Causes Of The Punic Wars History Essay

Reasons for The Punic Wars History Essay The Punic Wars were an arrangement of three fights that were battled in the period 264 to 146 BC among Rome and Carthage. They were the biggest clashes of the time. The principle explanation behind the event of the fights was the contention in the personal stakes of the Carthagian Empire and the quickly growing Roman Empire. The Romans saw the need to extend their tremendous domain through Sicily, which was then a significant center, and was halfway under Carthagian control. Carthage, being the prevailing force in the West of the Mediterranean and solid in its maritime force, opposed all advances by the Roman Empire, which was a broad oceanic domain. This brought about the first of three significant wars that were described by various fights. Toward the finish of wars battled for longer than a century, Rome rose successful in the Roman-Syrian War with the annihilation of Seleucid King Antiochus III the Great and proceeded to be one of the most remarkable domains of the time till the fifth century A.D Carthage was an amazing thalassocratic city in current Tunisia. It had the biggest naval force and battled its wars through soldiers of fortune, particularly Numidian, instead of a perpetual, standing armed force similar to the case with the Roman Empire. In 264 BC, the Roman Empire vanquished the Italian promontory toward the south of River Po bringing the contention between the two opponents to a breaking point. This set off the First Punic War that kept going between 264-241 BC. The First Punic War was primarily a maritime war which was likewise halfway battled ashore in Sicily between Hiero II of Syracuse and Mamertines of Messina. The Mamertines originally enrolled the assistance of the Carthagians however proceeded to sell out them and sign a bargain with the Roman Senate. This prompted the Carthagians to legitimately bolster Hiero carrying them at loggerheads with the Roman Empire for the control of Sicily. In 261 BC, after an annihilation at the Battle of Agrigentum, the Carthagians set out to face their conflicts adrift as opposed to ashore. They thusly effectively battled the Romans at the Battle of the Lipari Islands in 260 BC. Rome chose to extend its current armadas to more than 100 warships in two months in order to counter the almighty Carthagians in the ocean. They were explicitly intended to fuse a Corvus in order to encourage sinking and slamming of Carthagian ships. This ensured a flood of achievements for the Roman infantries aside from the Battle of Tunis. In 241 BC, the Carthagians marked a harmony bargain with the Romans in which they had to clear Sicily notwithstanding paying a tremendous war reimbursement. Further, in 238 BC, the Carthagians lost the islands of Sardinia and Corsica to Rome during the Mercenary War. This guaranteed Rome was the superpower and could easily control any ocean borne or land attack of Italy, all ocean exchange courses the Mediterranean and further attack remote shores to extend the Empire. Rome further battled and vanquished settlements through the Illyrian Wars. Carthage was anyway compelled to withdraw and construct its accounts and extend its realm in Hispania. In the following time frame between 238 BC and 219 BC, a few exchange understandings and shared coalitions among Carthage and Rome occurred. These arrangements were predominantly about the arrival of each of the 8,000 Roman detainees without recover and the giving over of all betrayers serving in the Carthage armed force. This last segment of the understanding was not clung to prompting a reject of the arrangement by the Roman senate and an expansion in the reimbursement fines. This consequently brought about a liquidity issue in Carthage prompting the Mercenary war in which the soldiers of fortune that had recently battled for Carthage to revolt because of loss of control over the ocean ways. With an agreeable win, Carthage and Rome delighted in relative harmony till 219 BC when Hannibal, having silver wealth vanquished by his forerunner Hamilcar Barca and a huge local armed force from the quelled local clans, for example, the Celts of the Po River, assaulted Saguntum which was by t hen under unique security by Rome under success named as the Iberian Conquest. The Second Punic War happened between 218-201 BC. Hannibal, driving the Barcid Empire, and unified to the Carthagians, crossed the Alps and attacked Italy in a progression of profoundly effective fights. Hannibal, nonetheless, never accomplished the objective of making a significant division among Rome and its partners. These wars were battled on three outskirts. In the first place, in Italy, Hannibal battled the Romans; also, in Hispania, Hasdrubal, a sibling to Hannibal, continually safeguarded the settlements vanquished lastly in Sicily, Rome battled for control which was additionally pained by the proceeding with First Macedonian War. After a fruitful assault on Saguntum, Hannibal went further on to astound the Romans by assaulting Italy. In spite of the fact that he figured out how to win that specific fight, and furthermore the Battle of Trebia, The Battle of Trasimene and the Battle of Cannae; he lost his solitary attack motors and a large portion of the elephants and men to t he cold mountains in this manner deliberately losing the fight in Rome which would have guaranteed a success of the whole war. His war procedure, which was to turn the partners of Rome against it since he was unable to take Rome on because of deficient men, fizzled. With the exception of a couple of southern states, the rest stayed faithful. Rome further drafted armed force after armed force after the annihilations which guaranteed Hannibal was cut off from help. Hannibal likewise never got any considerable fortifications from Carthage which kept him from definitively overcoming Rome and consummation the war at a success. The war seethed for a long time during which the Roman Empire couldn't indisputably end the fight since Hannibal was an ace general combined with the way that they were at that point occupied with the Macedonian Wars. Hannibal, acknowledging he was in the long run coming up short on provisions, chose to withdraw to his command post in Africa in help to an assault p ursued by Rome however was altogether vanquished in The Battle of Zama. In Hispania, Hasdrubal was sufficiently vanquished by a youthful Roman officer, Publius Cornelius Scorpio. He in this way chose to desert Hispania in order to fortify his sibling Hannibal. This collusion was later stomped on after completion the Second Punic War in 201 BC. The Third Punic War, which endured between 149-146 BC, was conjured by the all-inclusive Siege by Rome on Carthage and its subsequent complete decimation. There was developing resurgence by Hispania and Greece against Rome combined with the unmistakable increment in Carthagian riches and military influence. The Roman Treaty consolidated a proviso in which Carthage was to have no military in this manner experiencing assaults the neighboring Numidia, a most loved of the Roman Empire. All mediations were finished by the Roman Senate which was vigorously for Numidia. Following a long time since the finish of the Second Punic War, The Carthagians concluded they were not, at this point limited by the bargain and assembled a military to battle the Numidian assaults. This Punic Militarism was vigorously questioned by Rome particularly by Cato the Elder who proclaimed that Carthage must be devastated. In 149 BC, Rome gave requests that couldn't be met, for example, the proposition to annihila te Carthage and construct it further from the coast into the insides of Africa. This brought Carthage into an open battle with the Romans. Over a brief period, Carthagians imaginatively made a heap of weapons and had the option to oppose introductory Roman assaults on their city. In any case, a multi year attack on the city finished the war where the dividers of the city were penetrated by the Romans under the order of Scipio Aemilianus, who set the city ablaze and magnified other Carthagian settlements. The Carthagians who were not slaughtered were sold into bondage. This finished the Carthagian Empire.

Unemployment in Europe Essay Example | Topics and Well Written Essays - 1000 words

Joblessness in Europe - Essay Example An overview directed in 2006, an evaluation of the joblessness rates in different nations in Europe was completed. According to the consequences of that study, joblessness in Europe as a rule is as of now as high as 4% to 17%. (Kurten, 2006). Not just this, the pace of joblessness was evaluated to diminish further in the coming years, which is the greatest reason for worry among the young people of the European countries. A similar report by Kurten (2006) uncovered that till 2004, individuals underneath 25 years old having a place with the European Union confronted joblessness in the level of over 18.6%. What especially raises a great deal of troubles in the method of youthful Europeans getting utilized is an absence of adequate experience that would get them qualified for the occupations. Any excursion needs to begin from a point. Sadly, youthful Europeans can not begin in light of the fact that the businesses anticipate that them should have extensive experience that is beyond the realm of imagination without at any rate one manager having endless supply of understanding and acknowledged a new alumni. In addition, bosses in Europe traditionally judge the abilities of an individual through his/her CV. Along these lines, numerous potential workers neglect to be even considered for choice essentially on the grounds that the CVs are not persuading enough as far as experience. Notwithstanding that, businesses in Europe by and large will in general assess the capability of a person through his/her involvement in the principal work. This can demonstrate lamentable for a person in that reg ardless of whether he/she stayed utilized with some notorious and unrenowned organization for a significant period of time in the beginning of his/her profession, he/she may have extraordinary trouble looking through another employment in the wake of leaving the first. The results can be far more terrible if the individual got removed from the principal work for reasons unknown, regardless of whether he/she was not to blame by any means. Then again, workers themselves feel demotivated by rehashed dismissals and ejections

