Mathematical Formula in Material Cost Accounting and Control Essay

Scientific Formula in Material Cost Accounting and Control - Essay Example Likewise, overloading requires more extra room which, thusly, implies an expansion in protection costs, stockpiling expenses and disintegration in quality and devaluation in amount. Then again, if materials are understocked, visit orders must be set in little amounts and there is an opportunity of stock outs too. Subsequently, the tack of the chief is to locate the most monetary request which s exceptionally fundamental for cost the board and control. The expense of conveying the stock and the requesting cost is conversely corresponding to one another. The expenses of putting in the request diminishes as the size of the request increments, in light of the fact that with the greater size of the request, the quantity of the requests will be lower. Notwithstanding, at the same time the expenses of conveying the stock will go up in light of the fact that the buys have been made in huge amounts. It might be conceivable to have delegated which gives the least all out expense and the point, which is the perfect size of the request is known as the Economic Order Quantity(EOQ). The EOQ is one where the expense of conveying stock is equivalent or practically equivalent to the expense of not conveying stock (cost of putting in the request), i.e., at EOQ level, the aggregate of stock conveying cost and the requesting cost is least which can be resolved numerically s follows: The EOQ is 600 units, i.e., 10 requests for each year are required.

30 Words Inspired by 29 People and An Elephant

30 Words Inspired by 29 People and An Elephant 30 Words Inspired by 29 People and An Elephant 30 Words Inspired by 29 People and An Elephant By Maeve Maddox A large number of English words might be classed as eponyms, words got from legitimate names. Numerous eponyms get from conscious decisions to call an item, creation, or logical revelation after the individual most firmly connected with it, for instance: macadam, guillotine, sanitization. Now and then logical terms are authored to respect a celebrated individual or a companion, for instance, watt, ohm, and dahlia. Different eponyms get from characters in fiction, folklore, or geological areas, for instance rambo, bisexual, long distance race. Eponyms I find particularly fascinating are those that get not from a conscious naming procedure, however from unmistakable relationship with explicit people. Here are 30 eponyms that owe their reality to somethingphysical highlights, way of dress, composing style, calling, or behaviorassociated with explicit individuals (and one elephant). The People 1. bowdlerize [bÃ¥ dlé™-rä «z, boud-] expel explicitly hostile words or entries from a composed work before distributing it. From Thomas Bowdler (1754-1825) who distributed a version of Shakespeare that forgot about such things as the doorman scene in Macbeth. As over the top as the thought may appear to be currently, it was an aid to ladies who had recently been discouraged from perusing the plays by their folks, spouses, or fear of social dissatisfaction. 2. blacklist [boikÃ¥ t] decline to work with somebody. From Charles C. Blacklist (1832-1897), the Irish land operator for a truant landowner. Blacklist would not fit in with land changes upheld by the Irish Land League. The League acted against Boycott by forestalling his entrance to stores, postal assistance and other financial necessities. Boycotting is a significant instrument in crusades of detached protection from shameful social conditions. 3. cardigan [krdä ­-gé™n] style of sweater that opens at the front. From James Thomas Brudenell, seventh Earl of Cardigan who is said to have worn a weaved petticoat to keep warm on crusade. He was one of the leaders in the field upon the arrival of the deadly Charge of the Light Brigade in the Crimean War. 4. casanova [käÆ'sé™-nÃ¥ vé™] This is one of those numerous doublespeaks for a man who goes after ladies. One definition is a man nobly mindful to ladies. Others are wanton man, or swinger. From Giacomo Jacopo Girolamo Casanova de Seignalt (1725-98), an Italian traveler who composed a diary in which he boasted about his triumphs. 5. pettiness [shÃ¥ vé™-nä ­zé™m] over the top nationalism or an extreme confidence in the predominance of ones own sex, gathering, or kind. From Nicholas Chauvin, an officer in Napoleons Army who was a by-word for difficult unwaveringness to Napoleons Empire long after Napoleons rout. Male closed-mindedness is the conviction that men are innately better than ladies and along these lines reserve the option to set the principles for adequate female conduct. The descriptor is petty. 