3.3 Financial Analysis Assignment Example | Topics and Well Written Essays - 1000 words

3.3 Financial Analysis - Assignment Example ould likely result in liabilities hence previous trends and records of the organization can be used to assess the profitability of an organization as an investment opportunity (Ou & Penman 2009, pp.295–329). To understand the significance of the financial well-being of an organization, this paper will conduct a financial analysis of Chateau hotel redoubtable as an investment opportunity for the Smithsons. The core objective of investing in a business is to get a return for the price invested. Inferring to the statement of the financial position of the hotel basing on the analysis of two years (year ended December 30 2013 and 2014), the hotel made an improvement in the value of the total assets from â‚ ¬3,263, 000 to â‚ ¬3,881, 000. Additionally, the company made an improvement in the equity shares from 800 shares to 1000 shares with each of the share selling at â‚ ¬100. However, the company has an outstanding long-term loans and current liabilities with inclusion of the bank overdraft, payable dividend, taxation owing deposit by customers and payable-trade creditors cumulatively summing to â‚ ¬3,263, 000 for the financial year ended 2013 and â‚ ¬3,881, 000 for the financial year ended 2014. This implies that a liquidation of the assets of the company would be sufficient to settle the liabilities of the company without outstanding profit. However, inferring to the income statement of the company, it is evident that the rental income of the hotel had declined from â‚ ¬505, 000 in the year 2013 to â‚ ¬448, 000 in the year ended 2014. Analysis of the financial figures of the hotel indicates that the hotel is currently running at diminishing returns, which makes the chances for solvency and the resale of the company to be difficult. Equally, owing to the declining financial position of Chateau hotel redoubtable, the hotel is not profitable thus; investment in the hotel would demand a change in the strategy in the manner with which it is operated to realize profit.

Staying Friends With Your Ex After Divorce Essay Example for Free

Staying Friends With Your Ex After Divorce Essay Once the ink is dry on the divorce papers, it seems that some exes are becoming friends with each other. I am always surprised to hear that a divorced couple becomes so close again after everything ended. I would assume that they were unhappy together and looking forward to meeting new people and finding new ways to spend their time. The BFF with your ex phenomena is not fiction. These days, in many post-divorce situations its become fact. Recently, I attended a friends daughters wedding. He had been divorced from his ex-wife for many years and didnt speak much about her. At the reception, I was surprised to see that his relationship with the ex-spouse appeared to be sweeter than the wedding cake. They were chatting up a storm. Laughing at each others jokes. Dancing closely together. Sharing stories with their friends over cocktails. They were even feeding each other wedding cake, acting as though they had just met and fallen in love! I found this to be truly fascinating. Sure, I have heard of exes being civil following their split, even spending holidays together. However, this seemed to be more than just a cordial hello and how have you been? Curious about what would prompt two people to rekindle a friendship after a divorce, I pulled my friend aside and asked him about it. Point blank, he told me that he and his ex-wife were best friends. Best friends? I thought. Really? He went on to say nothings perfect and that maybe they expected too much from each other during the marriage. Now, they both feel that they make better friends than they did a married couple. Staying close with your ex In Hollywood, it seems that being close with your ex is becoming commonplace, as well. Kate Hudson and her ex-husband Chris Robinson were spotted recently at a park in Malibu with their son. Also in attendance were Robinsons present wife and their daughter. Ashlee Simpson and Pete Wentz who filed for divorce, both made it publically known that they still care for each other. It looks like time does heal all wounds and family comes first. In all of these cases, children were involved and its great to see that many parents put aside any hard feelings so they can focus on the needs of their children.

