Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages Essay Example for Free

Competition in Energy Drinks, Sports Drinks, and Vitamin-Enhanced Beverages Essay Porter’s five-forces model reveals that the overall alternative beverage industry attractiveness is high. Some beverage companies, such as PepsiCo and Coca-Cola, have mastered the art of brand building in the alternative beverage market and have been rewarded with rapid growth rates. The rising population of health conscious consumers is increasingly leaning towards alternative beverages that are believed to offer greater health benefits. The strongest competitive force, or most important to strategy formulation, is the threat of entry of new competitors. Competitive pressure from rival sellers is high in the alternative beverage industry. The number of brands competing in sports drinks, energy drinks, and vitamin-enhanced beverage segments of the alternative beverage industry continue to grow each year. Both large and small vendors are launching new products and fighting for minimal retail shelf space. More and more consumers are moving away from traditional soft drinks to healthier alternative drinks. Demand is expected to grow worldwide as consumer purchasing power increases. Another strong competitive force is buyer bargaining power. Convenience stores and grocery stores have substantial leverage in negotiating pricing and slotting fees with alternative beverage producers due to the large quantity of their purchase. Newer brands are very vulnerable to buyer power because of limited space on store shelves. Top brands like Red Bull are almost always guaranteed space. This competitive force does not affect Coca-Cola or PepsiCo as much due to the variety of beverages the stores want to offer to the customer. As a result of this certain appeal, the two companies’ alternative beverage brands can almost always be found shelf space in grocery/convenience stores. Distributors, like restaurants, have less ability to negotiate for deep pricing discounts because of quantity limitations. The weakest competitive force is the bargaining power and leverage of suppliers. Most of the raw materials desirable to manufacture alternative beverages are basic merchandise such as flavor, color, packaging, etc. The suppliers of these commodities have no bargaining power over the pricing due to which the suppliers in the industry are relatively weak. Raw materials for these drinks are basic commodities which are easily available to every producer and have low cost which makes no difference for any supplier. Low switching costs limit supplier bargaining power by enabling industry members to change suppliers if any one supplier attempts to raise prices by more than the cost of switching.

Comparing Hurrican Hits England and Not my Business Essay -- Grace Nic

Comparing Hurrican Hits England and Not my Business The two poems I am to compare are Grace Nichols â€Å"Hurricane Hits England† a poem that shows that the whole world is one world and how a storm reminds a Caribbean woman of home. The author obviously misses her home country and feels it in the storm which she wrote about, the violence of the storm is harsh and causes some damage. The second poem, with which I will be comparing â€Å"Hurricane...† is Niyi Osundare’s â€Å"Not my Business†. This poem describes the violent and horrific nature in which the Nigerian Government treated those people who disagreed with the state. It describes the pain and suffering they forced upon these people and how the pain and suffering is then brought to the narrator. This poem is about shared responsibilities and the way that tyranny grows if no one opposes it. It is composed, simply, of three stories about victims of the oppressors, followed by the experience of the speaker in the poem, in which he has not done anything, but the fact that he knows makes him a target. The poet is Nigerian but the situation in the poem could be from many countries, there are words used like â€Å"yam†, and the names of the people which tell you this. The poem echoes, in its four parts, a statement by Pastor Martin Niemà ¶ller, who opposed the Nazis. Speaking later to many audiences he would conclude with these words, more or less: â€Å"First, they came for the socialists, and I did not speak out because I was not a socialist. Then they came for the trade unionists, and I did not speak out because I was not a trade unionist. Then they came for the Jews, and I did not speak out because I was not a Jew. Then they came for me, and there was no one left to speak... ...oem. The last lines of this poem emphasise the confusion surrounding why they are there. The line, â€Å"The jeep was waiting on my bewildered lawn† is personification which suggests that no-one, not even his lawn, knows why it’s happening. And then a repetition of the word â€Å"Waiting† makes it seem as though the men have to do a lot of waiting and that time maybe seems to go so slowly because of these things that are happening. Both of these poems are excellent at enforcing their own point in their own ways, â€Å"Hurricane†¦Ã¢â‚¬  through tactile emotional words and beautiful yet violent images of the storm, and â€Å"Not My Business.† through blatant disregard for human life depicted through the eyes of a hunted man, who is hunted because he knows what is going on. All in all two excellent and well thought out poems, each with their own perfectly presented message.

