Convince a client to visit a particular travel destination Essay

Convince a client to visit a particular travel destination - Essay Example ng from the travel and stay of non-residents, in so far as they do not lead to permanent residence and are not connected to any earning activity† (Cruz, 2006). Few of the major factors that can help in deciding the travel location are the purpose of the visit and the cash available to finance the visit. There are many different places within the world that can provide greatest entertainment along with perfect leisure time but the best place that provides both along with the greatest value of money is Dubai. It is also considered to be a business hub; hence many people also consider it to be a business spot. Dubai has expanded at a rapid rate over the last decade or so. The city has gained significant importance since the last decade. This is because of the increased developmental projects within the city. The city has expanded and blossomed quickly and it has recently caught the eye of a large chunk of tourists from around the globe. The city is not big and hence it can be really good for a short visit as a tourist would be able to witness the entire city within a very short span of time. The city offers a mix of different tour spots. From the sand dunes and the desert to the lively beaches, the city offers a mix two different experiences. The city is well renowned for the â€Å"Burj Khalifa†, the tallest building in the world. The skyscraper offers an imminent view of the entire city from the 124th floor. It is considered to be the 2nd highest viewing spot within the world. The viewing spot is also equipped with a telescope which helps the visitors in viewing live locations. Although the observation deck is closed for public, but there are strong rumors that it would be re-opened by the 14th of Feb, 2012. The city is also known for its Desert Safari. Tourists have to book the Safari tour and they are picked up from their respective hotels in the morning. Then the tourists are given a sensational ride through the deserts in the outskirts of the city, these

Portrait of Dr Gachet Essay Example for Free

Portrait of Dr Gachet Essay A. Introduction When the name Van Gogh comes up, one can imagine sunflowers, stars at night, rice fields, and lonely portraits. His works resemble writing. (Berger, 2001, p.87) His life rendered to writing. When one hears his name, one remembers a song, a play, a book.   Van Gogh’s appeal is world-wide. Collectors, dealers, and museums place a high price on a painting. Artists, art critics, and even an ordinary person who knows a thing or two about Western art can appreciate his works as well as his life story.    He was a post impressionist painter. (vangoghgallery.com) One of the controversial paintings of Van Gogh is the Portrait of Dr. Gachet. The subject (Paul Ferdinand Gachet) was the painter’s physician and friend. He made the portrait six weeks before he committed suicide. (businessweek.com, 1998) B. Description / Analysis The subject in the painting occupied much of the space. It cuts a diagonal line in the middle of the canvass. The slant gives the mood of the subject. Dr. Gachet is in a reclining position as if exhausted and sad. The subject’s outline – from his hat, to his shoulders, to his hand, was drawn with soft curved lines. The features of the face and the coat are also of curves. The curves give the work an over-all softness which contributes to the idea of sadness; as opposed to sharp lines which usually denote coldness. There were very few straight lines used. They can only be seen in the objects (two books) beside the subject. There are also the famous small strokes using semi-curved lines used by Van Gogh to give texture. The strokes have little space between them. And, the background colors of these strokes are still very visible. These small strokes create a pattern-like detail ( it used the principle of repetition) to the visual objects that uses them such as subject’s clothes and his background.   The main subject is oval. He is like a fruit reclining on a table. The dominant colors are blue and green. There are many shades using these colors. They are contrasting to the subject’s skin tone which is mostly a combination of yellow and cream. The face and the arms are fair with soft details using light brown and green. The contrast of the dark and the light colors brings attention to the face, and thus the mood of the subject; which as mentioned earlier looks exhausted and sad. The subject was placed in the middle ground.   The foreground are the other visual objects such as books, table and the flowers in a vase. The foreground gives an idea to the setting; that the portrait was done during a casual encounter. The background is an outline of a landscape (in dark blue) and sky (in pale blue). The background colors are of the same shade which create harmony. The Portrait of Dr.Gachet was painted in 1890. Its size is 67 x 56 cm. It used oil on canvas.