Teacher Leadership as a Catalyst for Change

Teacher Leadership as a Catalyst for Change Ankrum, R. J. (2016). Utilizing Teacher Leadership as a Catalyst for Change in Schools. Journal  of Educational Issues, 2(1), 151-165. doi:10.5296/jei.v2i1.9154 School leaders are continually attempting to discover alternative approaches to use and investigate teacher leadership potential in their schools. Teacher leaders will go well beyond their general obligations as an educator, and are the kind of teachers that fall under the theme of conceivably taking on added duties that will enhance the school community. This study takes the opportunity to look at approaches to use connections between teacher leaders and school leaders, keeping in mind that the end goal is to get the most output from the school staff. By injecting shared administration in the school group, duty and responsibility turns into a common belief that can be used as a catalyst for change throughout the school community. (Ankrum, 2016) The researcher of this study expected the following to come from their research: a) The results to conclude teacher leaders play an important role in changing the climate of a school; b) Teacher leader professional development is impactful to the teaching staff; c) Teacher leaders provide valuable guidance and support to the teaching staff; d) Teacher leaders increase the level of rigor provided by the teaching staff; and e) Teacher leader led professional development does in fact improve instruction in schools. (Ankrum, 2016) The research done for this study was completed as a Google Forms survey, which provides users with data collection, along with an analysis of the data collected. The survey was comprised of five questions fixated on teacher leadership, its role in culture change, enhancing professional development, and establishing professional learning groups that enhance educational practice. (Ankrum, 2016) When it came to the outcomes and findings of this particular study, the researcher concluded that teacher leaders are catalysts for change in schools. This research digs into exactly how significant teacher leaders are to the process of progress and change in school. The article explained that teacher leaders frequently go unacknowledged in light of the fact that they dont have titles, but titles do not make their impact any less important. Question number one examined the role that teacher leaders play in enacting change in the culture of schools. 90% of participants profoundly concurred that teacher leaders assume an instrumental part in changing the culture and way of life at a school. Question number two analyzed the effect of teacher driven professional development and its impact. 75.5% of participants profoundly concurred that teacher leader professional development is important to the educating staff. Question number three measured whether or not teacher leaders have direction and support to whatever is left to the educating staff. 93% of participants profoundly concurred that teacher leaders give direction and support to whatever remains of the educating staff. Question number four reviewed whether of not teacher leaders increase the level of thoroughness in classrooms.   70% of participants profoundly concurred that teacher leaders increase the thoroughness in classrooms. Question number five looked at whether or not educator driven peer observations were important. 90% of participants highly concurred that teacher leader driven peer observations were impactful to the educating staff. (Ankrum, 2016) Much like the teachers who were surveyed for the study in this article, I believe that teachers have the ability to play an instrumental role in changing the culture of a school. I also believe that teacher led professional development can greatly impact a school and can be very meaningful to the teaching staff, as I have been asked to lead a professional development session this school year, and have really enjoyed my teacher colleagues lead professional development session this school year as well. I agree with the survey participants that teacher leaders not only provide guidance and support to the rest of the teaching staff, but increase the rigor in classrooms as well. I also believe that teacher leader led peer observations can be tremendously beneficial to teaching staffs. In my current teaching situation, there are actually only three classrooms in our entire school, so weve essentially all taken on teacher leader positions, each focusing on our own strengths to share with th e other teachers in our school. This article left me curious as to how this study would turn out if it were to be done nationwide, instead of the few teachers selected by the researcher for this study.

Hotel chocolat an internationalisation strategy

Hotel chocolat an internationalisation strategy Hotel Chocolat (HC) was founded over 15 years ago with one goal: to make a better type of chocolate available to UK consumers bored by the mediocrity of that available (Hotel Chocolat, 2009). HC started as a catalogue business. Following the success of this business, the company set up an award winning website with the first of many HC stores appearing on the high.street in 2004. Since its success in the UK, HC has applied an export strategy to the US via an online ordering site. This strategy enabled the company to minimise risk before fully committing to foreign direct investment (FDI). Once adequate demand for the product was assured, HC opened its first American store in Boston and now has plans to further expand throughout North America. There are currently 43 stores located in the UK with an additional 23 operating inside John Lewis stores. It is likely that the company has expanded as far as it can domestically and should now focus