6. C-segment (shortening of Caesarian Section) clinical technique in which a kid is conveyed by being cut from the moms belly. Custom follows the word to the conviction that Roman Dictator Julius Caesar was so conceived. Be that as it may, Roman specialists played out the strategy to spare a kid when the mother kicked the bucket before finishing conveyance. Julius Caesars mother, Aurelia Cotta, lived to bring up her excellent little girl. The word Caesarian for the clinical strategy may have more to do with the family name Caesar than with Aurelias child. Caesar originates from Latin caesus, past participle of caedere, to cut. 7. manipulating [jä•rä- mäÆ'ndé™r, gä•r-] practice of separating casting a ballot areas to give out of line preferred position to one gathering. From Massachusetts representative Elbridge Gerry (1744-1814). The state of one of the democratic regions recommended the body of a lizard, provoking a staff member at the Boston Gazette to coin the word Gerrymander. 8. leotard [läé™-trd] tights worn for moving. From Jules Lã ©otard (around 1839-1870), French gymnastic entertainer who was the motivation for the 1867 melody The Daring Young Man on the Flying Trapeze. 9. luddite [lÃ¥ ­dä «t] adversary of mechanical advancement. From Ned Ludd, an English worker who should have decimated weaving hardware around 1779. Later on (1811-1816) a band of weavers calling themselves Luddites pulverized hardware in the Midlands and northern England. 10. lynch [lä ­nch] Originally lynching implied any sort of extemporaneous equity, mainly lashing. Presently it intends to balance somebody in a horde furor without a preliminary. From William Lynch, the creator of Lynchs Law. The law was a concurrence with the Virginia General Assembly in 1782 that permitted Lynch to catch and rebuff lawbreakers in Pittsylvania County without preliminary. The district needed authority courts. 11. ambitious [mäÆ'kä- É™-vä•lä- É™n] portrayed by practicality, personal circumstance, and misleading. From Niccolã ² Machiavelli (1469-1527), Italian political scholar who composed The Prince (1513). In it Machiavelli contends that the best path for men and governments to accomplish and keep up power is to act regardless of good contemplations. 12. Mae West [mä  wä•st] a sort of inflatable life coat. Named for curvaceous U.S. film star Mae West (1892-1980). 13. marcel [mr-sä•l] a haircut described by profound customary waves made by a warmed hair curling accessory. Named for Francois Marcel, nineteenth century French beautician who developed the procedure in 1872. Can be utilized as an action word. 14. martinet [mrtn-Ä•t] a military official who requests exacting dutifulness to guidelines; by expansion, any individual who requests outright adherence to structures and rules. Begat from the name of Col. Jean Martinet, a French drillmaster during the rule of Louis XIV (1643-1715). 15. masochism [mäÆ'sé™-kä ­zé™m] sexual delight in being harmed or manhandled. Begat in 1883 by German nervous system specialist Richard von Krafft-Ebing (1840-1902), from the name of Leopold von Sacher-Masoch (1836-95). Sacher-Masoch was an Austrian author who composed Venus in Furs, a novella about a man who appreciates accommodating associations with remorseless ladies. The descriptive word is masochistic. 16. McCarthyism [mé™-krthä- Ä ­zé™m] the act of blaming individuals for political unfaithfulness without proof; the utilization of out of line examination techniques to smother restriction. From U. S. Representative Joe McCarthy (1908-1957). Writer Arthur Miller allegorized McCarthy and his strategies in The Crucible, a dramatization about the 1692 witch chase and hangings in Salem, Massachusetts. 17. mirandize [mé™-räÆ'ndä «z] to peruse the legitimate rights to a suspect captured on a criminal accusation. From Ernesto A. Miranda (1941-1976), a worker whose conviction on grabbing, assault, and outfitted theft was toppled on the grounds that capturing officials had neglected to educate him regarding his legitimate rights. Heres the remainder of the story: Ernesto Miranda was retried after his conviction was upset by the Supreme Court. In his subsequent preliminary, his admission was not introduced. All things considered, he was again indicted for grabbing and assault dependent on other proof. He served eleven years in jail before being paroled in 1972. After his discharge from jail, he brought in cash by selling Miranda rights cards with his mark on them. In 1976, at 34 years old, he was cut to death in a bar brawl. The man associated with slaughtering him conjured his Miranda rights and would not converse with police. He was discharged and never accused of Mirandas murder. Imprint Eiglarsh 18. Oscar statuette granted for greatness in movie acting, coordinating, and so forth., given every year since, 1928 by the Academy of Motion Picture Arts and Sciences. The name Oscar was first applied to the statuette in 1936. The story is that Margaret Herrick, the Academys curator, responded to her first gander at the statuette with the comment: He helps me to remember my Uncle Oscar. Her uncle was Oscar Pierce, U.S. wheat rancher and natural product producer. 19. pompadour [pÃ¥ mpé™-dã'r, - dÃ¥ r] hairdo in which the front of the hair is cleared up and in a huge roll. Named for Jeanne Antoinette Poisson, Marquise de Pompadour (1721-1764) fancy woman of Louis XV. A manly form of the pompadour brushes the hair up from the temple. 