Brazil An Economy Recovering From Chaos Essays - Public Finance

Brazil: An Economy Recovering From Chaos Brazil earned the reputation of being a ?miracle economy? in the late 1960s when double-digit annual growth rates were recorded and the structure of the economy underwent rapid change. Since 1981, however, Brazil's economic performance has been poor in comparison to its potential. The country's dramatic reduction in output growth, which averaged an annual GDP growth of only 1.5 percent over 1980-93, reflected its inability to respond to the events of the late 1970s and 1980s. Some events that took place during this period were: the oil shock, increases in real interest rates, the debt crisis, and the resulting cutoff of foreign credit and foreign direct investment. These shocks, in combination with poor management of public finances and heavy state intervention, resulted in large fiscal deficits at state and federal levels. Even if the fiscal deficits were reduced after 1990, deviating policies generalized indexation, and exchange rate management contributed to keeping inflation high and increasing. Monthly inflation skyrocketed from 3 percent in the late 1970s to 50 percent in mid-1994. The country's income distribution, already poor, worsened drastically in the 1980s. Against these conditions, the success of the Real Stabilization Plan in effect since mid-1994, which has reduced inflation to an annualized rate of about 15 percent, stand out noticeably. Growth rates were satisfactory in 1994 and 1995 at 5.8 and 4.2 percent, respectively (Page 45-47). From Portugal's discovery in 1500 until the late 1930s, the economy relied on the production of primary products, such as sugar cane for exports. Portugal subjected it to a strict enforced colonial pact, or imperial mercantile policy, which for three centuries heavily restricted development. The colonial phase left strong marks on the country's economy and society, lasting long after independence in 1882. Significant changes began occurring only late in the eighteenth century, when slavery was eliminated and wage labor was adopted. Important structural transformations began only in the 1930s, when the first steps were taken to change it into a modern, semi-industrialized economy. These transformations were particularly strong between 1950 and 1981, when the growth rates of the economy remained quite high and a diversified manufacturing base was established. However, since the early 1980s, the economy has experienced substantial difficulties, including slow growth and stagnation. Nevertheless, the country still has the potential to regain its former dynamism. In the mid-1990s, it had a large and quite diversified economy, but one with considerable structural, as well as short-term problems. Socioeconomic transformations came about rapidly after World War II. In the 1940s, only 31.3 percent of its 41.2 million inhabitants resided in towns and cities. By 1991 its population had reached 146.9 million and 75.5 percent lived in cities, therefore creating two of the world's largest metropolitan centers ? Sao Paulo and Rio de Janeiro. The rate of population growth decreased for about 3 percent annually in the transition. By mid-1999 it had an estimated population of 166 million (Levine 200). The share of its primary sector in the gross national product declined from 28 percent in 1947 to 11 percent in 1992. Despite this reduction, the agricultural sector remains important. Although part of it is primitive and demanding, part is modern and vigorous. Brazil remains one of the world's largest exporters of agricultural products. In the same 1947-92 period, the contribution of industry to GNP increased from less than 20 percent to 39 percent. Its GNP per capita in 1999 was of $4,750 per year. The industrial sector produces a wide range of products for the domestic market and for export, including consumer goods, intermediate goods, and capital goods. By the early 1990s, it was producing about 1 million motor vehicles annually and about 32,000 units of motor-driven farming machines. On an annual basis, it was also producing 1.8 million tons of fertilizers, 4.7 million tons of cardboard and paper, 20 million tons of steel, 26 million tons of cement, 3.5 million television sets, and 3 million refrigerators. In addition, about 70 million cubic meters of petroleum were being processed yearly into fuels, lubricants, propane gas, and a wide range of petrochemicals. Besides, Brazil has at least 161,500 kilometers of paved roads and more 63 million megawatts of installed electric power capacity (Becker 88-90). Even with

5 Lucrative and Rewarding Trucking Jobs to Consider

5 Lucrative and Rewarding Trucking Jobs to Consider OTR trucking can be a thankless job- long hours, lots of time away from home, constant tedium, and  the ever-present  need for vigilance where safety is concerned. Given how difficult it can be, and how high the entry-level standards are, it should come as no surprise that many jobs go unfilled every year. What you probably didn’t realize is that truck drivers make great money. If you’re independent, a conscientious driver, and don’t mind the lone-wolf lifestyle, trucking might be a good career move for you. The high demand means high pay and job security. The schedules can be flexible, you can live almost anywhere you want, and your view will always change by the mile. Not to mention, trucking companies usually offer great benefits.And that’s just for your normal, run-of-the-mill trucking job. Here are 5 specialized trucking jobs that offer even higher pay, just to give you something to aspire to.Oversized LoadHeavy loads and double-wides get reflecte d in your paycheck. You’ll have to go through special training and licensing for these positions, but the benefits and pay would be more than worth it.Liquid HaulingDriving a truck full of hazardous liquids, gases, or chemicals requires an enormous amount of skill and expertise. The more of each you have, the more likely you are to get the top compensation.Ice RoadThis is one of the hardest, scariest jobs out there. But you can work just a few months each year and make six figures. Of course, you will also have to be exceptionally talented at driving on ice roads in the Arctic Circle through extreme cold (-40 degrees) and though frequent white-outs and storms.MiningThe mining industry has trucking jobs available driving dump trucks to and from mine sites. These are some of the highest paying jobs in that industry. Even as a contractor, you could make $100k a year.InterstateInterstate truck driving is a bit less glamorous, and certainly less dangerous than some of the options above. But it still requires you to drive hard (and safely) to meet deadlines over enormous distances. And the pay is still comparatively very high!

My Sister's Keeper by Jodi Picoult Essay Example | Topics and Well Written Essays - 1000 words - 2

My Sister's Keeper by Jodi Picoult - Essay Example splays a character that is funny and thoughtful, as she is the only member in the family who seems to bring color and life to her family that has been immensely devastated by Kate’s illness. The first part of the novel reveals how Anna displayed her inquisitive nature. Unlike other kids who by and then accept the common notion that they were brought to earth because of their parents’ love for each other, Anna had asked the reason for her existence beyond the surface-level inquisition. She went on by saying that if outside creatures, such as an alien, see children in this world, they might assume that these kids were born out of a drinking spree or a mishap in the use of artificial birth control (Picoult 7). This lamentation is a no-nonsense gibberish for Anna because all her life, her existence was literally for a purpose. Her character is always inquisitive by asking, proving, and confirming the nature of her existence. With those questions, she was also able to formulate her own sensible answers. Furthermore, her inquisitive nature was also displayed many times in the book, particularly when she sought the help of Campbell Alexander, the lawyer she wished to de fend her on court. She was initially declined, but her inquisitive nature made their conversation going and eventually earned the approval of Alexander to serve as her lawyer. Anna Fitzgerald also displayed her impressive intelligence. This observation is evident when she effortlessly elaborated the cases that she thought would be related to her possible case. More importantly, her intelligence was seen in the entire book as she managed to bring to the court a family issue that has been overlooked by her parents due to their seemingly myopic view to Kate’s condition. Only Anna understood her role in the family. Her character was more of a legal fighter, and her intelligence to understand all aspects of her existence made her see things through the lenses. Anybody can rarely find such bold and