its attention on international markets. In order to assess HCs ability to internationalise the following should be considered. HC is Britains fastest-growing private company with 225% sales growth per year (Fasttrack100, 2008) and sales equating to  £18 million in 2008. From this, one may infer that HC does indeed have sufficient resources for internationalization. However, it is questionable whether the company is prepared to undertake large-scale investments, due to the self-funding expansion strategy pursued so far. This essay will now present an internationalisation strategy for HC by applying theory and drawing upon personal contact with the Japanese External Trade Organisation (JETRO), the UK Trade and Investment team (UKTI) and HC representatives, as well as quantitative data from secondary research. Global figures for chocolate sales provide compelling incentives to further internationalise. In 2008 global chocolate sales were $62.16 billion (Datamonitor, 2009a). Contrasting these figures with the UK shows enormous sales potential. Currently the UK confectionary market is valued at $13.4 billion, with chocolate sales accounting for 67.5%. More tellingly, however, are the records for annual growth of market value between the years 2004-08 (Datamonitor, 2009b) which show a decided slow-down in the rate of growth. Although the economic down turn will have played its role in the calculation of these figures, we can be confident that the UK chocolate industry is operating within the mature stage of the product life cycle. This is problematic for HC as Kotler (2008 p.575) argues: A slowdown in sales growth results in an overcapacity of competition, which can ultimately lead to a decrease in profits. Furthermore, the domestic chocolate industry is dominated by Cadbury, Mars and Nestle who collectively hold a 59.8% market share (Datamonitor, 2009c). Expanding internationally into previously untapped markets may be the best solution to leverage any potential losses felt domestically as Hill (2009, p.426) states; Expanding globally allows firms to increase their profitability and rate of profit growth in ways not available to purely domestic enterprises. An essential part of any internationalisation strategy is the country screening process in which hundreds of possible countries must be systematically eliminated. There are numerous ways to do this and, when done professionally, a vast amount of research will be undertaken before any decisions are made. HC, as previously stated, have already begun expansion into North America and have made plans to expand into the Middle East (Retail week, 2009; Walker, 2009). For these reasons, we will not be considering either region. Europe will also be ruled out as the European luxury chocolate market is already highly saturated with rival brands from Belgium, France and Switzerland (RTS, 2009). The next mass filtration stage was to view the political stability scores (CIFP, 2007) of the remaining regions and leave only those scoring highest. This stage virtually eliminated Africa and Latin America, leaving predominantly the Asia Pacific region. Finally, the remaining countries were ranked in ord er of GDP per capita (CIA World Factbook, 2008) and all but the top eight were eliminated. This left: Hong Kong, Japan, China, Australia, New Zealand, South Korea, Malaysia and Singapore. Scrutinising these eight countries and drawing upon a variety of unequally weighted factors a country attractiveness index was formulated for each. Ultimately Japan was found to be the optimal host country with the greatest index score. Haak recently published that: no company can afford to neglect the dynamic Asian economic region (Haak, 2008 p.1). Within this region, Japan in particular assumes a key position (Haak, 2008 p.1) due to its sheer size and its wealthy and sophisticated consumers (JETRO, 2008). In order to formally evaluate Japans attractiveness as a host country, certain aspects of Dunnings eclectic paradigm have been applied. Focusing on ownership and location factors; the decision to fully invest in Japan can be justified (Dunning, 1988). Furthermore, location factors can be broken down into three advantages: economic, political and social. Japan is considered a major world financial hotspot with the 2nd highest number of millionaires residing there and household consumption expenditure figures exceeding those of most nations. This goes hand in hand with high consumer purchasing power and a demand for high quality produce. Perhaps one of the strongest reasons for investment in Japan is its potential as a gateway to the Asian-Pacific markets. As these markets grow rapidly, the economic integration between countries in the region continues to strengthen. This links to an ownership advantage that HC can achieve. Entering the Japanese market will allow access to other Asian markets over time and provide economies in both scale and scope. In recent years government policies have become an increasingly important factor affecting FDI (Brewer, 1993). The Japanese government have various foreign investment policies which incentivise investment. Japan, once restrictive of trade, has now shed this image and is attracting increasing levels of FDI. Whereas most national governments focus on financial incentives, the Japanese government follows a 3-step model which provides support for potential investors (Watanabe, 2003). As discussed later in this essay, this type of incentive reduces the need for foreign firms to access local knowledge by means of joint venture (JV) or merger. Knowledge of national cultures is commonly seen as a prerequisite to the effective entry into new markets (Chinta, Capar, 2007p.213), and is stated as such in the Scandinavian process model. However, various studies have