Argument Essay Housemaids Impacts On The Society Of The UAE Essay

Argument Essay Housemaids Impacts On The Society Of The UAE Essay Argument Essay: Housemaids Impacts On The Society Of The UAE â€" Essay Example > Housemaids Impact on the Society of the UAEIntroductionThe discovery of oil in the UAE in the recent years has resulted to tremendous growth and development within the region. It has made UAE undergo enormous changes in different areas of economic development. The traditional life style of women as housekeepers and child bearing has disappeared. This is because the position of Emirati females has become strong. According to Ehrenreich and Arlie (2003) mmodern women go to colleges and have learned and acquired knowledge essential in the attainment of employment in both government and private sectors. As a consequence, the need for nannies and housemaids has increased in the UAE society as women no longer stay at home to take care of children and perform other household chores. Regardless of the fact that nannies and housemaids assist UAE’s women in upbringing children and performing other house duties, it has led to several problems and challenges for the family, children and the society as a whole. Whilst it is impractical for parents to spend all time with their kids, it is vital for them to understand that when they leave these children with housemaids and nannies for so long, they are co-parenting with these helpers. Even when parents are present at home, overworking usually make them have limited attention, energy and time for their children. This is viewed as a form of child neglect which has turned out to be pandemic in the UAE society. The presence of nannies and housemaids in the UAE has necessitated the government to establish a nanny or maid visa to enable them reside in the Emirati (Roumani, 2005). Effects of Housemaids and nannies in the UAE societyEstablishmentHousemaid and nannies have led to establishment agencies and recruit childcare givers and nannies. The majestic nannies is a Middle East based agency that offers online services direct from its offices in Abu Dhabi and its novel 2011 London office. Majestic nannies agency specializes i n recruitment of highly experience and qualified childcare professionals. The services of this agency are unique as it has dual offices which enable it to help both nannies and families in superior ways. Whilst utilizing modern technology in the recruitment processes, the agency is able to maintain personal touch and ensure every placement id tailored to the needs of the family. As a professional company, Majestic Nannies is committed to safety of children and follows the federation of recruitment and employment services’ code of practice. Majestic Nannies (2010) observe that the recruitment is through and each candidate is interviewed and references verifies. There is also an inclusion of the criminal background check to ensure that the recruited nannies are of good conduct (Pearce, 2003). Another organization involved in the recruitment of housemaids and nannies is the Nannies Dubai. This organization is an authorized domestic department of Gulf human resource solutions FZE th at provides specialized HR services to both companies and individuals throughout the United Arab Emirates. Dubai Nannies focuses on the recruitment of English speaking live-in nannies, caregiver nurses and governesses in the household of expat s working and living in UAE. Dubai Nannies team is devoted to offering families with quality candidates who they will be capable to incorporate into their homes. According to Pearce (2003), Dubai Nannies agency provides a huge selection of foreign professionals who have undergone careful screening to make sure that they meet the needs of the client. The agency’s professional consultant speaks with the clients so as to understand their personal needs and to tailor the agency’s approach to assisting clients find a high calibre nanny. The agency views the selection procedure a vital step in solving the domestic service needs of the clients.

Pre-Columbian Period - 9302 Words

[edit] Pre-Columbian period Main article: Pre-Columbian The earliest known inhabitants of what is now the United States are thought to have arrived in Alaska by crossing the Bering land bridge, at least 14,000 30,000 years ago.[10] Some of these groups migrated south and east, and over time spread throughout the Americas. These were the ancestors to modern Native Americans in the United States and Alaskan Native peoples, as well as all indigenous peoples of the Americas. Many indigenous peoples were semi-nomadic tribes of hunter-gatherers; others were sedentary and agricultural civilizations. Many formed new tribes or confederations in response to European colonization. Well-known groups included the Huron, Apache Tribe, Cherokee,†¦show more content†¦[edit] French colonization See also: New France and Fort Caroline New France was the area colonized by France in North America during a period extending from the exploration of the Saint Lawrence River, by Jacques Cartier in 1534, to the cession of New France to Spain and Britain in 1763. At its peak in 1712 (before the Treaty of Utrecht), the territory of New France extended from Newfoundland to the Rocky Mountains and from Hudson Bay to the Gulf of Mexico. The territory was divided in five colonies, each with its own administration: Canada, Acadia, Hudson Bay, Newfoundland and Louisiana. Also during this period, French Huguenots, sailing under Jean Ribault, attempted to found a colony in what became the southeastern coast of the United States. Arriving in 1562, they established the ephemeral colony of Charlesfort on Parris Island in what is now South Carolina. When this failed, most of the colonists followed Renà © Goulaine de Laudonnià ¨re and moved south, founding the colony of Fort Caroline at the mouth of the St. Johns River in what is now Jacksonville, Florida on June 22, 1564. Fort Caroline was destroyed in 1565 by the Spanish under Pedro Menà ©ndez de Avilà ©s, who moved in from St. Augustine, founded to the south earlier in the year. [edit] British colonization In 1607, the Virginia Company of London established the Jamestown Settlement on the James River, both named after KingShow MoreRelatedComparing Evidence of Both Norse and African Presence in the Pre Columbian Americas2401 Words   |  10 PagesIn pre- Columbian America there is evidence to show that there were both Norse and African presence present before the arrival of Christopher Columbus’ maiden voyage in 1492. 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The Impact Of Special Role Quilts On The Underground Railroad

To understand the special role quilts may have played in the Underground Railroad, we first have to understand the life and times of the people who lived during the years the railroad was running, approximately 1830-1862. These times were politically turbulent and impossible to summarize in a few brief paragraphs. This article should be considered an overview only. In the first year of the US Census, 1790, the United States of America consisted of 3.8 million people including 694,000 slaves scattered along the 16 states of the east coast. The issue of slavery was a thorny one for the new government. The 40,000 slaves in the northern states of CT, NJ, NY, PA and RI worked alongside free white men in cutting, burning, and clearing bush for cultivation. Southern slaves were vitally important to the economy of the southern states, which depended on the production of labor-intensive crops such as sugar, coffee, cacao, tobacco and rice. Southern states agreed to join the United States of America only on the provision that they were allowed to keep their slaves. Congress was well aware of the both the importance of southern crops to the economy of the United States and the importance of slave labor to the production of these crops. As the country expanded westward, provisions were made for slavery to continue. Yet as each new area was opened to slavery, the voices of abolitionists (anti-slavery proponents) got louder. As a compromise, An Act to Prohibit the Importation of Slaves