Informal interview with immigrant from kenya Essay

Informal interview with immigrant from kenya - Essay Example When you came to USA, did you speak English? Response: The Americans and the people of my culture behave in quite different ways. For instance, in greetings, the people of my culture shake hands warmly and heartily; in American culture, however, although people shake hands in greetings, the shaking of the hands is not done in a warm and cheerful manner. Also, according to my culture, public expression of romantic feelings is discouraged; in fact, according to my culture, it sounds a bit odd to tell your lover publicly that you love her. For that reason therefore, dating in my culture is quite different from dating in the American culture- in my culture, rarely do the dating couple express their romantic feelings in public as is the case in American culture. Again, in socializing, the people of culture behave quite differently from the American people. This is because the people of my culture consider the community to be more important than the individual, for that reason, therefore, the people of my culture are quite united as a community, unlike the American people who are individualistic and who regard the individual to be more important than the community/society. Answer: There are two main situations in which I felt completely misunderstood when I arrived to America. In the first situation, on the first day of my arrival, I extended my hand in greetings to all the people I interacted with at the airport. To my surprise, many of the people I extended hands to in greetings looked at me suspiciously and they did not shake my hands; I really felt misunderstood by these people and ever since I wait for the people to first extend their hands in greetings before I extend my hand and shake them in greetings. In the second incident, on my second week in America, I held my friend’s hand, my compatriot Mr. Eric Odhiambo, as we were walking along the road; to our surprise, the people looked at us suspiciously. I later learnt that the people who looked at us

The Typical Bureaucratic Structure of a MediumSized University Essay

The Typical Bureaucratic Structure of a MediumSized University - Essay Example External Relations links University activity to the national and international community and oversees Employer Liaison, Foundation Studies, Professional Development, Alumni, Marketing, Liaison and Communications. Typical Bureaucratic Structure of a University allows it to act as a specific kind of company whose "product" are specialists in different fields. Universities in the US function under a very competitive environment. In conclusion, one can state that Public universities in the US are committed towards keeping and sustaining the US in the forefront of research and innovation. This is reflected in the vast University campuses and an elaborate administrative structure to look into every area of University governance. This efficient management of the campus is one of the vital elements in creating an institution of rigor and excellence, attracting the best talents from all over the world.

The History Of Break Even Analysis

The History Of Break Even Analysis The initial capital requirement is estimated to be $50,000 to $60,000. The sales margin is expected to be 7-10%, whereby each business segment contributes differently to sales and earnings. The classical logistics segment, of all segments, will have an average contribution to sales in relative terms (6.5%), but given the high sales volume, the largest in absolute terms. Revenues from transportation services can be differentiated into those from low priced single services to comprehensive and long-term transportation. The sale of services is expected to generate a 12% to 15% sales margin, while the margin from sales of services is expected to be closer to about 10%. Figure 7.1 shows the source of revenues by segment during the start-up phase. Depending on the initial investment sum, cost and revenue estimates vary. Figure 7.2 shows the expected relationship of cost and revenues. As can be seen, the relationship is not linear everywhere, but costs decrease relative to sales at an initial investment of $50,000. This effect is due to the better utilization of capacities in personnel at rising revenues at constant cost. If capacity is fully utilized, additional personnel must be recruited. At an investment sum of $100,000, administrative costs are expected to return to a linear relationship of sales. At sales levels between $1,000,000 to $2,000,000, costs increase by the factor 1.85. The cost revenue relationship is important, not only during the start-up phase, but also for planned further expansion. Often such expansion strategies are based on this relationship. Other industries are able to generate cost savings of 30-50% during expansion periods, whilefor the logistics industry, this factor is close to 15%. At a specific s ize, this relationship reverses because administrative costs rise sharply. This affects small businesses between 10 and 20 employees most severely. Investment Plan The investment plan comprises primary capital needs for the foundation and operation of an international logistics company with different products and services for sale. The plan also includes initial marketing and sales promotion expenses. Break-even Analysis The break-even analysis shows how earnings rise as a function of sales. The break-even point is the point at which revenues from sales cover total costs (fix costs and costs rising with sales). This analysis is important for the development of the liquidity plan. If the break-even point is not achieved, in the long run the business loses liquidity and may become insolvent. This requires that a critical amount of revenues must be generated. At sale revenue of $600,000 and given fixed costs, the business will generate a profit. Fixed costs are estimated at $120, 0000 to $130,0000 and variable costs at $480,0000. At realizable revenue of $10,000,000 after 2-3 years profits will rise to $700000 pre-tax. This represents an earnings margin of 10% pre-tax and 7% after-tax. These estimates are realistic in this market segment. Increasing sales volume will increase pre-tax earnings margins, but this development reverses when administrative costs begin to rise sharply. Up to a sales volume of $3,000,000, earnings margins rise to 12.5%, after which the margin decreases to constant 11.5%. Figure 7.3 shows at which critical sales volume the business generates a profit. This serves as a base for a pricing strategy. Additionally, the graph shows the amount of sales at which a marketing campaign can be run profitably. Liquidity Plan The liquidity plan shows the amount of finances necessary to assure permanent liquidity of the business. The plan is based on 4 representative months of a typical business with 3 to 5 employees, annual sales of $1,300,000 and net profits of about $300,000. Revenue estimates are drawn from a standard normal distribution. Earnings Plan The earnings plan shows the results from ordinary operations. The plan is based on the first 4 years of business. Revenue estimates are drawn from a normal distribution with an estimated growth rate of 20 to 30%. Figure 7.4 shows profit over time. Risk Analysis The risk analysis considers critical factors that may lead to a failure of the business concept. Such factors can involve failures during the implementation phase, as well as during operations. Such potential factors are ordered according to the probability at which they can arise. Shown is the key factor that led to the failure only. Data are drawn from questionnaires of 10 logistics Businesses with comparable product offerings and revenue- and cost structures That went bankrupt during the last 3 years, as well as analyses of different research institutes. Insufficient demand: This is the most frequent reason that leads to business failure. This includes permanently low demand, as well as a temporary collapse in demand. Often demand estimates were too optimistic at the outset. Such failures might also come from external shocks instead of operating deficiencies. 19% of businesses with insufficient demand go bankrupt. 50% of these businesses report that, once demand slacked, they did not react accordingly, because they believed that this phenomenon was only temporary. Since the expected frequency of customers during the start-up phase is still low, a critical success factor is to focus promotional effort so as to generate customer loyalty early on, which will help minimize the effects of demand fluctuations. This is also important for the future development of the business. Behavior of Competition: Due to low entry barriers, additional businesses can enter the market at low cost. Approximately 16% of insolvent businesses were driven out of the market by that competition. A better service concept, innovative ideas and concentration on core businesses are easy means for an entrant to gain a competitive edge. Personnel and capacity utilization: Often personnel capacity cannot be adjusted easily when demand slows down. Currently, business services have a capacity utilization rate of personnel of 70%, i.e. 70% of employee working hours can be directly credited to sales. At small businesses this value is often lower, which means that 30% of working hours arise without generating any further revenue. 13% of such businesses go bankrupt for this reason. Liquidity constraints: Another frequent reasons for bankruptcy is insufficient liquidity. In that case, it is possible that all liquid funds are used to cover losses or that liquidity needs were planned too tight. To be able to flexibly react to changing liquidity needs, it is important that sufficient funds be planned, even during the start-up phase. Thus, 5-10% of the investment sum should be held as liquidity reserve permanently. 13% of insolvent businesses reported liquidity as the reason for bankruptcy. Over-indebtedness: Many business are run on a small equity base. The majority of investments are funded by debt. If the business becomes unprofitable, debt obligations cannot be covered. Little more over 10% of insolvent firms reported over-indebtedness as the reason for going bankrupt. It is therefore important that a share of earnings is retained for debt service. Macroeconomic Conditions: In a cyclical downturn, revenue expectations may not come in according to expectation. Although this factor does not affect the business in itself, it does have an impact on profitability, liquidity and leverage. Costs remain constant during such periods, but revenues typically decrease which affects overall profitability. 10% of all insolvent businesses report that they went bankrupt due to macroeconomic conditions, although the relevant indicators of the business looked healthy. Location and market: The market of the business and the selection of the right potential customers is an important success factor and one of the fundamental decisions that has an impact on the future prosperity of the firm. Therefore, a careful analysis is necessary. More than 10% of insolvent businesses reported that they went bankrupt because of the wrong market selection. Often start-ups did not consider that, even when the choice of market may not be wrong at the outset, it may later become so when economic conditions worsen. This may be due to structural changes or different interest of customers. Wrong Business Decisions: Often wrong business decisions and difficult situations go unnoticed for some period, which can lead to a failure of the business. A critical and independent reflection of a decision is critical factors to determine the value of a management decision and evaluate the business profitability. Studies have shown that many businesses fail in their start-up phase because of managementà ¢Ã¢â€š ¬Ã¢â€ž ¢s inability to make sound business decisions, while once a business is settled, such mistakes are very rare. A critical management instrument is the ability to detect potential failures and problems. Certain key figures can help measure this ability and objectively determine a decisions chance for success. Small businesses should use such indicator ratios to assess their Business outlooks. Figure 7.5 shows the relative importance of each factor for businesses that went bankrupt. The numbers are based on the most relevant reason that triggered bankruptcy, but not the reason responsible for bankruptcy. External factors that changed the competitive environment and changing macroeconomic conditions were the most important reasons relative to internal factors Sources http://www.storeboard.com/blogs/business/business-plan-template-for-accounting-services-sample-only/134 (function() { var scribd = document.createElement("script"); scribd.type = "text/javascript"; scribd.async = true; scribd.src = "https://www.scribd.com/javascripts/embed_code/inject.js"; var s = document.getElementsByTagName("script")[0]; s.parentNode.insertBefore(scribd, s); })() http://www.docstoc.com/docs/11207319/Business-Plan-for-a-Logistics-Company