Case Study †Operations Management Essay

1.0 INTRODUCTION Operations management is defined as â€Å"the activity of managing the resources which produce and deliver products and services† (Slack et al. 2010 p4). This encompasses the entire activity carried out within the organization. With increasing pressure on organizations to deliver optimally at reduced cost, the role of operations has been transformed from that of strategy implementer to one of strategy driver. Operations strategy looks at the patterns of strategic decisions and actions in a bid to set the roles, objectives and activities of the operations (Slack et al. 2010). An understanding of these strategies is important in ensuring that organizations are well aware of the requirements needed to meet the corporate objectives set about by management. The report looks at a case study of Concept design services (CDS); a product based manufacturing company looking to break into service operations. It seeks to identify current strategy types evidenced in the organization and the role operations play in the implementation of this strategies. Also considered is the relationship between the core functions highlighting possible conflicts, current practices and perceived strengths and weaknesses. Issues such as servitization and growth strategies are considered in relation to the companies push for development in line with its desire to become a service provider. An analysis of the impact it will have on the company’s manufacturing and service departments is also considered. Finally, recommendations that will ensure operations develop with the new growth plan is presented to management. 2.0 STRATEGIES IN CONCEPT DESIGN Within CDS, there is evidence of an amalgamation of strategies. With a diversification of the company’s portfolio, the corporate strategy of the organization had to be reflecting the changing scenario of the business environment. To identify the different strategy types within CDS, there is first a need to understand what strategy is. Strategy can be defined has â€Å"the total pattern of decisions and actions that  position the organization in its environment and that are intended to achieve its long-term goals† (Slack et al. 2010 P79). Strategy has also been described as the long term direction an organization intends to go (Johnson et al. 2011). In achieving an over arching strategy, three levels of strategies have to be considered; corporate level, business level and operational level. The formulation of these strategies will determine how the different organizational strategies will interact with one another (Zanon et al. 2013) While corporate level strategy deals with the overall purpose and scope of an organization such as where to locate the business, what type of business to engage in; business level strategy is more concerned with the various ways the business can compete successfully against other competitors in its segment. Functional strategy looks at ways in which individual functions can contribute to the overall objective of the organization. Operations strategy is concerned with the strategic decision and actions that set roles, objectives and activities of the operations (Slack et al. 2010). It focuses more on how the different parts of the organization can deliver on set strategies through the management of resources, processes and people. Operations strategy’s primary role is to implement strategy, but with continuous business growth, operations is expected to support and drive the organizations strategy. This will see it contributing to the competitive advantage of the firm (Slack et al. 2010). This is aptly captured in Hayes and wheelwrights four stage model of operations contribution. Figure 1. Hayes and Wheelwrights four-stage model of operations contribution. Adapted from Slack et al. 2010 Slack et al. (2010), identified four different perspective to operations strategy; Top-down, bottom up, market requirement perspective and resource based perspective. He noted though that all four perspectives are required for proper understanding of operations strategy. Although the strategies employed by organizations may differ, it remains important to reconcile the needs of the market with operational resources  (Slack and Lewis 2008). Hence, it is important to analyse the process through which market needs are aligned with operational realities, thereby ensuring that operation can deliver what it is being asked of them and that this alignment will endure over time (Zanon et al. 2013). Evidenced in CDS operations is the implementation of two of the identified perspectives; Market requirement and Operations resource perspective. 