The Federal Program for Labor Management Free Essays

Employment has changed in the past decades because the world has changed. We’ve entered a new era, an era where the work ethic of employees, and more often the thinking and ethics of employers are many times questioned. The Federal Program for Labor Management has started as a way to provide for employees’ representation through chosen representatives, in collective bargaining with respect to personnel policies, practices and matters affecting working conditions. We will write a custom essay sample on The Federal Program for Labor Management or any similar topic only for you Order Now Also, it was created to ensure that employees who want to exercise this right and take an active part in this process have the chance to do so. The contemporary challenges in labor relations and human resources management include the care for employee rights, disciplinary policies and procedures, alternative dispute-resolution procedures, organizational ethics in employee relations or governmental regulation of labor relations. Not less important issues regard the labor relations process, structures, functions, and leadership of labor unions, the bargaining process and trends in collective bargaining, the labor agreement and administration of the labor agreement. All these form a complex discipline with the sole aim to make work relations more efficient and satisfactory for both parts. Labor relations are an important topic of human resources management. The labor agreement is a contract between a organization’s management structures and the its labor force, represented by unions, concerning aspects like wages, benefits and working conditions. Is comes in the form of written policies and procedures. The goal of this document is to create equitable work relations, in order to assure the workers’ social protection, preventing or diminishing the conflicts of interests and avoiding strikes. All aspects of the labor-management relationship are dynamic. The agreement has the role to bridge the gap between the interests of both sides. The terms of the contract are enforced by the steward (a representative of the union), acting like a policeman, constantly on the lookout. The labor agreements can be conceived at different levels: a single plant, a branch, a company or even nationally, each with its own pro’s and con’s. A master agreement is conceived for an entire company or branch, covering multiple site locations. There are several stages of a labor agreement to be discussed. First of all, the contract has to be negotiated. This is usually done once a year. Once a settlement has been made, the document has to be well understood by both parties. These requires detailed analysis of the clauses on both sides. The next step is administration. This is also the process of getting ready to renegotiate. The management must do everything in its powers to assure a reasonable and accurate administration of the contract, showing flexibility at the same time. Last but not least is the evaluation process, upon any renewal of the terms. Since most people are routine-oriented and tend to do in the future the same things they have been doing in the past, it is particularly important to look backward. Learning from history, in other words. This may guarantee successful planning of future actions. In the following, I will analyze each stage, individualizing the for and against arguments to having a master labor contract. The agreement is the written image of a give-and-take relationship. Within a company, the management faces the workers in a confrontation for the most benefits. The management has to satisfy diverse needs of the various audiences it must serve: the executive branch, the shareholders, the labor force, the public at large etc. The union’s major interest is to represent the employees. There are also dissimilarities between management goals and management structure and the aims and methods adopted by the unions, resulting in labor-management differences. Management usually wants to provide for a flexible work force that can respond quickly to mission needs. Labor, on the other hand, wants stability, security, and job protection for the worker. Management strives to stimulate competition among the workers and to identify the most efficient workers while the union works for the adoption of common work rules and methods of compensation or reward which tend to eliminate competition. What is, in this case, the better choice – to have separate union contracts for different plants or to have one master labor agreement? The negotiation table for a labor agreement resembles a battle field. Each participant fights for his own interest, throwing in all the weapons. Each side needs as much power as it can get. From a manager’s point of view it would be more advantageous to negotiate separate union contracts, as it faces a less powerful opponent. Power is determined by a number of factors. In the case on unions, size is the most important (size determined by the number of members). This is why with separate contracts the management may have an upper hand. But, on the other side of the coin lies a great expense of resources. Time and money are wasted when it comes to separate negotiations. However, the purpose is to maintain â€Å"industrial peace†, meaning that whatever the results of the negotiations, they must meet both sides’ exigencies. At the very heart of it, the labor agreement represents written policies and procedures created to ensure functionality and satisfaction. This is why negotiations are problem-centered; more time is spent on day-to-day problems than on defining abstract principles. Given the fact that current problems are usually very specific to a certain situation, it means that separated labor contract would have the advantage of dealing adequately with issues every time. A master agreement is in certain circumstances too general and irrelevant, leading to a variance between contract and practice. Although trying to cover all grounds in a written document is a lost cause, the contract has to be the foundation of the labor-management relationship, thus variances should be minimized. The aspects that escape the consideration of the negotiators have to be as few as possible. Another situation that may be encountered is a request for an increase of the wage at one of the plants. In the case of a master labor contract this would be resolved at a central level resulting in a waste of financial resources. But if the contracts were negotiated separately then the request could be met at an individual level. This would save money to the company. There are also other points to consider when deciding for a level of negotiation. Separate plants are located in different areas, characterized by different socio-economical factors. The area’s degree of development may influence the discussions, providing an extra set of arguments to one of the sides. The high unemployment rate, for example, turns the scale in favor of the employer, while a low one represents a vantage point for the union. Environment, the degree of education, the minimum wage, as well as other issues, add extra weight to one side of the balance. An investigation is required (such as an environmental analysis), in each particular situation, in order to determine the better choice. Regarding the administration of the contract there are a few aspects worth to be taken into consideration at this point. Separate contracts allow the management to deal with problems one at a time, whereas a centralization of the process reduces the degree of mobility and may even result in financial losses or crisis situations. It is true, no doubt about it, that it is easier to conduct one labor contract agreement for a number of plant locations. However, it is possible for the union to strike, closing down all the plants. As opposed to this undesirable situation, if you have separate contracts, the union can only strike one plant at a time, giving the management the time required to resolve the situation. Management must not take a unilateral action without first considering whether it has an obligation to discuss the action with the union. Matters of legitimate concern for the employees include: personnel policies, practices and working conditions. In these cases the management must provide the union an opportunity to negotiate. So, whenever the company wants to bring change into any one of these fields it has to consult the union and it the chance to express its position. In this case it is somewhat difficult to negotiate separate contracts. Bringing union representatives from each plant to the same negotiation table would require great synchronization and it would be a logistic nightmare. Also, to ease a smooth relationship with the employees, the management must inform them even concerning the changes that don’t have to be negotiated (retained management rights not subjected to negotiation). Another way management can help assure union understanding and, thus, facilitate efforts to properly administer the agreement, is to distribute brief explanations of at least the key parts of the agreement in order to avoid misunderstandings. Jointly prepared articles can be included in the installation bulletin and union paper. Similarly, labor and management can work together in the preparation of special bulletins explaining the contract as the situation demands. All these actions are easier to perform and less demanding in the case of a master labor agreement. Worker representation and participation in management, through the union, could plausibly increase productivity in one or both of two ways. In the first place, it could serve as a no pecuniary incentive for workers by reducing the monotony of work and enhancing the individual worker’s dignity and self-esteem. As a result, job satisfaction would be increased, and increased job satisfaction is allegedly conducive to higher productivity and lower unit costs. These would be even more true in the care of separate labor contracts. When the employees are represented by people they know or have a chance to meet and work with they will feel personally involved – an underlying bias in favor of â€Å"insiders†. This is also a way to increase employee loyalty. The evaluation process helps creating a better contract. In order to evaluate, the management has to communicate with the union members. Failure to â€Å"talk to the troops† is a problem that has been encountered with increasing regularity in the recent past in labor-management relations. Communications should take place regarding all actions affecting the work force. The management’s task is to make sure that the communications process works for, not against, management. There are two different aspects to be taken into consideration: the functional ones and the psychological ones. On a functional level, the communication process would be easier to sustain in the case of a master agreement, due to the fact that the management would deal with only a few union representatives. However, in the case of separate labor agreements, the communication would be more efficient because it would be more personal. The companies tend to be organized from the top down while unions tend to be organized from the bottom up. This is why the functional and the efficiency aspects of communication do not coincide in the two perspectives. How to cite The Federal Program for Labor Management, Essay examples

The Plague Essays (2718 words) - Plague, Epidemics,

The Plague Albert Camus The Plague, takes place in the desert town of Oran, Algeria, in northern Africa. It is the perfect setting for this story to take place. The ordinariness of Oran is contrasted with the extraordinary business of the plague. Sprintzen points out that There is a mythic significance of Oran. Given the previous description of the quality of Oranian life, the selection of Oran as the location for the outbreak of plague should not come as a surprise(Sprintzen 38). In Oran, life for its inhabitants has lost meaning. The plague offers them a chance to give meaning back to their lives. The plot of the story is revealed in five parts, over which we see the characters undergo changes. Through the Oranians attitudes towards death in The Plague, they go through stages, which leave them with a final hope for life. As the novel starts, the Oranians are completely unaware of what is happening or what is about to happen around them and therefore cannot possibly be aware of the coming plague. The opening portion describes mens individual actions in a city as yet not officially touched by the plague. Riley believes that First the people of Oran, and they are not extraordinary in this way, are characterized as making no effort to reach the true nature of each other, and, unaware of the reality of their world and it other inhabitants, they are unfit to become easily aware of the coming plague (Riley 93). The main focus of every person in Oran is himself. Everyone in Oran wishes to be an individual, to have none of the problems of the rest of the world. Sprintzen observes that The people dont want to be stuck in the same boat with someone else; each believes one mans problems are his own, while they truly affect everyone(Sprintzen 84). The emphasis on the habits which have been formed and cultivated b y the soulless people of Oran are significant. Vital living can be stifled by habits. Todd suggests that It is at this point that one should revolt against his stultifying pattern of living. Recognition of bottomless death makes a habit-bound life even more absurd(Todd 165). Considering that they are completely unaware of anything around them, it is easy to see that the disease captures the city completely by surprise; no one is prepared for it. Doctors gather to discuss the matter. They have trouble naming the disease at first, and refuse to accept it for what it is. This reflects the whole attitude of the town, as the citizens do they very same thing. Doctors in particular are the first attempt to combat the disease. The individual efforts are valiant but have a negligible effect. An epidemic is a problem, which belongs not to a person but to people. It becomes apparent, however that it cannot merely be one who must oppose the plague. No matter what the doctors do one their own, t hey cannot stop the dying. The number of victims lost to the plague climbs higher and higher. Sprintzen writes The Plague does, beyond any possible discussion, represent the transition from an attitude of solitary revolt to the recognition of a community whose struggles must be shared(Sprintzen 103). Yet slowly at first, people begin to die, and the citizens of Oran take notice. The residents of Oran do not need to worry about looking for society and its common welfare, as each of them is wrapped up in his own concerns. The citizens awareness of the plague, however, changes all of this. At the end of Part one, Plague is proclaimed. The second part of the book begins with the statement that from now on, it can be said that plague was the concern of all of us. Once the town gates are shut, the individual actions, emphasized in the first part of the book, give way to the more universal feelings of fear and separation shared by all. The town and citizens have moved to a point of awareness of the plague and whats going on around them. Riley claims that Then the brutal statistics awaken them, and they psychologically gird for battle(Riley 93). Throughout part one, there is a sense