20. Ponzi conspire [pÃ¥ nzä] a venture trick by which early speculators are paid off from the commitments of later ones. Named for Charles Ponzi, who executed such a trick from 1919 to 1920. The name Ponzi might be obscured by that of Madoff to portray such a plan. Ponzis conspire got just two or three million dollars. Bernard Madoff took $50 billion from his financial specialists over a time of a very long while. 21. quisling [kwä ­zlä ­ng] backstabber; turncoat; foe partner. From Vidkun Quisling (1887-1945) a Norwegian legislator who headed a manikin government for the Nazis during the World War II control of Norway. 22. raglan [räÆ'glé™n] having or being a sleeve that reaches out in one piece to the neck area of the article of clothing, with inclined creases from the armhole to the neck. Named for Fitzroy James Henry Somerset, first Baron Raglan who was short an arm. The extraordinary sort of sleeve made his coat fit better. Typically found in the expression raglan sleeve. 23. Reaganomics the monetary approaches of assessment cutting and shortage spending. Named for Ronald Reagan, U.S. President from 1981 to 1989. 24. rubenesque [rÃ¥ «bé™-nä•sk] stout or meaty and curvaceous. From Flemish painter Sir Peter Paul Rubens (1577-1640) whose works of art favor that specific female body type. 25. twistedness [sä dä ­zé™m, säÆ'dä ­z-] love of pitilessness. From Count Donatien A.F. de Sade (1740-1815), a.k.a. the Marquis de Sade. He composed books that, as indicated by the Wikipedia article, investigated such questionable subjects as assault, savagery and necrophilia. He was an advocate of extraordinary f

Personal Blogging as a Creative Outlet for the ProBlogger

Personal Blogging as a Creative Outlet for the ProBlogger Make Money Online Queries? Struggling To Get Traffic To Your Blog? Sign Up On (HBB) Forum Now!Personal Blogging as a Creative Outlet for the ProBloggerUpdated On 17/04/2017Author : SusanTopic : BloggingShort URL : http://hbb.me/2ozhHeI CONNECT WITH HBB ON SOCIAL MEDIA Follow @HellBoundBlogOccasionally professional bloggers feel burned out from writing content on a daily basis. This may be more common if you blog about a particularly dry subject. Don’t try to mix things up on your blog for the sake of alleviating your boredom. If you have a dedicated readership then they likely depend on your blog for consistent postingâ€"posting random content in a fit of boredom might send the wrong signals. Do yourself and your readers a favor and quit posting for the day if you have nothing to post on your blog that isn’t relevant. If you’re feeling stir crazy within the confines of your professional blog, start up an unrelated personal blog and give yourself some creative freedom.Separate personal and professional bloggingA personal blog can be a great outlet for professional bloggers who could risk losing their followers if they blogged about topics outside their normal routine. If you run a strictly professional blog aimed at small business owners, for example, it would be unwise to post your opinions on the latest political hot topic in order to generate discussion. Rather than risk your blog’s popularity, save your unrelated opinions for a blog unassociated with your professional work. Not only will this keep your professional blog on point, but it will provide you with a healthy outlet for your other interests. If you’re blogging to small business owners, you likely have other passions that can’t be tied into your daily posts. A personal blog may serve as a needed distraction and refresher from monotonous writing.READ4 Tips To Start Non-Profit Green Organization On WordPressLook for InspirationWhen you’re blogging about your other interests, keep an eye out for things that inspire you as a writer. Write whatever content that you feel like covering, particularly if you couldn’t post about it on your professional site. Feel free to use your personal blog as a safe haven for new ideas or styles that you’ve been meaning to try. If you’re too busy to maintain a full-blown blog, try to maintain a microblog like Tumblr where your posts can be as brief as a picture or a sentence. Give yourself time away from your main blog: you’ll find that creative distractions on your personal blog will lead you to a renewed interest in your full-time money making blog.VentOne of the benefits of maintaining a personal blog unaffiliated with your other work is that it gives you the opportunity to vent without fear of the consequences. Use your blog to let it all out, whether you’re stuck on a post in your professional blog or if you’re just fed up with a particular matter that’s been irking you. Writing out your frustrations often helps sof ten their impact on your mood. If you make a conscious effort to separate your frustrations from your professional blog, you’ll be much less likely to make an impulsive post that you may regret later on.This article is written by Susan Wells. Susan writes on topics including health/car/life insurance, mortgage, real estate. If you wish to write for us, kindly check this.