found no support for this hypothesis (Barkema et al, 1996). It could also be argued that Japan is culturally equidistant between all nations, thus rendering the Scandinavian model redundant in this unique case. Ronen and Shenkar (1985) identified eight culturally homogenous blocks of countries, suggesting that firms benefit more from experiences in other countries within the same block. Japan, on the other hand, was not allotted a cluster and according to Barkema et al, (1996), no cultural block is appropriate for Japan. Therefore, Japan was allocated its own exclusive cultural block. This suggests that it would not be possible for a firm to gradually build experiential knowledge for Japan. This would partially support the decision for HC to immediately enter the mar ket. However, this argument suggests that knowledge of Japan would not increase understanding of other Asia Pacific markets, as previously thought. Nevertheless, the extent to which Japan does not belong to some larger cultural block is disputable. Western investors are often scared off by the uniqueness of the Japanese business model. However, this uniqueness can provide a host of opportunities to foreign firms wishing to access Japans wealthy consumers (Kensy, 2001). Porters diamond theory can be applied to Japan in order to assess its competitive advantage as the host country. In terms of inherent endowments such as land, labour and population size, it may appear that Japan is economically disadvantaged in comparison to large Asia Pacific states such as China. However, Porter argues a nations competiveness depends on the capacity of its industry to innovate and upgrade (Porter, 1998, p155). Based on these assumptions it can be recognised that a significant national comparative advantage is held by Japan. Immediate competition in the Japanese chocolate market is low but promises to grow significantly (Datamonitor, 2009d). This appeals to both Porters 5 forces model and the Diamond model, as it provides easier entry followed b y greater pressure to innovate and gain a global advantage. It is now worthwhile to consider any disadvantages, in order to gain a greater understanding of the risks involved. The Japanese market, as discussed, is one that is culturally unique. Therefore, in order to survive, HC would have to invest time and money reviewing cultural practices and adopt new management styles to suit Japan. Referring to Porters five forces analysis, the threat of substitute would seem to be an inherent problem in most markets, with Japan being no exception. Theoretically, HC would expect to face competition from alternative industries in the gift and snack markets. A recent report by Datamonitor (2009d) stated: confectionery products are vulnerable to the threat from substitutes such as savoury snacks and fresh fruits, due to low switching costs and consumption patterns in different geographies. In reality, competitive rivalry is deemed as moderate in this market, with branding contributing to a high level of customer loyalty. Therefore, price elasticity and pr oduct differentiation only play a small part in the competitive rivalry of the confectionery market (Datamonitor, 2009d). According to the electronics maker Canon Once a company is active in the Japanese market, it is three times harder to fail in business (Melville, 1999, p.113). However, Melville also notes that: it is three times harder to become successful in Japan in the first place. To summarise; Japan deserves the special attention of international companies, which in recent years have often neglected this economic heavyweight in an often blind enthusiasm for the Chinese market (Haak, 2008, p.3). The high GDP and considerable spending power of Japan provides the perfect marketplace for a high quality, innovative product. As long as risks are considered and the market is entered into carefully, there should be no reason why HC cannot reap the benefits. In an analysis of what motivates firms to move into new markets, Buckley suggests, there are three key motives: (1) Market seeking FDI, (2) Resource seeking FDI (3) Cost-reduction or efficiency seeking FDI. (Buckley, 2000 p.146). Buckley also believes that for any firm interested in investing in Japan, one of these key goals must be met. Furthermore, the main motive for any FDI into Japan will typically be market seeking. This is especially the case for any firm producing consumer goods such as HC. It is essential to understand the competitive landscape of the confectionary market in Japan, in order to formulate an optimal market strategy for HC. Japans confectionary market consists mainly of local companies offering a multitude of brands producing chocolate and sugar-based products. 48.1% of the confectionary market is dominated by three companies: Lotte Group, Meji Seika Kaisha, Ltd. and Ezaki Glico (Datamonitor, 2009d). So where can HC fit into this market? Most confectionery products are mass-marketed and manufactured in great volume to reduce costs so as to provide competitive prices whilst making a profit. Potentially, a more cost friendly option for the company is to enter the market in a small-scope, for example, by making high-value, low-volume products in a craft process rather than a mechanized process. (Datamonitor, 2009d). Coincidentally, this fits HCs high quality/exclusive brand image. Japans demographics provide a wide variety of potential consumers for HC. The primary target group is Japans silver market: the older, free spending portion of the population. Japan has an aging population and hence a growing market segment for HC. This group already has high buying power and furthermore, JETRO are forecasting growth of â‚ ¬30billion in the market for senior citizens. Another suitable segment in Japan is that of unmarried