Ch. 15 LO Essay Example

Ch. 15 LO Essay Example Ch. 15 LO Essay Ch. 15 LO Essay Learning Objective Chapter 1 5 LOI Decisions about technology and innovation are strategic, and managers need to approach them systematically. Assessing the technology needs of a company usually begins with benchmarking. Benchmarking compares the organizations practices and technologies with those of other companies. Then the company will look at the environment through scannings. These scannings focus on what can be done and what is currently being developed. Both of these practices still might not be enough to stay ahead of the innovation curve and use disruptive innovation which efers to a process by which a product, service or business model takes root initially in simple applications at the bottom of a market and them moves up market. Managers should make an effort to be aware of disruptive innovation that could potentially displace established competitors in their industry. L02 After managers have thoroughly analyzed their organizations current technological position, they can plan how to develop or exploit emerging technologies. Managers must consider several criteria when planning how to develop or exploit emerging technologies. To begin a manager must consider the market potential. Many innovations are stimulated by external demand for new goods and services. Next they should consider whether technological innovations are even feasible. After that they must carefully consider whether there is a good financial incentive for doing so. Then they must link technology and innovation strategies to their organizations core capabilities. Finally, a manger must decide whether to adopt technological innovations while also taking into account the culture of the organization, the interests of managers, and the expectations of stakeholders. L03 Developing new technology may conjure up visions of scientists and product evelopers working in research and development laboratories. In many industries, the primary sources of new technology are the organizations that actually use it. However, new sources can come from suppliers, manufacturers, users, other industries, universities, and overseas companies. Essentially, the question of how to acquire new technology is a make-or-buy decision which is the question an organization asks itself about whether to acquire new technology from an outside source of develop it itself. These questions include if it is important in terms of competitive advantage that the technology remain proprietary, are the time, skills, nd resources for internal development available, and is the technology readily available outside the company? The answers to these questions guide the manager to the most appropriate technology acquisition option. L04 Successful innovation is a lot more than a great idea. A study found that the lack of good ideas is hardly ever the obstacle to profitable innovation. Organizing for innovation involves unleashing the creative energies of employees while directing their efforts toward meeting market needs in a timely manner. Companies can unleash creativity y establishing a culture that values intrapreneursnip, accept and ven celebrate failures as a sign of innovation, and reinforce innovation through goal setting, rewards, and stories of creative employees. A powerful tool for managing technology and innovations is the development project. A development project is a focused organizational effort to create a new project or process via technological advances. These development projects typically feature a special cross-functional team that works together on an overall concept or idea. L05 Managers today want, or should want, their organizations to become world- class. Being world-class requires applying the best and latest knowledge and ideas nd having the ability to operate at the highest standards of any place anywhere. In order to get to world-class a company must build their organization for sustainable, long-term greatness. Great companies have strong core values in which they believe deeply, and they express and live the values consistently. They are driven by goals and have the ability to change continuously by driving for progress. A company must also replace the tyranny of the or with the genius of the and. The genius of the and is that multiple important goals can be achieved simultaneously and synergistically. World-class companies create high-value products and earn superior profits over the long run and that is what every company should be striving for. L06 Change happens, constantly and unpredictably. And competitive advantage you may have depends on particular circumstances at a particular time, but circumstances change. Effective change management occurs when the organization moves from its current state to a desired future state without excessive cost to the organization or its people. People dont like change for reasons such as inertia, poor timing, surprise, peer pressure, and management tactics. Motivating people to hange often requires three basic stages that include unfreezing, moving, and refreezing. Managers can also use education and communication, participation and involvement, facilitation and support, negotiation and rewards, manipulation and cooptation, and explicit and implicit coercion. Each approach to managing resistance has advantages and disadvantages. Finally, managers must lead the change in order to establish a sense of urgency to their peers in order to maximize efficiency. L07 Most change is reactive. A better way to change is to be proactive. Reactive change means responding to pressure after a problem has arisen. Preparing for an uncertain future requires a proactive approach. Proactive change means anticipating and preparing for an uncertain future. It implies being a leader and creating the future you want. People can proactively forge the future by being a shaper more than an adapter. An adapter takes the current industry structure and its future evolution as givens and choose where to compete. People can also actively manage their careers and their personal development, and become an active leader and a lifelong learner. Being willing to seek new challenges, and reflect honestly on success and failures is key to creating a successful future.

Eleanor, Queen of Castile (1162 - 1214)

Eleanor, Queen of Castile (1162 - 1214) Eleanor Plantagenet, born in 1162,   was the wife of Alfonso VIII of Castile, daughter of Henry II of England and  Eleanor of Aquitaine, sister of kings and a queen; mother of several queens and a king. This Eleanor was the first of a long line of Eleanors of Castile. She was also known as  Eleanor Plantagenet, Eleanor of England, Eleanor of Castile, Leonora of Castile, and Leonor of Castile. She died on October 31st, 1214.   Early Life Eleanor was named for her mother, Eleanor of Aquitaine. As a daughter of Henry II of England, her marriage was arranged for political purposes. She was paired with King Alfonso VIII of Castile, betrothed in 1170 and married sometime before September 17, 1177, when she was fourteen. Her full siblings were William IX, Count of Poitiers; Henry the Young King; Matilda, Duchess of Saxony; Richard I of England; Geoffrey II, Duke of Brittany;  Joan of England, Queen of Sicily; and John of England. Her older half-siblings were  Marie of France  and  Alix of France Eleanor as Queen Eleanor was granted control in her marriage treaty of lands and towns so that her own power was nearly as much as her husbands. The marriage of Eleanor and Alfonso produced a number of children. Several sons who were, in turn, expected heirs of their father died in childhood. Their youngest child, Henry or Enrique, survived to succeed his father. Alfonso claimed Gascony as part of Eleanors dowry, invading the duchy in his wifes name in 1205, and abandoning the claim in 1208.    Eleanor wielded considerable power in her new position.   Ã‚  She was also a patron of many religious sites and institutions,  including Santa Maria la Real at Las Huelgas where many in her family became nuns.   She sponsored troubadours to court.  She helped arrange the marriage of their daughter  Berenguela  (or Berengaria) to Leons king. Another daughter, Urraca, was married to the future king of Portugal, Alfonso II; a third daughter, Blanche or Blanca, was married to the future King Louis VIII of France; a fourth daughter, Leonor, married the king of Aragon (though their marriage was later dissolved by the church). Other daughters included Mafalda who married her sister Berenguelas stepson and Constanza who became an  Abbess. Her husband appointed her as ruler with their son upon his death, and also appointed her executor of his estate.   Death Although Eleanor thus became the regent for her son Enrique on her husbands death, in 1214 when Enrique was only ten, Eleanors grief was so great that her daughter Berenguela had to handle the burial of Alfonso. Eleanor died on October 31st, 1214, less than a month after Alfonsos death, leaving Berenguela as her brothers regent. Enrique died at age 13, killed by a falling roof tile. Eleanor was the mother of eleven children, but only six survived her: Berenguela  (1180 - 1246) - she married Conrad II of Swabia but the marriage contract was annulled. She married Alfonso IX of Leon, but that marriage was dissolved on grounds of consanguinity.   She became regent for her brother Enrique (Henry) I, and became Queen of Castile in her own right when he died in 1217. She abdicated right after that, and her son Ferdinand III of Castile brought together Castile and Leon.Sancho (1181 - 1181) - briefly heir to Castile, died at three monthsSancha (1182 - 1185)Enrique (1184 - 1184?) - heir during his very short life - there is some doubt that this child existed.Urraca - Urraca of Castile, Queen of Portugal (1187 - 1220), married to Afonso II of Portugal.Blanca -  Blanche of Castile, Queen of France (1188 - 1252), married the future Louis VIII of France, crowned Queen in 1223. She served as regent of France after Louis died and before their son was of age.Fernando (1189 - 1211). Died of a fever, heir to the throne at that time.Mafalda (11 91 - 1211). Betrothed to Ferdinand of Leon, stepson of her sister Berenguela. Constanza (1195 or 1202 - 1243), became a nun at Santa Maria la Real at Las Huelgas.Leonor - Eleanor of Castile (1200 or 1202 - 1244): married James I of Aragon but separated 8 years later, with consanguinity as the grounds.Enrique I of Castile (1204 - 1217). He became king in 1214 when his father died; he was only 10. He died three years later, struck by a tile that fell from a roof.

