How Old Is Too Old For Elderly Cardiac Surgery Essay

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Educational Funding Levels For Public Schools Essay

The formula budgeting approach is the method most commonly used by states, including Georgia, to determine K-12 educational funding levels for public schools (Green, 2014). This approach utilizes a fixed method to allocate funds and, as maintained by Green (2014), is intended to provide an objective, efficient, and equitable manner to distribute state education funds to local schools districts. However, as observed with Georgia’s own funding formula, this budgeting approach falls short when full funding is not provided. As a result, funding inequities do occur as local sources of revenue vary across the state. Established by the Georgia legislature in 1985, the Quality Basic Education (QBE) funding formula was designed to equitably provide K-12 educational services for Georgia students (Suggs, 2015). 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Case Study Intermarket Essay Example For Students

Case Study Intermarket Essay CASES C ASE OUTLINE 1. CLUB MED: MAKING A COMEBACK 2. HONDA IN EUROPE 3. ANHEUSER-BUSCH INTERNATIONAL, INC. : MAKING INROADS INTO BRAZIL AND MEXICO 4. VOLKSWAGEN AG NAVIGATES CHINA 5. WAL-MART OPERATIONS IN BRAZIL: AN EMERGING GIANT 6. LOUIS VUITTON IN JAPAN: THE MAGIC TOUCH 7. STARBUCKS COFFEE: EXPANSION IN ASIA 8. GAP INC. 9. MOTOROLA: CHINA EXPERIENCE 10. iPOD IN JAPAN: CAN APPLE SUSTAIN JAPAN’S IPOD CRAZE? 11. NTT DoCoMo: CAN i-MODE GO GLOBAL? 12. THE FUTURE OF NOKIA 13. MAYBELLINE’S ENTRY INTO INDIA 14. YAHOO! JAPAN *15. AOL GOES FAR EAST *16. DANONE: MARKETING THE GLACIER THE UNITED STATES *17. BMW MARKETING INNOVATION *18. HERMAN MILLER, INC. VS. ASAL GMBH *19. NOVA INCORPORATED: TWO SOURCING OPPORTUNITIES ? *20. CERAS DESERTICAS AND MITSUBA TRADING COMPANY *21. THE HEADACHES OF GLAXOWELLCOME *22. BENETTON *23. TWO DOGS BITES INTO THE WORLD MARKET: FOCUS ON JAPAN *24. ABC CHEMICAL COMPANY GOES GLOBAL *25. DAIMLERCHRYSLER FOR EAST ASIA *26. SHISEIDO, LTD. : FACING GLOBAL COMPETITION *27. SMS PACS *28. DAIMLER-BENZ AG: THE A-CLASS AND THE MOOSE-TEST *29. PEPSI ONE *30. UNISYS *31. FORD MOTOR COMPANY AND DIE DEVELOPMENT *32. CITIBANK IN JAPAN *33. KAO CORPORATION: DIRECTION FOR THE 21ST CENTURY *34. PLANET HOLLYWOOD: THE PLATE IS EMPTY *35. HOECHST MARION ROUSSEL: RABIPUR RABIES VACCINE ? Indicates available on the Web at: www. wiley. com/college/kotabe 621 622 †¢ Case 1 †¢ Club Med: Making a Comeback C ASE 1 CLUB MED: MAKING A COMEBACK ? Club Mediterranee (Club Med), a corporation in the allinclusive resort market, manages over 140 resort villages in Mediterranean, snow, inland, and tropical locales in over 40 countries. Its resorts do business under the Club Med, Valtur, Club Med Affaires (for business travelers), and Club Aquarius brand names. Club Med also operates tours and two cruise liners: Club Med 1 cruises the Caribbean and the Mediterranean, and Club Med 2 sails the Paci? c. The company ? also arranges specialized sports facilities. Club Mediterranee’s clientele is about one-third French, with the rest being mainly from North America and Japan. Club Med found that its all-inclusive price is not as widely accepted today as it was in the past and that consumers’ preferences have changed. Vacationers are not willing to spend large amounts of money for vacations that include many activities they are not using as much as they had been in the past. This change in preference poses a problem for the company because Club Med’s competition has been able to customize travel packages for each consumer at prices that vacationers feel more comfortable with. Although it appears easy for Club Med to customize travel packages, the company is at a disadvantage compared to its competition. Most of the competitors are found in a small number of locations, whereas Club Med has resorts scattered all over the world. Currency devaluation and political boycotts are some of the situations that Club Med faces worldwide on an ongoing basis. These external factors are reducing the company’s ability to increase sales and gain new customers. BACKGROUND AND HISTORY ? Club Mediterranee, otherwise known as ‘‘Club Med,’’ was originally founded by a group of travelers, headed by Gerald Blitz, in 1950. However, through the years, as this group was increasing in size, it was becoming increasingly more dif? ult to manage. Blitz, therefore, took the opportunity to turn this ‘‘association’’ into a business, with the aid of Gilbert Trigano, in 1954. Trigano sought to establish this organiza? tion, and by 1985, Club Mediterranee S. A. was transformed into a publicly traded company on the Paris Stock Exchange. Club Med Inc. became the U. S. -based subsidiary of Club ? Mediterranee, headed by Trigano’s son Serge. Today, Club Med encompasses over 114 villages, on six continents, and 33 countries (see Exhibit 1). In addition, Club Med has two cruise ships. The Club Med style can be best described by the sense of closeness found among the managers. All managers are former village chiefs and are therefore knowledgeable of the This case was prepared by Karen Bartoletti, Alexandra Doiranlis, Steven Kustin, and Sharon Salamon of New York University’s Stern School of Business and updated by Sonia Ketkar of Temple University under the supervision of Professor Masaaki Kotabe for class discussion rather than to illustrate either effective or ineffective management of a situation described (2006). company’s everyday operations. This immediately re? cts on the ‘‘friendly’’ relationships that the GOs (Club Med-speak for assistants or gracious organizers) and GMs (Club Medspeak for guests or gracious members) have with each other, making every vacationer’s experience a memorable one. A distinguishing feature of a Club Med resort is the living area, which is much simpler than that of a typical hotel cha in. Rooms are sparsely decorated (i. e. , no phones, televisions, etc. ). Unlike typical hotel chains, Club Med measures its capacity in each resort by the number of beds, not the number of rooms, because singles have roommates. This simpler approach has made Club Med very successful. Another key to success was Club Med’s image as a place to go when you want to escape. However, in the year 2004, after years of trying to make higher pro? ts, the company altered its strategy hoping to make a comeback. The new strategy aimed at giving consumers a differentiated product that was more upscale and luxurious, especially in the Americas. INDUSTRY STRUCTURE Until 1986, Club Med had a very strong position in the all-inclusive resort market. The corporation’s level of bargaining power with buyers, suppliers, and labor was high (see Exhibit 2). During that time period, a client interested in duplicating ‘‘the Club Med experience’’ would have had to pay an additional 50 percent to 100 percent to have an identical experience at other resorts (see Exhibit 3). With regard to suppliers, companies that provided vacation-related services, such as airlines, were willing to give Club Med signi? cant discounts in exchange for mass bookings. In keeping with the advance in information technology and the value of the Web, Club Med launched a Web site www. lubmed. com at the end of 2003. The Internet now accounts for around 20 percent of its sales. This proved to be a huge boon to travel agents who check availability, prices, air fares, and even make bookings online. The Web site also allows travel agents to block reservations rather than book and con? rm them for up to 48 hours. In 2004 Club Med develo ped a specialist program for travel agents. Under the program, the company certi? ed 12,000 travel agents and apparently the certi? cation has enabled the agents to increase bookings signi? cantly. Finding labor was not a problem for this resort chain because thousands of people were interested in working at such a pleasurable location. COMPETITION As of 1986, Club Med began facing competition. This company was no longer the only all-inclusive resort. Many of the ? rm’s competitors were realizing similar success. In 1986, most of the all-inclusive competitors had adopted Club Med’s style of recreational activities, with staff members acting as directors of these organized games. By then, the only major difference that Club Med maintained was the fact that their price did not include drinks. At the start of the year 2004, after several years of listening to agents complain that vacationers Case 1 †¢ Club Med: Making a Comeback †¢ 623 EXHIBIT 1 THE CLUB MEDITERRANEE GROUP VILLAGES WORLDWIDE THE CLUB MEDITERRANEE GROUP VILLAGES WORLD WIDE SWITZERLAND Pontresina Pontresina (winter) Saint Moritz Victoria (winter) Saint Moritz-Roi Soliel Valbella Villars-sur-Ollon Villars-sur-Ollon (winter) Wengen ITALY Caprera NORTH Cefalu Donoratico SEA Kamarina Metaponto Otranto Santa Teresa Sestriere Villages operated or managed by Club Med Inc. (the U. S. ubsidiary) Villages operated by Club Mediterrance SA (the French parent company) FRANCE Avoriaz Cargese Chamonix Chamonix (winter) Dieulefit Forges-les-Eaux LAlpe dHuez LAlpe dHuez (winter) La Plagne Les Arcs Les Menuires Meribel (winter) Opio Pompadour SantAmbrogio Superbagneres Superbagneres (winter) Tignes Val Claret (winter) Val dIsere Vittel SPAIN Cadaques Don Miguel Ibiza BERMUDA Porto Petro BAHAMAS MOROCCO Columbus Isle Agadir Eleuthera Al Hoceima Paradise Island TURKS CAICOS Marrakech Ouarzazate Turquoise Smir HAITI Yasmina Magic Haiti DOMINICAN REPUBLIC Punta Cana GUADELOUPE SENEGAL Cap Skirring Les Almadies MARTINIQUE IVORY COAST Assinie SOUTH TUNISIA AMERICA Hammamet Jerba la Douce Jerba la Fidele EGYPT BRAZIL Itaparica Rio das Pedras YUGOSLAVIA ROMANIA BULGARIA Roussalka CROATIA Pakostane TURKEY Bodrum Foca Kemer Palmiye GREECE Corfou Ipsos Gregolimano Helios Corfou Kos ISRAEL Arziv Coral Beach ASIA EUROPE PACIFIC OCEAN NORTH AMERICA USA Copper Mountain Sandpiper MEXICO Cancun Huatulco Ixtapa Playa Blanca Sonora Bay ARCHAEOLOGICAL VILLAS FRENCH WEST INDIES Buccaneers Creek Caravelle Club Med 1 (winter) FRENCH POLYNESIA (TAHITI) Bora Bora Club Med 2 Moorea JAPAN Sahoro CHINA (PROVINCE OF) THAILAND Phuket MALAYSIA Cherating MEDITERRANEAN SEA Club Med 1 AFRICA INDIAN OCEAN PORTUGAL Da Balaia INDONESIA Bali Ria Bintan MALDIVE ISLANDS Faru MAURITIUS La Pointe aux Canonniers REUNION AUSTRALIA Lindeman Island NEW CALEDONIA Chateau Royal Club Med 2 (winter) ere skeptical above booking Club Med resorts due to its exclusive prices, Club Med reverted to an all-inclusive deal and launched its ‘‘total’’ all-inclusive package in most of its villages. In the ? rst part of 2005, the company declared the Alps area, in which it operates 22 vi llages, a cash-free zone, meaning that an all-inclusive package with snacks and drinks around the clock. That area of the world being a major ski locale, it attracts thousands of people every year. Therefore, Club Med has also launched ski programs for its members