Strategic Marketing Planning - Free Essay Example

Sample details Pages: 23 Words: 6895 Downloads: 4 Date added: 2017/06/26 Category Marketing Essay Type Essay any type Did you like this example? Critically analyze the role of strategic marketing planning in relation to an organizations decision to enter new markets in a global marketing environment. Justify your choice of strategies with examples to support where possible. Introduction A critical issue in international market entry strategy is the selection of an appropriate entry mode. Although some important studies have analyzed entry mode choice in the service context (see, e.g., Agarwal and Ramaswami 1992; Bouquet, Hà ©bert, and Delios 2004; Erramilli and Rao 1993; Li and Guisinger 1992), they analyze specific service sectors and thus fail to address the heterogeneity problem of the service sector as a whole. In the current dynamic and competitive environment, entry mode choice is a decision based not only on efficiency (transaction cost minimization) and value based (development of capabilities) considerations but also on other aspects, such as strategic motives of internationalization or the firms competitive position in the global environment (Aulakh and Kotabe 1997; Harzing 2002; Hill, Hwang, and Kim 1990). In addition, the high costs of integration that economic theories stipulate may not be strictly true for many service firms. For example, professional services are characterized by low capital intensity (Erramilli and Rao 1993). For many service firms, the switching costs may be comparatively small because valuable assets rest more on human capital than on physical assets; thus, investment patterns observed in the manufacturing sector could be different in the service sector (Carman and Langeard 1980). The key issue in entry mode choice is the compatibility between the firms existing capabilities and those it needs to be successful in a particular market (Johanson and Vahlne 1977). As Madhok (1997) proposes, an operation seeking the development of capabilities to create future value will result in a greater proclivity toward collaborative ventures. Firm-specific capabilities, such as firm size, international experience, and tacit know-how, may also play a role. Larger and more experienced firms typically favour full control modes. Furthermore, the tacitness of know-how that is involved in the market entry may limit its transferability to another firm without loss of value (Kogut and Zander 1993). These circumstances increase the efficiency of resource utilization and the effectiveness of its in-house transfer (Madhok 1997). The strategic motivations and competitive pressures underlying market entry and the particular nature of services may be relevant for the entry decision. Firms tend to use higher control modes to coordinate more effectively strategies in a multinational network (Hill, Hwang, and Kim 1990), to extend market power by entering new markets, and to exploit market knowledge when following domestic clients or competitors to foreign countries (Li and Guisinger 1992). Strategic motivations, such as setting up a strategic outpost for future expansion, setting up a global sourcing site, and achieving economies of scale by concentrating the important activities in a limited number of locations, may also lead firms to rely on full control entry modes (Harzing 2002). Consistent with the work of Dunning (1993), we argue that the introduction of strategic dimensions into the analysis of entry mode choice is essential in a world characterized by increasing globalization and the proliferation of cross-border collaborative alliances. Firms are increasingly competing in global rather than national markets. Furthermore, researchers have claimed that entry mode options for manufactured goods cannot be transferred to services because of service firms idiosyncrasies (Erramilli 1990). First, services are largely intangible and cannot be touched, transported, or stored. Second, services tend to be inseparable, so production usually cannot be separated from consumption. Third, services are perishable and thus must usually be consumed at the time of production. Finally, services are heterogeneous, so each service encounter is unique and highly customized (Zeithaml, Parasuraman, and Berry 1985). When entering new markets, foreign investors must cope with the unpredictability of an investment in a politically, economically, and culturally different environment. To mitigate this uncertainty within a TCA framework, firms have been advised to retain flexibility and avoid high levels of ownership (Williamson 1975). Firms should reduce their ownership levels, seek locally based assets, and solicit the participation of local partners (Anderson and Gatignon 1986; Hennart 1991; Hill, Hwang, and Kim 1990). One major source of uncertainty is cultural distance. Perceptions of significant cultural distance between the country of origin and the target country in terms of culture, economic systems, and business practices have been found to support the use of modes that involve smaller resource commitment (Johanson and Vahlne 1977). Setting up in an environment with a culture that is different and unfamiliar to the investor increases the difficulty. Another factor of uncertainty is host-country risk. Hostcountry risk reflects uncer tainty about the continuation of current economic and political conditions and government policies that are deemed to be critical to the survival and profitability of a firms operations in that country (Agarwal and Ramaswami 1992). A highly volatile environment will result in firms that want to minimize exposure to risk through entry methods that offer the necessary flexibility in the face of environmental variability (Erramilli and DSouza 1995; Kim and Hwang 1992). Find out how our expert essay writers can help you with your work By reducing resource commitment in risky environments, firms minimize their financial exposure in cases in which they can be adversely affected or forced to cease their activity by unforeseen events (Hill, Hwang, and Kim 1990). Therefore, in countries with unstable political and economic conditions, firms should avoid full-control modes and seek shared-control modes. Don’t waste time! Our writers will create an original "Strategic Marketing Planning" essay for you Create order Marketing Intensity Under TCA assumptions, the risk of undesired dissemination of a firms specific advantage or proprietary asset is an important transaction cost. These expropriation hazards can limit the potential rent an investor may obtain for the exploitation of its specific assets in a foreign investment (Lu and Hebert 2005). Brand name, reputation, marketing skills, and the firms strength in sales are key specific assets for international