Cloud computing Service Essay

The â€Å"cloud† refers to the Internet; it is usually hosted on more then one server in multiple locations, normally neither the public nor the businesses know where the information is located. Many consumers are turning to the cloud to store and retrieve their data from any computer in the world. They are using this service to store their software, conduct, documents, other personal and all business operations. Many different consumers are using cloud; but many are using cloud with out taking a look at the advantages and disadvantages that comes with using the cloud computing service. There are three types of service provider by cloud computing models. One is software as a service or SaaS, this service provides consumers with the ability to access user application or service that is located within the cloud. In this service consumer are responsible for update and maintaining the operating system and software. Some of the providers that offer SaaS is Google and Microsoft. The second service provider is Platform as a Service or Paas. Paas allows consumers to purchase access to the platform and solution stack, which includes system, programming language, database and web server. Consumers also, can build their own applications, which could run on the cloud service provider. Some of the providers are Google’s app engine and force.com. Lastly, there is the Infrastructure as a services or Iaas. Iaas provides basic storage and computing capabilities as services over the network. Consumers control and maintain the systems in term of the operating systems, applications, storage, and network connectivity, but consumers do not have any control over the cloud infrastructure. Some providers of the Iaas are, Amazon, GoGrid and 3 Tera. Another type of provider is deployment model of cloud computing, where consumer chooses a unique is based on their specific requirements. There are four primary cloud deployment model private cloud, community cloud, public cloud and hybrid cloud. Private cloud is operated only by one organization,  it can also be managed by the organization or third party and externally. Community clouds are shared by many organizations, and support a specific community that has similar interests and requirements. Public cloud is owned and operated by third party, were it is available for the public on a commercial basis. Lastly, hybrid cloud is two or more deployment like private, community and/or public; this gives the user the ability through their interface to allow data, and also applications to move them from one cloud to another. The advantage of using cloud-computing service is that it can be accessed from any part of the world as long as there is Internet connection. The cost is significantly lower to operating data processing service with compared to the older meth of establishing and maintaining software and hardware on an internal system. This will remove the need for operating costs that accompanying with purchasing or by leasing such software and hardware. Depending on the cloud provider used, storing information to the cloud is almost gives unlimited storage capacity, that will give the public and business no more worries about not having enough storage space. Since data is stored in the cloud, backing up and restoring is much easier then storing on a physical device. Most cloud computing service providers usually are skilled enough to handle recovery of information. The disadvantage of cloud computing service is the technical issues, security issues, and that the information is easily prone to attacks. Even though we can access the information and data on the cloud from anywhere in the world, there are times that the system can have some serious dysfunction. The consumers should be aware that technology is always prone to outages and technical issues. Even the best cloud providers will run into these kind of problems, in spitefulness of keeping high standards of maintenance. Consumers will need a reliable internet connection server at all times, but will be consistently be stuck with networking and connectivity problems. The security to the cloud is another major issues that the consumer don’t look at when submitting all their personal and companies sensitive information that it is being submitted to a third party cloud computing service provider, which could put your information in great risk. Consumer should make absolutely sure that the provider they choose is reliable and will keep their information totally secure. The cloud provider is prone to attack by hack attack and other threats. Storing your information in the cloud could make your personal and business unprotected. Although nothing on the Internet is completely secure, and there is always the lurking possibility of stealth of sensitive data. Any user of any Internet storing should carefully look at the advantage and disadvantage of cloud computing service before submitting any type of information. Also consumers should be aware of the potential risks and problems that is accompany with the cloud. WORKS CITED Jr, R. C. (2010, August 24). Retrieved October 26, 2012, from boardroombrief.com Viswanathan, P. (n.d.). Retrieved October 24, 2012, from www.about.com