at its resorts around the Alps. One competitor, Jack Tar Village, the Jamaica-based company, operates resorts located mostly in the Caribbean. Jack Tar positions the resorts as more glamorous and modern than those of Club Med. This can be seen in advertisements where the company implicitly criticizes the spartan rooms and methods of Club Med. Jack Tar’s claim to fame in relation to Club Med is its open-bar policy. Another competitor that the ? rm must consider is the SuperClubs Organization, which operates four resorts in Jamaica. These resorts have reputations for being the most uninhibited and sexually oriented resorts. SuperClubs also follow a system of having drinks included in their price, but the other distinction from Club Med is the vacation’s packaging and distribution. Club Med bundles the ground transportation with the rest of their packages while air transportation was to be distributed directly to consumers or travel agencies. SuperClubs, on the other hand, bundled ground transportation packages to be sold through large tour wholesalers, who in turn grouped these packages to be sold to the travel agencies. Activities that Club Med and their competition offer are similar, but the way they are offered is somewhat different. Club Med’s competitors offer the same activities but do not include them in the initial price of the vacation. A few of SuperClubs’ activities that were included were tennis, basketball, and exercise rooms, but jet-skiing and parasailing were available for an additional fee. This allowed Club Med’s competitors to offer lower prices and take away potential clients from Club Med. This concept has worked for the competition because consumers ? d that they are not using all the activities offered. Therefore, there is no reason to pay an all-inclusive price. Club Med, on the other hand, suffers from ecological, economic, and political constraints that prevent the ? rm from using this individual pricing method, which could lead to customized packages for vacationers. THE SERVICE CONCEPT Club Med has a worldwide presence in the resort vacation business that has allowed the ? rm to grow and dominate this industry. The original mission statement includes the idea that the company’s goal is to take a group of strangers away from 624 †¢ Case 1 †¢ Club Med: Making a Comeback EXHIBIT 2 FORCES DRIVING INDUSTRY COMPETITION Barriers to Potential Entrants Economics of Scale Volume discounts Air travel Food Advertising Semitransferable demand among numerous villages Experience-Curve Effects 30 years experience Proprietary Process Recipe for Club Med magic Village chiefs Determinants of Supplier Power Many price-competitive airlines Airline seats cannot be inventoried Many price-competitive food companies Host governments want hard foreign currency Strong demand to work for Club Med at low wages Minimal threat of forward integration by suppliers Brand Identity Club Med name 65% new business through word of mouth Fantasy and romance High Capital Requirements $20 million to $25 million per 600-bed club Need several clubs to gain scale economies Favored Political Status Tax incentives Joint ventures with host governments Determinants of Buyer Power Purchasers are private individuals Price of similar vacation 50%–100% higher if buyers self-package High perceived risk of wrong vacation choice Buyers cann ot integrate backward (except for buying a second home or timesharing Intra-Industry Rivalry Few rival firms Most based in Jamacia (Club Med has no Jamacia villages) Determinants of Substitute Threat Buyers Face High-Switching Costs High opportunity cost of leisure time Reasonable Club Med price Risk-averse buyers Price of equivalent alternative vacations Substitutes Few and Dissimilar Cruise ships Traditional resorts EXHIBIT 3 COST COMPARISON Average Costing of a 7-day holiday in Don Miguel ? Return airfare London/Malaga Coach transfer to resort U. K. government departure taxes Hotel (3-star equivalent) breakfast Seven three-course lunches (@ ? 15) Wine with lunch and dinner (7 bottles @ ? 5) Seven three-course dinners (@ ? 17) Cycling (6 days @ ? 5/hr) Tennis lessons (6 days @ ? 8/hr) Night club entrance (6 ? ?5) Tips to staff (7 ? ?2) Child care facilities (6 ? 4 hrs @ ? 5/hr) Total Normal Marbella Prices ? 199 ? 20 ? 5 ? 300 ? 105 ? 35 ? 119 ? 30 ? 48 ? 30 ? 14 ? 120 ? 1,025 Typical Club Med Holiday Included Included Included Included Included Included Included Included Included Included Included Included From ? 569 Other activities/facilities included in the price at Club Med Don Miguel: Swimming Pool, Circus School, Archery, Weights Room, Keep? t Classes, Specialty Restaurant, Bridge, Evening Entertainment/Shows, Ping Pong, Jacuzzi, Sauna, Hamman. Other on-site conveniences at Club Med: Bank, Boutique, Medical Center, Bars (bar drinks extra cost), Car Rental, and Laundry Service. Case 1 their everyday lives and bring them together in a relaxing and fun atmosphere in different parts of the world. This feeling can be expected in any of the 110 resorts. This mission is the key to Club Med’s competitive advantage. Consumers anywhere in the world know they will get the same preferential treatment while they are in the Club Med villages. The company’s strategy of keeping members coming back is carried out by having their guests join a club as members with an initiation fee as well as annual dues. With the membership, they receive newsletters, catalogs featuring their resorts, and discounts on future Club Med vacations. This makes people feel more like a part of the Club Med and creates strong brand loyalty. In fact, an average Club Med vacationer revisits four times after their initial stay at one of its resorts. All Club Med villages are similar in their setup regardless of what part of the world they are located. The resort sites are carefully chosen by taking into consideration the natural beauty (i. e. , scenic views, beachfront, woodland, no swampland, etc. ), good weather, and recreational potential. Each resort has approximately 40 acres to accommodate all the planned activities: windsur? ng, sailing, basketball, volleyball, tennis, and so on. The resorts’ secluded atmosphere is further exempli? ed by the lack of daily ‘‘conveniences’’ such as: TV, clocks, radios, even writing paper. This is done to separate individuals from civilization so they can relax as much as possible. However, under the new luxury experience model, Club Med is in fact adding room facilities in some of its resorts. Club Med organizes everything in a manner that encourages social interaction between guests. The rooms are built around core facilities such as the pool. Meals are done buffet style, and the tables seat six to eight people so guests can sit and meet with many different people at every meal. All activities and meals are included in the fee paid before the vacation begins. The only exceptions are bar drinks and items purchased in the small shops; those items are put on a tab and paid for at the end of the vacation as guests check out. The goal behind this all-inclusive price is to limit the number of ? nancial decisions made by the guests so that, once again, they do not have to think of the pressures of the ‘‘real world. ’’ Each day the guests have a choice of participating in a variety of activities. As evening sets in, there are choices for after-dinner activities such as dancing and shows. All activities are designed to encourage guests to join in. Even the shows allow for audience participation. PROBLEMS ? Until 1996, Club Mediterranee was predicted to have strong sales growth due to successful market penetration in other countries (see Exhibit 4). However, the same expansion that helped the ? rm become famous may be the cause of the ? rm’s disadvantage in relation to its competitors. Club Med does not have as large of a sales increase as it had anticipated. This is due to economic and ecological disasters in countries where Club Med resorts are located. This makes it dif? cult for Club Med to aintain its beautiful resorts in countries that suffer from such disasters. With this knowledge taken into consideration, contracts are drawn up between Club Med and the government of the corresponding country. The key clause in these contracts states that if Club Med is allowed t o enter the country, the ? rm †¢ Club Med: Making a Comeback †¢ 625 will increase tourism in the area. In turn, the government will provide ? nancial aid to help pay for the costs of maintaining the new resort facilities. EXHIBIT 4 REVENUES BY REGION (2002) France Europe (excluding France) America Asia 32% 20% 17. 7% 10. 2% Joint ventures with host governments have not proven to be as pro? table as expected. An example of such a disappointment occurred when the Mexican government agreed to maintain Club Med’s facilities if the corporation would increase Mexico’s tourism level. However, unexpected occurrences, such as depreciation in the country’s currency, limited the amount of capital the Mexican government could allocate to maintain the resort’s facilities. This put Club Med in a dif? cult situation when the ? rm had to suddenly maintain its facilities with less government funds than expected. Although Club Med’s resorts are very pro? table in Mexico, the devaluation of the peso has caused Club Med’s maintenance costs to rise dramatically. This in turn prevents Club Med from reducing its prices and offering customized packages to its vacationers. A second example of how international resorts reduce the ? rm’s ability to compete effectively is Club Med’s penetration into France. The resorts in the area had been doing well until March 1996. At that time, it became known that France had been conducting nuclear tests in the South Paci? c. This ? caused Club Mediterranee to receive fewer bookings than expected in its Tahiti-based resorts. Tourists avoided these resorts because of riots among residents concerned about the testing; this resulted in negative publicity in this part of the world. The riots, which often occurred in airports, deterred potential tourists from ? ying into this region. Another signi? ant event in the history of Club Med was September 11, 2001, in the United States, which caused a considerable reduction in travel the world over. For Club Med, however, it was followed by the closing of 15 of its villages. Since then, it has reopened six and opened four new villages. The hurricanes in the Caribbe an in 2004 also caused some serious damage to Club Med’s resorts in those regions. The company had to rebuild its Punta Cana village and at the time it gave out hurricane protection certi? cates that allowed guests who had lost out on vacation days due to the category 1 hurricane. Guests can exchange those certi? cates for travel to that destination in the future. Worse still, the terrible tsunami disaster in South East Asia devoured most of its coastline and Club Med’s properties in Malaysia, Phuket, and the Maldives. Furthermore, the region has experienced a huge