(paletaworld.org) Van Gogh used this medium the most as shown in his most famous paintings. There are debates on whether Van Gogh’s art is impressionist, expressionist or post-impressionist. Partly, due to the small brush strokes he used to give detail to visual objects, some say he belongs to the impressionist painters. The small strokes are signs of the artist’s swift motion during painting. Since the outline of the visual objects are simple, one gets the idea that the artist must have paid attention to the affect reality such as the mood or feeling of the subject at that time. This presents a way of seeing; as opposed to hyperrealist artworks which concentrate on the mastery of details. (Berger, 2001, p. 8) C. Interpretation The over-all impact of the painting is sadness. It was an intimate portrait because the painter was drawing out feelings. This can be seen in the choice of colors, soft lines and -most obvious- the details of the subject’s face. By the title alone Portrait of Dr. Gachet, one expects to see a serious man. Visual details show the same characteristic as the subject appears to be a serious man. Beside the subject were books. Reading suggests educational or professional background. The subject wore a dark coat and a defined moustache -which are the common symbols of being proper. The usual portraits are arranged like a pictorial. The Portrait of Dr. Gachet deviates from this. It is not a display of attributes. The painting is affective. This means that it shows a relation between the subject and the painter. The subject was relaxed enough to recline and show his emotions. He looks exhausted or resigned from something, and he is conveying it. The table used as a foreground suggests the looker (the painter) might be on the other end. Facts concerning the subject’s relation to Van Gogh came as no surprise. He was said to be unable to help Van Gogh in his depression and is suffering from it as well. (Bertman, 2006) The subject’s relation to the painter is relevant. He was his doctor. And he was with him days before the painter’s death.   The sad and tired look on the doctor’s face symbolizes surrender. The death of Van Gogh came days later. In the Portrait of Dr. Gachet, Van Gogh was painting vulnerability. He was keen to the moment being lived by himself and his subject. D. Judgment The Portrait of Dr. Gachet stirred controversy for the high price it was bought and the mystery of its vanishing. It was auction in 1990 with a bidding that started with $20 million and sealed with $ 82.5 million. A Japanese industrialist kept it in a secret store room. He gained notoriety when he exclaimed in jest that the piece would be cremated with him. After his death, the painting was said to have been sold, but it was no longer seen by the public. The Portrait of Dr. Gachet is controversial not only because it was the painting bought with the highest price for an auction. The very manner of passing it from one collector to another who did not have any interest in sharing it to the public, and not even to view it himself, (Kleiner, 2000)   show how art is a property of the privileged. Its vanishing act sparked further debates on the commodification of art. The common sentiment revolves around the seemingly waste of art because Van Gogh was important to the public. But, the pr ivileged (collector) did not have the intention to give. It seemed their own love of art is a pretension. (Berger, 103) E. Conclusion The Portrait of Dr. Gachet is a portrait of many values. It is a portrait drawn to portray beyond social status. It also described social relations. It is an artwork about perception and emotions. It is an intimate portrait of a man who was supposed to cure the painter. It is significant to all who appreciate Van Gogh. It is also valuable to all who regard art beyond one’s private collection.

Danone company in India analysis

Danone company in India analysis In early 1900s a small yogurt producing factory with a vision to reach its scrumptious yogurts in every part of the world was started in Barcelona, Spain. Later Danone entered the biscuit industry in 1986 by buying General Biscuit and in 1989 it added to its portfolio of biscuit brands by acquiring Nabiscos European subsidiaries  [1]  . Later Danone began aggressively venturing globally and took over 40 acquisitions in Asia, Latin America, Central Europe, Africa, and the Middle East. The Globalization vision would have been futile if Danone Group would have not entered Indian market where 1/6th of the world population resided. It took 7 decades for Danone to reach India with an immense hope of stabilizing its brand through a joint venture with Wadia group. Together they took over 51 percent holding of