Airborne: United States Postal Service and Express Mail

A five force analysis consists of five parts being threat of substitutes, ease of entry and exit, bargaining power of buyers, bargaining power of suppliers, and degree of rivalry. The threat of substitutes for Airborne, in the domestic express mail market, came from two other large firms Federal Express and the United Postal Service. FedEx, UPS, and Airborne together held an 85% market share. Fedex held roughly 45% of the domestic mail market and was considered the industry leader, however disputed. Their name was synonymous with sending something overnight.Almost like when at a restaurant we order a â€Å"coke†, no matter what the exact brand is the waitress will understand what we want. The United Parcel Service, UPS, was the largest package delivery company in the world and held a 25% market share of the domestic expedited mail service. Airborne was under the constant threat of substitutes, which were significant. The ease of entry and exit into the expedited mail delivery market is very difficult. Planes, trucks, personal, facilities, equipment all need to be in place before even one package is successfully delivered.Buyers had much bargaining power in that the three largest domestic expedited mail carriers each offered similar products, next morning delivery for time sensitive items. Price, reliability, access to tracking, customer service, and convince of drop-off locations were all things that the customer many times would consider before choosing their carrier. The bargaining power of suppliers was also strong. The physical delivery of the package was only a part of the services offered to customers.The major companies also made it possible to track packages en route, guarantee on time service, and even provide logistical consulting services. The degree of rivalry was very intense between these companies, in the early 1990’s industry observers called the competition between FedEx and Ups the â€Å"parcel war. † Each company would no t only match each other’s prices but also their technology and services Factor| Airborne| UPS| Fedex| Products Offered| 1| 2| 1| Target Customers| 1| 2| 2| Competitive Positioning| 3| 2| 1| Financial Performance| 1| 1| 1|Culture| 2| 1| 3| Land Ops| 2| 1| 1| Air Ops| 2| 1| 1| Marketing and Sales| 2| 1| 1| Customer Service| 1| 2| 2| IT| 3| 2| 1| Totals| 18| 14| 14| Lowest=Best Airborne is strong in its products offered in always seeming to be on the forefront and targeting customers efficiently. Unlike FedEx and UPS, Airborne owned the airport that served as its major hub in Wilmington, Ohio. As a result Airborne did not have to pay fees to the airport and could fix any obstacles that they came across at their own facility without having to consult with any outside parties.Airborne also differentiated by not having its own retail service centers and owning only a portion of their delivery vans. These were both cost saving differentiators, hiring independent contractors to picku p and delivery was 10% less expensive. Airborne did not market to the mass media instead they targeted the personal within companies who were in charge of logistics in order to obtain larger more profitable accounts. Providing flexible, custom solutions for their customers was also a difference in business plans that Airborne however FedEx and UPS also began to claim this.Ensure that Airborne survives and thrives in the future, the company would need to remain competitive with UPS and Fedex. Airborne’s relationship with RPS was beneficial because RPS had connections to the heart of UPS’s customer base in the form of large volume business customers. The physical distribution of Airborne and RPS were completely separate. To survive, I would suggest that Airborne form a stronger relationship not just sharing of marketing and shipping information. How and why has the express mail industry structure evolved in recent years?How have the changes affected small competitors? Th e US express mail industry is highly consolidated. 85% of the market is served by 3 service providers. There are six second tier players who serve the remaining 15%. FedEx and UPS lead the industry in services and innovation. The following trends have been observed in this Industry. Services: A host of services are provided to suit the needs to different businesses. Overnight shipping and next-morning delivery are most popular amongst other services like next-afternoon delivery and second day service.Same-day and early-next morning services are even costlier. Shipment volumes have risen over the decade however the rise in revenues has not been complimentary, due to falling prices. Customers: it is imperative for businesses to facilitate fast information dissemination. Express mails have provided a medium for establishing this. All businesses and individuals today use this service. Contrary to the traditional belief, items being shipped are high value compared to high weight. These i tems are time-sensitive. Customers have different criteria's to decide which service provider to use.With advancements in technology, this industry has become highly automated, there by providing better customer service with relation to parcel tracking, pick up services etc. The decision matrix generally includes brand name, reliability, price, customer service etc. Customers are generally not loyal as switching costs are negligible. Operations: Most players use the hub-and-spoke model. Major hubs act as collecting grounds for mail from all over America. The mails are then sorted and then sent off to respective destinations.Priority is given to early-next and next-morning mails. Planes land and take off all through the night. Capital expenditure related to a hub is extremely high. Both FedEx and UPS emphasize on improving the sorting capacity†¦ Airborne Express grew very rapidly in the late 1990’s, outperforming both of its main rivals, FedEx and UPS. When evaluating the success of Airborne, it is evident that the organization employed a strategy of low cost leadership, utilizing tactics surrounding efficiencies, cost reductions, market focus, and rigid budgeting.Early in its history, the company targeted a certain market, primarily businesses that shipped large volumes of urgent items to other businesses. This focus allowed Airborne to avoid markets of marginal value. In addition, Airborne retained cost minimization in key functional areas such as technology, marketing, and overhead. Airborne was very selective in their investment in technology and innovation, allowing first adapters to pave the way. The automation they did provide, such as FOCUS and the electronic submission of shipping information, saved money on labor y reducing manual data entry requirements. Also, Airborne did not advertise in mass media, but rather targeted selective logistics managers of major shippers, creating a courting style sales environment (Airborne, p. 12). This all owed for long term partnerships with repeat business. Overhead was kept around 30% less than main rivals. These types of actions, among others performed by Airborne, all point to low cost leadership. When analyzing the role of resources in the firm, Airborne has strong tangible, intangible, and capability resources in their favor.For example, Airborne owned the airport that served as its major hub, including the warehouses that surrounded the airport, which they leased to business customers (Airborne, p. 11). In addition, Airborne owned a fleet of 175 aircraft, although used; they provided Airborne the opportunity to personalize the outfitting of each aircraft to their cargo needs. Airborne also owned a portion of its delivery trucks, using independent contractors to provide balance on labor costs, fuel, and truck maintenance. A lack of unions in the hub also kept labor costs down.A niche market of large corporate clients with solid sales relationships was among the capability resou rces. Along with a large amount of equity and cash, Airborne was situated to be a very strong company. While there are many threats to the sustainability of low cost leadership, one of the biggest threats is imitation, especially in businesses using the internet (DLE, p. 177). Airborne, due to its business model, was both subject to and immune to this threat. Because it waited for others to test new technologies first, Airborne reaped the benefits of rivals work.For example, Airborne created a software system, its Freight On-Line Control and Update System (FOCUS), which imitated Federal Express’ COSMOS, and allowed customers to trace packages themselves rather than rely on company representatives. Because Airborne tailored its innovation practices after already successful programs, they challenged rivals sustainability in the market. On the other hand, Airborne also developed new technologies, like those associated with Xerox scanning and delivery, which gave Airborne the abi lity to deliver Xerox packages before 8AM.This method was easily imitated by FedEx and UPS, which enabled the rivals to provide the same service to their entire customer base, instead of just one client. Airborne was unable to capitalize on the technological advancement after the initial introduction, and therefore, suffered a low cost leadership sustainability threat. ————————————————- Basic Information