firms. These assets are especially vulnerable to problems related to divulging information to or the misuse of information by third parties. Brand development and sales strength are established over many years and are rooted in a firms culture, systems, and routines. The less control the firm exercises, the more exposed it will be to its partners possible hostile or opportunistic actions. Given that the process of creation and maintenance of product differentiation requires time, the undesired dissemination of commercial capabilities to third parties c ould become the subject of possible misuse and could damage a Size. The establishment of wholly owned subsidiaries abroad entails significantly higher resource commitments and carries greater risk than other options. Consequently, larger firms have a greater ability to expend resources and absorb risks than small and medium-sized ones and thus are more likely to select high-control and resource commitment modes (Agarwal and Ramaswami 1992). Firms can obtain the necessary resources for investments internally through their own cash flow or externally from financial markets. International activities are time consuming and demanding of managers, and small firms are not always able to sustain the high information costs that are required. Thus, consistent with OCP logic, limits on the availability of financial, managerial, and political resources implies the need for small and medium-sized firms to engage in entry modes on the basis of risk and commitment minimization. Therefo re, we expect the following relationship: Type of International Strategy. Regarding the pursuit of international opportunities, we can distinguish between two broad types of strategies: a global strategy and a multi-domestic strategy. In a global strategy, firms typically attempt to take advantage of the homogeneity of tastes and preferences of customers across countries through a standardized product or service offering. Interconnections among markets also enable these firms to seek substantial integration and economies of scale on a global level. In general, these characteristics reflect a firms ethnocentric orientation (Pelmutter 1969), which implies (1) The development of international operations in the same way as in the market of origin, (2) The transmission of information and knowledge from the parent company to affiliated companies, and (3) The maintenance of a national identity by having people from the country of origin fill management posts in internationa l operations. Thus, service firms that employ a global strategy prefer full-control entry modes to achieve a high level of coordination, synergy, and asset transfer among units. In turn, firms that adopt a multi-domestic international strategy compete mainly at the local level, adapting products and business policies to local markets. Local subsidiaries typically enjoy considerable autonomy with their own commercial and production infrastructures. Such firms are comfortable with shared-control modes, such as joint ventures, which allow greater flexibility (Hill, Hwang, and Kim 1990; Tallman and Shenkar 1994). Their organization is often poly- The Impact of Strategic Factors Strategic Variables That Influence Entry Mode Choice 75 centric (Pelmutter 1969). Because international operations are viewed as a group of independent companies, control and evaluation methods are determined at a local level, and communications between the parent company and the subsidiaries are limited . In conclusion, service firms with a multi-domestic strategy are more likely to rely on shared-control modes than firms with a global strategy. Therefore, we propose the following hypothesis: One of the most important strategic decisions managers of multinational corporations have to make is the selection of entry mode into a foreign market. How firms enter foreign markets has been a topic of interest for many researchers in international business and marketing (Agarwal and Ramaswami 1992; Caves and Mehra 1986; Gatignon and Anderson 1988; Stopford and Wells 1972). The growing globalization of markets during the past two decades has become one of the most crucial issues in business today, representing numerous challenges and opportunities for domestic and international markets (Klein, Ettenson and Morris 1998; Darling and Arnold 1988). As national boundaries continue to disappear, more businesses seek opportunities abroad (Klein et al. 1998). Ettenson and Gaeth (1991) sug gest that to compete successfully in this global market, managers need to have a thorough understanding of what consumers in different countries and cultures prefer. Although the knowledge of what consumers prefer in terms of foreign products and services is an important one, we argue that understanding the level of animosity (war, economic, cultural and religious) of the intended host country is as important and could lead to the success or failure of multinational corporations. Entry Mode Selection The firms international experience and product diversification play an important role in entry mode selection (Stopford and Wells 1972). Woodcock, Beamish and Makino (1994) argue that cultural and other national differences between the host and home countries appear to influence entry mode selection. Caves and Mehra (1986) found entry mode selection to be influenced by several industries and firm-specific factors such firm size, advertising intensity, research intensity, indust ry growth and industry concentration. All types of entry modes are contingently influenced by locational, ownership and internationalization advantages (Kim and Hwang 1992; Agarwal and Ramaswami 1992). Animosity and Entry Mode An extensive survey of the literature indicates that one of the main areas neglected in strategy research is the impact of animosity (war, economic, cultural and religious) on entry modes. As the opening quote indicates, the clash of civilizations will only increase because differences among civilizations are not only real, they are basic. Huntington (1993) argues that differences in history, language, culture, tradition and, most importantly, religion will be the driving forces for conflict and history is full of examples of wars that have been fought based on religious and cultural differences. If religious and cultural differences can lead to armed conflict and atrocities, it is plausible that religious and/or cultural animosity toward a nation o r culture might also affect how entry of foreign businesses is viewed and evaluated. Hofstede (1983) points out the role that cultural differences play by stating: The national and regional differences are not disappearing; they are here to stay. In fact, these differences may become one of the most crucial problems for management in particular for the