Indias leading biscuit manufacturer, Britannia Industries Limited. Danone did foresee this venture as a potential growth for one its core business lines of biscuits. Along with stre ngthen its biscuit portfolio, it saw strategical entry of the other two businesses of dairy products and beverages (specifically water). Antoine Riboud founder of Danone stated during unveiling of the companies from BSN to Danone that We wanted our name to be an added source of momentum for the global expansion that is now our priority. The food industry has in the past treated markets as discreet entities separated from each other by the culinary traditions of countries or regions, but it is now caught up in the same swing to globalization as others. This is because not only tastes, but also distribution and media are becoming just as global (Franck, 1996). Antoine Riboud and his successor Franck Riboud knew that they had to develop a response to this allegation by entering the Indian market to strengthen the growth of its biscuits, dairy products and beverages. However Danones association with its joint venture persuaded a change of strategy which eventually restructured its core business line and future actions. However, Danone stayed consistent with its priority of expansion globally and considering India to be important nation to pursue its vision. About Danone Group The Danone Group is a multinational food products company and currently consists of four principal business lines namely fresh dairy products, bottled water, baby nutrition and medical nutrition. Danones fresh dairy products sector represents 60% of the group sales according to 2009 report making it the number one company in fresh dairy products. The two lines of probiotic dairy products named as Actimel and Activia are the most accepted products of Danone [refer exhibit 2]. As for the other business lines, the bottled waters and baby nutrition products were ranked number two in the world and its medical nutrition products as number one in European market (Press Pederson, 2000). The Globalization strategy of Danone products commenced in early 1990s. Before entering India, Danones major business lines consisted of fresh dairy, biscuits, glass containers and beer [refer exhibit 3]. Based on world rankings in 1995, Danone was categorized as the world seventh largest food group, and the pioneer in fresh dairy products and biscuits. It was also ranked as number two in pasta, beer and glass containers. In May 1997 Franck Riboud announced the adoption of a new company strategy focusing on three core business areas namely dairy products, biscuits, and beverages (specifically water and beer)in which the company had global leadership [refer exhibit 1]. These areas also represented 85 percent of group sales (Press Pederson, 2000). Background In far far away land a small cookie making factory was started and K. Ranjan Pillai sobriquet as Biscuit King was crowned in the late 1980s. The throne of Mr. Pillai resided with Britannia Industries Ltd (BIL), which was a pioneer in Indian Biscuit Industry. However the reign of the Biscuit King soon got over, as the 43-year old Biscuit-King was pleaded guilty to the charge and admitted he had authorised the release of the companys funds to pay debt incurred by two of his cashew-trading firms. The biscuit tycoon was sent to Tihar Central Jail of India in 1995 and whose death in the same year closed what  the Economic Times  referred to as one of Indias most dramatic corporate sagas (Padmakshan, 2007). This closed the case of Rajan Pillai, however opened its empire and assets for auction. Group Danone grabbed this opportunity and entered the Indian market by establishing a joint venture with oldest Indian conglomerate Wadia Group. A marriage of two diverse entities was formed giving birth to two equal joint venture companies, UK registered Associated Biscuits International Holdings Ltd in 1992 and Wadia BSN in 1995. The Groupe Danone and Wadia together hold 50.96% in Britannia through Associated Biscuits International Ltd. The ABI Holdings, was a 50:50 JV between Groupe Danone and Wadia group. Nusli Wadia owner of the Wadia Group took over as a chairman for Britannia and Sunil Alag was appointed as the Managing Director. Sunil Alag was known as the Danone man as he was instrumental for Danone to join hands with Wadia. This new entity, Wadia BSN India, was meant to manufacture and sell food products and beverages in India, covering all Danone products, but the venture did not move. As per the Wadia BSN agreement signed in 1995, in case of a deadlock between the partners, Danone is obliged to buy all the shares of the Wadia group at a `fair market value. This agreement does not include Britannias holding firm, ABIH which has a separate agreement signed in 1992 and is subject to the British law (Chatterjee, 2007). Expect the