women over 30 (Haak, 2008). This group is largely luxury orientated and represents a financially promising market segment for HC to exploit. Moreover, in the experience of the UKTI, Japanese consumers are attracted to products that are healthy, high end and quintessentially British. All of these factors will contribute to HCs competitive advantage over Japans local producers. This essay will now discuss the possible strategies that HC could undertake, applying both theory and practical knowledge to formally review all available modes of entry. The mode of entry decision is crucial to any company, as it can have an ongoing effect on a firms international performance (Chung and Enderwick, 2001 p.443) it is therefore important to formally evaluate all possible modes. International market entry modes can be classified according to level of control, resource commitment and risk involvement (Kim Hwang, 1992). Table 2 takes these three classifications and applies them to specific modes of entry. As well as the classifications used in table 2, it is essential to consider culture and how a mode of entry fits in with the companys long-term objectives. When firms enter into a foreign market, they must contend with the national culture. However, when firms partake in JVs, they face double layered acculturation (Barkema et al 1996; Zacharakis, 1993); this can pose problems for a firm and increase the associated risk. JVs also require a great deal of capital, effort and trust. Additionally, JVs with Japanese firms may be particularly risky as learning effects may be asymmetric in JVs Japanese managers focus more on learning and less on information sharing (Barkema et al, 1996, p.164). Nevertheless, the knowledge needed to operate in a foreign market is not easily acquired, and in the early stages of market entry a native partner is strongly recommended to provide access to local market knowledge. Therefore, we propose HC should consider an agent distribution model, focusing largely on Japanese department stores. This should not however be the first stage of the internationalisation process. The Uppsala stage model stipulates organisational learning [through gradual] small steps whereby firms increase their international involvement up through the establishment chain (Bakema et al, 1996 p.152). In short, Uppsala urges firms to export before they create subsidiaries. Exceptions can be made when firms have experiential knowledge from markets with similar conditions, however, as discussed earlier, this cannot be the case with Japan. Therefore, we propose that as a first step, HC should extend their online ordering system by setting up a Japanese version of their website. This will allow HC to measure demand and increase brand awareness in the host market. By using this safe progression, HC will be in a position to both gauge the risks and benefits of the venture while at the same time acquiring cultural knowledge, incrementally increasing levels of exposure to corporate and national culture. Kim and Hwang, (1992) suggest that a firms familiarity with the host market relates to the mode of entry. As previously discussed, Japan is unlike other cultures and any strategy undertaken needs to be low risk and allow the firm to test the water with the host market. The use of an agent enables the company to avoid the financial and cultural risks associated with JVs for example. This is a more realistic strategy for HC due to their lack of size and international experience. Additionally, by appointing an agent, HC can retain control over their marketing mix and gain access to existing distribution networks. A crucial consideration when using an agent is to find a local party with a good reputation. Often agents will cover a specific territory and therefore as part of their strategy, HC should select a Japanese city in which to focus their internationalisation strategy. By observing successful moves made by close international competitors such as Godiva, it would seem that Tokyo wo uld most likely be selected (Godiva, 2009). Complications may arise if an agent is working for other companies that have conflicting interests to HC. In order to overcome such potential problems, HC should partake in a due diligence process. Careful selection criteria should be implemented to ensure that the agent has relevant expertise and appropriate business standing in line with HCs business interests. This market entry strategy is further supported when we consider withdrawal and divestment strategies. As Buckley notes, It is important for a firm to choose, at the outset, strategies whose exit costs are low (Buckley Casson, 1998, p.39). It is widely known that agent distribution models have low withdrawal costs relative to JVs, mergers and the like. By starting at the end and securing a strong exit strategy HC can significantly reduce the impact that would be felt by the organisation were the venture to fail. In conclusion, based on theory and the practical advice gained from a personal meeting with the UKTI, HC should first provide a Japanese version of their website in order to export to Japan whilst gaining knowledge of the local market and consumer demand. Once adequate demand is ensured, HC may proceed to employ an agent in order to develop brand recognition before finally opening a store in Tokyo. Since HC currently has a strong relationship with the UK department store John Lewis, it might be suitable for HC to pursue a similar strategy in Japan by joining a high-end department store, possibly with branches in other Asia Pacific locations. If the model proves to be successful, then by being in Japan, HC can reach other Asia Pacific locations, which, although not close in cultural space, are linked by a network of department stores. It is important to