reduction in tourism. Happenings in one area where Club Med is based often indirectly affect other Club Med resorts as well. With a lower clientele in its Tahiti-based resorts, and in the surrounding territories, Club Med experiences lower revenues and, therefore, acquires less money to maintain these resorts. As a result, 626 †¢ Case 1 †¢ Club Med: Making a Comeback to concentrate its sales and marketing efforts on France, the United States, Canada, Belgium, Japan, Italy, Germany and Switzerland. These countries account for 74 percent of visitors. Michelangelo Was Pessimistic In His Poetry And An Optimist In His Artw EssayThe image of Japanese cars in France is relatively poor, dating back to the 1930s when Japanese manufacturers entered the European market with low-quality products. Since that time, Japanese carmakers, in particular Honda, have not understood the concept of style and image in marketing. They appear to show a car only in a factual way, which is extremely low-context. Japanese carmakers in France have recently tried to alter their image, though with limited success. Today France’s image of Japanese cars, and in particular that of Honda, is that of a small, low-quality car, suitable only for a second car. Most buyers of Japanese cars are young career women who have just entered the workforce and housewives with limited cash. The main family car is likely to be a Renault or Peugeot and is driven by the man in the family. In addition, the French are risk-averse people, who dislike trying new things. They are also highly patriotic, supporting and purchasing their national products, such as Renault and Peugeot cars. The patriotism and risk averseness of the French, together with their low image of Japanese cars and the large number of other European automobiles available in the market, makes it extremely dif? cult for Honda to be successful in this market. Italy. Italy, like France, is a high-context culture where a great deal of emphasis is placed on feeling and style. The Italian culture is re? ected in their daily lifestyle, which gives a sense of romance to the people living there. As in France, the Italians view Japanese cars as small, low-quality vehicles, suitable only as a second family car. The most popular automobile in Italy, especially for families, is the Fiat. The Fiat is dominant because the Italians, like their high-context cousins the French, are very patriotic. Italians are also risk-averse and are not adventurous in sampling products outside of Europe. Italians, like the majority of Europeans, love to drive diesel automobiles. Only the French enjoy driving diesel cars more than the Italians. Case 2 However, Honda produces very few diesel cars, and the only country in which they are offered is the UK, where they are relatively unpopular. The following table shows the ? ve-year diesel car market share percentages in the UK, Germany, France, and Italy. †¢ Honda in Europe †¢ 631 MARKET SHARE OF DIESEL CARS BY COUNTRY Year 1997 1998 1999 2000 2001 UK 16. 17 15. 28 13. 8 14. 1 17. 7 Germany 14. 9 17. 6 22. 4 30. 3 N. A. France 41. 8 40. 2 44. 1 49. 1 N. A. Italy 16. 9 22. 3 32. 1 33. 3 N. A. Euro Avg. 25. 2 27. 7 33. 1 33. 3 N. A. Italy but is more conservative in nature. On the other hand, the English are more individualistic and less risk averse than the French and Italians. Hence, it should be easier for Honda to introduce its range of cars in the UK and to improve sales. The fact that the manufacturing plant is located in the UK helps in the promotion of the cars. The construction of a second assembly plant should also help Honda’s position in the UK. The existence of the assembly plant, together with the risk-taking nature of the English, has increased the number of Hondas sold in the UK in the last ? ve years to such a level that it is easily Honda’s best market. The number sold in the UK as of 2001 was twice that of Germany, which only ? ve years before had recorded more sales than the UK. However, no Honda vehicle has entered the list of the top ten cars sold in the UK, as shown in the following table for 2001. The table shows that diesel cars account for 30 to 50 percent of vehicles in France, Italy, and Germany. Diesel cars are hugely popular because of the high gasoline prices in those countries. Diesel engine cars are cheaper to maintain in the long run, compared to gasoline engine cars. A large number of European cars compete in Europe, particularly at the luxury end. BMW, Mercedes, and Audi are very popular for the very rich, as are Ferrari, Lamborghini, and Porsche. It is dif? cult for Japanese cars to enter the European market, especially at the higher end. The only Japanese cars that are selling reasonably well are Toyota’s Yaris, Nissan’s Micra, and Jazz from Honda. All three models compete in the 1. 4 liter and under segment. Germany. Of the four main European countries in which Honda is sold, Germany has had the second highest sales volume. Germany is a low-context culture where practicality and durability are two of the main concerns of a product. Consumers are concerned with every detail regarding a product and wish to know all relevant information before making a purchase. The promotion style used by Honda on the Internet, bursting with information on their automobiles, seems to be an appropriate form of promotion for the low-context nature of the Germans. Another factor that should place Honda’s products in a better position in Germany is the Germans’ greater willingness to take risks and to purchase new products. As a result, Honda would not have to spend additional resources to change the image of their vehicles in Germany, as it should probably do in France and Italy. In reality, however, Honda’s sales have been dropping rapidly in the past ? ve years—50 percent of what they were ? ve years ago. If Honda’s promotion is in line with the German’s low-context nature, there must be another reason for the decrease in sales. The most logical is the perceived nature of Honda’s quality. The company needs to use its marketing to promote quality because competitors such as Mercedes (under DaimlerChrysler), Audi, Volvo, Jaguar (under Ford), and Volkswagen, to name a few, are seen as high-quality carmakers. The United Kingdom. The English are a moderately highcontext culture, who focus on tradition and class. Accordingly, the type of advertising and marketing promotion that will appeal to the English is similar to that popular in France and TOP 10 CARS SOLD IN EUROPE 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Ford Focus Vauxhall Astra Ford Fiesta Peugeot 206 Vauxhall Corsa Ford Mondeo Renault Clio Renault Megane Volkswagen Golf Citroen Xsara POSSIBLE ENTRY WEDGE A possible entry wedge exists in Europe that could help Honda recover some of its lost ground. The European automotive industry is committed to a voluntary agreement to reduce CO2 emissions by 25 percent from the 1995 levels by 2008 for all new cars. As an incentive for individuals to drive lowemission cars, special tax brackets will be given to drivers of low-emission cars. In 2001, Honda’s Insight produced the lowest levels of CO2 emission of any car in Europe. The following table shows the ? ve cars with the lowest CO2 emission. TOP 5 CARS WITH THE LOWEST CO2 EMISSION Rank 1. 2 3 4 5 Car Honda Insight Peugeot 206 Toyota Prius Renault Clio Audi A2 Engine 1 liter 1. 4 liter 1. 5 liter 1. 5 liter 1. 4 liter Gas Type Gasoline Diesel Gasoline Diesel Diesel Co2 g/km 80 113 114 115 116 The ranking is an excellent opportunity for Honda to promote its cars in Europe, where people (especially in Germany) are obsessed with the environment and are burdened with high taxes. In addition, Honda is introducing the Civic Hybrid in 2003. It is a gasoline-electric power train, fuel-ef? cient car with a low CO2 emission level. Although the car has an electric engine, it does not need to be plugged in and recharged. The battery pack recharges itself automatically as the car is running. 632 †¢ Case 3 THE ISSUE †¢ Anheuser-Busch International, Inc. : Making Inroads into Brazil and Mexico 2. Is it wise for Honda to market its products the same way in every country? 3. Is pricing its vehicles similar to the competition a good strategy for Honda? 4. Should Honda change its product mix from country to country? 5. Is distributing its motor vehicles together with its motorcycles a good strategy for Honda? 6. Is the European market too competitive for Honda? Honda is currently at the crossroads of its European expansion in the automobile market. It has been successful in managing to market essentially the same cars in many parts of the world, particularly in the North American and Japanese markets. Honda executives are wondering whether or not they should adopt more localized product development in Europe. DISCUSSION QUESTIONS 1. Does adapting the promotion of its motor vehicles to suit each country’s culture make sense for Honda? C ASE 3 ANHEUSER-BUSCH INTERNATIONAL, INC. : MAKING INROADS INTO BRAZIL AND MEXICO HISTORY In 1852 George Schneider started a small brewery in St. Louis. Five years later the brewery faced insolvency. Several St. Louis businessmen purchased the brewery, launching an expansion ? nanced largely by a loan from Eberhard Anheuser. By 1860 the enterprise had run into trouble again. Anheuser, with money already earned from a successful soapmanufacturing business, bought up the interest of minority creditors and became a brewery owner. In 1864 he joined forces with his new son-in-law, Adolphus Busch, a brewery supplier, and eventually Busch became president of the company. Busch is credited with transforming it into an industry giant and is therefore considered the founder of the company. Busch wanted to break the arriers of all local beers and breweries, so he created a network of railside icehouses to cool cars of beer being shipped long distances. This moved the company that much closer to becoming one of the ? rst national beers. In the late 1870s, Busch launched the industry’s ? rst ? eet of refrigerated cars but needed more to en sure the beer’s freshness over long distances. In response, Busch pioneered the use of a new pasteurization process. In 1876 Busch created Budweiser, and today the company brews Bud the same way it did in 1876. In 1896 the company introduced Michelob as its ? rst premium beer. By 1879 annual sales rose to more than 105,000 barrels, and in 1901 the company reached the one-million barrel mark. In 1913, after his father’s death, August A. Busch Sr. took charge of the company, and with the new leadership came new problems: World War I, Prohibition, and the Great Depression. To keep the company running, Anheuser-Busch switched its emphasis to the production of corn products, baker’s yeast, ice cream, soft drinks, commercial refrigeration units, and truck bodies. They stopped most of these activities when This case was prepared and updated by Masaaki Kotabe with the assistance of Sonia Ketkar of Temple University for