management of multinational, multi-cultural organizations, whether public or private (p. 75). The impact of national culture of the host and the home country has been investigated by a number of researchers (Hennart and Larimo 1998; Erramilli 1996; Barkema and Bell 1996; Shane 1994; Kogut and Singh 1988). Hennart and Larimo (1998) stated that there are two ways through which culture can influence ownership policies: 1) the countrys national cultural characteristics, such as its power distance and uncertainty avoidance can affect the preference of multinational corporation strategy or entry mode and 2) the cultural distance be tween the home base of the multinational and the target market can influence MNCs entry mode. Hennart and Larimo (1998) found that the lower the power distance and the uncertainty avoidance indices of the home base of the investing firm, the greater the likelihood that it will enter the United States with shared-equity ventures. They also found that the greater the cultural distance between the home base of the investors and the United States, the more likely that they will enter the United States through shared-equity ventures. Erramillis research (1996) revealed that the greater the power distance characterizing the firms home country culture, the greater the likelihood that the firm will seek majority ownership in foreign subsidiaries and the greater the uncertainty avoidance characterizing the firms home country culture, the greater the likelihood that the firm will seek majority ownership in foreign subsidiaries. Kogut and Singh (1988b) found greater cultural dist ance between the home country and the host country to increase the probability that Greenfield joint ventures would be preferred to wholly owned Greenfields and to controlling acquisitions. Additionally the greater the level of uncertainty (avoidance in the home country of the investor), the greater the preference for partly or wholly owned Greenfield investments over acquisitions (Kogut and Singh 1988b). The longevity of foreign ventures was found by Barkema, et al. (1996) to be negatively related to the cultural distance between the home and host country. More recent studies like Arora and Fosfuri (2000) found that cultural distance reduces the propensity of a firm to set up a wholly owned subsidiary rather than using licensing to exploit technological competencies in a foreign country. Although these studies provided a wealth of information regarding certain elements of culture and its impact on foreign entry modes, none of them address the issue of cultural and religious differences that may lead to the civilization clash described by Huntington (1993). This paper attempts to fill this gap by providing a theoretical argument regarding the impact of war, economic, cultural and religious animosity on entry modes. War, Economic, Cultural and Religious Animosity Klein et al. (1998) conducted a study in China to investigate the impact of animosity on intention to purchase foreign goods. Kleins model, which developed scales to measure war and economic animosity (defined as remnants of antipathy related to previous or ongoing military, political or economic events), demonstrated the negative impact of these constructs on Chinese purchase intentions related to products from the source of this animosity. From that study Klein et al. proposed the construct of animosity between nations and concluded that consumers who harbour war or economic animosity toward a specific country are likely to choose not to purchase products manu- Marketing Managemen t Journal, Fall 2005 factured in that hated country. They also found that consumers who are unwilling to buy products from the hated country may find it perfectly acceptable to buy products from friendly countries and showed how the animosity construct is different from the ethnocentrism construct. Kalliny and Hausman (2004) extended the Klein et al. animosity model by adding cultural and religious animosity constructs. Religious animosity is defined as ones intolerance of and antipathy toward another person, country or nation because of religious differences while cultural animosity is defined as ones intolerance of and antipathy toward another person, country or nation because of cultural differences. Kalliny and Hausman (2004) found that cultural and religious animosity impact consumers purchase decision in regard to foreign products. Those who harbour cultural or religious animosity toward a country are more likely not to purchase products fi-om that hated country. Nijs sen and Douglas (1999) tested the animosity model in The Netherlands and found support for the theory. They also found that those who are more willing to travel to foreign countries to have a more positive attitude toward foreign products. Shin (2001) tested the animosity model in Korea and found support for it as well. Country Risk Root (1987) identified four types of risks that play a significant role in MNCs entry decision. These risks include political risk (instability of political system as in some African countries), ownership/control risks (expropriation), operations risk (local content requirement), and transfer risk (remittance control). These risks usually play a significant role in determining the amount of resources that MNCs commit in a foreign market. For example, when these risks increase, MNCs may choose to commit the smallest amount of resources to increase their ability to exit quickly when needed. This argument may suggest that licensing or exporting may be the most desirable entry. Companies usually choose the entry mode based on risk/return or cost/control trade off effects (Goodnow 1985; Root 1987). The level of risk can be moderated by the type of control attained (Kwon and Konopa 1992) and although several authors suggested that these risks can be substantially reduced by limiting ownership in a foreign venture (Brandley 1977; Korbin 1983; Vemon 1983), the situation gets more complicated when we talk about war, economic, cultural and religious animosity. These animosities complicate the issue because if consumers who harbour any of these animosities are not willing to purchase products made in the hated country, then the multinational firm may be forced to consider other options to overcome the animosity problem. Kwon and Konopa (1992) provided the following comparison between exporting and foreign production in regard to risk: 1. Foreign production requires relatively more resource commitment (initial investment , operating costs) than exporting, 2. Foreign production entails relatively greater risk exposure than exporting, 3. Foreign production provides relatively greater control of market than exporting, and 4. Foreign production provides an expectation of a relatively higher rate of return