2.1MARKET REQUIREMENT PERSPECTIVE ANALYSIS A market requirement perspective focuses on what market position requires of operations (Slack et al. 2010). Its focus is not just on the industry, but it considers where the organization intends to compete as well as the nature of competition ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­ (Lowson 2002). Hill (1985), suggested that to win orders in the market place, organizations operations strategy and the marketing strategy need to be in sync. CDS Marketing function identified a trend that seems to have worked for retailers in the decorative product industry. They realised the importance of fashion trends and its appeal to people. This market requirement led to the creation of a whole new industry. The need for premium, high quality household product characterised by the many different colour range became a market qualifying criteria that drove marketing’s strategy. This strategy was in line with the overall organizations strategy that saw a shift in the focus of its production of industrial injection-mould plastics to popular household items. In a bid to meet markets demand, supply services had to upscale its machineries by procuring additional large injection moulding machines to cater for the rapidly growing volume of products. Also, the design team had to be one step ahead of the competition by ensuring that they had a range of products that will keep customers engaged. Hence, the case study has shown that CDS have been able to develop its operations strategy by allowing operations meet the performance criteria required by the market (Slack et al. 2004). 2.2OPERATIONS RESOURCE PERSPECTIVE ANALYSIS In the case of operation resource perspective or resource based view (RBV),  focus is on the organizations operation resources, competencies and capabilities (Lowson 2002). It focuses on the key strengths of the organization, looking at internal resources that cannot be purchased externally, thus providing the firm with competitive advantage through superior performance (Clulow et al. 2007; Fahey and Smithee 1999; Barney 1991). With operations-led, strategy is developed through sound understanding of current operational capabilities and an analysis of how it can be developed in the future (Slack et al. 2004). An understanding of the organizations strength will then influence the decision as to which markets should be considered for the deployment of current or future capabilities, and which competitors can pose a threat or can be taken advantage of (Hayes et al. 2005). CDS have clearly shown the strength of their operations over the years. Early experience gained from the manufacturing of industrial products have set them miles ahead of competition. This is evidenced in the quality of their product which drove sales to record highs and resulted in retail outlets signing up for the organizations product. The company prides itself on its technical abilities which has been achieved not just from years of experience but by investing in machineries. CDS have acquired latest precision equipment’s with the best quality moulds available. The technical knowledge of the employees also provides the company a unique advantage. Another area of operations that provides competitive advantage for the organization is its design expertise. CDS have in its employ professionally respected designers with the know-how of translating difficult technical designs into manufacturable saleable products. This has provided the organization leverage when dealing with design houses. The company is clearly leveraging on its operations resources, competencies and capabilities to obtain competitive advantage. 3.0AN ANALYSIS OF THE RELATIONSHIP BETWEEN THE CORE FUNCTIONS Within the context of any organization, there are 3 functions that must exist for the organization to realize its goals of meeting customers need. They are; 1) The marketing function 2) The product/service development function 3) The operations function The marketing function which also comprises of the sales unit is primarily responsible for communicating what product/services the organization has to offer to consumers in a bid to generate customers’ requests for the service. The product development functions’ responsibility is to create new and modified products and services in order to generate future customer request for services. And lastly, the operations function is responsible for fulfilling customers request for service through the production and delivery of products and services (Slack et al. 2010). The ability to effectively work with other functions in the organization is a key responsibility for the operation function (Slack et al. 2010; Zanon et al. 2013). Research as shown that in most organizations, different functions within the organization usually employ their own strategies to assist them in realizing their functional objectives. This unfortunately is a basis for corporate misunderstanding, inter-functional differences and rivalry (Hill 2005).While the objective of the operations function remains the production of goods and services whilst managing resources, it has to also manage its relationship with other functions of the organization. Due to the nature of its strategic importance, the operations function usually has conflicts with other functions. MARKETING In