class discussion rather than to illustrate either effective or ineffective management of a situation described (2006). Prohibition ended. However, the yeast production was kept and even expanded to the point that Anheuser-Busch became the nation’s leading producer of compressed baker’s yeast through the encouragement of the company’s new president in 1934, Adolphus Busch III. August A. Busch Jr. succeeded his brother as president in 1946 and served as the company’s CEO until 1975. During this time eight branch breweries were constructed, and annual sales increased from 3 million barrels in 1946 to more than 34 million in 1974. The company was extended to include family entertainment, real estate, can manufacturing, transportation, and major league baseball. August A. Busch III became president in 1974 and was named CEO in 1975. From that time to the present, the company opened three new breweries and acquired one. Other acquisitions included the nation’s second-largest baking company and Sea World. The company also increased vertical integration capabilities with the addition of new can manufacturing and malt production facilities, container recovery, metalized label printing, snack foods, and international marketing and creative services. CORPORATE MISSION STATEMENT Anheuser-Busch’s corporate mission statement provides the foundation for strategic planning for the company’s businesses: The fundamental premise of the mission statement is that beer is and always will be Anheuser-Busch’s core business. In the brewing industry, Anheuser-Busch’s goals are to extend its position as the world’s leading brewer of quality products; increase its share of the domestic beer market 50% by the late 1990s; and extend its presence in the international beer market. In non-beer areas, Anheuser-Busch’s existing food products, packaging, and entertainment will continue to be developed. The mission statement also sets forth Anheuser-Busch’s belief that the cornerstones of its success are a commitment to quality and adherence to the highest standards of honesty and integrity in its dealings with all stakeholders. Case 3 †¢ Anheuser-Busch International, Inc. : Making Inroads into Brazil and Mexico †¢ 633 ANHEUSER-BUSCH INTERNATIONAL PARTNERSHIPS Country Argentina Partner ? ?a Compan? Cervecer? Unidas ? as S. A. -Argentina (CCU—Argentina) (Cervecer? Costa Rica ? a –La Constanc? ?a –Cervecer? Centroamericana ? a ? –Cervecer? Hondurena ? a ? –Compania de Nicaragua –Cervecer? Nacional) ? a ? Cervecer? Unidas ? Compan? a ? as (CCU) Budweiser Wuhan International Brewing Co. Tsingtao Brewery Co. Ltd. Carlsberg Breweries A/S Brasseries Kronenbourg Guinness Ireland Ltd. Birra Peroni Industrial S. p. A. Kirin Brewery Co. Ltd. Investment Equity investment (of which 28. 6% is direct and indirect); licensed brewing and joint marketing Import, distribution Date Dec. 1995 Central America (Costa Rica, El Salvador, Guatemala, Honduras, Nicaragua, Panama) Apr. 1994 Chile China 20% equity investment 98% A-B owned brewery, A-B sales, marketing, distribution 4. 5% Equity investment Import, distribution Import, distribution, packaging Licensed brewing; joint marketing Licensed brewing; joint marketing Licensed brewing; joint marketing Kirin sales, distribution Import, distribution Equity investment (of which 50% is direct and indirect) Jan. 2001 Feb. 1995 China Denmark France Ireland Italy Japan June 1993 May 1998 Jan. 1996 June 1986 Apr. 1993 Jan. 2000 Mexico Grupo Modelo July 1989 Jan. 1993 Dec. 1986 South Korea Oriental Brewery Co. Ltd. Licensed brewing; joint marketing BEER AND BEER-RELATED OPERATIONS Anheuser-Busch, which began operations in 1852 as the Bavarian Brewery, ranks as the world’s largest brewer and has held the position of industry leader in the United States since 1957. More than four out of every ten beers sold in the United States are Anheuser-Busch products. In 2004, when the world’s third largest brewing company, Brazil’s Companhia de Bebidas das Americas (AmBer) joined hands with Belgium’s Interbrew, the combined ? rm InterbrewAmBer became the world’s largest Brewer with a global market share of 14 percent and revenues of over $12 billion. Anheuser-Busch’s principal product is beer, produced and distributed by its subsidiary, Anheuser-Busch, Inc. ABI), in a variety of containers primarily under the brand names Budweiser, Bud Light, Bud Dry Draft, Michelob, Michelob Light, Michelob Dry, Michelob Golden Draft, Michelob Gold, Draft Light, Busch Light, Natural Light, and King Cobra, to name j ust a few. In 1993 Anheuser-Busch introduced a new brand, Ice Draft from Budweiser, which is marketed in the United States and abroad as the preferred beer because it is lighter and less bitter than beer produced in foreign countries. Bud Draft from Budweiser was ? rst introduced in the United States in late 1993 in 14 states, with a full national rollout in 1994 in the United States and abroad. SALES Anheuser-Busch’s sales grew slowly after a sales decline in 1994. Net sales increased consistently from 1993 to almost $13. 3 billion in 1998 but fell again to $11. 8 billion in 1999. Net sales were up again in the next ? ve years to $14. 9 billion in 2004. ANHEUSER-BUSCH INTERNATIONAL, INC Anheuser-Busch International, Inc. (A-BII), was formed in 1981 to explore and develop the international beer market. A-BII is responsible for handling the company foreign beer operations and for exploring and developing beer markets outside the United States. Its activities include contract and license brewing, export sales, marketing and distribution of the company’s beer in foreign markets, and equity partnerships with foreign brewers. 34 †¢ Case 3 †¢ Anheuser-Busch International, Inc. : Making Inroads into Brazil and Mexico investing internationally through both brand and partnership development. Through partnerships, A-BII will continue to identify, execute, and manage signi? cant brewing acquisitions and joint ventures, partnering with the number-one or number-two brewers in growing markets. This strategy will allow A-BII to participate in beer industries around the world by investing in leading foreign brands, such as Corona in Mexico through Modelo. A-BII’s goal is to share the best practices with its partners, allowing an open interchange of ideas that will bene? t both partners. LATIN AMERICA The development of Budweiser in Latin America is one of the keys to long-term growth in the international beer business, for it is one of the world’s fastest growing beer markets and is a region with a growing consumer demand for beer. Anheuser-Busch products are sold in 11 Latin American countries—Argentina, Belize, Brazil, Chile, Ecuador, Mexico, Nicaragua, Panama, Paraguay, Uruguay, and Venezuela—with a total population of over 380 million consumers. In particular, the three countries showing the fastest growth in total beer consumption in the 1990–2000 period are Brazil (+200 percent), Colombia (+130 percent), and Mexico (+100 percent). In Brazil and Mexico—the two largest beer markets in Latin America—Anheuser-Busch International acquired an equity position in their major local breweries. Brazil. Anheuser-Busch International recently made an initial investment of 10 percent in a new Antarctica subsidiary in Brazil that consolidates all of Antarctica’s holdings in af? liated companies and controls 75 percent of Antarctica’s operations. Anheuser-Busch will have an option to increase its investment to approximately 30 percent in the new company in the future. The amount of the initial investment was approximately $105 million. The investment has established a partnership that gives Antarctica a seat on the board of Anheuser-Busch, Inc. and gives Anheuser-Busch International proportionate representation on the board of the new Antarctica subsidiary. The two brewers will also explore joint distribution opportunities in the fast-growing South American beer market. According to Scott Bussen (South American representative for A-BII), A-BII is currently in the process of signing a deal that calls for establishing an Anheuser-Busch–controlled marketing and distribution agreement between the two brewers to support sales of Budweiser in Brazil. The deal makes Anheuser-Busch the ? rst American brewer to hold an equity stake in the Brazilian beer market, which is the largest in Latin America and the sixth-largest in the world. Last year the Brazilian beer market grew by more than 15 percent. Its potential for future growth markets is one of the most important global beer markets. The second component of the partnership will be a licensing agreement in which Antarctica will brew Budweiser in Brazil. The joint venture will be 51 percent owned and controlled by Anheuser-Busch and 49 percent by Antarctica. Antarctica’s production plants will produce Budweiser according to the brand’s quality requirements. Local sourcing of Budweiser will allow more competitive pricing and increased sales of the brand in Brazil. A-BII has a two-pronged strategy: (1) build Budweiser into an international brand and (2) build an international business through equity investments and creating partnerships with, or leading foreign brewers. In seeking growth, Anheuser-Busch International emphasizes part-ownership in foreign brewers, joint ventures, and contract-brewing arrangements. These elements give the company opportunities to use its marketing expertise and its management practices in foreign markets. The success of these growth opportunities depends largely on ? nding the right partnerships that create a net gain for both companies. Other options for international expansion include license-brewing arrangements and exporting. In addition to its domestic breweries in the United States, the company operates two international breweries in China and the United Kingdom, respectively. Budweiser beer is locally brewed through partnerships in seven other countries, Argentina, Canada, Italy, Ireland, Spain, Japan, and South Korea. A-BII is currently pursuing the dual objectives of building Budweiser’s worldwide presence and establishing a signi? cant international business operation through joint ventures and equity investments in foreign brewers. Anheuser-Busch brands are exported to more than 60 countries and are brewed under Anheuser-Busch’s supervision in ? ve countries. A-BII has experienced international growth in all operating regions, with a 9-percent market share worldwide, and has the largest export volume of any U. S. brewer. Anheuser-Busch had more than 45 percent of all U. S. beer exports and exported a record volume of more than 3. 4 million barrels of beer in 1998. From 2002 to 2003, Anheuser-Busch’s international sales volume increased by 5 percent to 8. 4 million barrels. The company now sells beer in over 80 countries worldwide. MARKET SHARE The top 10 beer brands worldwide for 2000 in worldwide market share are shown in Exhibit 1. Most recently, AnheuserBusch has announced several agreements with other leading brewers a