unexpected On 29th June 2007, the French dairy major, Group Danone formally initiated arbitration proceedings to end its partnership with the Mumbai based Wadia group. The 15 years of foray came to an end leading to speculations of Danones growth in India. Eight days before the final declaration of end of relation of Danone and Wadia group the shares  of Danone on 21st June 2007 fell by 1.1 percent, to 57.42 Euros in Paris as Frances benchmark CAC 40 stock index dropped 1 percent (Saikat Ladka, 2007). Danone Secretary General,  Philippe-Loic Jacob said that We are addressing the current issues with our Indian partner, and this was a priority as Danone wished to continue developing its activities in India. It was revealed by both parties that this discontinuation was advantageous to both parties as Danone was no longer interested in the biscuits business line globally. Whereas The Wadia group having increased its stake in Britannia gained an opportunity to focus on its core business of Bisc uits. Britannias core business was always biscuits, where it enjoyed 38 percent in value and about 32 percent in volume in 2007 (Babu, 2007). Further, the Rs 6,500-crore  [2]  organised biscuit market in India was growing at 14-16 per cent per annum (Archana Rai, 2003). Issue 1: 2001 On 27th October 2001, Britannia formed a joint venture with Fonterra Co-operative Group of New Zealand, the worlds largest milk company, to explore the potential for dairy products (www.businessweek.com, 2009). Britannia took this stand even though it was associated with one of the most powerful leaders of dairy products-Danone. Fonterra was among the ten biggest dairy companies in the world and had integrated process where it included every part of the chain from procurement of milk to value-added products such as cheese and buttermilk (Krishnan, 2002). This was unlike as that of Danone who did market dairy products such as yoghurt, cheese and desserts. Issue 2: 2003 On June 04, 2003, Sunil Alag was ousted as a CEO, but it was claimed that Danone was not informed until the last minute. There were speculations that Nusli Wadia had realized that outsiders were seeing Britannia as a one man show and Mr. Alag was its face. Alagh took all the critical operational decisions and had shaken up a company associated with staid biscuit brands-like Goodday, Marie and Bourbon-by launching Pure Magic and Tiger (Archana Rai, 2003). Mr. Alag had a support from Danone as he was a strong link between the two companies.. Apart from being a successful CEO, Alagh was also flashy, flamboyant, with friends among the Page 3 crowd in Bangalore, Mumbai and Delhi. So its likely that he helped his friends in some way, as is common with most Indian CEOs. To oust Alagh, Wadia devised the idea of the audit report, the logic being Danone would not support a corrupt CEO (Archana Rai, 2003). An internal audit report, which was recently leaked to the media, did find that Alagh pro bably favoured ad agencies, media houses and ngos run by his friends. Other claims were that Wadia wanted to have a say in the company and eventually get his son, Jeh, on board (Archana Rai, 2003). Mr Alagh, 56, joined Britannia in 1974 and has been MD CEO for over a decade (Chakravarty Kurian, 2009). Issue 3: In June, 2006:  Danone registered the Tiger trademark in over 70 countries without prior consent  [3]  . Due to this Britannia demanded royalty from Danone for use of Tiger brand that was registered under them. The tiger brand was the strongest brand of Britnannia which corporate to 20% of the companys revenue  [4]  . To this Danone also asked Britannia for royalties for using its trademark recipes for Britannias product Little Hearts. Issue 4: In November, 2006 the Wadias dragged Groupe Danone to court over the French company picking up a minority stake in a Bangalore based bio-nutritional foods company Avestha Gengraine Technologies, through its subsidiary Daninvest.com SA (Sangameshwaran, 2007). This was in violation of the governments Press Note 1, 2005, which requires a foreign company to obtain the consent of its Indian joint venture partner before pursuing an independent business in a similar area  [5]  . Actions to be India The allegation of not informing Danones partner for picking up minority stakes of Avestha Gengraine Technologies was denied by Danone. A letter dated 10th May 2007 was sent to the Indian Government that it is not a joint venture with Britannia and its 25 percent shareholdings in the biscuit company is a joint venture with wadia group ABIH through UK and not India (Chakravarty, 2007). Hence, Danone claimed that it dint have any direct joint venture in India and hence the Press Note 1, 2005 was not applicable to them. However, to this the government repeatedly told Danone that it would require no objection certificate as per the press note regulation governing