Fatigue and performance in aviation Annotated Bibliography

Fatigue and performance in aviation - Annotated Bibliography Example The second part of alert management focus on implementing information gained through research such as scheduled sleep, which will help in improving alertness of pilots. According to findings, scheduled naps have the potential of enhancing alertness to 100%, and increasing performance by 34% (Fiorino 2). This is a credible article published on Aviation Week & Space Technology, which is a reputable publication. In addition, the author constantly refers to information by Mark R. Rosekind, Rosekind is former NASA research scientist, and a consultant on Alertness Solutions, which means he has a good background on the issue of fatigued pilots in aviation, and thus, making the source credible. In addition, the source is objective as it draws information from various people and sources, rather than making personal assumptions. The author is a senior editor with this publication in Safety & Training category, thus, given the background she provides reliable information. This source relates with other sources in this bibliography because of its major focus on fatigued pilots. This source will be helping in my research topic by arguing that fatigue in pilots is the cause of airplane accidents. Thus, it engages in a similar conversation with the other sources, as well as give an insight into the solutions for combating fatigue of pilots. This article investigates the effect of long layovers and a short layover for pilots on sleep and alertness. The research carried out on pilots of Long haul airline reveals through mixed model regression analysis that the length of layover present no effect on inflight sleep, as well as ground based sleep. On the other hand, the study showed that a layover length impacts on the alertness of pilots. For instance, with short layovers, pilots exhibited high levels of fatigue and poor sustenance of attention. On the other hand, pilots who took long layovers were more attentive. According to the authors,

Athenian Proxeny Decree Essay Example | Topics and Well Written Essays - 1500 words

Athenian Proxeny Decree - Essay Example Whatever the authorities and the Greek leaders have in mind in the granting and institution of proxenia is the concern of this paper. The researcher shall attempt to make a comprehensive discussion of what the word really means. It shall trace its origin and the significance of its institution in the history and the struggle of Athens as an imperialist empire. Specifically, this paper shall deal with the political implication of the word by answering the following questions: (1) How did proxenia help to articulate the relations between Athens and her allies (2) How do the extant proxeny decrees enhance our understanding of proxenia And (3) What specific problems of interpretation do the epigraphically attested proxeny decrees present This paper is a significant study as it shall provide the students better understanding of what proxenos means. It also provides understanding of the significance of proxeny decrees and the impact of such to the early societies of Athens and its allies. The rationale of the proxeny decrees shall be unraveled which provides the researcher rich understanding as regards to what Athens want to achieve from its allies for the good of its people and for the great elader of Athens. Most importantly this study is significant to the society as it shall be able to provide some theories that other researchers can use in conducting deeper studies not only of Athenian Proxeny decrees but on the political and cultural life of the Athenians. Proxenia in the Articulation of Athens Relations with her Allies As Athens rose to its imperialistic power it was necessary to hold on to many of its allies. It needed to make peace with different nations such that of Persia. It needed to make Sparta recognize the 30 years of peace. It needed to establish alliances to different countries in order to win several wars. Athens implemented policies that could not only reform its own cities but it also made changes on policies concerning their foreign activities however, these provoked war and affected many of its intimate allies as they were called to fight and play their roles in the battles. Athens at that point needed to have people who would be more concerned in establishing good relationship with other nations. Proxeny decrees were found out for instance to have entered into by several nations to be come allies of the Athenian empire. Athens created and imposed several proxeny decrees creating the proxenos and granting such individuals several privileges making sure that they would serve Athenian empire with utmost loyalty. Having served for the glory of the Athenian empire proxeny decrees were later established to honor and grant privileges to these foreign benefactors. Oaths of allegiance were also imposed on defeated allies. As regards to their enemies and allies that turned against the Athenian empire proxy decrees were also imposed depriving them of opportunities for better political and economic standing. Mattingly (1996) described explicitly in his book the plight of Chios that remained "autonomous" ally of the Athenian empire but when they begun to build a new wall that brought suspicions to the powerful Athenian empire, they were told to put down the wall to which they complied with

