress. In the beginning, Madison and the Jeffersonians were placed in a gridlock with Hamilton and his school of political philosophy. Andrew Jackson fought to extend the powers of the President, then Congress spent 50 years fighting to repeal the powers of the Executive. Abraham Lincoln refined Jacksonian presidential politics, then Congress impeached his successor, Andrew Johnson, for fear of another quasi -- tyrannical President. Even today, a Congress, whose majority is of the same party as the President, fights 24 hours a day to check the power of President George W. Bush. But why, and how? Inherent Power Struggles Within the Constitution: Article I, Section I -- "All legislative powers herein granted shall be vested in a Congress of the United States, which shall consist of a Senate and a House of Representatives" VS. Article II, Section I -- "The executive power shall be vested in a President of the United States of America" Article II, Section II -- "The President shall be the Commander in Chief of the Army and Navy of the United States, and of the Militia of the several states, when called into the actual service of the United States" - The Founders' ambiguous and contradicting language sets the stage for a power struggle between the Executive and the Legislative branches - Being that the Founders were political masterminds, they realized that unique circumstances would demand some deviations from the restraints that the Constitution places on both the Executive and the Legislature - Founders anticipated that during times of crisis', the nation would need ... ... in office and how the congress will act toward the President; whether he be a President that demands respect or one who forfeits it and whether the Congress gives in to the demands of the Executive or if the Congress comes down on t he Executive like a hammer on a nail. This can be accomplished by viewing the circumstances in which a President takes office, the manner in which he carries himself during his term, and the way in which the President leaves as Commander in Chief. Conclusion: The President has neither gained nor lost power. There exists the same balance between Executive and Congress as there was when Washington was sworn in as America's first President. The only difference between then and now, is the fact that today we must wade through the layers of insignificance and precedents that history has forged against us, the political thinker and historian.

Ellb3 King Lear Theme of Power

Explore the ways in which Shakespeare presents attitudes to power in this passage. In your answer you must consider how the playwright uses literary, linguistic and rhetorical devices and conventions to create specific dramatic effects. The theme of power is explored extensively in the play and in this first scene the theme is already established. This scene takes place after Kent and Gloucester's conversation about Gloucester's illegitimate son Edmund, the dark subplot within the play draws out the theme of power in the main plot, for example the power Gloucester asserts as a father is parallel to the power King Lear has.Power is an important theme within the play because many of the characters abuse their power and use power as a tool for manipulation and control, other characters on the other hand, desire power and authority but ultimately power corrupts all. This scene is set in the king’s court and this extract is an example of family talk which at times is intimate but i t is also an example of public talk, the language in this passage is purely for regulatory and performative purposes.This highly formal public context creates tension and the speech itself opens with an important topic, the audience know that king Lear intends to divide his power and kingdom among his three daughters but demands they publicly profess their love for him. â€Å"Conferring them on younger strengths, while we unburdened crawl toward death†, the imagery in the opening of the scene here is of a feeble old man indicating King Lear's retirement and the loss of his power suggesting he is weak and vulnerable like an infant.Due to the public context the register throughout this passage is formal and the king’s speech appears to be rehearsed. In this passage the king is the primary speaker because he establishes the topic of conversation and sets the agenda, â€Å"meanwhile we should express our darkest purpose, give me the map there†. As we would expect hi s is the character with the most status and authority and his role as King allows him to open his speech with this imperative sentence. Furthermore, the modes of address used by the characters on stage also reveal more about the theme of power.Lear’s daughters address him as â€Å"Sir†, â€Å"your majesty† and â€Å"your dear highness† suggesting he is not only asserting his power as a king but as a father. We have character revelation here as Shakespeare reveals Lear's hamartia, by having his daughter quantify their love for him indicates that he is arrogant and hubristic. Lear takes the most turns and his utterances are generally longer than the other characters as he speaks for the longest amount of time. His short response to Cordelia â€Å"nothing, nothing will come of nothing† indicates that the he is trying to maintain control over the conversation.The adjacency pairs here are broken because â€Å"nothing† is a non-expected response, this suggests that this is an unsuccessful conversation and reveals more about their relationship. In this conversation the adjacency pair is subverted by Cordelia creating tension on stage: Lear and Cordelia are both flouting Grice's maxim of quantity as Lear says too much and Cordelia says too little which is further evidence of their conversation being unsuccessful. Goneril and Regan clearly abuse their father’s power as they try to deceive him.The declarations of love made by the two daughters have been crafted to flatter Lear, they are exaggerated and the insincerity of this is shown through Shakespeare's use of poetry. A good example of this is, â€Å"sir I love you more than word can wield, the matter dearer than eyesight, space and liberty. † In other words, the substance of Goneril’s love is too great or weighty to be expressed. Similarly, the phrase, â€Å"a love that makes breath poor and speech unable† is hyperbolical as Goneril again tries to make her love seem priceless.Regan’s declarations are even more exaggerated than her sisters', â€Å"I am made to that self mettle as my sister and price me at her worth†. She tells her father that her own pleasure lies solely in the enjoyment of his love but her sister’s love is only a means to an end. The synthetic language used here to manipulate Lear's vulnerability reveals that Regan desires to gain more power and control. It is clear that both their speeches are insincere and this creates tension because the audience can see that when the daughters declare their love for their father, they are in fact declaring their greed.This is then juxtaposed by Cordelia’s simple and minimal responses; â€Å"I love your majesty according to my bond, no more nor less† showing that she speaks of her love more honestly. Cordelia's asides allow her to build a relationship with the audience. These asides may appear spontaneous but Shakespeare has carefully cr afted them for her speech to appear sincere and honest. When Cordelia is asked to express her love towards her father, she answers with â€Å"nothing†. Lear’s interrogative reply â€Å"nothing? suggests her simple answer has comes as a shock to him and the court, this response instantly changes both the mood and the tone within the scene. The short exchanges between Cordelia and Lear and the caesura in this line disrupts the iambic pentameter and the regularity of the blank verse creating dramatic tension on the stage. Lear orders Cordelia to â€Å"speak again†, this imperative reveals frustration and anger at which point his volume would increase. Cordelia delays her speech as she refuses to take part in Lear’s ceremonial ‘love test' suggesting that she has some degree of power.Her long pause creates an awkward silence on the stage and adding further to the tension between the characters and creating suspense. Lear's attitude to power is clearly o ne of pride and arrogance which prevents him from seeing the true nature of Goneril and Regan’s appearances and their hypocrisy. He foolishly believes their excessively sweet and sentimental declarations and this is what makes this passage so dramatic. The power he asserts in this passage blinds him as he rejects the truthful Cordelia who he has banished from the kingdom.