than exporting. International Entry Modes and Propositions Tse, Pan and Au (1997) argue that most past studies on foreign entry mode strategies of MNCs have adopted one of two theoretical approaches, the transaction cost approach or eclectic framework approach proposed by Dunning (1980, 1988). The transaction cost approach is based on the economic rationale that firms will minimize all costs associated with the entire value-added chain. This approach stresses the importance of firm-specific variables (Agarwal and Ramaswami 1992; Erramilli and Rao 1993; Gatignon and Anderson 1988; Kogut and Singh 1988). Dunnings (1980) eclectic framework integrates several strands of international busine ss theories on cross-border business activities. Dunning (1980) argues that international business activities are influenced by three types of factors: host country-specific factors, ownership specific factors, and intemalization factors. The host country-specific factors deal with country risks and location familiarity (Hill, Hwang and Kim 1990), while ownership-specific and internalization factors focus on the industry-specific and firm-specific variables. Of interest in this paper are the four primary international entry modes of joint venture, wholly owned subsidiaries, exporting and licensing. Researchers investigated the choice of entry modes of multinational corporations in regard to control and resource commitment. Several authors suggested that each of these entry modes is consistent with a different level of control (Calvetl984; Caves 1982; Davidson 1982; and Root 1987). Control is defined as the authority that the investing corporation has over operation and st rategic decision making. Resource commitment is defined as dedicated assets that cannot be redeployed to alternative uses without loss of value. Hill, Hwang and Kim (1990) argue that while wholly owned subsidiaries can be characterized by a relatively high level of control and resource commitments, the opposite can be said of licensing agreements. With respect to joint ventures, the levels of control and resource commitments vary with the nature of the ownership split. Alliances For purposes of this paper, joint ventures and strategic alliances are treated equally. The formation of alliances is a crucial one because a firm can enter a foreign market by itself or by forming an alliance with another firm to reduce investment risks and enhance its competitive advantage. Kogut (1988, p. 319) defines joint venture as, a joint venture occurs when two or more firms pool a portion of their resources within a common legal organization. Tse et al. (1997) argue that firms are motivate d to form alliances with other firms to reduce investment risks, share technology, improve efficiency, enhance global mobility, and strengthen global competitiveness. Find out how our expert essay writers can help you with your work According to Pan and Tse (1996) foreign firms form an alliance with Subsidiary There is no doubt that globalization has increased competition and moved it from the domestic level to the global level. Due to this new level of competition, MNCs have found it necessary to look for the least expensive resources of production to stay competitive. This has forced some MNCs to look for cheaper resources outside the home country. To take full advantage of cheap labour and raw materials, MNCs may choose to set a subsidiary in a desired host country. Birkinshaw (1997) defines Before You Go, You Should Know: Kalliny and LeMaster subsidiary as any operational unit controlled by the MNC and situated outside the home country. The subsidiary ownership dec ision could be a very complex function of several factors including country characteristics, industry characteristics, product characteristics and firm characteristics (Erramilli 1996). The initiative for setting up a subsidiary lies in the identification of an opportunity to use or expand the MNCs resources (Birkinshaw 1997). The theory of internationalization argues that firms expand globally to realize the value of intangible assets (Buckley and Casson 1976). Subsidiaries often have unique capabilities and critical links vwth local customers and suppliers and in such situations the ability of the subsidiary to pursue local opportunities and subsequently to exploit them on a global scale is an important capability (Bartlett and Ghoshal 1986; Harrigan 1983; Hedlund 1986). On the other hand, problems encountered by the new subsidiary can affect the entire corporation (Newbould, Buckley and Thurwell 1978). U.S. multinationals were found to have a predominant preference for w holly owned subsidiaries (Stopford and Wells 1972). Weinstein (1974) found that 62 percent of the subsidiaries were either fully- or majority owned. Gatignon and Anderson (1988) observed that American multinationals had an intrinsic tendency to prefer wholly owned subsidiaries. Although American companies prefer subsidiaries, setting up a subsidiary is more risky than other forms of entry (Yip 1982). For example, when setting up a subsidiary, the entire cost is absorbed by the MNC. In addition, the subsidiary may lack information necessary for success in a particular environment or culture. History is full of examples where companies lost their business to expropriation, confiscation or destruction especially during time of conflict. Consider what happened to the Jews businesses in Egypt when the national government was established in 1952. Many American companies lost their investment when communist regimes were established in countries like Cuba and others. We argue tha t during times of conflict, the hated country will be more likely to be targeted by citizens and governments. 23 Wild, Wild and Han (2003) argued that the events of September 11, 2001 have literally changed the world. They base their argument on a study that was conducted in the United States and nine Muslim countries where it was found that the majority of U.S. citizens feel that the Muslim world does not respect the American culture and vice versa. There is a sense of animosity and we think that this sense of animosity will play a role in the foreign entry mode selection. It is plausible to think that companies will take into consideration the level of animosity in the host country and devise their entry strategy accordingly. Based on this argument we propose: Proposition 2: Other things being equal, in countries where war, economic, religious and cultural animosity is low, country risk will be low and multinational companies will be more likely to prefer committing a hig h amount of resources and therefore a subsidiary mode of entry would be preferred. Exporting is the marketing and direct sale of domestically produced goods in another country. There are several reasons as to why