determining an organizations strategic objective, operations and marketing usually adopt different approaches. While marketing tends to emphasise improved service features that appeal to customers, operations focus more on efficiency and cost control (Nie and Young 1997). Erickson (2010), stated that the main reason operations and marketing functions in an organization have conflict is due to their perceived differing objectives. Largely, trade-offs are responsible for the conflicts between these functions as they attempt to balance competing priorities (Tang 2010). It is therefore important that organizations manage trade-offs in a manner that will ensure that they don’t compromise the over-arching organizational strategy for gaining competitive advantage. Zanon et al. (2013) in their research identified certain paradigm that organizations needed to implement for the  successful collaboration of the two functions. They argued that there is a need for alignment between market needs and operational realities. The objective here is to satisfy market needs while using appropriate operational resources and jointly developing those resources so that the operations department can acquire new capabilities and provide the firm with sustainable competitive advantage. The marketing function at CDS have been able to effectively market/communicate the value of their products to the market, this is evidenced in the phenomenal growth of the company. Through innovation, extensive advertisement – both on TV and in illustrated magazines, they have been able to drive sales of CDS products. The function have successfully carved a niche market for the organization through the portrayal of its products has been â€Å"classy† and for the upwardly mobile individual. Product differentiation, design partnership and extensive research, combined with a marketing manager with lots of experience and autonomy working with an experienced, technically astute manufacturing department has resulted in the success of the CDS products. The function has also been able to market itself and the value it can give to design houses in Europe. Through its marketing activities, CDS is moving from being just a manufacturer of commodities to a provider of services. Despite the progress that have been recorded by CDS, there still seems to be a misalignment between the marketing and operation functions. With the success of CDS products and the continuous innovation drive of the organization, it would seem that the marketing function is failing to acknowledge the limitations of the company’s capacity. CDS have a problem with the storage of finished goods and this has impacted on the delivery of product availability from supply services. They are currently struggling to ensure that they meet SKU stocking levels. Another problem has been the issue of proper planning and effective forecasting by the marketing team. The seasonal nature of CDS products requires that the marketing function carries out comprehensive forecasting to try and anticipate demand. Currently, poor forecasting by the function is costing the organization. Supply services have to deal constantly with issues of utilization,  efficiency and growing scarp rates; this is as a result of ad-hoc requests for urgent production to meet with un-planned demand. To minimize wastage and ensure proper alignment, marketing and operations will have to network and collaborate better (Johansen and Riis 2005) to ensure that the over corporate objectives are met. NEW PRODUCT DEVELOPMENT (NPD) â€Å"NPD is defined as the transformation of a market opportunity into a product available for sale, through a set of activities executed in a logical way, sequentially and concurrently† (Almeida and Miguel 2007). It allows organizations to gain competitive advantage, attract new customers, retain existing customers, and strengthen their ties with the distribution networks (Kotler and Keller 2006). Organizations that successfully introduce new products do so through a well-developed process that leads from creative designs to a successful launch of the product by focusing on satisfying specific customer needs (Chandra and Neelankavil 2008). The attainment of this task will require NPD to collaborate closely with both operations and marketing. NPD, in comparison to other functions is usually characterised by a high degree of uncertainty, risk and high cost to make changes to initial decisions made (Slack et al. 2010). For CDS, NPD is responsible for transforming designs from marketing into workable design moulds. Operations then ensure that the products from the mould are standardized and tested appropriately and efficiently. The moulds then have to be tested on the production machines. A great deal of inter-functional collaboration is required to ensure that proper scheduling is in place to enable NDP carry out testing without disrupting production. Getting this right is easier said. The reality is that there is usually a delay in getting the moulds from the suppliers in South Korea. This will then result in a need for an urgent test of the moulds. That said, CDSs’ NPD function are technically sound. They have managed to build for themselves a reputation of being able to overcome problems with designs regardless of its nature. The NPD function contributes to the organizations unique operations resource. 