the joint venture between domestic and foreign market (Chakravarty Kurian, 2009). Shortly within few months, Danone had to address a court case in September 2007, for allegedly usurping the intellectual property rights (IPR). Vinita Bali the new managing director of Britannia, said: Danone paid 220 million rupees as fee for usin g the Tiger brand  [6]  . However, to this Danone asked Britannia to pay royalty for using its trademark recipe the brand Little Hearts. However this claim was turned around as Britannia had obtained Danones approval for it and was authorized to sell it elsewhere. Ironically the exchange of technical co-operation and intellectual property was approved during Sunil Alaghs tenure as Britannia CEO, who was known to share a good rapport with the Danone top brass (Vijayraghavan, 2007).  On April 14, 2009, Groupe Danone officially exited Britannia Industries by selling its entire 25.48 per cent interest to a Wadia Group company, Leila Lands, which indirectly held a similar stake in the biscuit firm  [7]  . In 2007, Danone sold its global biscuit business to Kraft Foods for à ¢Ã¢â‚¬Å¡Ã‚ ¬5.3 billion, enabling the American company to add the portfolio to its Nabisco cookies and crackers  [8]  . Danone position now in India Group Danone is now particularly keen on focusing on the dairy products in India. The Danone India, the firms fully-owned subsidiary in India, will manage the dairy and baby foods business, the water business will be managed separately through a new joint venture (JV) with Narang Hospitality Services, which is the distributor for Evian in India. Group Danone is particularly keen on the baby nutrition segment, especially after its $17 billion acquisition of Dutch firm Royal Numico, which made it Europes largest player in the baby foods category and the second-largest in the world after Nestle. According to Yakult group (http://yakult.co.in/), In 2005 Yakult Danone India (P) Ltd was formed with a joint venture between Yakult Honsha, Japan and Group Danone of France. The 50:50 Joint venture Yakults probiotic drink was launched in December 2007  [9]  . Conclusion Danones main motive to enter Indian market was to seek potential growth for its products. Indian market being complex and diverse, the best option Danone predicted was through Joint Venture. However Danone when coming out of the Indian joint venture certainly learnt about the social environment, consumer behaviour and organizational cultures in India. With this it also got aware factors of strategic asset seeking. The trail and turbulence in the Indian market undoubtedly lost focus of the firms orientation where its earlier core business was of Biscuits, Dairy products and beverages. However during its reign in India Danone completely mislaid its establishment in biscuit sector and ended up having its new portfolio of nutrional and baby products instead of biscuits. In 2007 it swapped its world number 2 position as producer of cereals and biscuits  for the same position in baby foods, having sold the biscuits division to  Kraft Foods  [10]  . The 15 years of learning also all owed Danone to change from its diversification strategy to being focused in its Business line. According to Comment/ Jarrell (1995) companies with decrease diversification show better result in the market. This is eventually being true with Danone, however adding its risk due to focused diversification. As observed in the case study, Danone did foresee growth in India. Also as per the Global Competitveness report [Exhibit 5] India ranked second in world which showed huge opportunity for the Danones growth. Danone assumed that the even though perceived distance of India and France and opposite, its establishment in India through joint venture would minimize any complexity. Moreover unperceived rules, regulations and laws of Indian company made the Danones existence in India more complex. However, one of the profound complexity Danone faced was adapting to the managements working ethics. India corruption index is more than double to that of France. Positioning the French company as not to be affected by the political sway was challenging. Lastly the Power Distance Index (PDI) according to Hoftedes model shows that India had higher power index than the France. The higher PDI states that there is unequality of power and acceptance of rule by higher authority. This lead to monopoly in the Indian joint venture by giving rise to diverging and setting of incoherent rules. However, the French had lower power index than India, stating that challenging and opposing inequality was within them. Eventually this was perceptible and which lead French Danone to break its joint venture with the Indian partner. Appendix Exhibit 1 Consolidated sales report according to business lines in 1995 Source: http://www.danone.com/images/pdf/10_danone.pdf Exhibit 2 