discuss the limitations of this report and offer suggestions for further study. One fundamental limitation of this report lies within the country screening process. It was only possible to base the primary stages upon political stability rankings, whereas it would be far better practice to cross reference a larger number of factors. Also, for the sake of originality it was not sensible to include any regions that HC had already considered. In doing this we may have disregarded some very appropriate locations. Factors such as cultural differences required proxies that, naturally, come with a degree of inaccuracy. The proxy used to estimate cultural distance was the percentage of British expats in the target locations. The power of this proxy is well supported, however, it is clearly arguable and a more powerful proxy could be employed with detailed national studies that could take into account: institutional style, business practices, media, etc. During the market a nalysis of the chocolate industry it was not possible to find specific data on the high quality chocolate industry performance, therefore, it was only possible to approximate levels of luxury chocolates being produced and consumed in both the UK and Japan. Finally, in a recent Financial Times presentation (Rowe, 2009) it was explained that you really have to walk the streets of the country to get a feel for what is the most suitable mode of entry. Theory and second hand knowledge of a country can only play a limited role in both the country screening process and mode of entry choice. In reality, a company should never base business decisions on secondary research alone. References BARKEMA, H, J BELL, J PENNINGS. 1996. Foreign entry, cultural barriers, and learning. Strategic Management Journal, 17, pp.151-166. BREWER. 1993. Government policies, market imperfections and foreign direct investment. Journal of International Business Studies, 24(1) pp.101-120. ANDERSON, E, H GATIGNON. 1999. Modes of foreign entry: a transition cost analysis and propositions. In: PJ Buckley, PN Ghauri The Internationalization of the firm. 2nd ed. Surrey: International Thomson Business Press. pp.185-207. BUCKLEY, P.J. P.N. GHAURI. 2004. Globalisation, Economic Geography and the Strategy of Multinational Enterprises. Journal of International Business, 35(2) pp.81-98. BUCKLEY, P. J. 2000. Multinational Firms, Cooperation and Competition in the World Economy, New York: St. Martins Press, LLC. p146. BUCKLEY, P.J, M CASSON.1998. Models of the multinational enterprise. Journal of international business studies. 29 (1) pp 21-44. BUSINESS LINK. 2009. Joint Ventures and Partnering [online]. [Accessed 3 December 2009] Available from: http://www.businesslink.gov.uk/bdotg/action/detail?type=RESOURCESitemId=1075411648 CHINTA, R, N CAPAR. 2007. Comparative Analysis of Managerial Values in the USA and China. Journal of Technology Management in China. 2(3) pp.212-224. CHUNG, H, F, P ENDERWICK.2001. An investigation of market entry strategy selection: exporting vs foreign investment modes a home host country scenario. Asia pacific journal of management. 18 pp433-460. CIA WORLD FACTBOOK. 2008. Country Comparison to the world GDP per capita (PPP) [online]. [Accessed 25 November 2009]. Available from: -https://www.cia.gov/library/publications/theworldfactbook/fields/2004.html?countryName=JapancountryCode=jaregionCode=eas#ja CIA WORLD FACTBOOK. (2007a), GDP Purchasing Power Parity [online]. [Accessed 16 November 2009]. Available from: http://www.nationmaster.com/graph/eco_gdp_pur_pow_par-economy-gdp-purchasing-power-paritydate=2007 CIA WORLD FACTBOOK. (2007b) Wealth Distribution [online]. [Accessed 16 November 2009]. Available from:- http://www.nationmaster.com/graph/eco_inc_dis_ric_20-economy-income-distribution-richest-20 CIA WORLD FACTBOOK. (2007c) Household Final Consumption Expenditure [online]. [Accessed 16 November 2009]. Available from:- http://www.nationmaster.com/graph/eco_hou_fin_con_exp_etc_con_2000_us_percap-constant-2000-us-per-capita CIA WORLD FACTBOOK. (2007d) Gross National Income Figures per Capita [online]. [Accessed 16 November 2009]. Available from:- http://www.nationmaster.com/graph/eco_gro_nat_inc_pergdp-gross-national-income-per-gdp COUNTRY INDICATORS FOR FOREIGN POLICY. 2007 Country ranking table 2007 [online] [Accessed 17 November, 2009]. Available from: http://www.carleton.ca/cifp/app/ffs_ranking.php DATAMONITOR. (2009a) Global Confectionary: Industry Profile, September2009 [online]. [Accessed 15 November 2009]. Available from: http://0-web.ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=7hid=2sid=5654ae24-75d3-4528-984a-df5a7c0f6b0a%40sessionmgr12 DATAMONITOR. (2009b) Confectionary in the United Kingdom: Industry Profile [online]. [Accessed 15 November 2009]. Available from: http://0-web.ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=8hid=2sid=5654ae24-75d3-4528-984a-df5a7c0f6b0a%40sessionmgr12 DATAMONITOR. (2009c) Industry Profile via Business Source Premier: Confectionary in the United Kingdom: Industry Profile [online]. [Accessed 15 November 2009]. Available from: http://0-web.ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=8hid=2sid=5654ae24-75d3-4528-984a-df5a7c0f6b0a%40sessionmgr12 DATAMONITOR. (2009d) Confectionary in Japan: industry profile [online]. [Accessed 22 November 2009]. Available from: http://)-web-ebscohost.com.wam.leeds.ac.uk/bsi/pdf?vid=5hid=13sid=710afe6e-4889-b92b86cbe86f10a3%40sessionmgr4 DUNNING, JH. 1988. The eclectic paradigm of international production: a restatement and some possible extensions. Journal of International Business, 19(1) pp1-31. FAST TRACK 100, League table and research. The Times. [online] [Accessed 27 November 2009] Available from: http://www.fastrack.co.uk/Fastrack2002/migtration/dbsearch.asp?siteID=1 GODIVA. 