4.0 AN EVALUATION OF THE IMPACT OF DEVELOPMENT ON THE OPERATION OF THE  MANUFACTURING AND SERVICE DEPARTMENTS CDS like most manufacturing organizations are starting to appreciate the intrinsic value of adopting servitization as a practice. Servitization have been described as the process of transforming manufacturers to compete through product-service systems rather than products alone (Baines et al. 2007). The rationale for this transition from ‘purely product’ to ‘product- service’ or ‘purely service’ can be viewed from three perspectives (Oliva and Kallenberg 2003). They identified the reasons as; First, economic. Research has shown that substantial revenue can be generated from products with a long life cycle; also services in general have higher margins than products and services also provides a more stable source of revenue as they are resistant to the economic cycles that drive investment and equipment purchases. Secondly, there is pressure on organizations from customers demanding more services. This has led to firms adopting a narrow definition of core competencies while increasing their dependence on technology to help in their bid to specialize. Lastly, it is viewed as providing competitive advantage. The less visible a service is, and the more labour dependent it gets, the more the probability of imitation reduces (Oliva and Kallenberg 2003). Manufacturing has long moved beyond production alone and a combination of both products and service business model are now generally accepted as playing a key role in the success of any modern business (Baines et al. 2014). Companies that have adopted the concept of servitization will probably not follow the product-service classification, but will instead seek to distinguish on the basis of the value proposition with their customers (Baines and Lightfoot 2013). This is the case in CDS, where the company have had to adopt differing service model while dealing with the design houses and retailer service market. While the design houses have adopted a proposition that sees both companies working together – that is the customer wants the company to work with them (Baines et al. 2014), the retailers on the other hand, are happy to leave the management of the entire operation to CDS. Baines et al. (2014) have identified this differing forms of proposition has been ‘base’, ‘intermediate’ and ‘advanced services’. The relationship between the retailer services market and CDS can be classified as advanced. This categorization of product-service offering is centred on  the idea that due to the competencies of the company, maintenance and workability of the operations should be managed by the provider of the service. A feature of this type of offering includes customer support agreements, risk and reward sharing contract, and revenue through use contact (Baines and Lightfoot 2013). To meet with demand, and ensure that customer’s needs are met in terms of product availability, CDS will have to increase its production lines and increase holding capacity. Storage facilities will have to be located closer to the location of their customers. Localised facilities will ensure that store replenishment lead times are reduced. CDS will also have to invest in ICT. Setting up an enterprise resource planning (ERP) system will help connect the stores database with that of CDS. That way, they can easily track inventory levels and are able to respond in a proactive manner. Also, Oliva and Kallenberg (2003) argued that a good practice will be to set up a new service department whose focus will be to drive and improve performance objectives. The consolidation of the service offered is usually accompanied by a strong initiative to improve the efficiency, quality and delivery time of the services provided, and the creation of additional services to supplement the service offering. The consolidation of services also comes with the development of a monitoring system to assess the effectiveness and efficiency of the service delivery. This monitoring system allows managers realize the size of the service market and account for services’ contribution to the firm’s operations (Oliva and Kallenberg 2003). Internally, these changes create the transparency of numbers needed to get a clear sense of direction and to monitor the success or failure of executed changes (Oliva and Kallenberg 2003). Externally, the improvement of quality will establish CDS as a reputable service provider among its clients. CDS has seen steady and continuous growth over the years, albeit its focus had been centred on a single product type. With the recent direction of the organization, there are real concerns