The Female Quixote free essay sample

This paper analyses the book by Charlotte Lennox called The Female Quixote. This paper discuses the issue of gender roles in Charlotte Lennoxs book The Female Quixote. It focuses on the main character Arabella and how she manages to make the world revolve around her. It looks at the issue of female empowerment, relationship between the sexes and how these relate to modern day. From the paper: Charlotte Lennox?s ?The Female Quixote? decries the influence of romantic novels on its main female protagonist, Arabella. Like Cervantes? Don Quixote, a reading of romance novels, tales of beautiful women and their influence on men, and of their being the center of the world they dwell in, with everything seeming to revolve around their person, ostensibly seeks to expose the delusions of such women. By putting the onus of such delusions upon the romance, they decry fictions, or at least the genre of fiction that goes by the name of romances. We will write a custom essay sample on The Female Quixote or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page However, a reading of the novels brings forth the great truth that it is neither the romantic fiction, nor its misreading and misinterpretation by the main protagonists of these two novels and others of their kind, but the entire gamut of gender relations that can be held responsible and that needs to be probed further as the cause of such delusions.

101 Compare and Contrast Essay Ideas for Students

101 Compare and Contrast Essay Ideas for Students Compare and contrast essays are taught in school for many reasons. For one thing, they are relatively easy to teach, understand, and format. Students can typically understand the structure with just a short amount of instruction. In addition, these essays allow students develop critical thinking skills to approach a variety of topics. Brainstorming Tip One fun way to get students started brainstorming their compare and contrast essays is to create a Venn diagram, where the overlapping sections of the circle contain similarities and the non-overlapping areas contain the differing traits. Following is a list of 101 topics for compare and contrast essays that you are welcome to use in your classroom. As you look through the list you will see that some items are academic in nature while others are included for interest-building and fun writing activities. Apple vs. MicrosoftCoke vs. PepsiRenaissance Art vs. Baroque ArtAntebellum Era vs. Reconstruction Era in American HistoryChildhood vs. AdulthoodStar Wars vs. Star TrekBiology vs. ChemistryAstrology vs. AstronomyAmerican Government vs. British Government (or any world government)Fruits vs. VegetablesDogs vs. CatsEgo vs. SuperegoChristianity vs. Judaism (or any world religion)Republican vs. DemocratMonarchy vs. PresidencyUS President vs. UK Prime MinisterJazz vs. Classical MusicRed vs. White (or any two colors)Soccer vs. FootballNorth vs. South Before the Civil WarNew England Colonies vs. Middle Colonies OR vs. Southern ColoniesCash vs. Credit CardsSam vs. Frodo BagginsGandalf vs. DumbledoreFred vs. ShaggyRap vs. PopArticles of Confederation vs. U.S. ConstitutionHenry VIII vs. King Louis XIVStocks vs. BondsMonopolies vs. OligopoliesCommunism vs. CapitalismSocialism vs. CapitalismDiesel vs. PetroleumNuclear Power vs. Solar PowerSaltwater Fish vs. Freshwater FishSquids vs. OctopusMammals vs. Reptiles Baleen vs. Toothed WhalesSeals vs. Sea LionsCrocodiles vs. AlligatorsBats vs. BirdsOven vs. MicrowaveGreek vs. Roman MythologyChinese vs. JapaneseComedy vs. DramaRenting vs. OwningMozart vs. BeethovenOnline vs. Traditional EducationNorth vs. South PoleWatercolor vs. Oil1984 vs. Fahrenheit 451Emily Dickinson vs. Samuel Taylor ColeridgeW.E.B. DuBois vs. Booker T. WashingtonStrawberries vs. ApplesAirplanes vs. HelicoptersHitler vs. NapoleonRoman Empire vs. British EmpirePaper vs. PlasticItaly vs. SpainBaseball vs. CricketJefferson vs. AdamsThoroughbreds vs. ClydesdalesSpiders vs. ScorpionsNorthern Hemisphere vs. Southern HemisphereHobbes vs. LockeFriends vs. FamilyDried Fruit vs. FreshPorcelain vs. GlassModern Dance vs. Ballroom DancingAmerican Idol vs. The VoiceReality TV vs. SitcomsPicard vs. KirkBooks vs. MoviesMagazines vs. Comic BooksAntique vs. NewPublic vs. Private TransportationEmail vs. LettersFacebook vs. TwitterCoffee vs. an Energy DrinkToads vs. FrogsProfit vs. Non-ProfitBoy s vs. Girls Birds vs. DinosaursHigh School vs. CollegeChamberlain vs. ChurchillOffense vs. DefenseJordan vs. BryantHarry vs. DracoRoses vs. CarnationsPoetry vs. ProseFiction vs. NonfictionLions vs. TigersVampires vs. WerewolvesLollipops vs. popsiclesSummer vs. WinterRecycling vs. LandfillMotorcycle vs. BicycleHalogen vs. IncandescentNewton vs. Einstein. Go on vacation vs. StaycationRock vs. Scissors