of  Airborne Express Case Number: 9-798-070 Author: Jan W. Rivkin Publisher: Harvard Business Publishing Year: Feb 5, 1998 Course Category: Strategy ————————————————-Case Summary  of Airborne Express 1997: Airborne Express quarterly revenues up by 29%, and YTD net earnings ad increased by more than 500%. Third largest player in express mail industry. Boost fr om the recent strike at rival UPS. Fastest growing company in the industry, but thin margins. Federal Express had recently raised prices. †¢ Previous year: Fed Ex and UPS launched new services and pricing schemes o UPS moved to distance-based pricing, with prices raised on long-distance shipments, lowered on short-distance shipments. Fed Ex followed suit in 1997. Would Airborne? The Express Mail Industry in the United States: Services provided include: physical shipment of packages, shipment tracking, on-time service guarantees, customs clearance expedition, warehousing services, logistics consulting services †¢ Customers: o Businesses In industries such as financial services and consulting, express mail had become the standard means of delivering docs o Typical shipments: business docs, electronic components, medical samples, and replacement parts. o Customer base broadening. Portion of goods considered perishable or time-sensitive increasing over time. Acceleration in th e pace of business increased express volume shipped by each customer. Main consideration factors when deciding whether to ship an item express mail were urgency of shipment and price Carrier selection based off of relative price, carrier reliability, brand name, tracking capabilities, customer service, drop-off convenience, and/or habit. Discounts based on volume encouraged customers to focus on one carrier. However, customers tend not to be loyal when a contract expires. †¢ Operations: 1. Large fleet of vans and drivers. Drivers leave central depot and collect packages. At point of pick up, hand-held computer used to scan the package’s barcode and enter package data.Data transferred to central computer, which determined routing. Package scanned at each subsequent transfer points so that the company could track its progress. 2. Packages driven to airport, placed in containers, which were, in turn, placed on company-operated cargo planes. Upon landing at airport, usually around 11 pm, crew, using special equipment, unloaded plane in 20 minutes. Second crew simultaneously servicing plane in prep for outbound flight. 3. Cargo containers taken to hangar, where packages are sorted according to final destination. Labor-intensive.Once sorted, packaged placed in containers and loaded onto planes. Planes typically depart from 3 am – 4 am. Planes landed around 6 am at destination airports. 4. Packages unloaded, distributed to vans, and delivered to final destinations. †¢ Lower-priority packages follow slightly different route – more likely to travel by truck rather than air. †¢ Heavy investment in large hub facilities, air and ground fleets. †¢ Devoted to customer service and sophisticated information systems. †¢ Competition: †¢ Domestic Express Mail Market: 3 major players = Fed Ex, UPS, Airborne Express, serving ; 85% of the market. nd tier players: BAX Global, DHL Worldwide Express, Emery Worldwide, Roadway Package S ystem, TNT Express Worldwide, US Postal Service. †¢ US Postal Service served much of the remaining 15% of the market, popular due to the convenience of the post office to residential customers. However, prohibited by law from offering volume discounts to business customers. Also, could not track packages efficiently, and poor delivery record. †¢ DHL, TNT focused on international market. o DHL offered extensive service in hard-to-reach areas of the globe. Required knowledge of customs procedures and officials to clear customs quickly.Not heavily invested in domestic capabilities. †¢ BAX Global, Emery focused on heavy cargo †¢ RPS focused on 2-day delivery via a ground network, targeting price-sensitive business customers. Known for efficient ground transport and sophisticated IT. †¢ Fax, email †¢ Compete on multiple fronts, including prices, products, and customer service Major Competitors †¢ Federal Express o 45% domestic express mail market o Hist ory: Invented the industry. Prior to founding, express deliveries flew as freight in holds of passenger planes. Frederick Smith, proposed an airline dedicated solely to express delivery of mail.Argued airlines designed to carry passengers suboptimal for carrying express mail. Any route acceptable for a package as long as it arrives on time. Hub-and-spoke routing more efficient for express mail. Packages would be collected at a single airport, sorted, and sent to their destinations. 1971, Federal Express incorporated. Target market focused on small packages, which were largely ignored by other air carriers. High barriers to entry: assembling fleet of jets, constructing a hub in Memphis, securing initial customers, and gaining governmental approval in highly regulated airline industry.Service started in April, 1973. 1983, reached $1 billion in revenue, the first company to do so within 10 years of start up, without acquisition. o Technology: COSMOS, central computer system, coordinate d vehicles, people, packages, routes, and weather information. Supertrackers used by couriers to enter in package info Digitally Assisted Dispatch System (DADS) directed couriers to pickup locations and uploaded info from Supertrackers to COSMOS Gave customers Powership computer terminals and shipping software to prepare shipping paperwork, streamline billing, and track shipments. www. fedex. com o Marketing ; SalesAggressive marketing led to widely recognized mottoes High advertising expenditures + sales reps + money-back guarantee o People ; Culture â€Å"People, Service, Profit†¦When people are placed first, they will provide the highest possible service, and profits will follow. † Promoted from within. No layoffs policy. Cross-trained employees and cultivated a large part-time workforce. Extensive employee-training programs Employees given wide latitude to make decisions on their own. Expected to take risks and resolve problems on own. Emphasis on communication. â₠¬ ¢ FXTV broadcast daily company news, weather conditions, competition info, etc.Formal compensation system. Managers’ incentive pay based on performance against negotiated objectives, employee satisfaction playing a significant role. Hourly workers were also eligible for bonuses. o International Ventures 1985, Fred Smith’s vision of global delivery of express mail. However, expensive. 1992, overseas operating losses topped $600 million, so company scaled back. Relied on partner companies to complete deliveries. †¢ United Parcel Service (UPS) o Largest package delivery company in the world, but most volume not express mail, traveled via ground network. History Founded in 1907 as a messenger service. Repositioned itself as the delivery arm of major department stores. 1950s: automobile ownership widespread, retail stores moved to suburbs. Repositioned again around â€Å"common carrier† service to deliver parcels in general, not just department store deliverie s, by truck. Only reached goal of complete national coverage in 1980s, due to legal and regulatory battles to deliver within and between states. 1953, coupled ground network with cargo services of major airlines to offer two-day delivery service. 1981, purchases first aircrafts. 987, took direct control of all air operations. USPS viewed as main rival. Focused on reducing costs since rates were highly regulated. Charged single price to all customers. Saved money by picking up at company’s convenience and not investing in collecting info (could not track packages easily). Late 1980s/early 1990s, refocused around customer service and invested in aircrafts, sorting infrastructure, and technology, in order to compete with Fed Ex. Radically and successfully restructured. o Operations: Hub in Louisville, KY, with 5 regional air hubs around the US.Speculated that UPS’ sorting and routing facilities were highly automated and employed the latest technology. Single fleet of truc ks handled pickup and delivery of all UPS shipments. o Technology: determined to match Fed Ex’s information collection capabilities, invested $3 billion in advanced technology between 1990 and 1995. Resulted in ability to track packages efficiently, deliver electronic proof of delivery, and offer money-back guarantee of on-time delivery. Internet site rivaled Fed Ex’s o Marketing ; Sales: No marketing department before 1980, with little to no advertising 1996, spent 80% more on media than Fed Ex People ; Culture: â€Å"owned by managers and managed by owners;† privately owned, with stock issued to company managers, and, as of 1995, nonmanagement employees as well. Promote from within The Policy Book, emphasized management by consensus and an ethic of humility High wages kept labor-management relationships good. †¢ 1997, drivers among best paid, largely in part to union involvement. 