surrounding it rapid growth and its diversification into services. Southard and Swenseth (2003) identified certain issues that evolving organizations encounter due to rapid growth, they include bottle-necks, back-orders, and decreased profits despite increased sales. Some of these issues are evidenced in CDS. The rapid growth  of the organization has resulted in capacity related issues. There is one in every twelve chances of a product not being available, continuous scheduling disruption due to demand surpassing supply and the popularity of its product and wide acceptance usually leads to stock outs. The manufacturing function seems to be stretched to the limit with support services equally struggling. It would seem that the organization is currently unprepared for the changes. 5.0RECOMMENDATION TO MANAGEMENT In line with the company’s objective for growth, it has become imperative to address the operational issues that can hinder the organizations growth strategy. Using the product/service lifecycle to analyse the organizations current operations, it is obvious that the transition from being a purely product based manufacturing company to a product-service based organization is still in the infancy state. This is characterised by uncertainty as customer’s needs are not well understood. Hence, operations management will be required to develop flexibility to cope with any changes and be able to give the product/service performance that will ensure quality is maintained (Slack et al. 2010). Other issues to be considered by management includes; the issue of capacity management. To meet with the demand of the market and its growth strategy, CDS will be required to get more warehouses and hold more inventories. The plastic business is clearly one of volume; hence CDS has to ensure that it maintains its status of been a reliable supplier. It also has to effectively operationalize it marketing strategy. The company is currently plagued by poor forecasting and planning. There is a need to upscale the competencies of the sales representatives. This will enable them gather appropriate data that can then be fed into the organizations planning to help reduce scheduling related issues, stock outs and disruptions. Also required is an alignment between the strategies of the core functions. Regular business meetings, where issues relating to each function get tabled will help build better understanding among the different functions. REFERENCES/BIBLIOGRAPHY ALMEIDA, L.F. and MIGUEL, P., 2007. Managing new product development process: A proposal of a theoretical model about their dimensions and the dynamics  of the process. Unpublished Phd. thesis, Universidade de Sao Paulo. BAINES, T., LIGHTFOOT, H. and SMART, P., 2011. Servitization within manufacturing. Exploring the provision of advanced services and their impact on vertical integration. Journal of Manufacturing Technology Management, 22(7), pp. 947-954 BAINES, T. et al., 2013. Servitization of Manufacture. Exploring the deployment and skills of people critical to the delivery of advanced services. Journal of Manufacturing Technology Management, 24(4), pp. 637-646 BAINES, T. and LIGHTFOOT, H.W., 2014. Servitzation of the manufacturing firm. Exploring the operations practices and technologies that deliver advanced services. International Journal of Operations & Production Management, 34(1), pp. 2-35 BARNEY, J., 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1), pp. 99-120 CALANTONE , R., DROGE, C. and VICKERY, S., 2002. Investigating the manufacturing -market interface in new product development. Journal of Operations Management, 20, pp. 273-287 CHANDRA, M. and NEELANKAVIL, J.P., 2008. Product development and innovation for developing countries. Journal of Management Development, 27(10), pp. 1017 – 1025 CLULOW, V., BARRY, C. and GERSTMAN, J., 2007. The resource-based view and value: the customer-based view of the firm. Journal of European Industrial Training, 31(1), pp. 19-35 FAHY, J. and SMITHEE, A., 1999. Strategic marketing and the resorce-based view of the firm. Academy of Marketing Science Review, 10, pp. 1-21 JOHNSTON, R., 1999. Service Operations Management: return to roots. International Journal of Operations & Production Management, 19(2), pp. 104-124 KOTLER, P. and KELLER, K.L., 2006. Marketing management. 