24 formas de sacar permiso de residencia green card

24 formas de sacar permiso de residencia green card Son muchas las formas para emigrar legalmente  a Estados Unidos y obtener el permiso de residencia permanente, tambià ©n conocida como la green card o tarjeta verde. Esta tarjeta de residencia autoriza a  vivir y trabajar en Estados Unidos sin là ­mite de tiempo e, incluso, da la opcià ³n de solicitar  convertirse en ciudadano americano por medio de la naturalizacià ³n. Los caminos para obtener la preciada green card  son muy variados. A continuacià ³n se describen las opciones de las que se dispone, pero hay que tener en cuenta que los trmites, los requisitos,  y los tiempos de demora de todo el proceso son muy diferentes. Se finaliza este artà ­culo con una explicacià ³n de dà ³nde pueden surgir los problemas que retrasan o hacen imposible sacar la green card. 1- Green card por matrimonio con ciudadano americano   El  matrimonio con un ciudadano americano es una de las formas ms comunes y rpidas de obtener la residencia permanente. Sin embargo, sà ³lo casarse no significa que se obtenga la residencia de forma automtica sino que el cà ³nyuge ciudadano debe solicitarla. Adems, la presentacià ³n de la peticià ³n  tampoco significa que siempre se pueda sacar. La residencia permanente por matrimonio es tanto en los casos de matrimonios heterosexuales como los formados por dos personas del mismo sexo. Aclarar que no se puede obtener la ciudadanà ­a americana por casarse con ciudadano, lo que se saca es la residencia y, al cabo de tres aà ±os de tiempo casado con un ciudadano, entonces el residente puede solicitar la naturalizacià ³n y, asà ­, hacerse ciudadano. Finalmente seà ±alar que los ciudadanos tienen a su alcance la opcià ³n de solicitar una  visa K-1 para traer a sus novios o prometidas  y, una vez en Estados Unidos, casarse y aplicar por un  ajuste de estatus  como paso para obtener la residencia.   2- Green card solicitada por ciudadano para hijos solterosmenores de 21 aà ±os Estos casos aplican a hijos biolà ³gicos o adoptados y tambià ©n a  hijastro de ciudadano americano, si bien, en este à ºltimo, caso aplican reglas especiales. Estas peticiones son rpidas, tomando generalmente menos de 1 aà ±o. 3-Green card para viudos de ciudadanos Los viudos de ciudadanos americanos pueden solicitar, en determinados casos, la green card para sà ­ mismos.   4- Green card para hijastrosde ciudadanos fallecidos Para beneficiarse los hijastros de ciudadanos fallecidos deben cumplir con varios requisitos, entre ellos, ser solteros y de 21 aà ±os.   5- Green card para padre o madre de ciudadano Los hijos de ciudadanos deben de tener 21 aà ±os cumplidos para poder solicitar la green card para cualquiera de sus padres.  El simplemente  ser padre o madre de un nià ±o ciudadano  no da derechos migratorios. 6- Green card para hijo de ciudadano que est soltero y es mayor de 21 Es lo que se conoce como un F1. Las demoras en estas tramitaciones est entre los 6 y los 20 aà ±os, dependiendo del caso,  y se pueden verificar en el boletà ­n de visas. 7-Green card para hijo casado de ciudadano, sin importar su edad Esta peticià ³n, tambià ©n llamada categorà ­a F3,  se demora por aà ±os, incluso dà ©cadas, siendo mayor la espera para el caso de los mexicanos que para el resto de Latinoamà ©rica y Espaà ±a.   8-Green card para hermanos de ciudadanos Esta tarjeta de residencia que se conoce como categorà ­a F4  se encuentra entre las que tienen una demora mayor. Sà ³lo los ciudadanos mayores de 21 aà ±os pueden pedir a sus hermanos. 9- Green card para cà ³nyuge de residente permanente Estas peticiones, que se conocen como categorà ­a F2A, son muy parecidas a las que pueden presentar los ciudadanos, sin embargo, su tramitacià ³n se diferencia en puntos importantes. Por ejemplo, se demoran ms las solicitudes de residentes. Otra diferencia importante es que los cà ³nyuges de residentes que estn como indocumentados en Estados Unidos en ningà ºn caso pueden ajustar su estatus, sin embargo, en el caso de los cà ³nyuges de ciudadanos, à ©stos pueden hacerlo siempre y cuando hubieran ingresado legalmente a EE.UU. En la prctica esta diferencia tiene importantes consecuencias legales ya que los indocumentados que no pueden ajustar su estatus y deben salir del paà ­s para ir a la entrevista consular se encuentran con que les aplica el castigo de los 3 o de los 10 aà ±os por presencia ilegal. 10- Green card para hijos solteros de residentes permanentes Estos son los tiempos de demora para este tipo de peticiones.  En este caso caben dos situaciones: para menores de 21 aà ±os, que se conoce como categorà ­a F2A, y para mayores de dicha edad, que son los F2B. En ningà ºn caso los residentes pueden pedir a sus hijos casados. 11- Green card por suerte por medio de la loterà ­a Al ganar una de las 50,000 visas de inmigrante que se sortean cada aà ±o fiscal en la  loterà ­a de la diversidad. Participar en este sorteo es gratuito y se abre la inscripcià ³n en el mes de octubre, permaneciendo abierta por un mes y producià ©ndose el sorteo al aà ±o siguiente en primavera. 12- Green card por inversià ³n que cree puestos de trabajo Invirtiendo un mà ­nimo de medio millà ³n de dà ³lares, mediante la visa EB-5. Se admite una inversià ³n directa creando una empresa o una indirecta, siendo posible  diversas modalidades. A diferencia de lo que ocurre en otros paà ­ses, en Estados Unidos la inversià ³n en una casa u otro bien raà ­z por sà ­ misma no es causa para obtener la tarjeta de residencia. Ya que es necesario que se trate de inversià ³n en un negocio. 13- Green card por autopatrocinio Peticià ³n para uno mismo sin necesidad de patrocinador de la tarjeta de residencia mediante una visa EB-1 en el caso de profesionales con una habilidad extraordinaria en Arte, Ciencias, Deporte, Educacià ³n o Negocios. Ejemplo: ganadores de premios Oscar, olimpiadas, premios Pulitzer o semejantes. Realmente el standard para cumplir con estos requisitos es muy alto. 14- Green card por trabajo en las categorà ­as EB 1, EB2 y EB3 En estos casos es necesario que una empresa o institucià ³n de los Estados Unidos patrocine ante las autoridades de inmigracià ³n al empleado extranjero. Mediante la visa EB-1 para profesores e investigadores de extraordinaria capacidad y gerentes o ejecutivos de multinacionales.Por la EB-2 para licenciados con al menos cinco aà ±os de experiencia laboral o con una habilidad excepcional en Arte, Negocios o Ciencias.Mediante la EB-3 para licenciados, trabajadores con formacià ³n profesional que requiere al menos dos aà ±os de estudios prcticos o de experiencia laboral y tambià ©n para trabajadores sin ningà ºn tipo de formacià ³n profesional pero que desarrollan una labor que no es temporal y para la que no hay trabajadores disponibles en Estados Unidos.   15- Green cardpor categorà ­a de inmigrantes especiales Mediante este camino instituciones y empresas estadounidenses pueden patrocinar mediante una EB-4 a las siguientes categorà ­as de trabajadores: Sacerdotes, monjas, ministros religiosos que lleven al menos dos aà ±os como tales.Periodistas, reporteros, escritores, traductores, productores y trabajadores semejantes que trabajen para el BBG (Radio Free Asia, Radio Liberty, etc).Mà ©dicos.Miembros de las Fuerzas Armadas de los Estados Unidos.Trabajadores de organizaciones internacionales.Traductores afganos e iraquà ­es.Iraquà ­es que han ayudado de alguna manera a los Estados Unidos.Empleados de la Zona del Canal de Panam.Trabajadores jubilados de la OTAN o, si han fallecido, sus viudos e hijos. 16- Green card para cubanos Obviamente, los cubanos pueden obtener la green card de todas las formas admitidas para otros nacionales, pero adems y por aplicacià ³n de la Ley de Ajuste Cubano, pueden solicitar la green card  despuà ©s de un aà ±o en Estados Unidos. Desde que se puso fin a la polà ­tica de pies secos, pies mojados es siendo imprescindible que el ingreso se hubiera realizado  de forma legal. En otras palabras, porque en el control migratorio se le permitià ³ el ingreso como admitido o recibià ³ un parole. 17- Green card para asilados Las personas que han ganado un caso de asilo pueden solicitar una tarjeta de residencia para sà ­ mismo y tambià ©n para su familia inmediata. 18-Green card para refugiados Las figuras de refugiado y de asilado son muy parecidas, pero hay importantes diferencias entre ellas. Los refugiados que solicitan la tarjeta de residencia para sà ­ mismos tambià ©n pueden solicitarla para familiares inmediatos. 19- Green card para và ­ctimas de violencia Se pueden beneficiar de esta opcià ³n las personas extranjeras và ­ctimas de violencia a las que previamente se les ha aprobado una visa U. En este punto hay que entender muy bien los requisitos de dicha visa, ya que da lugar a muchas confusiones.   El ser và ­ctima de violencia no da derecho, por ese mero hecho, a obtener la visa U. 20- Green card para và ­ctimas de violencia domà ©stica El programa VAWA abre el camino para la green card para los cà ³nyuges de ciudadanos o de residentes permanentes que han sufrido violencia domà ©stica. 21-Green card para và ­ctimas de trata de personas Para poder solicitar la tarjeta de residencia es necesario tener previamente aprobada la visa T. 22- Green card porradicar en Estados Unidos por mucho tiempo Por vivir de forma continuada en EEUU desde el uno de enero de 1972 o antes y poder demostrarlo. Es lo que se denomina residencia por el registry. En contra de lo que muchos migrantes creen, por vivir 10 aà ±os en Estados Unidos no se obtiene la green card. En algunos casos de migrantes con procedimientos de deportacià ³n abiertos, serà ­a posible obtener una cancelacià ³n de la deportacià ³n. 23-Green card por ser inmigrantes juveniles especiales: SIJ Los menores de 21 aà ±os que estn solteros a los que el gobierno de Estados Unidos ha colocado bajo la custodia de un guardin o de una institucià ³n pà ºblica o privada porque han sido abusados o abandonados por uno de sus padres o los dos. A este grupo de muchachos se les conoce como Inmigrantes Juveniles Especiales o SIJ, por sus siglas en inglà ©s. 24- Green card por orden judicial de un juez en Corte migratoria En un caso de deportacià ³n, un juez de inmigracià ³n puede sentenciar que el extranjero se puede quedar, ajustar su estatus y, asà ­, conseguir una tarjeta de residencia. Tiempos de demora en la tramitacià ³n de la green card Cada categorà ­a tiene sus propios tiempos. En la actualidad ms de un millà ³n de personas obtienen la green card cada aà ±o fiscal. Algunos han esperado solamente unos meses, mientras que otros han tenido que esperarse incluso ms de 25 aà ±os para que hubiera una visa de inmigrante disponible para ellos. Esto se debe a que en muchas categorà ­as existen là ­mites anuales al nà ºmero de peticiones que pueden ser aprobadas y el nà ºmero de solicitudes es superior al de visas disponibles, En estos casos se produce al demora que, cada aà ±o, aumenta ms. Cundo es posible no pagar por aplicacià ³n para la residencia En casos de residencia por circunstancias especiales (inmigrantes juveniles con este estatus reconocido, registry, visa T, visa U, etc) serà ­a posible calificar para estar exento de pagar la tarifa de este trmite migratorio para obtener la residencia. Causas por las que la tramitacià ³n no acaba bien A pesar de cumplir los requisitos para calificar para un camino para la obtencià ³n de la green card el proceso puede no completarse por diversas causas. Por ejemplo, en el caso de peticiones de familia porque no se tengan recursos suficientes para patrocinar. Pero los problemas suelen surgir porque la persona que aspira a la green card es considerada inadmisible para los Estados Unidos. Las causas pueden ser muy distintas, desde rà ©cord de delitos a estancia ilegal en el paà ­s. Dependiendo de las razones y de las circunstancias del caso, puede que sea posible solicitar un perdà ³n, tambià ©n conocido como waiver o permiso. Pero en otros casos ser imposible. Lo mejor es asesorarse con un buen abogado. Por su frecuencia, es muy importante saber cà ³mo puede afectar la presencia ilegal en Estados Unidos, actual o en el pasado y tambià ©n los fraudes migratorios. De interà ©s para potenciales migrantes Estados Unidos es un paà ­s diferente. En muchos casos, hay leyes, costumbres, impuestos, derechos, deberes, etc se desconocen.  Y como consecuencia de esa ignorancia, en ocasiones se acaban teniendo  problemas  muy serios aun cuando no se tenà ­a la intencià ³n. Por ello, no hay nada mejor que conocer las cosas bsicas que se deben conocer y las que se deben evitar.  Si es posible  se recomienda  informarse antes de emigrar.   Es tambià ©n importante saber que vez que una persona se convierte en residente tiene que esperar un tiempo antes de aplicar por la ciudadanà ­a por naturalizacià ³n. La espera depende de varios factores . Adems, es necesario tomar un examen de inglà ©s y de conocimientos cà ­vicos y de historia. Numerosas organizaciones en todo el paà ­s brindan clases gratuitas para preparar el examen para la ciudadanà ­a. Finalmente, si se est abierto a emigrar a un paà ­s que no sea Estados Unidos, estos son 20 paà ­ses en los que es posible comprar la ciudadanà ­a o/y la residencia. Las cantidades y las condiciones varà ­an entre los distintos programas. Test de respuestas mà ºltiples sobre la residencia permanente Se recomienda tomar este quiz o test de respuestas mà ºltiples, con sus respuestas correctas, para garantizar el conocimiento esencial sobre la green card. Este es un artà ­culo informativo. No es asesorà ­a legal.

Solar Panel Battery Charger 6-12V Research Paper

Solar Panel Battery Charger 6-12V - Research Paper Example The comparator compares the voltage from the battery and acts as a switch for the voltage regulator circuit. Finally, the battery voltage checker checks the voltage of the battery (as it received from the panel) to determine if the battery needs to charge more. The circuit is designed to be simple, efficient and reliable by using easily available field replaceable parts. It uses a 12V, 5W solar panel rated from 100 milliamps to 1A and a lead acid or other rechargeable battery that is rated from 500 milliamp hours to 40 amp hours of capacity. This circuit regulates the voltage flow from the photovoltaic panel to the lead acid battery. It can produce currents up to 150mA. When external pass transistors are added to this circuit, output currents can reach up to 10A. The maximum input voltage to this circuit is 40V (LM723, 2004) with an output voltage adjustable between 2V and 37V. This circuit consists of a series regulator, LM723. ... Figure 11 and Figure 12 are the connection diagram and the datasheet circuit (Voltage regulator, 2012) as below: Figure 11: Connection Diagram Figure 12: Datasheet Circuit The basic building blocks of LM723 are: 1 The Reference Voltage Amplifier 2 The Error Amplifier 3 The Series Pass Transistor. The equivalent circuit of LM723 (LM723/LM723C Voltage Regulator, 1994) is shown in Figure 13 as below: Figure 13: Equivalent circuit of LM723. The main components used in the voltage regulator circuit are (Table 1): Table 1: Main components of the voltage regulator circuit Quantity Component Value 1 LM723 - 1 R1 4.87k ? 1 R2 7.15k ? 2 Transistor 2N3055 1 Diode 1N4007 1 VR 10k ? 1 C1 0.1?F 1 C2 500PF Calculations: Following are the calculations for design and operation of the circuit: Output voltage- Vout = Vref x ((R1+R2)/R2) Where R1= 4.87K, R2= 7.15K and Vref= 7.35V from the datasheet. Vout= 7.35 x ((4.87 + 7.15)/7.15) = 12.36V. Figure 14: Output voltage. Current- The current is establishe d from the Darlington transistor pair in the regulator circuit (Q1 and Q2 in Figure 10). Q1 and Q2 (2N3055) are silicon, Epitaxial-Base Planar NPN transistor mounted in a Jedec TO-3 metal case (Charger Circuit for 6V or 12V Car Battery, 2012) and are recommended for use in power switching circuits, series and shunt regulators, output stages and high fidelity amplifiers. Figure 15 shows the Darlington transistor pair: Figure 15: Darlington transistor pair used in voltage regulator circuit. In this circuit, a voltage of 0.7V is applied to the base (B) of the first transistor (TR1) to switch it on. A current of 300 milliamps passes through the first transistor from the collector (C) to the Emitter (E). The emitter of TR1 is connected to the second