Study On Etihad Airlines

Study On Etihad Airlines Etihad Airways was recognized in 2003. It is the national or says the flag holding carrier passenger air service of Abu Dhabi, the capital of United Arab Emirates (UAE). The airline is headquartered in Abu Dhabi, the capital of UAE as mentioned earlier. In 2007, it passed additional than 6 million clients, contrasted with approximately 340,000 in its very 1st full time process in the year of 2004. The company has more than 8000 employees working in numerous divisions like finance, marketing, flying, sales etc . Currently Etihad is operating its services in regions like Indian subcontinent, North America, Europe, Far East Middle East, Africa and Oceania. Its major base or platform is Abu Dhabi International Airport. (Delfmann, 2005) Etihad Airways is the representative air carrier of Abu Dhabi, offers planned air transportation for cargo and customers. Companys sole shareholder is the government itself of Emirate of Abu Dhabi, was been extracted from its combined venture in Gulf Air in the year 2005 and preserved its spotlight on Etihad Airways. INDUSTRY: The airlines business of UAE is huge if we look at the quantity of service providers. The sector is filled from number of low cost airlines. State airlines of UAE other than Etihad include Gulf Air, Emirates and Air Arabia. Gulf air started operations in 1950. It provides a quantity of facilities to its clients. Initially it has provided many involved facilities to kids below the age of 10. It also provides spited dinning for its passengers. It is delectated as a standard nationalized flight for the majority of the purposes. Next, Emirates airlines were initiated after Gulf Air in the year 1985. (Vedder, 2008) It is also measured as a state flight. The airline has won numerous awards for its luxury services. This airline comprises of many aircraft both for private and public issues. Etihad airline is the most new one and was launched after Air Arabia in the very same year. It had also become fairly accepted but could not battle with Air Arabia on concern of low cost. Kam air fare is too considered as 1 of the stumpy cost airlines in United Arab Emirate. Among all the existing national air services till date, the Air Arabia is supposed to be the cheapest among all. It is not recognized to be an airline with the finest ability on board but of course it presents a cheap fare to its clients. The facilities offered by these public airlines to their clients vary drastically from each other. All the mentioned airlines have great contribution to the nationalized economy of the UAE. (Group, 2006) ETIHADS BUSINESS DESCRIPTION: The Etihad airline was started in the year 2004 or say started operating in 2004, but was established earlier in august 2003. The airline carried over 4.5 million travelers, an boost of about 65.7% over the figure of year 2006; In addition with this, Etihad also gained 175,000 tons of cargo in year 2007, an augment of over 70% from that of year 2006 . In 2008, the airline placed a requirement for over 190 planes, which would be of worth AED157.9 billion or approximately USD 40 billion. The order is composed of about 95 Boeing airplanes and 100+ from Airbus. Tentative schedule for release of order is between 2011 and 2020. (Vedder, 2008) Etihad Airways possess complete stocks is its 2 subsidiaries, Etihad Crystal Cargo, which offers cargo handling facility and Etihad Holidays, a travel group and vehicle rental company. The Etihad Airline owned a group of 37 traveler and cargo airplanes, as depicted by the data of January 2008 and it plan is to increase its aircraft group to 300 by the year 2020. The company is also planning to fly with over 25 million travelers per year by 2020 and to dual the number of destinations served from 48 to make it close to 100. The principle business activity is to provide scheduled air transport services for customer and freight; travel agents etc. VISION AND MISSION MISSION: The mission of the Etihad airline is to make the most of profitability by applying effectual business practices for best yield, maximum load factors, minimum transit times, seamless and instant information to the flying community, management and increase clients service. (Delfmann, 2005) VISION: As the public sector Airline of the United Arab Emirates, the company, Etihad seek to replicate the best of countrys hospitality cultured, warm, considerate and generous in totaling to get better the status of Abu Dhabi, the capital Emirate as a center of hospitality between West and East. (Delfmann, 2005) STRATEGIES AND VALUES: Norms: There are few norms popular in Etihad One is the dress of employees in the company. It is expected in the company that people will wear traditional UAE cloths. In office, female employees are not allowed to wear short skirt or any other type of clothing considered un social in the UAE culture. Values:Few values prevailing in the company are: No one here complains for other employee in the team in the case he or she fail to timely accomplish the task assign to him or her. His is a very nice practice in terms of team culture as it stops any disunity in the team and promotes unity and working together. The second one is especially for foreign employees. The company use to pay the tri yearly labor license required by the government to work in the country. Assumptions: There are few assumptions also considered in the company. For example, the people here consider that the task is assigned only by the senior and they are required to work only after the assignment of the work providing a very mechanistic framework of work in the company. BUSINESS STRATEGIES FOR ETIHAD: Some strategies of Etihad for future few years are as follows: †¢ Expanding its aircraft range: One important constraint in companys expansion plan is the limited number of cargo and passenger planes available to the company. The company will place periodic orders for new aircrafts to support its expansions plans. †¢ To provide service on more number of routes: The company would like to serve in European countries and other untouched destinations in North and South America. The expansion will give a vast increment in companys present market size. †¢ To enhance efficiency of operations: As a long term strategy, the company would like to implement TQM strategies in its operations. †¢ Increase its revenue maintaining high and quality structure of luxurious aircraft industry: †¢ Another one is Emiritization and advancement of UAE people. The company has a number of plans in this direction with long term interest which are mentioned as follows: UAE National Cadet Pilots Training or UNCPT The company invites aspirants who what to become a pilot with a statement like We are giving wings to your dreams. Its pilot training program is one of the finest in the nation. The company states that as the public Airline of the United Arab Emirate, it has a immense vision. To see further Emiratis taking their correct position as pilots in lone of the fastest mounting airlines on the planet. (Bilimoria, 2006) UAE National Graduate Entry Management Programme The public airline of the UAE, Etihad, is investing in its outlook and would consequently like to spend in people by giving them the chance to be 1 of the privileged students chosen to join its UNGEM program. It states that by this program, graduates will develop sturdy leadership abilities and form a collection of professionals who are organized to meet quickly expanding and developing leadership wants in various branches within the company. (Bilimoria, 2006) †¢ Enhancing the cargo carriers flights: As shown from the contribution of profit from the cargo and customer units, the cargo unit contributes around 65% of the companys turnover, which depict the clear dominance of cargo unit over the customer unit in terms of profit. The company would like to utilize this faith of people in Etihads cargo unit to gain additional market share. Thus as an expansion plan for cargo unit, the company is ordering more share of cargo planes as compared to that of passenger planes. BUSINESS SERVICES AND CUSTOMERS: The company mainly focuses on two streams of services: passenger service and fright carriers. Few highlights are: International flight connecting Abu Dhabi to more than 45 international destinations in USA, Indian subcontinent etc. Etihad carried over 4.6 million passengers, an augment of approximately 65.8% over in 2006. Along with this, it also griped 175,000 tons of freight in 2007, which is an increase of over 75% than the year 2006. (Group, 2006) Etihad Airways owns complete share is its two subsidiaries, Etihad Holidays, a travel group and vehicle rental company and Etihad Crystal Cargo, which provides freight handling services. Etihad had a 24 hour help line for its customers. Etihad also provide hospitality services by providing temporary accommodation in hotels. (Group, 2006) The Etihad Airline owned a group of 37 traveler and cargo airplanes, as depicted by the data of January 2008 and it plan is to increase its aircraft group to 300 by the year 2020. Etihad is also planning to fly over 25 million customers per year by 2020 and to twofold the number of metropolitans served from 50 to make it near 100. MARKET SEGMENTS: The key market segments been served by the company is the corporate cargo and low and medium earning customers for passenger carriers. COMPETITIVE POSITION IN THE INDUSTRY: COMPETITORS ANALYSIS THE MICRO ENVIRONMENTAL ANALYSIS The micro environment analysis is a structure for outlining marketing strategies of a company and also conducting an industry review. It is governed by Porters five force analysis. They are as follows: The threat of substitute products: In case of Etihad, the substitute product is actually similar services present in the gulf. For example there are number of companies providing similar aviation services like the company under consideration like Easy Jet, Air Arabia etc. The threat of entry of new competitors: The aviation market in gulf is going through a boom. Many new investors including both domestic and foreign firms are seeking an opportunity to fly in this gloomy aviation market. (Delfmann, 2005) The threat of competitive rivalry: Aviation is a field where competition doesnt just come from price dimensions but also from innovation and advertisement. Etihad should realize the number of competitors it has and the diversities in which they exist. The bargaining power of customers: Etihad like other airlines had a fixed cost service. The cost of any travel is predefined. However, due to costumers reaction toward any particular price frame, the company needs to bring variation in the cost of travelling. The bargain power of suppliers: Etihad is an airline company, so it owes much of its pricing to its suppliers. The raw materials and small services that it uses, determine the costs of its service. So, it is highly beneficial to have suppliers who are good at bargaining to keep the cost of the service low. Major intake of aviation industry of Etihad includes high quality fuel, packers and movers, transportation and hospitality partners. Competitors: There are number of other airline services which create market saturation for Etihad. Easy Jet is an example of such service which provides competition to Etihad. (Vedder, 2008) MAIN COMPETITORS OF THE ORGANIZATION: Air Arabia, Aerovista Airlines, Abu Dhabi Aviation, Air Cess, Kang Pacific Airlines, Falcon Aviation Services, RAK Airway, Flydubai, Dolphin Air, Palm Aviation, Emirates, Airlink, Dubai Air Wing and Eastern SkyJets etc. MARKETING ACTIVITIES OF COMPETITORS: Talking about Airlink, which is a major competitor of Etihad, the number of jets possessed by the company is much higher than Etihad. Airlink and similar airways like Air Arabia believes in cheep service providing and better market capturing. Etihad on the other hand believes in capturing luxury market sharing. Air Arabia has 5 times aircrafts than Etihad. It has more capacity aircrafts too. Palm aviation is much concerned towards long distance comfortable tour packages. For promotional activities, bigger firms like Air Arabia, Aerovista use television ads while smaller firms uses print media for promoting their services. Institutional marketing and collaboration with other firms is also employed as a marketing tactic. (Vedder, 2008) PESTLE ANALYSIS: Political: Etihad, like other aviation firms, has to follow strict government regulations. Any small incident can result in heavy burdens in terms of rules and possessing aircrafts. Economical: Economical problems are an obvious outside factors for Etihads. As the company is trying to increase its span, namely in Russia, it needs more Aircraft and investment. Social: The Company also has some social responsibilities to follow. The company has to take serious steps in order to meet the social responsibility towards its people and towards the nations culture. The reason is as Aviation co exists with countrys hospitality industry, it has to make sure that hospitality industry does not get suffered. (Delfmann, 2005) Technological: As the technology changes, the employees who can deal with new technology are needed in every aspects of work. Also there arises a need that the existing employees must also be re engineered so that they can cop up with new style of work. Legal: Aviation laws, labor laws, governments rules form the legal periphery for Etihads. SWOT ANALYSIS: SWOT is an acronym of Strengths, Weaknesses, Opportunities and Threats. This is a marketing analysis that helps a company understand its competitors. A brief discussion of SWOT analysis of Etihad is as follows: Strength: The Company has strong brand image Cargo units. The company already has 12 jets including 5 Boeings other world class luxury aircrafts like Learjet 35, Learjet 55, Avro RJ70 and Avro RJ80 etc to support its luxury market. The companys hold on this segment is increasingly growing too. (Delfmann, 2005) Weakness: Because of work in luxury segments and passenger unit is down, the companys market scope is limited, any new competitor and launch of new luxury aircraft can force the company to drastically change is market statistics. Also the desired costumer volume is also limited. Opportunities: Recently the company is exploring opportunities to invest in Eastern Europe including Russia. The company is looking constantly for new markets apart from Gulf region. Threats: the main threats to the company are form increasing number of aviation services in luxury class. Another threat is from economic crises that is indirectly affecting the end customers of Etihad. FUTURE GROWTH PERSPECTIVE: The company has immense growth opportunity in both its passenger and cargo units. Few of these are mentioned as follows: New business opportunities in Russian and European market. Acquisition of new and small business possible in many areas including international markets. Buying of new aircrafts will facilitate the growth and increased number of routes as planned by the company. REFERENCES: 1. Oxford Business Group (2006), Emerging Abu Dhabi, Published by Oxford Business Group, ISBN: 1902339428, 9781902339429 2. Delfmann, Werner (2005), Strategic management in the aviation industry, Published by Ashgate Publishing, ISBN: 0754645673, 9780754645672 3. Vedder ,Hendrik (2008), Strategic Alliances in the Aviation Industry: An Analysis of Past and Current Developments, Published by GRIN Verlag, ISBN: 364023037X, 9783640230372 4. Bilimori; Sandy Kristin, Piderit (2006). Handbook on women in business and management. Published by Edward Elgar Publishing. ISBN: 1845424328, 9781845424329