Best sellers of Danones dairy range: Actimel and Activia Exhibit 3 DAIRY PRODUCTS: Bledina SA; Danone GmbH (Germany; 99.9%); Danone SA (Argentina; 99.5%); NV Danone SA (Belgium); Danone SA (Brazil); Danone Inc. (Canada); Danone SA (Spain; 55.7%); Danone Kft (Hungary); Danone SpA (Italy; 99.7%); Danone de Mexico SA de CV; Danone Sp zoo (Poland); Danone Portugal SA (52.8%); Danone A/S (Czech Republic; 95.1%); Danone Clover SA (South Africa; 66.8%); The Dannon Company (U.S.A.; 89%); Galbani (Italy; 90%). Beverages: Aguas de Lanjarà ³n (Spain; 78.5%); Aguas Minerales (Argentina; 50%); Alken-Maes (Belgium; 99.6%); Birra Peroni Industriale (Italy; 24.4%); Evian; Font Vella SA (Spain; 77.8%); Italaquae SpA (Italy; 91%); Kronenbourg; Mahou SA (Spain; 33.3%); San Miguel (Spain; 80.5%); Volvic. Biscuits: Bagley SA (Argentina; 91%); Bolshevik (Russia; 72.8%); Danone Cokolà ¡dovny A/S (Czech Republic; 49.1%); Danone SA (Brazil); Griesson-De Beukelaer GmbH Co.KG (Germany; 40%); Heudebert; Irish Biscuits (Ireland); The Jacobs Bakery Ltd (U.K.); LU; LU Benelux (Belgique) (Belgium; 99.6%); LU Benelux (Pays-Bas) (Netherlands; 99.6%); LU Espaà ±a (Spain); Papadopoulos (Greece; 60%); Saiwa SpA (Italy). OTHER: HP Foods Ltd (U.K.); BSN Emballage (44%); Amoy Food Ltd (Hong Kong; 90.3%); PT Aqua Golden Mississippi (Indonesia; 36.1%); Britannia Brands (Malaysia) SDN BHD (90.3%); Britannia Industries Ltd (India; 18.4%); Calpis Ajinomoto Danone Co Ltd (Japan; 25%); Continental Biscuits Ltd (Pakistan; 44.7%); Griffins Foods Ltd (New Zealand; 90.3%); Hangzhou Wahaha Co. Ltd (China; 41%); Shanghai Danone Biscuits Foods Co. Ltd (China; 54.2%); Shenzhen Danone Health Drinks Co. Ltd (China; 54.2%); Tangshan United European Haomen Brewery Co. Ltd (China; 63.2%); Wuhan Euro Dongxihu Brewery Co. Ltd (China; 54.2%); Danone International Brands Paris; Great Brands of Europe. Exhibit 4 The controversial tiger brand Exhibit 5 Source: Global competitiveness report, world economic forum (2009-2010) Link: https://members.weforum.org/pdf/GCR09/GCR20092010fullreport.pdf Exhibit 6 Source: Corruption Perception Index (2010) Link: http://www.transparency.org/policy_research/surveys_indices/cpi/2010/results

The Changing Role of Human Resources :: Human Resources Essays

Introduction In most companies today, the HR function provides vital services to such stakeholders as job applicants, workers, supervisors, middle managers, and executives. Yet, the HR function tends to be located at the end of the business chain, on the reactive side, and too frequently centers on carrying out actions rather than achieving outcomes. The role of the HR function is frequently one of providing people, training, and secluded HR efforts after others have formulated organizational strategy and have initiated operational accomplishment. Cost centered management of worker benefits programs such as health insurance, workers' compensation, and pension plans have also figure outstandingly in an effort to control out of control operating costs (Dunn, 2006). Discussion The HRM department at our company does not really play a strategic role in the organization. Presently they spend the majority of their time doing the day to day things like hiring people, training, and other HR efforts that allow the business to function everyday. In order for business to achieve success in the every changing business world it is important for HR departments to become more strategically aligned with the overall goals and efforts of companies. There are three key reasons why businesses are changing their methods. The first is reducing costs. HR departments should no longer want to be seen as just a support function and cost center, they need to show their value. Secondly, it is the competitiveness of business today and the fight to employ and retain people that will help drive the business. Finally, HR departments are now expected to have an understanding of how other departments function in order to make a valuable contribution to the whole of the business (Brockway, 2007). The HR professional who will succeed in guiding their organizations into the future will be those who understand and use business strategy; understand corporate culture, plans and policies; recognize future problems and work solutions; can deal with all types of people; can communicate well verbally and in writing; and can recognize, recruit and train future executives. As organizations continue to move towards collective systems and combined financial resources for managing their human capital, we are likely to see more organizational structures combining both HR and Organizational Development (OD). The time has come to quit debating OD's involvement in HR systems and seek the present opportunities of showcasing the skills of OD in building organizational capacity and having a measurable impact on workforce productivity.