16-day labor strike flooded competitors business. Resolution favored labor, with an increase in full-time positions, as well as full-time and part-time wages over a five-year period.Ramifications of strike included $700 million in lost revenue and poor reputation for absolute reliable delivery. o International Operations: Invested heavily in developing global distribution network, and, even with high operating losses, seemed committed. Airborne Express: †¢ Often overlooked, but growing faster than competitors in mid-1990s, with 16% of domestic express mail market in 1997. †¢ History: o 1968, The Airborne Flower Traffic Association of California (shipped fresh flowers from Hawaii to mainland) and Pacific Air Freight (delivered perishables to/from Alaska) merged to form Airborne Freight Corporation.Prior to Fed Ex, most successful in express mail industry. o Target: business customer that regularly shipped a large volume of urgent items, primarily to other business locations. Example: Xerox †¢ Operations: o Owned airport that served a major hub . Did not pay landing fees and no obstacles to tailoring the facility to its needs. However, did need to maintain airport itself, and did not share expenses with other airlines. o Leased warehouse space on airport property (Fed Ex and UPS offered warehousing options as well, bot not onsite at airport) o Sorting operations less automated, more human labor-intensive.Unions represented app. Half of workforce, including all pilots. o Fleets consisted primarily of used aircraft, built in 1960s and 1970s. Patented cargo containers did not require cargo door. Aircraft run app. 80% full (vs. competitors 65-70%). Costs of flight did not vary by amount of cargo carried. o Shippers and recipients concentrated in metropolitan areas. o Greater portion of volume = afternoon and second-day deliveries, so could use trucks more than competitors (30% volume never on plane, vs Fed Ex’s 15%).. Cost of a truck 1/3 that of aircraft. Unlike competitors, did not maintain retail service centers and o wned/operated only a portion of its delivery vans. Independent contractors 60-65% volume, and 10% less expensive than company-owned pick up and delivery. †¢ Technology: o Invested selectively. Let competitors test innovations and introduced themselves if clear benefit derived. o Freight On-Line Control and Update System (FOCUS) comparable to Fed Ex’s COSMOS o Offered high-volume shippers software which tied directly into FOCUS, allowing customers to track packages and to submit shipping info themselves as opposed to engaging service agents. Website not as comprehensive as competitors †¢ Marketing ; Sales: o Did not advertise in mass media. Targeted logistics managers of major shippers via sales force. o Known for low prices o Mid-1990s, â€Å"the flexible, solution-oriented express carrier† with an ability to tailor its services to needs of large business customers. However, Fed Ex and UPS offered 8 am service to any customer for a surcharge, as well as claim ed to be able to tailor services to customer needs too. †¢ People ; Culture: o Humility †¢ International Operations: o More modest than Fed Ex and UPS. Used commercial airlines and local partners to complete shipments †¢ RPS Relationship o RPS targeted the ground transport needs of large-volume business customers, whittling at UPS customer base. Offered low prices, superior info and tracking capabilities. Tried to intro air operations, but folded after large losses. o Companies’ physical distribution systems remained separate. Cooperation in marketing process and sharing of shipment info. However, hinted at a closer alliance. Airborne’s Future: †¢ Postal Service had performed well during UPS strike and success seemed to reawaken its ambitions.Planned major advertising blitz to promote express services. Petitioning government to grant volume discounts. †¢ UPS was expected to make play to recoup volume. †¢ UPS strike had shaken customers loy alty to a single company for shipping needs. ————————————————- Case Analysis  of Airborne Express 1. How and why has the structure of the express mail industry evolved in recent years? How have the changes affected small competitors? How has the rivalry between FedEx and UPS impacted them and the rest of the industry? Business and individuals spent $16-17 billion on express mail within the US in 1996.Shipment volumes had risen 15-20% per year for a decade. Services had proliferated by delivery time. Service is not limited to physical delivery. It also includes warehouseing services and logistics consulting services. Express Mail Industry: 1. 16-17 billion on expedited shipments in US in 1996. 2. Shipment volumes had risen 15-20% per year for a decade. 3. Services had proliferated by delivery time. 4. Service is not limited to physical delivery. It also includes tracking services, warehouseing services, logistics consulting services and expedited customs clearance for international shipments. . Shipping companies competed on the basis of time-to-market, eg. Increased volume shipped by and to each customer. 6. Customers’ concern when choose a shipping service includes price, reliability, brand name, access to tracking, customer service, convenience of drop-off, and sheer habit. 7. Shipping companies owns vans, drivers, and aircrafts. They have hub airports. They employ the advanced logistic technology. 8. FedEx, UPS and Airborne were the Big Three in the industry, together served more than 85% of the market. 9. Invested in global distribution system. 10.Originally set one price for every customer, evolved into distance pricing (ie. Lower prices for shorter distance deliveries) Different company target different markets. To survive, small company must find their differentiation in the industry (ie. DHL specialized in international shipping; RPS specialized in ground transport 2 day deliveries). FedEx: overnight delivery; cutting-edge information and logistic technology; Hubs; customer self help; aggressive marketing strategy; no layoff policy; great customer services; employee’s wide latitude of decision making; incentive pay; employ both part time and full time; international expansion.UPS: ground services; largest delivery company in the world; followed FedEx to purchase their own aircraft; started to advertising; stock owned by managers and not for public trade; employ both part time and full time; international operation. â€Å"Parcel Wars† – Fedex and UPS copied and tried to beat each other in pricing, products and services. When one lowered prices, the other followed and created some other promotion to outdo the offer. As a result, small companies need to find their specialty in the market. They will also have employ advanced technology and logistic system and provide great/special customer serv ices. . How has Airborne survived, and recently prospered, in this industry? Airborne targeted the business customer that regularly shipped a large volume of urgent items, primarily to other business locations (mainly 50 metroplitans). They were known for their low prices. They cut cost in many ways: having their own airport; leasing warehouse space to customers; hiring part-time employee; purchasing used aircrafts; load more per flight than rivals; no retail service center; using independent contractors; a little bit late delivery time; no advertising; picking the technology after FedEx and UPS tested.They provided flexible, solution oriented service to customers. 3. Quantify Airborne’s sources of advantage. †¢ Part-time salary is 7/hour, compared to FedEx’s 8/hour. †¢ Run aircraft 80% full, compared to typically 65-70%. †¢ 80-85% of the volume was shipped to 50 metropolitan, compared to FedEx’s 60% †¢ 30% of the volume was not shipped by ai rplanes, compared to FedEx’s 15%. †¢ The cost of a running a truck is 1/3 of the cost of owning and operating a similar amount of aircraft capacity. Use of independent contractors accounted for 60-65% of volume – using contractors cost them 10% less than doing work themselves. †¢ No advertising cost. †¢ Drivers picked up more parcels than Fedex resulting in lower labor costs per unit by 20% for pickup and 10% for delivery. †¢ Besides, owning their own airport would a big advantage in control and operating cost. 4. What must Robert Brazier, Airborne’s President and COO, do in order to strengthen the company’s position? Provider recommendations that will strengthen Airborne’s position in this industry.Evidently, Airborne needs to employee advanced technology and explore the global business. Robert Brazier needs to make sure that Airborne will still hold their advantages in the global business. 5. In retrospect, we know that Airbor ne’s position was not sustainable and the company was acquired by DHL. What were early clues about the lack of Airborne’s sustainability? Will the DHL/Airborne combination be an effective competitior against FedEx and UPS? One early clue – less efficient that Fedex/UPS in on-time deliveries. Should have invested more in technology. Lack of global vision/awareness.Inability to adapt to market – 80% of volume delivered to major metropolitan areas, not servicing ALL customers. Did not take full advantage of opportunity with RPS deal – kept arms length deal. Should have leveraged relationship to increase technology and cust base to gain market share. The DHL/Airborne combination could be an effective competitor again FedEx and UPS, although they have their own specialty and targeting markets. DHL does well in the international market, but its domestic business is not strong. Airborne and DHL could be a strong plus to each other.