2009. History of Godiva. [online] [Accessed 4 December 2009]. Available from: http://www.godiva.com/about/faq.aspx HAAK, U.M, R HAAK. 2008. Market Entry in Japan. UK: Palgrave Macmillan. HOTEL CHOCOLAT. (2009a). The Story of Hotel Chocolat. [online] Accessed 15 November 2009]. Available from: http://www.www.hotelchocolat.co.uk/The-Story-of-Hotel-Chocolat-Athestory/. HOTEL CHOCOLAT (2009b) Hotel Chocolat Store Locations. [online] [Accessed 15 November 2009]. Available from: http://www.hotelchocolat.co.uk/chocolate=stores-Achocolatestore. HILL, W. L. 2009. International Business: Competing In The Global Marketplace, New York: McGraw-Hill/Irwin. p.426. KENSY, R. 2001. Keiretsu economy-new economy? Hampshire: Palgrave Macmillan. KIM, W.C. and P. HWANG. 1992. Global Strategy and Multinationals Entry Mode Choice. Journal of International Business Studies. 23(1), pp.29-53. KOTLER, P., et al. 2008. Principles of Marketing: Fifth European Edition, Essex: Prentice Hall. p.575. JAPANESE EXTERNAL TRADE ORGANISATION. 2008. 10 reasons to invest in Japan: sophisticated consumers with high purchasing power and discerning tastes [online]. [Accessed 22 November, 2009]. Available from: http://www.jetro.go.jp/en/invest/whyjapan/10a_2.html MINTEL. 2008. Chocolate Confectionary UK Report [online]. [Accessed 15 November 2009]. London: Mintel. Available from: http://academic.mintel.com/sinatra/oxygen_academic/search_results/showdisplay/id=227700 MELVILLE, I. 1999. Marketing in Japan. Butterworth-Heinemann: Oxford. PALEPU,K, T KHANNA, I VARGAS, 2005. HAEIR: Taking a Chinese company global. Harvard Business School Publishing. pp 1-26. PENG, S. 1995. International joint ventures vs. wholly owned subsidiaries. [online] [Accessed 3 December 2009]. Available from: http://findarticles.com/p/articles/mi_qa3674/is_199504/ai_n8729617/ PORTER, M.E. 1998.On competition. UK: Free press. PORTER, M.E. 2008. The five competitive forces that shape strategy. In: M.E PORTER, On competition. USA: Harvard Business School publishing Corporation pp.1-35. RETAIL WEEK. 2008. Hotel chocolat to launch stores in the gulf in overseas growth drive, [online] [Accessed on 10th November 2009]. Retail week.19 June. Available from: http://www.retail-week.com/hotel-chocolat-to-launch-stores-in-the-gulf-in-overseas-growth-drive/1571234.article. RONEN and SHENKAR, 1985. Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 10(3), pp.435-454. ROWE, S. 2009. Financial times master class presentation: Marks and Spencer: the global opportunity. 4th November 2009. RTS. 2009. Challenging time for chocolate confectionary. [online]. [Accessed 12 November 2009]. Available from: http://www.rts-resource.com/news/challenging-time-for-chocolate-confectionery/ WALKER, K. 2009. Hotel Chocolat. [Email]. Message to: J.Astin. 2nd November 2009. WATANABE, O. 2003. Efforts to attract foreign direct investment in Japan. International conference of the Japanese investment council, 22nd, Japan 30th January. WELCH, S.L, G.R.G BENITO, B PETERSEN. 2007. Foreign operation methods: theory, analysis, strategy. Edward Elgar Publishing ltd: Cornwall. ZACHARAKIS, A. 1993. The double whammy of globalisation differing country and foreign partner cultures. The academy of management executive 10(4). pp.109-110.

Techno †Cihuatl: The Birth of a Modern Mexican Female. :: Culture Cultural Mexico Papers

Techno – Cihuatl: The Birth of a Modern Mexican Female I learned about computers and technology a little at a time, from simple games, to web building and heavy use of applications. Some of the knowledge came form a school setting; most of it I acquired from trial and error and by a friend’s teachings I overcame the limitations of growing up in a Third-World country (Mexico) with little access to technology and tried to keep up with its changes as time went by. My country has had a love-hate relationship with the US for a long time. Within the huge Mexican middle class there are different opinions regarding the US way of life. While some people crave to have every single item of "gringo-wealth" such as electronics, clothing and even food, some others are deeply concerned about the "loss of identity" "deculturalization" and hegemony that US-like culture has brought to Mexico. This phenomenon is particularly clear among the generation born in the seventies, especially women. Young Mexicanas that are now in their middle twenties are torn apart between two worlds: First, the technology – driven college education and work that are the symbols of US - imported woman liberation. Second, the motherhood – housewife roles traditionally imposed on them by the Mexican culture along with their religious, mystical, and cultural implications. Instead of marrying both ideas into a nice middle term, Mexican society (which is still a male dominated environment) tends to relegate them apart: either you become a housewife, or a professional. I consider that these extremes are always detrimental. I was the first-born of a young couple fresh out of college. My parents belonged to the first generation of Mexicans that lost their political innocence (and correctness) with the student’s riots of ‘68; they were rebels by nature. My mother was a biochemical engineer in a society where women were supposed to be teachers or housewives. My father was the only one out of five sibling who finished college, and he worked in a transnational firm, which was very odd at the time. Unlike most of our relations, we were no strangers of technology, mainly because we "imported" many appliances from California, where my uncles lived. We had a black and white TV; my father listened music using certain tapes that looked like Nintendo cartridges and he also had acetate discs, we had no telephone, but we were the first family in our block to get a microwave.