12th ed. New Jersey: Prentice Hall. LIGHTFOOT, H., BAINES, T. and SMART, P., 2013. The servitization of manufacturing . A systematic litera ture review of interdependent trends. International Journal of Operations & Production Management, 33(11/12), pp. 1408-1434 LOWSON, R.H., 2002. Operations strategy: genealogy, classification and anatomy. International Journal of Operations & Production Management, 22(10), pp. 1112-1129 MILLER, A. and DESS, G.G., 1993. ASSESSING PORTER’S (1980) MODEL IN TERMS OF ITS GENERALIZABILITY, ACCURACY AND SIMPLICITY. Journal of Management Science, 30(4), pp. 553-585 OLIVA, R. and KALLENBERG, R., 2003. Managing the transition from products to services. International Journal of Service Industry Management, 14(2), pp. 160-172 PRASAD, S., BABBAR, S. and MOTWANI, J., 2001. International operations strategy: current efforts and future directions. International Journal of Operations & Production Management, 21(5/6), pp. 645-665 RAMASESHAN, B., ISHAK, A. and RUSSEL, P.J., 2013. Interactive effects of marketing strategy formulation and implementation upon firms performance. Journal of Marketing Management, 29(11-12), pp. 1224 -1250 SOUTHARD, P.B. and SWENSETH, S.R., 2003. Transitioning operations to accommodate growing pains in evolving companies: an application of product profiling to a service company. Management Decision, 41(6), pp. 578-586 ZANON, J.C. et al., 2013. Alignment of operations strategy: exploring the marketing interface. Industrial Management & Data Systems, 113(2), pp. 207-233

The Crisis Of The Bailout ( S ) - 1475 Words

The Greek Bailout(s) submitted on Sunday, 26 June 2016, 10:51 AMmodified on Sunday, 26 June 2016, 3:48 PM The International Monetary Fund’s â€Å"main goal is to ensure the stability of the international monetary and financial system. It helps resolve crises, and works with its member countries to promote growth and alleviate poverty† (Imforg, 2016). My research seems to point to the main failure of the IMF policies as pointing to the same issues faced by any bank – math vs. people. While its goals may be to help alleviate poverty, those same policies are what causes the patient to become sicker or possibly die from the cure. Economists attempt to apply the rigidity, demanding constraints, and unforgiving answers of mathematics to human†¦show more content†¦An example of this is when a country is caught in a death-spiral they are stuck in a taxes-spending-debt cycle. When a country spends more than it takes in (tax revenue) debt is incurred. Debt can be a healthy sign, like a company that wants to buy another truck to be able to meet its requests for more se rvices. However, when a country takes on too much debt, investors start to lose trust in that country’s ability to pay its debt, so in order to get more funds, the creditors raise the interest rate, thereby increasing its debt; and higher debt leads to lack of investor trust which leads to higher interest rates, increasing the debt. (Khanacademyorg, 2012) And the death-spiral begins. As with an individual, when they get a pay raise, they can afford the new debt. With a country, they must raise the taxes. If the citizens are not growing financially as a whole (Gross Domestic Product (GDP) - the broadest quantitative measure of a nation s total economic activity (Investinganswerscom, 2016)), then the ability of the country to raise taxes safely becomes problematic. Thus, the well-being of the individuals of a society help that country to grow. In other words, in 1776, Adam Smith called this being â€Å"led by an invisible hand† (Smith, Cannan, 1904). This invisible hand is the self-interest of the individuals of society to better their lives through their own hard work which leads to the betterment of the country. However, when a

Different Types of Harassment in the Work Force and at...

Harassment has been an issue in the work force and in many other fields for decades, leading all the way back up to 1964. The United States Congress passed Title VII of the Civil Rights Act, prohibiting discrimination at work on the basis of race, color, religion, national origin and sex. There are many different types of harassment that many do not even know that they can be accused for. Through out my research I will be naming every type of harassment and presenting an article for each topic. One form of harassment that is very common at a young age is bullying. Bullying is occurred manly at school, on the playground but it is also seen in the workforce. To many people bullying is the cause to harassment in the future. By not stopping†¦show more content†¦As he is talking to you, he decides to start giving you a friendly message. To him he thinks nothing of it since you are working buddies and you have been working there for 4 years and you have meet his whole family. 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Mid 1700s Music Composers and the Operatic Reform Essay

Beginning in the mid-1700s composers started to resist the changes that occurred in opera. They began to resist: the preferential treatment that the divas and castrati received, the excessive and replaceable arias and the melodic phrasing, and the extreme vocal embellishments. Coming out of the opera seria where the focus remained squarely on the divas, castrati, and where the da capo aria was the standard form of the time Christoph Willibald Gluck was the leader of the Operatic Reform. While Christoph Willibald Gluck and other composers of the time did not abandon the da capo aria entirely, they began to modify it to more effectively to fit the telling of a story. With the reform, opera was returned to expressing dramatic truth.