Success of Carrefour

1. Introduction As the world leader in retail industry, the Carrefour Group, through over fifty years of dedicated efforts, is now the largest retailer in Europe and second largest in World. Since established, through a process of merge and acquisition, Carrefour has already expanded its market to different retail scales around the global, which includes hypermarket, supermarket, cash&carry and convenience stores. According to the financial report of Carrefour group, by the end of 2012, it had already generated 101. 3 million Euro of sales under banners.Moreover, it opened 9,994 stores from different scales in 33 countries globally. Therefore, it is not surprise to find it has over 100 million customers world widely. Carrefour has its clear mission adapting different cultures, which includes to promote quality for everyone and ensure the safety of its products, meet all the expectations of customers and to provide customers with freedom to choose with specific ranges of Carrefour pro ducts. On the way to accomplish their mission, marketing strategy are implemented orderly by Carrefour group.As Cambra-Fierro and Ruiz-Benitez (2011) illustrate in their research, the basic strategy of Carrefour is making this brand globalized, through establishing as its main axes on the client and a full local adaptation and integration. No matter where Carrefour expands to, the commitment to local economic environment is an unchangeable strategy for Carrefour. Carrefour is also famous for training local staff and manager which can adapt to native environment more quickly. According to the key figures of Carrefour, it now has 360,000 employers world widely, and these employers are naturally sensitive to local consumer behavior.It is evident that Carrefour obtain a huge success in China since it was embrace by As statistics shown in Chuang ,Wei, Donegan, & Ganon’s report(2011), by 2009, Carrefour ranked 7th among all chain stores in China with CNY? 36,600m in sales. When peo ple are applauding for Carrefour’s victory, the whole retail industry is wondering the reason behind its success. Therefore, this proposal is aiming at illustrating a framework with the case of Carrefour, investigate the reasons contributed to its huge success, and detect whether this model is applicable to the whole industry and make the whole retail sector better off. . Brief History of Carrefour The Carrefour Company was created by the Fournier and Defforey families in 1959. In 1960, the first Carrefour supermarket was opened in Annecy, a city in eastern France that had become increasingly industrialized since World War II. From this first outlet, Carrefour changed itself into a worldwide entity with more than 15,600 stores spanning 34 countries around the globe. Between 1961 and 1962, business at Carrefour increased 45 percent and salaries increased as well. In 1963, Carrefour created a new shop concept known as the hypermarket.In 1970,Carrefour went public and Carrefour shares were listed on the Paris stock exchange. In 1976, Carrefour introduced its own production under no label. They assured that â€Å"Just high quality product for low price†. Between 1978 and 1982, the greatest number of new Carrefour stores was established outside of France, especially in Latin countries. Profits proved high at its stores in Brazil, Argentina, and Spain. In the 1990s, expansion in Central and South America was extremely strong. Carrefour moved into Mexico in 1993 and opened the first chain hypermarket.By 1997, Carrefour operated about 60 stores in South America and was generating $7 billion in sales in Brazil and Argentina. In 2000, Carrefour merged with Promodes SA to become the largest European food retailing group (second largest worldwide). Carrefour also became Europe's leading operator of supermarkets, convenience stores, discount stores, cash-and-carry outlets, and hypermarkets. With more than 8,800 stores in 26 countries and revenues of nearly $6 5 billion, Carrefour entered the new century on solid foundation. While management worked on the merger integration process, the company remained focused on growth.At the same year, it formed Global Net Exchange, an online supply house, with Sears and Oracle. Between 2001 to 2007,Carrefour continued the acquisition of hypermarkets in different countries and experienced continuous growth in all markets. In 2007,a New Era began in Carrefour history. A new home furnishing and decorations line was introduced at Carrefour and Carrefour became the sole distributor of Dell products in Europe. 3. MISSION As Europe’s leading mass retailer, and number two in the world, the Group comes into contact with thousands of suppliers and millions of customers very year, enabling it to promote responsible, quality consumption at low prices through the Carrefour product range. 3. 1 Promote quality for everybody and ensure the safety of our products. Carrefour has adopted an approach through the c reation of its private labels which are now commercialized in the majority of the countries in which this firm is present to ensure the safety of their products. The approach is based on the implementation of private standards defined and owned by individual retailers.These private standards prompted the retailers to establish relatively formalized contractual relationships with producer organizations, and to decrease the utilization of spot markets. As a result, the creation of vertical alliances between producers, manufacturers and retailers has proven to be an important mechanism in the regulation of agricultural product food chains. This action is intended to structure the supply chain by obliging suppliers to meet production requirements related to safety, quality and environmental levels, which are more demanding than public regulations. . 2 Meet all the expectations of our customers and consumers. 3. 2. 1 Accessibility The group operates 9,771 stores (both company-operated or franchises) through four main grocery store formats: hypermarkets, supermarkets, cash ; carry, and convenience stores. Carrefour also sells food and non-food products through the e-commerce channel. In FY2011, the group strengthened its food e-commerce solutions in a number of countries. For instance, all stores of the group across Spain deliver the items ordered through internet to customer homes.Carrefour Brazil’s non-food e-commerce site which was launched in 2010 is presently ranked among the country’s top six commercial websites. In FY2011, Carrefour France also launched a wide range of non-food products online, including household appliances, television, video, telephony and other high-tech products. In Greece too, the group has provided its customers a facility to purchase groceries and household appliances online. 3. 2. 2 Price Carrefour's mid-range brand offers merchandise at price range which is 15%–30% lower than national brands. 3. 3 Provide custome rs with freedom to hoose with specific ranges of Carrefour products. Carrefour has more than 30 years of unparalleled experience in retailing private label products. The group makes use of an in-depth analysis of the purchasing habits and expectations of its customers in order to create its private label offerings. The Carrefour Discount brand carries discount products, consisting of 500 basic everyday products (including grocery, fresh and frozen products as well as non-food goods) at a low price range. The group also offers product ranges focused on more specific customer requirements.The Carrefour Selection brand is positioned in the premium segment and the Carrefour Kids brand in the children's segment. Carrefour also offers authentic products from its regional brands ‘Reflets de France’ and ‘Terre d'Italia’ which include traditional Italian products. It also offers organic and environmentally responsible brands such as Carrefour ECOplanet in Italy, and Carrefour Ecobio in Spain. The group has established itself as a major retail player in organic farming products with an offering of nearly 2,300 food products throughout the world. 