Cell Phone Use While driving Essay

While driving through the city you see many on their cell phones while driving. When on the road, or away from my loved ones we always want to make sure that we are in touch with them in case of an emergency. Many state that turning off your phone is key to being a safer driver. I disagree with that statement because your family needs you at any time of the day and that is why cell phone usage should be allowed while driving. Although some say that talking on the cell phone while driving is dangerous, i disagree because talking on the cell phone is just as dangerous as turning on the radio while driving, talking to the passenger, looking at the speed limit sign, eating food, or putting on makeup while driving. Nobody wants to be told when and when not to use their own cell phone, would if you could only use your car when you were told you were able to drive it. People will refuse to be told when and when not to use their cellphones, therefore there is no way to enforce this law. Some say that talking on the cell phone While driving is dangerous. â€Å"Talking on the cell phone makes you 1.3 times more likely to crash than if you were a non distracted driver.† This law should not pass because a driver that is under the influence, is far more dangerous than a driver who is talking on her cell phone, yes there are fatalities when people are on their phones. there was 3,000 deaths due to the use of cellphones while driving, compared to the 10,000 deaths that drunk driving has caused in one year! Every day in America, another 28 people die as a result of drunk driving crashes. (MADD.org) Almost every 90 seconds, a person is injured in a drunk driving crash. (MADD.org) Enforcing a bigger issue such as drunk driving is what we should be focusing on instead of talking while driving. I would have a far more concern driving next to a drunk driver other than somebody that is talking on the cell phone rather than somebody who is drunk. Some people need to learn how to call and drive, some are far better than others at talking while driving. maybe we should teach this in drivers ed classes, and teach people how to be safer while driving. â€Å"TSA’S 100 car study indicated that if a driver takes his or hers eyes off the road for more than two seconds the risk of them crashing is greatly increases the risks of crashing.† I disagree with this statement, because it may make you more likely to crash, but a lot of things distract you on the road such as the radio, food, makeup, people on the side of the road etc. Some say that driving didstracted is one of the most dangerous  things that you can do, but that is wrong in my opinion, being distracted can be dangerous but compared to drunk driving or driving under the influence, being distracted is a very sma ll problem, being distracted while driving is dangerous but in the world there are over double the fatalities as distracted driving has. We should focus more on drunk driving than distracted drivers. Also the intensity of the call matters, if you are talking on the phone and in an intense conversation you are twice as likely to crash the vehicle. But still drunk driving is a lot more dangerous than talking while driving. There are some variations to the texting/calling while driving law that many americans are trying to enforce today that are somewhat reasonable and somewhat not. â€Å" Turning your cell phone off and allowing calls to go to voicemail while you’re driving is key to safer driving† this quote states that you should keep your phone off at all times while driving. I disagree with the fact that i should be told when and when not i can use my phone. For example, would if it is an emergency call and it can not wait? All phone carriers (Verizon, Sprint, T-Mobile etc.) need to have a drivers mode setting on their phone i think, the drivers mode would work like this, if a family member or a emerge ncy contact calls you more than once, the call will go through, but if they only call you once the call will be stopped. This is one great alternative to saving lives on the road without taking away the privilege of using your cell phone while driving. People in america will respond better to this new law instead of rebellious actions from the community. â€Å" Letting drivers know laws will be enforced has been devoloped to enforce drunk driving, speeding, seat belts etc.† Yes, i agree that trying to enforce the cell phone law will help prevent crashes, but how do you enforce this law, by talking to the phone carriers to put a drivers mode on every cell phone in America is the best way to enforce this rule. Sometimes you need to take important phone calls while you’re in the car, that is why this law should not be enforced, there are many times in the car when you do not need to take phone calls, surf the web, text your friends while driving. Doing this kind of stuff while driving is bad and dangerous that is why many phone companies should have the drivers mode setting on their phone devices. There are many fatalities every year and texting and driving is not the main thing we need to be focusing on.