Example Sentences of the Verb Bring for ESL Learners

Example Sentences of the Verb Bring for ESL Learners This page provides example sentences of the verb bring in all tenses in English. Study examples of positive and negative sentences, as well as questions. Make sure   Infinitive: To Bring Use the infinitive form to bring when combining with verbs that take infinitives as an object: She hopes to bring that up at the meeting. Base Form: bring Use the base form bring together with helping verbs in the present simple, past simple, and future simple: Do you usually bring your homework to class?They didnt bring any news of the situation.They wont bring anything to eat. Past Simple: brought Use the past simple brought in positive sentences with the past simple: Peter brought his racket last weekend.   Past Participle: brought Use the past participle brought in past, present, and future perfect forms: Hes brought a number of friends to the party. They hadnt brought anything to eat, so they went out.She will have brought enough food for everyone. Present Participle: bringing Use the present participle, or ing form, for present, past, and future continuous tenses, as well as for all perfect continuous tenses: Shes bringing the drinks tonight.Tom was bringing up the idea when she interrupted him.They have been bringing a lot of new information to the discussion. Each of these forms is used with different tenses. Bring is an irregular verb and should be memorized.   Present Simple She often brings friends to work.How often do they bring their children to work?Peter doesnt usually bring anything for lunch. Present Continuous Mary is bringing Jack to the party. Why are they bringing up that topic?We arent bringing our friends to the show.   Present Perfect I havent brought much food today.How much money have they brought to the table?She hasnt brought any homework with her. Present Perfect Continuous She has been bringing her friends along for years.How long have you been bringing up that topic?They havent been bringing much to our potluck lately. Past Simple Alice brought a new friend to the party.When did you bring that subject up with him?She didnt bring any luggage with her last weekend. Past Continuous I was bringing out the present when she burst into the room.What were you bringing up when he interrupted you?He wasnt bringing about any change when they let him go. Past Perfect The others had brought the food before they arrived.How many books had you brought to the study session?She hadnt brought up that topic until you mentioned it.   Past Perfect Continuous She had been bringing different friends to work for years before her boss told her to stop.How long had they been bringing their lunch to work before they started eating in the cafeteria?She hadnt been bringing many friends around when he asked her to stop bringing anyone.   Future (Will) Janice will bring the dessert.What will you bring to the party?She wont bring that up at the meeting.   Future (Going to) I am going to bring the drinks to the party.When are you going to bring your friends around for a visit?They arent going to bring her instrument to the concert.   Future Continuous This time next week we will be bringing about a number of changes.What will you be bringing up at the next meeting?She wont be bringing anything to eat, so were going out.   Future Perfect They will have brought enough food by six oclock.How many times will you have brought a dessert by the end of the year?We wont have brought enough steaks, so Ill go shopping. To continue learning, make sure you study other irregular verbs and practice using a variety of tenses. Continue your focus on irregular verbs and practice using a variety of tenses. Continue your focus on bring with the following quiz. Bring Quiz Use the verb bring in the correct tense in the sentences below: I __________  the cake to the party before he arrived.We  __________  the product out twenty years ago.Who  __________ the wine to the party?I think Tom  __________ his girlfriend to the party, but Im not sure.Alex always  __________  work home with him.She ______________ up the topic when he rudely interrupted.They  __________  many friends to dinner since they moved here two years ago.Susan ____________ a few friends over before I arrived.She  __________ the list right now. Dont worry.My neighbor  _______ up a few topics at the meeting last week.   Answers: had broughtbroughtwill bring/is going to bringwill bringbringswas bringinghave brought  had brought  is bringingbrought