Theories of Power Transfer Essay Example | Topics and Well Written Essays - 1500 words

Theories of Power Transfer - Essay Example Survival is the driving force, thus, states must develop their offensive capabilities to increase their power. As a reflection of this selfishness, and to ensure their own survival, states seek to develop their offensive capabilities, or their military power, so that they can take over the territories of other states to increase their relative power. This means that their power is relative, that is, in relation to the other states (Fozouni, 2008). In the international system, the principal actors are the sovereign states, where the independent influence of international organizations, sub-states or trans-state actors is dismissed. Nationalism is important, while the importance of sub-national groupings or transnational ideological of cultural groupings are diminished. This theory has several key assumptions. Neorealism is based primarily on the assumption that mankind is selfish and competitive. It is not benevolent, rather it is self-centered. Its fundamental assumption is that the international system is chaotic and anarchic. Since the state is the primary actor, there is no higher governing authority to which they bow to. States must muddle through in their relations with each other, with no higher authority that can impose or dictate on any one of them. That is, there is no such thing as a world government. Furthermore, it assumes that sovereign states are the primary actors and not international institutions, non-government organizations, or multinational corporations. According to this theory, every state is a rational actor who will always watch out for its own interest and ensure its security. In the pursuit of its own security, every state will do everything to build up its resources, so that more resources will mean more power for the s tate. Their level of power will determine their relations with other states, and this level of power is in turn determined by its military and economic capabilities. Also, states are inherently aggressive, always seeking to expand its territories. This territorial aggression is only tempered by other states. However, this build-up will trigger an increase in the opposing state's security, which will result in relative gains only (Thies, 2004). In terms of the European Union, this means that the Community itself, is merely a gathering of sovereign states - an international rather than supranational organization. Thus, the decision-making in terms of economic, monetary, political, and security matters is still in the sovereign states. Ultimate authority and power will remain with the member states. Thus, the Community is merely a reflection of the desires of the member states to cede or delegate authority, which they can easily recall or revoke. The primary reason that the Community appears to be integrated is because the member states feel that this will serve their interests best. Neorealists view the Community of the future as a loose integration of the member states who have agreed to surrender or pool their sovereignty. Neoliberalism As a response to neorealism, the neoliberalism was born. Some label this as Thatcherism (United Kingdom), Reaganomics (United States of America), Economic Rationalism (Australia), Rogernomics (New Zealand) or Manmohanomics (India). Neoliberalism describes a movement away from the state control. In its pure form, this theory centers on

Football teams for the prison inmates Essay Example for Free

Football teams for the prison inmates Essay Starting in the early 1930’s, state penitentiary facilities began forming football teams for the inmates. Because many people of that time thought this was inappropriate, prison football teams did not become common until the 1970’s. They play a 16-game season in the fall and have a prison Super Bowl in December. Each facility has 3 teams of 25 players each, with 8 players per team on the field at a time (5 linemen and 3 backs) instead of the usual 11, due to the smaller fields. The convicts compete with the teams within the prison, as well as with teams from other prisons within the state, and willing semi-pro teams. The coaches and players are selected by the facility officials after tryouts, some of which who make it on the teams actually having experience from college and pro football leagues before incarceration. The equipment is donated by state colleges and high schools, and ultimately does not cost the prison hardly any money. But do the full-contact games ever get out of hand? â€Å"In the beginning, almost every game ended in a fistfight. But I think the program is more organized and better supervised now. Overall, the players display good sportsmanship, while at the same time venting a lot of frustrations† says prison guard and referee, Stan Cioccia. So what could prison football be compared to? Babe Wood, prison athletics director at the Tennessee State Prison, has an answer. â€Å"I’d say teams are equal to a junior college team. Once there was a player here from Memphis who could have made any major college team in the country. It’s so sad to see a talent like that wasted. † But what thoughts do students have on a prison football league? â€Å"I think it’s probably better that the inmates are relieving tension through football, as opposed to beating up each other† answered Briana Egger (10). However, Parents of the students had different opinions. â€Å"If you committed a crime bad enough to get yourself into the state penitentiary, then I don’t think you should have the privilege of playing sports† countered Carla Murphy.

Global Privacy… Are You Being Watched?? Essay examples -- Surveillance

Global Privacy†¦ Are You Being Watched?? Introduction Privacy has grown to become an intensely complex and important human rights topic in the information age. The right to privacy underlines human dignity. One of the first privacy laws can be traced back hundreds of years, to 1361, when England enacted the Justice of the Peace Act, which allowed the arrest of eavesdroppers and peeping toms.1 About every country in the world explicitly recognizes a right of privacy in their constitution, allowing people to have a right to home communication secrecy and inviolability at the very least. Although the right to privacy is not explicitly documented in the United States’, Ireland’s or India’s Constitution, it is recognized in numerous provisions form their respective courts. The US airliner's "risk analysis" system A globally controversial topic concerns the tradeoff between privacy and security. At what point does enacting probing directives to strengthen our nation’s security impinge upon our own personal privacy? After the destruction of the twin towers on September 11th, the federal government and airliners have decided to implement a new computer system in order to gauge the level of terrorist risk posed by every single passenger on every flight in the United States. The new computer program, dubbed the â€Å"Computer Assisted Passenger Prescreening System II† (CAPPS II) shall assign passengers a color code based on their destination, city of departure, traveling partners and date of ticket purchase. Travelers who are coded â€Å"green† will pass through, â€Å"yellow† travelers will have to go through further screening, and red ones will be prohibited from boarding. Eight... ...screening.ap/ 8. Privacy as an Aspect of Human Dignity, [1964] 39 New York U. L.R. 9. Sara Kehaulani Goo. Fliers to Be Rated for Risk Level. September 9, 2003 http://www.washingtonpost.com/ac2/wp-dyn/A45434-2003Sep8?language=printer 10. Mark Glasser. China’s Internet Revolution. November 11, 2003 http://www.ojr.org/ojr/world_reports/1068766903.php 11. Privacy Watch – China and the US. December 2003 http://www.cotse.net/privacy/us_china.htm 12. Caslon Analytics. Caslon Analytics Privacy Guide. October 1, 2003 http://www.caslon.com.au/privacyguide6.htm 13. Stuart Millar. Europe votes to end data privacy. May 31, 2002 http://www.guardian.co.uk/internetnews/story/0,7369,725204,00.html 14. Detroit Free Press. Europe’s privacy laws cause rift with US. October 30, 1998 http://www.freep.com/tech/qdata30.htm