Thailand market Essays - Association Of Asia Pacific Airlines

Thailand market Essays - Association Of Asia Pacific Airlines Thailand market In period 3 , we decided to entered one more market that is Thailand Market . Because Thailand 's tariff and shipping like China and do not have many competitor . Thus we thought that we can have more market share in Thailand market . Unfortunately , we recorded -497.6 million THB net contribution in period 3 . After we analyzed the result if period 3 , we found out that the cost of goods sold of health toothpaste in home was over our expected , the total cost of goods sold was 3491.7 million THB . So in period 4 , we have changed a lot for our production . Enlarging the plant capacity and home production swift to china that made the cost of goods sold form 3491.7 million THB decline to 2890.1million THB . Finally , we got a positive net contribution in Thailand market form period 4 . As we can see that Thailand market was a unstable market for long term .During the period 6-8 , the grow margin in Thailand was decreasing continually. However , we change a little bits at allowance whi ch was 10% turned to 6% . Drug store and hypermarket also had increase of sales . Eventually , the net contribution of Thailand was 242.9 million THB at period 10 . In conclusion , Thailand market was suitable for us that we can enjoy 38% market share and positive contribution .

Quotes From Napoleon Dynamite

Quotes From Napoleon Dynamite Quotes from Napoleon Dynamite have been hugely liked by many quotation lovers. If you do not follow the sense of humor, you need to watch the movie and then read these quotes. It is quite likely that you will not only find them stupid, but very likable. Deb Uncle Rico (Deb, while taking a picture of Uncle Rico) Deb: Okay, turn your head on more of a slant... (heads turn in a slant) Deb: Now, make a fist. Slowly ease it up underneath your chin. (three of them slowly put fists under their chins) Deb: This is looking really good. Kip: You can say that again. (Uncle Rico acknowledges) Deb: Kay, hold still right there. Now, just imagine youre weightless, in the middle of the ocean, surrounded by tiny little seahorses. (Uncle Rico looks at the camera) Deb: (takes the picture) That was one that I think is gonna come out really nice. Uncle Rico: Ah, how you did it... wow... well I felt really relaxed. Thanks, Deb. (Uncle Rico puts his fist down and swats a fly) Napoleon Dynamite Napoleon Dynamite:Â  (drinks a glass of milk) The defect in that one is bleach. FFA Judge No. 1: Thats right. Napoleon Dynamite: Yes! Napoleon Dynamite: (drinks another glass of milk) This tastes like the cow got into an onion patch. FFA Judge No. 2: Correct! Napoleon Dynamite: Yes!!. Napoleon Dynamite Deb (Napoleon and Deb are dancing) Napoleon Dynamite: I like your sleeves. Theyre real big. Deb: Thank you. I made them myself. Napoleon Dynamite: So you and Pedro getting really serious now? Kip Kip:Â  (singing while typing a poem) Your sandy hair floats in the air... To me its like a lullaby... Im just flying by... Oh so high... like a kite... tied to a skate... Uncle Rico Kip Uncle Rico: What about your girlfriend? Kip: Well, things are getting pretty serious right now. I mean, we chat online for like two hours every day so I guess you could say things are getting pretty serious. Napoleon Dynamite Napoleon Dynamite: You know, like nunchuck skills, bowhunting skills, computer hacking skills... Girls only want boyfriends who have great skills. Uncle Rico Kip Kip: So how long are we talking about working? Uncle Rico: What are you, already losing your steam? Kip: No, I just... I have a chat room meeting at 4. I gotta be back here by then. Uncle Rico: All right, you just start a little earlier, thats all. Or else work afterwards. How long is the chat room? Kip: Jeez, sometimes up to 3-4 hours maybe... Maybe not... Uncle Rico: You pay the bills for that? Does that cost money every time youre on, like for minutes on the phone? Kip: Yeah, grandmas still paying per minute. She gets kinda pissed at me sometimes cause Im on there so long. Uncle Rico: I bet she does. Ill tell you something, Id be throwing you out the window. Kip, Uncle Rico Napoleon Dynamite Kip: So whens grandma coming back? Uncle Rico: I dont know. Not sure. Napoleon Dynamite: You dont have to stay here with us, were not babies! Uncle Rico: Ha ha! Talk to your Auntie Carolyn. Napoleon Dynamite: Kip is like thirty-two years old. Kip: I dont mind if you stay.