†¦show more content†¦Also more formal structures became standard. One example of one of these formal structures is the sonata form. The sonata form is one of the most common forms in classical a music. This form is commonly used in the first movemen t of sonatas, string quartets, symphonies and even concerts. It has three main sections which are the exposition, development, and the recapitulation. One composer who used the sonata form exclusively was Domenico Scarlatti. Scarlatti was one of the most prominent keyboard composers of his time. The clavier sonatas of Domenico Scarlatti form a separate and distinct species, written mostly in one movement, in song form, and in homophonic style. An example of this is in Scarlatti’s Sonata in D Major. Scarlattis sonatas represent a transitional type between the older and the Viennese sonata One of the most important composers of the early Symphony, Johann Stamitz standardized the four movement plan of what would become the symphony. What Johann brought to the music that was innovative was that he played with different instrument timbres like flutes, oboes, brass instruments, and clarinet. Stamitz was the first composer to use it consistently: well over half his symphonies and nine of his ten orchestral trios are in four movements. He also contributed to the development of sonata form, most often used in symphonic first movements but occasionally in finales and even slow movements as well. Franz Joseph Haydn, by some is thought

Every Stranger has a Purpose Essay Example For Students

Every Stranger has a Purpose Essay I believe that every stranger comes into your life for a reason. I walk past hundreds and hundreds of people every day. Some are strangers I will never encounter again, and others can be friends, family, or even just someone I put in an effort to smile at. I find myself realizing that it is possible that someone can change from being a stranger to becoming someone very important in your life. The beautiful thing about strangers is you never know what kind of impact they will have on you; whether the person will be romantic or a friend, loving or backstabbing, short or long term. I met this once-upon-a-time stranger about four years ago, during my freshman year of high school. This stranger, Taryn Gettle, started off as a water polo teammate, someone I was forced to see multiple times a day during practice. Becoming best friends with her was easy due to the fact that we have so much in common that we automatically clicked. By spending everyday with her and spending time together on the weekends, it did not take long for us to become so close. Who knew that this stranger would become such an important person in my life. Our friendship is always full of new and exiting adventures such as random day trips to places like Santa Monica and Venice Beach to going skydiving together for the first time in San Diego. We can tell each other everything and anything, and I know that we both will always have each other’s backs. As the four high school years pass by it is now my last twenty-four hours with Taryn. Her new chapter in her life is about to start, as she will be in the Army starting a new life without me by her side. We pull out her black suitcase, check her very short packing list, and gather her belongings. Okay you need two t-shirts,† I said as I stand in her room and watch her pack her stuff in her tiny backpack. Our time together is ticking down, making me want to curl up in a ball and cry. I can’t text, call, share pictures or have any way of communicating with her besides writing handwritten letters. I walk down from her room to her wooden stairs with her as I am already crying. I hop in her white BMW car and she begins to take me back to my house. We are listening to our favorite songs, bobbing our heads to the tunes, and attempting to be as cheerful as possible. As the once twenty-four hours comes to my last five minutes with her, my heart sinks as I think about the idea of not knowing when I will see her next. I will never forget our last hug, as she is not one to enjoy giving hugs. I cry into her arms, knowing this is our goodbye. Taryn Gettle has made me who I am today. I am always my happiest around her, and she is always making me laugh. I do not know what I would have done without such an amazing best friend like her. Words cannot describe our friendship and how much she means to me. She is the one stable person in my life that has been there for me since day one. I believe that each and every stranger that enters your life has entered your life for a special reason. When you make room in your life to let unexpected strangers in, you never know the outcome. My adventures with Taryn blossomed from being strangers to inseparable best friends. Meeting anyone for the first time, whether it’s a forced friendship, a family friend, or someone you randomly bump into, you’ll have no idea of the potential of that relationship. I believe and know that my last goodbye with Taryn will soon be a hello once again.