Sinking Into Society Essay -- World History

In any nation mistakes have been the source of change. Whether it is safety or governmental reform or a revolution in the nation’s lifestyle and customs, those mistakes have made a lasting imprint on the minds of their people. The sinking of one of history’s maiden voyages, the Titanic, has made such impact on the American people; Titanic cannot be mentioned without stirring deep emotions for those who have perished. It is one of history’s most devastating catastrophes but it is also the first ship to send the new SOS distress call instead of the original CQD signal meaning â€Å"all stations: distress†. Titanic â€Å"was the ship of dreams, whose passengers scrounged up their life savings to purchase a ticket abroad the maiden ship† (Titanic). Constructed with millionaire suites and private promenade decks, Titanic â€Å"was the largest moving object ever made by the hand of man in all history† (Titanic). However, in its determination to mak e the journey across the Atlantic the fastest ever recorded, it ultimately sank to the bottom of the ocean, leaving behind a legacy still found in America today. Titanic’s infamous flounder has affected America’s culture in unthinkable ways; its legacy can be found in American media, the spawning of new technological advancements, and in the world’s current maritime policies. News of Titanic’s sinking reached America quickly. It was front-page news for months and the first time that â€Å"a major news event was reported to the public primarily through electronic means, the wireless telegraph† (Titanic as Popular Culture). The US National Newspaper stated that â€Å"coverage of the Titanic disaster transformed New York Times into a global voice because of its integrity, accuracy, and immediate coverage† (Titanic as ... ... the minds of the American people. It has transformed America in astonishing ways, and its legacy will continue to impact American culture for years to come. Works Cited Minichiello, Ray. "Titanic Tragedy Spawns Wireless Advancements." Audio UK Is the Webs Best Directory for Audio HiFi Dealers and Manufacturers in the UK. Web. 28 Jan. 2012. "Titanic as Popular Culture." Media Awareness Network | Rà ©seau à ©ducation Mà ©dias. Web. 28 Jan. 2012. Titanic. Dir. James Cameron. Perf. Leonardo DiCaprio, Kate Winslet, and Billy Zane. Twentieth Century Fox Film Corporation, 1997. IMDb. Web. 31 Jan. 2012. "Titanic Disaster." Emergency Medical Paramedic. Web. 29 Jan. 2012. Wikipedia contributors. "Changes in safety practices following the RMS Titanic disaster." Wikipedia, The Free Encyclopedia. Wikipedia, The Free–Encyclopedia, 13 Jan. 2012. Web. 25 Jan. 2012.

Music Censorship Essays -- essays research papers

Marilyn Manson, The Beatles, NWA, Garth Brooks, and the king, Elvis, What do all these people have in common? Well, yes, they are all musical groups, but there is something more. Marilyn Manson is a heavy metal group who worships Satan, the Beatles were one of the greatest Rock N’ Roll bands of all time, and NWA was a hard-core rap group from the 80’s. Garth Brooks is a country singer and greatest selling performer of all time, and well, Elvis is the king of Rock N’ Roll. So what do they all have in common? All of these artists have or had songs with indecent or obscene lyrics.   Ã‚  Ã‚  Ã‚  Ã‚  Since the dawn of musical expression, there have been people trying to stop or hinder the constitutional right to listen and enjoy music of all forms. There were ordinary, everyday people during the infancy of Rock N’ Roll in the 1960’s who made it their mission in life to stop so-called â€Å"obscene† music like the Beatles song â€Å"Lucy In the Sky With Diamonds,† from polluting our airwaves and minds. These groups succeeded in banning some songs from the radio, but most of their actions were for naught, because there was no real punishment for radio stations playing those songs labeled â€Å"obscene.† By 1985, many people wanted to cleanse the music industry of its â€Å"indecent† music, so the most prominent group in the history of music censorship was started: The Parents’ Music Resource Center (PMRC)-(A Brief†¦). This was just the first of many groups who made it their business to decide what the America n Population should or should not listen to. These censorship groups have also been able to get government money in order to fight, lie, and bribe their way to censoring music. The PMRC and other organizations have also convinced government organizations like the Federal Communications Commissions (FCC) to regulate what music is played on the radio. Places like Target, Disc Jockey, and other local record stores are also forced to label music that the PMRC and other censorship groups find obscene (A Brief†¦)   Ã‚  Ã‚  Ã‚  Ã‚  Who is to say that what is obscene to someone might not be seen as obscene to another person? This question, as well as many others, brought forth many anti-censorship organizations who fight to give the people of America the right to listen to whatever music they want to, indecent or not. The First Amendment from anyone who tries to cen... ...ment and all the music censorship organizations to deny musicians and the public our constitutional rights? And why do we pay millions of our tax dollars to try and undermine what our whole country was built upon over two hundred years ago? We must acknowledge that ratings systems of any kind can do and result in censorship. And we all must fight to preserve free speech for everyone regardless of whether or not we agree with the message. (National Campaign†¦) When politicians and religious leaders call for censorship because they personally find the message objectionable, or you wonder why you should join the fight against music censorship, please consider this quote be Martin Niemoeller, a Lutheran pastor who was arrested by the Gestapo in 1938. He said, In Germany, the Nazi’s came for the communists, and I didn’t speak up because I wasn’t a communist. Then they came for the Jews, and I didn’t speak up because I wasn’t a Jew. Then they came for the Catholics, and I didn’t speak up because I was a Protestant. Then they came for the trade unionists, and I didn’t speak up because I wasn’t a trade unionist. Then they came for me, and by that time there was no one left to speak for me.