Cubism and Multiplicity of Narration in The Waste Land Essay

Abstract The aim of this essay is to consider the multiplicity of narration in The Waste Land and its relationship in enrichment of content and meaning in the poem. There is an attempt to convey the Cubist traits and find concrete examples in the poem. This study will try to specify evidences for conformity of cubism and multiplicity of narration in the poem. While Eliot juxtaposed so many perspectives in seemingly set of disjointed images, there is â€Å"painful task of unifying .., jarring and incompatible perspectivesâ€Å" in The Waste Land. Like a cubist painting, there is a kind of variety of narration in unity through the poem. The usage of different languages and narrations in the poem helps to convey sense of the strain of modern living in modern waste land. Introduction The Waste Land is like a cubistic painting. The cubist painters rejected the inherited concept that art should copy nature, or that they should adopt the traditional techniques of perspective, modeling, and foreshortening. They wanted instead to emphasize the two dimensionality of the canvas. So they reduced and fractured objects into geometric forms, and then realigned these forms within a relief-like space. They also used multiple or contrasting vantage points for narration of their story on canvas. The most conspicuous feature of cubist form is the abandonment of single perspective. The multiperspectivism in cubism suggests that the many appearances in the world are less true than the abstract design in which produced by their juxtaposition. Eliot dedicated an entire chapter of his doctoral thesis on the problem of solipsism. It is a problem raised by the fact that in any human experience of the world, the world is always experienced from an individual perspective or (in Bradleyâ €™s term) finite centre. An individual’s mental life consists in a changing series of such finite centres, and there is no guarantee that his centres will harmonize with others or even with themselves. There is no guarantee that one’s experience or self will be understood by others. Communication of the inner life is always a courageous act of faith across a gulf of privacy and difference. Eliot himself said in his essay â€Å"Knowledge and Experienceâ€Å" ( 1964 ) â€Å"the life of a soul does not consist in the contemplation of one consistent world but in the painful task of unifying ( to a greater or less extent ) jarring and incompatible ones , and passing , when possible , from two or more discordant viewpoints to a higher which shall somehow include and transmute them .† Therefore we see the terrifying problem of personal communication already expressed in Eliot’s works and also â€Å"the painful task of unifying .., jarring and incompatible perspectivesâ€Å" to the fr agmentation and synthesizing efforts of The Waste Land . Discussion The original title for The Waste Land was â€Å"He do the police in different voices†. The line , comes from Charles Dickens’ novel Our Mutual Friend (1864_65). It is describe that widow Betty Higden, says of her adopted foundling son Sloppy †You might not think it , but Sloppy is a beautiful reader of a newspaper. He do the police in different voices.† As The Waste Land is composed of so many voices and narrations , this would help us to understand that , while there are many different voices and narrations in the poem , there is one central consciousness. We have a multiplicity of voices and narrations, male and female, young and old, in a variety of languages and styles. The shifts are unannounced, so that often we do not even know who is speaking. But the unity of the poem emerges from the fact that these all merge into a single personality, something we might call the voice of the modern consciousness. The fact that this modern consciousness cannot settle into a fixed perception of things or even into a consistent language and narration helps to convey sense of the strain of modern living . In fact, what emerges from the poem as a principal concern is the inability of the modern consciousness either to see unity in the world outside or to bring to a disordered world any sense of inner integrity. Part of this sense of the totality of the modern self adding up to a fractured variety emerges, not just from the shifting sense of the images and the multiplicity of narration , but also from the variety in the verse style. It’s as if in the modern age, there cannot be a single authoritative way of expressing how one feels. There is not enough confidence in the forms of language itself. Just as the traditional community has become the unreal city, a vision of a modern inferno. So The Waste Land is abundant with multiplicity of narration in different language and set of seemingly disordered images. The images in The Waste Land are supported by two distinct ways of narration. The lyric voice opening the poem uses metaphoric, often symbolic images and speaks in repetitive, stylized syntax. It has suggested on the one hand order and propriety, and on the other hand stasis. This voice speaks with authority and finality as it recurs in scenes throughout the poem where the vision of barrenness and revulsion from life is intensely clear and controlled. This voice contrasts with many voices speaking in metonymically rendered narrative scenes full of movement and change. These other voices resist categorization. These voices rang from vivid characters such as Marie, the hyacinth girl, Stetson’s friend, Madame Sosostris, the nervous woman, the pub woman, Tiresias, and the Thames daughters, to the non-human voices of the nightingale, the cock, and the thunder. In the poem there is also a progress in debt of experience from the voice of Madame Sosostris, the fortuneteller with a bad cold, to the voice of God in the thunder. In the first part of The Waste Land, we have four voices: 1) 2) 3) 4) First voice: Marie, an aristocratic German recounting childhood. Second voice: Prophetic and acpocalyptic , recalling a more innocent past Third voice : Madame Sosostris , tarot reader Forth voice : Walker in surreal London , seeing Stetson , an old comrade In the beginning of The Burial of the Dead we hear a â€Å"voice of propriety† that wishes to stop all new movement, change, or development. In The Burial of the Dead Eliot has examined the limitations of a purely romantic view of life. It makes life arid and unreal. In the second part of The Waste Land, we have at least seven voices: 1) 2) 3) 4) 5) 6) 7) Initial narrator The nightingale The neurotic woman Her companion The gramophone The maid The bar keeper The use of different narration in this kind of collage in A Game of Chess allows the poet to distance himself from any single statement. In this regards Louis Menand ( 1952 _ ) has mentioned that â€Å" nothing in [the poem] can be said to point to the poet, since none of its stylistic features is continuous, and it has no phrases or images that cannot be suspected of—where they are not in fact identified as— belonging to someone else†¦.. Eliot appears nowhere, but his fingerprints are on everything â€Å"(The Cambridge introduction to modernism, 2007, p.179). A Game of Chess seems to be thematically centered on a sterile vision of modern life. This vision is countered by the narrative animation of the scenes: the sensuous movement of objects in the boudoir, the hysterical woman’s insistent questioning, the playful mutation of Shakespeare to a â€Å"Shakespeherian Ragâ€Å", and the pub lady’s vivid chatter. In the third part of the poem, The Fire Sermon, we are introduced to Tiresias as Eliot himself introduced him: Tiresias, although a mere spectator and not indeed a ‘character’, is yet the most important personage in the poem, uniting all the rest. Just as the one-eyed merchant, seller of currants, melts into the Phoenician Sailor, and the latter is not wholly distinct from Ferdinand Prince of Naples, so all the women are one woman, and the two sexes meet in Tiresias. What Tiresias sees, in fact, is the substance of the poem (Eliot’s note). All through the poem we hear one voice, the persona of Tiresias who assumes the various characters in the poem. Tiresias is not a definite character with definite views on life, but an anonymous carrier of a state of mind. In the poem, scenes and dialogues are so arranged to express state of mind. It is through Tiresias that we have been conscious of The Waste Land. In the fourth part, Death by Water, Madame Sosostris is overcome because there occurs what we had been told to fear: â€Å"a death by water†. There is a sense of peace in such annihilation, but the death does not end The Waste Land. We are also shown a Christ-like figure post-resurrection. It is the first explicit sign within the poem that intimates an occurrence of resurrection and redemption. It is also points to the reader’s own mortality. The last part of the poem, What the Thunder Said, returns to a barren waste and an inhuman landscape where repetition suggests a pointless circularity. This section is made up of textual fragments from Dante, Elizabethan drama, a sacred Hindu text and children’s song. What the Thunder Said directly appeals to Eastern philosophy, specifically, Hinduism. The variety of voices and narrations in this part, speaking in different languages and different tones, indicates a world rich with possibility as well as confusion, with salvation as well as loss. The ending is deeply improper, not respecting boundaries between poems, between cultures, or between voices. The passionate and paradoxical desire to end desires leads only to the continuation of life in all its variousness, confusions, tragedies, and improper desires. The proliferation of perspectives obvious in cubism is basic to Eliot’s poetry. Here we have mentioned the examples in The Waste Land that are similar to the cubist painting: The female portrait at the center of â€Å" The Waste Land â€Å" is a cubist portrait , comprehending facets of clairvoyante and Cleopatra , a nervous contemporary women at her dressing table , a pub gossip , and many others. We see different characters and different narrations by diffrent moods and temperament but totally all these characters shape a single one , â€Å" Tiresias â€Å" . Madame Sosostris, famous clairvoyante, Had a bad cold, nevertheless Is known to be the wisest woman in Europe. ( lines 43_45 ) , The Chair she sat in, like a burnished throne, Glowed on the marble, where the glass Held up by standards wrought with fruited vines From which a golden Cupidon peeped out (Another hid his eyes behind his wing) Doubled the flames of sevenbranched candelabra Reflecting light upon the table as The glitter of her jewels rose to meet it . ( lines 77_84 ) , When Lil’s husband got demobbed, I said I didn’t mince my words, I said to her myself, HURRY UP PLEASE ITS TIME Now Albert’s coming back, make yourself a bit smart . ( lines 139_142 ) Eliot presents many broken perspectives on many cities in and out of time. The juxtaposition of these many partial fleeting perspectives leads to the formation of an abstract city (Unreal city) in the poem. For instance, in the Unreal City passage which concludes the first part of poem , lines 60-76 , Eliot begins by alluding to Baudelaire’s â€Å" Les sept Vieillards â€Å", moves on to the Infreno (â€Å" I had not thought death had undone so many â€Å" ), then to hour of Christ’s crucifixion ( â€Å" a dead sound on the final stroke of nine â€Å"), to the Punic Wars (â€Å" You who were with me in the ships at Mylae â€Å"), to Webster’s White Devil (â€Å" Oh keep the Dog far hence that’s friend to men â€Å"), and finally back to Baudelaire’s preface to the Fleurs du Mal (â€Å" You ! hypocrite lecteur!_mon semblable,_mon frere! â€Å"). All these references are folded into what begins as a naturalistic description of the City of London but then becomes an increasingly horrific city of dreams. Unreal City, Under the brown fog of a winter dawn, A crowd flowed over London Bridge, so many, I had not thought death had undone so many. Sighs, short and infrequent, were exhaled, And each man fixed his eyes before his feet. Flowed up the hill and down King William Street, To where Saint Mary Woolnoth kept the hours With a dead sound on the final stroke of nine. There I saw one I knew, and stopped him, crying â€Å"Stetson! â€Å"You who were with me in the ships at Mylae! â€Å"That corpse you planted last year in your garden, â€Å"Has it begun to sprout? Will it bloom this year? â€Å"Or has the sudden frost disturbed its bed? â€Å"Oh keep the Dog far hence, that’s friend to men, â€Å"Or with his nails he’ll dig it up again! â€Å"You! hypocrite lecteur! – mon semblable, – mon frere!à ¢â‚¬  (lines 60_76) , Unreal City Under the brown fog of a winter noon Mr. Eugenides, the Smyrna merchant Unshaven, with a pocket full of currants C.i.f. London: documents at sight, Asked me in demotic French To luncheon at the Cannon Street Hotel Followed by a weekend at the Metropole. (lines 207_214) , What is the city over the mountains Cracks and reforms and bursts in the violet air Falling towers Jerusalem Athens Alexandria Vienna London Unreal ( lines 372_377 ) The main sign in the poem to show us cubist’s vein is the central and most important personage in the poem, Tiresias. Eliot thus suggests that all the many voices and narrations in the poem may be aspects of two voices, those of one man and one woman, or indeed of a single voice, that of Tiresias, the man who was changed into a woman and back into a man, according to Ovid’s Metamorphoses, who foresaw the destruction of Thebes, according to Sophocles’s Oedipus the King, and who was visited by Odysseus in the underworld in book eleven of the Odyssey. The central role of Tiresias suggests that the various voices of the poem can be understood as a sort of chorus, with each part being spoken by representatives of one sex or the other. I Tiresias, though blind, throbbing between two lives, Old man with wrinkled female breasts, can see At the violet hour, the evening hour that strives Homeward, and brings the sailor home from sea ( lines 218_221 ) Eliot brings the chaos of the modern civilization into his narrative structure, but he also shows a ray of hope to come out of the decay. The protagonist of the poem, Tiersias is a soothsayer from Greek legend, who narrates to the readers the situation of The Waste Land. Eliot forces multiperspectivism upon his readers. He juxtaposes many perspectives of the same idea or object by so many characters and multiplicity of narration. It let us to be aware of the limits of every perspective and of the desirability of moving from one perspective to another and, finally, of comprehending many perspectives at once. Eliot thus came to insist on an ideal of â€Å"variety in unityâ€Å" and as he mentioned in his Notes Towards the Definition of Culture ( 1948 ) â€Å" the variety is as essential as the unity â€Å". For Eliot, difference of perspective is not only necessary given our different sociohistorical situations, but its productive tension can provide for richer understanding and wider experience. The variety of voices and narrations, speaking in different languages, and different tones, indicates a world rich with possibility as well as confusion, with salvation as well as loss. Bibliography Antliff , Mark . Leighten , Patricia . A Cubism Reader: Documents and Criticism, 1906-1914. University Of Chicago Press, 2008. Barkaoui , Selma Mokrani . The Waste Land and The Love Song of J.Alfred Prufrock: A Comprative Approximation. University of Annaba, 2000. Bressler, Charles. 4th ed. Literary Criticism: an Introduction to Theory and Practice. New Jersey : Pearson Prentice Hall, 2007. 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