4. Carrefour—marketing strategy in chinaOwing to the maturity of the European market Carrefour and unfulfilled foreign investment in other continents, Carrefour needed to seek for new markets, and one of the most important one is Asia, especially China- a market with huge potential. Therefore, in 1995, the Carrefour began it and, soon, it generate a huge success in China soon after its establishment domestically in China. Decentralized management is the biggest reason for Carrefour’s success in Chinese market. Carrefour has divided its Chinese market into four big regions ehich are east, south, north and middle China.Considering of the legal issue and culture obstacles, the company chose the local partners, and even different partners in different regions, such as choosing partners in Beij ing and Guangzhou represent north and south agency respectively. Carrefour has a clearly marketing plan in China by knowing well about Chinese national condition. Carrefour learned about Chinese market and found the preferences is even different in Chinese market according to different areas, such as Tsingtao beer is so famous in Tsingtao but in Beijing almost everyone drinks beer from Beijing.Therefore Carrefour also needed to further adapt to local tastes and preferences in that area. EXAMPLE From the market in Taipei, it learned how Chinese people sold the fish. Carrefour hence adopted two strategies; selling fish alive and selling frozen fish. For those people live in coastal city, they prefer alive fish which right out of the fish tanks, while people live in west and middle, where is further away from coastal, prefer to buy frozen fish which can keep fish fresh. After Carrefour adapted to this concept it saw fish sales go up 30-40%.Furthermore, Carrefour adapted to the local co nsumer and their shopping behaviors while merge the foreign culture into its culture style. The Chinese consumer likes to compare different brands, so Carrefour had distributed larger shelves in order to place all the different brands in one area so that the consumers feel more satisfied during choosing what they want to buy. Additionally, Carrefour introduced new products to China such as wine which was not regularly being consumed by the Chinese population, which changed Chinese consumers’ perception to some extent.Carrefour did this by holding wine fairs and introducing to the Chinese how to drink the wine and what kinds of food it goes with. Since the taxes on wine imports were lowered, Carrefour was able to provide its Chinese consumers with cheap imported wines such as French wine. So more and more Chinese get use to the culture of wine. Through all these adaptations to local taste or by using its knowledge from Taiwan, Carrefour was able to successfully enter the Chine se market. Carrefour China is one of the biggest markets for Carrefour and as of December 31st 2009 China’s Net Sales were 3,473 billion Euros which showed a growth of 4. % from the previous year. Carrefour’s main competitor in China is Wal-Mart which has more bargaining power than Carrefour because of its big size. It was a successful idea when Carrefour introduced the fresh bakery concept in its stores. Unfortunately, Carrefour failed to include the Chinese deserts in its bakery section which its competitors did not. In order to stay competitive, Carrefour updates its strategy every three years since China is a market that is changing quickly.Carrefour invests a lot of money into Human Resources in order to train employees just in order to stay competitive with those large retailers. The company also deals with retention differently than in Europe. For example, it invests a lot of money in its training and the employees need to sign a three to five year contract. If the employee wants to change to the competition he/she has to pay back the money for the training which is a lot. If employees stay with the company for five years they receive a big bonus. All these strategies turn to keep labor turnover very low.Carrefour once faced a very difficult position. In April 2008, the Olympic torch relay was interrupted by Tibetan independence advocates in Paris where the protesters tried to get a hold of the torch from a wheelchair bound Chinese representative. Because of this, some Chinese activists have tried to boycott Carrefour stores because of its French roots. To manage its bad image, Carrefour has taken multiple actions. First, to make better relations with its suppliers, Carrefour started financing programs for smaller suppliers allowing them to apply for loans with Deutsch Bank.The company has also created a mailbox and hotline for suppliers to report any corruption and has personal investigators to go after such malpractices. In order to seek better relations with its employees, Carrefour has increased its communication with its employees and settled the disputes regarding overtime. Carrefour has also increased its fulltime employees’ salaries by 8% and put in place a minimum wage that is 5% higher than the local minimum wage. To eliminate its price differences Carrefour also promised to have regular internal price inspections.Carrefour was ordered to correct its illegal prices and refund its overcharged customers. Carrefour China said that it would refund all of its customers who were charged more than the retail price. 5. Conclusion Evaluation/recommendation Now we can draw a conclusion that the main reason of Carrefour’s success in China should owe to its sparing no effort to localization. It manifests that Carrefour try their best to follow the motto: â€Å"when in Rome, do as the Romans do† to grasp the Chinese customers’ needs accurately and then maximize their profits.Why the Carrefour ’s localization is firmly believed to be successful, here we can compared with another famous foreign retailer company Wal-Mart’s strategies in China. Firstly, let’s look at marketing strategies. Carrefour took the striving to develop in opening more stores as its primary target. In order to be faster than its competitors, Carrefour broke the routine procedure of opening stores instead of making the stores blooming everywhere. Now Carrefour has inished its strategic layout in the coastal cities and economic center cities of China on the whole that is faster than Wal-Mart for about two or three years, which helped Carrefour to save the time to adjust its management system. However, Wal-Mart chose to copy its suburbanization strategies totally in China from America. But it ignored the situation of Chinese that not every family can own a car. In addition, compare to Carrefour’s â€Å"crazy† expansion strategy, Wal-Mart performed a cautious and conserv ative attitude that it insists keep a foothold in Shenzhen but paced up and down at the southern part of China’s market.So it missed the right timing to expand to the whole China’s market. The table below shows that the comparison between Carrefour and Wal-Mart. Due to the present situation, we can learn from that the number of stores can directly affect its velocity and time of making profit for foreign retailors in China. Besides, consistent with local circumstances is vital factor. Secondly, let’s look at localization in products. Carrefour attach great importance on choosing local products, and in Carrefour, half of manufactured food in the store accommodates local people’s tastes.Not only that, Carrefour highlights all the local products in order to convenient to customers. Besides, Carrefour also purchases goods from farmers directly, which not only increases farmer’s salaries but also allows Carrefour to keep good quality with low price. Fro m its behaviors we can learn that provide convenience to customers and meet customers’ needs well are good ways to attract customers and improve the customer loyalty. Thirdly, lets’ look at the localization in culture. Carrefour as a French company did a better job on human-based management. We can see it from its Chinese name â€Å" , which is very nice and localized. In addition, its slogan is happy at home and happy at Carrefour which also in keeping with culture value of its Chinese name. However, Wal-Mart is a little defective in this part. It is worth mentioning that every time Carrefour opened a new store, started new slogan, or other events, the Chinese media always give it enough focus and reports them on the internet, although there has also been negative news, it might reveal that Carrefour is good at attracting not only journalists’ attention but also that of local government.Comparing to Carrefour, Wal-Mart seems to be more low-pitched that it is c autious to every action and looks like a merit student in China. This is right but is such an ideologism which is not to the benefit of advertisement to its potential customers. To sum up, Carrefour indeed provides certain valuable experiences to its competitors and it is worth to learn from such an outstanding company. References Presentation of Carefour. (2013). Retrived April 8, 2013 form http://www. carrefour. om/content/presentation-group Cambra-Fierro, J. , & Ruiz-Benitez, R. (2011). Notions for the successful management of the supply chain: Learning with carrefour in spain and carrefour in china. Supply Chain Management,  16(2), 148-154. doi: http://dx. doi. org/10. 1108/13598541111115392 Ming-Ling Chuang, James J. Donegan, Michele W. Ganon, Kan Wei, (2011) â€Å"Walmart and Carrefour experiences in China: resolving the structural paradox†, Cross Cultural Management: An International Journal, Vol. 18 Iss: 4, pp. 43 – 463 Zoe, Z. Y. (2012). Management strategie s of Carrefour and Ito-yokado in china: A comparative study. International Journal of Business Anthropology, 3(1), 134-157. Retrieved from http://search. proquest. com/docview/1018555862? accountid=38789 Carrefour S. A. SWOT Analysis. (2013). Carrefour SA SWOT Analysis, 1-11. Article < > from http://wenku. baidu. com/view/c5d3b2c9da38376baf1faebc. html Table data from website: www. carrefour. com and www. walmart. com and www. auchan. com

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