Biological warfare (BW) Essays - Biological Warfare, Bioethics

Biological warfare (BW) Essays - Biological Warfare, Bioethics Biological warfare (BW) also known as germ warfare is the use of biological toxins or infectious agents such as bacterial toxins or infectious agents such us bacterial, viruses, and fungi will intent to kill or incapacitate humans, animals or plants as an act of war. Biological weapons often termed Bioweapons Biological threat agents or Bio-agents are living organisms or replicating entities that reproduce or replicate with in their host victims. Biological weapons may be employed in various ways to gain a strategic or tactical advantage over an adversary, either by threats or by actual deployments, but biological weapons should not be developed, acquired, stockpiled or deployed by nation states or by non-national groups because biological weapons are effective means of spreading terror and may become the weapon of choice, it will have a significant impact on the resources of the healthcare system and it has a long lasting psychological effect and psych-social challenges for many peo ple. There are many reasons why biological agents are effective means of spreading terror and may become the weapon of choices. Depending on the choice of agent and method of dissemination, biological agents can be used as indiscriminate weapons of mass destruction (WMD), a means of targeting racial or ethnic groups, or a way to attack a population at a specific time. Even the treat of biological weapons can provoke widespread panic; and disruption of communities, health care systems and governments. Biological attacks have occurred throughout history and are likely to continue in the future. Just as seen on 11 September 2001, terrorist used hijacked passenger planes loaded with jet fuel as explosion devices at the pentagon and world trade center, killing approximately 3000. This attack awakened the public to the idea that terrorist have the will and means of inflicting harm on citizens. Following the September 11th attack, letters with anthrax were mailed to targeted list of media and political personalities caused 22 infections and 5 deaths. Another religious cult in Japan proved both the ease and the difficulties of using biological weapons. In 1995, the Aum Shinrikyo cult used Sarin gas in the Tokyo subway killing 12 train passengers and injuring more than 5000. A government or an organization eager to incapacitate or kill and incite disorder might be tempted to use biological weapons because of their availability, lethality, dissemination techniques, and anonymity and difficulty of detection. Availability Biological agents are often simpler to acquire and produce than nuclear, chemical or some conventional weapons. The material for biological agents can be easily grown or purchased. Some agents, such as anthrax or brucellosis, occur naturally in animals in certain parts of the world, and individuals can easily travel the globe to acquire biological agents from regions where such diseases occur naturally. For example, the Aum Shinrikyo cult was reported to have gone to Zaire to collect strains of Ebola for use in its bioweapons program. Until recently, anyone could order agents from supply houses around the world. In 1995, American type culture collection (ATTC), a mail order company that provides biological products, shipped anthrax to Saddam Husseins Bio warfare program in Iraq, Lethality Biological agents can be extremely lethal, with some agents creating much more deadly affects than others. According to Department of Defense, ten kilograms of anthrax could cause more casualties that a 10 kiloton nuclear weapon. In a model comparing the lethality of a chemical, biological and nuclear attack on Washington DC, OAT estimated that an anthrax attack would yield between 30,000-100,000 deaths per kilometer squared. In contrast, an atomic bomb would result in 23,000-80,000 deaths per kilometer squared. And a Sarin gas attack would cause between60-200 deaths per kilometer squared. Anthrax is a non-communicable disease, which means that only the people who are exposed to the initial attack will become ill or die. Communicable diseases, on the other hand, not only infect an initial cohort of exposed people, but then those individuals can transmit the disease to whomever they came in contact with, depending on the virulence and infectiousness of the agent. Smallpox was eradicated from humans in the 1970s, but samples of the agent were kept in storage in the United States and Siberia. Some of the samples kept in Siberia were

Site assembly and development Dissertation Example | Topics and Well Written Essays - 2000 words

Site assembly and development - Dissertation Example II. The Definition of An Easement Basically, someone who has an easement is someone who can tread on someone else’s property. That person is called the servient. â€Å"The holder of an easement has the right to use a tract of land, called the servient tenement†¦Ã¢â‚¬  but has very little rights otherwise.1 Easements come in an inexhaustible amount of forms, and, for example, adjacent properties might come into play, such as was the case in Bailey v Stevens (1862). Sometimes there are implied easements, as in the case of Wheeldon v Burrows. Whatever the case, it is quite possible that the definition of who owns an easement should actually be defined better. For example, instead of having four requirements for the definition of an easement to be met—basically stating who owns an easement—an easement should be clearly defined in a one-sentence statement or paragraph. This would thus put to rest all the haggling behind what an easement consists of and that of which it does not consist. Easements present a problem, not only in English law, but all over the world. People disagree all the time as to what constitutes an easement, and who has a right to share what. As such, the definition of what an easement is, and why it begs to be defined, are partially societal problems. If English society were more communal rather than individual in nature, most likely there would not be such a problem with the idea of having to share space. But, since like the West, the UK has been â€Å"enlightened† in terms of having to have at least 10 metres of space per person even in office space, it so follows that it would probably be only natural for someone from England demanding justice if a neighbour came to fish in his or her pond, swim in a backyard pool, or use the lavatory at one’s whim. As such, it can be very difficult to actually define an easement, especially if the person using the easement does not want to formally admit that he or sh e is using the other person’s property illegally. Also, the dominant may not want to admit that there is an easement between both the dominant and the servient, as the dominant may feel that, legitimating that relationship might therefore give the servient some type of rights or ownership to his or her property—which it does, but that is almost entirely beside the point. The person who holds the easement doesn’t exactly own the property. It’s more like, they are borrowing it or using it for a certain time and then won’t be there anymore. Usage of an easement is, for the majority, not continuous. Thus, these facts should be taken into account when one is considering either making an easement formal or doing something in order to make the process of acquiring an easement possible. In all circumstances, paperwork should always be filled out so there is no misunderstanding between the dominant and the servient. This is essential for the relationship. I II. What Can Be Done with an Easement Although an easement itself is defined by four strict necessities by law, what can be done with an easement should definitely be clarified. It has been said that â€Å"†¦an easement is extinguished if the dominant and servient tenements come into the same ownership†¦Ã¢â‚¬ 2 That may be true, but unless it was expressly written into the law in such a like manner, one might never know that that had been the case. Even so, there are such things as

Money is the Root of Divorce Essay Example | Topics and Well Written Essays - 750 words - 6

Money is the Root of Divorce - Essay Example Rampal even utilizes graphic imagery to illustrate how money disputes occurring regularly in the marriage are almost completely congruent to the frequency of divorce. When partners in a marriage turn toward money to justify their identities, it illustrates that money has significant psychological influence, making concepts such as love, devotion, and mutual gain become superseded by thoughts about money as an imperative. Because of this, money creates evil within marriage and serves as the primary motive for seeking marriage dissolution. Money is often referred to as being a source of power in society. Scientific researchers have identified in numerous studies that individuals who believe they have power are more assertive, self-assured, and respond on impulse (Anderson & Berdahl, 2002; Lammers, Stokel & Stapel, 2010). When one partner in a marriage has a better career or has managed to procure more money than their spouse, they begin developing egocentric behaviors and are less willing to work out minor conflicts. Why is this? Because when one partner is financially stable, they begin to believe that they can simply exit the marriage when minor dissatisfaction arises and not have to be concerned about their well-being. Therefore, only one partner in the marriage tries to work out conflict while the other acts aggressively or tries to avoid reaching conflict resolution. Whether money is actually a power source is not important. What is important is recognizing that money has the ability to change psychological programming and personal value systems, creating a person who performs evil against the spouse with less financial resources. There are some in society, however, that would argue that money does not create evil, arguing that a person would have to be inherently evil in order to demand marriage dissolution.