companies may choose to export. For example, exporting does not require that goods be produced in the target country so no investment in foreign production facilities is required. Exporting allows companies to increase their samples by targeting and selling in foreign markets. Moreover, exporting helps companies diversify their markets, reduce their vulnerability to lags in domestic demand, extending product life cycles, using idle capacity, and reducing unit costs through economies of scale. Exports also help sharpen competitiveness, broaden contacts, and enhance understanding of global markets and cultures. In addition, the nation benefits from exporting because increased exports create jobs, spur economic growth, bring in tax revenues, and improve the balance of payments (Food Export USA). Marketing Management Journal, Fall 2005 Before You Go, You Should Know: Kalliny and LeMaster Although exporting has many advantages and may seem very appealing to companies especially those that are faced with a saturated home market, exporting has several disadvantages. One of the main issues exporting companies face is the decision of adaptation versus standardization. When companies are faced with a situation that calls for adaptation, this may increase the cost of the product. Exporting companies may have to develop new promotional materials which may add to the cost of the product and companies that are engaged in exporting may incur added administrative costs. Moreover companies may have to wait longer for payments and finally, exporting companies may have to obtain special export licenses (Food Export USA 2004). As can be seen from the above points, exporting can be a complicated process and may not be easy. The situation gets even m ore complicated when cultural and religious animosities are added to the equation. As discussed above these animosities do impact consumer preference and purchasing intentions. Kwon and Konopa (1992) argue that the foreign entry mode choice depends not only on the characteristics of the firm but also on the characteristics of the foreign market. Goodnow (1985) and Root (1987) viewed the characteristics of the firm and the product as internal factors and the characteristics of the foreign market as external factors. We argue that the level of cultural and religious animosities would fall under the external factors because they are part of the foreign market characteristics. Moreover, we argue that these animosities will play a role in the decision of the exporting country as to where to export and what to export to which country. For example, Saudi Arabia and Kuwait banned Barbie toys from their markets calling them a threat to morality and complaining that the revealing clo thes of the Jewish toy are offensive to Islam (CBS News 2003; Gulf Marketing Review 1996). The banning of the Barbie toy reveals the cultural and religious animosity between the West and the Arab countries and shows their impact on purchasing intentions. Our rationale is based on the reasoning that companies engaged in producing products that may be viewed negatively by the foreign consumer should find a local element to help in decreasing the negative aspects that is caused by animosity. Thus we propose: Proposition 3: Other things being equal, the level of cultural and religious animosity will play a role in determining how the foreign product is perceived by foreign customers. Proposition 4: Other things being equal, in countries where war, economic, religious and cultural animosities are high, exporting will not be the preferred entry mode. Licensing is the process by which the right to use intangible intellectual property is granted by one party (licensor) to another (t he licensee). Licensing permits a company in the target country to use the property of the licensor and such property usually is intangible (e.g., copyrights, patents, trademarks, and so forth). The licensee pays a fee in exchange for the rights to use the intangible property and possibly for technical assistance needed. There are a number of advantages for using licensing for the licensor and the licensee. Licensing allows many businesses to enter international markets through creative use of intellectual property rights in partnership with other companies. The low level of risk taken by the licensor for licensing requires little investment on the part of the licensor. Licensing allows companies to maximize income by expanding market opportunities without large capital expenses. A benefit to the licensee may include rapid entry into a market using technology developed and tested by others (Food Export USA 2004). Although licensing may have a number of advantages, it also poses certain risks to the licensor. When an MNC grants a license to a foreign enterprise to use firm specific know-how to manufacture a product or market a product, it runs the risk of the licensee disseminating that know-how, or using it for purposes other rch into the efficacy of formalised marketing planning (Thompson 1962; Leighton 1966; Kollatt et al. 1972; Ansoff 1977; McDonald 1984; Greenley 1984; Piercy 1997; Smith 2003) has shown that marketing planning can make a significant contribution to commercial success. What is agreed, however, is that strategic marketing planning presents a useful process by which an organization formulates its strategies, providing it is adapted to the organization and its environment. Indeed, Smiths PhD thesis (2003) proved a direct link between organisational success and marketing strategies that conform to what previous scholars have agreed constitutes strategy quality, which was shown to be independent of variables such as size, se ctor, market conditions and so on Most managers accept that some kind of procedure for marketing planning is necessary. Accordingly they need a system which will help them to think in a structured way and also make explicit their intuitive economic models of the business. The choice of entry mode is an important part of a firms new business development strategy. A diversifying entrant is not only concerned about what markets to enter, but also how to enter. One to fill resource gaps inside a firms primary business domain and the other to redeploy excess resources in exploring new markets outside. Because a firm always retains the option of entering a market via internal development as the default mode, our objective is to analyze the conditions under which a firm would choose to enter a market via acquisition rather than through organic growth. Empirical Puzzle in the Relationship between Entry Mode and Relatedness The resource-based view posits that a firms entry into ne w markets results from excess capacity in valuable resources that may be applicable outside a firms existing business activities, and from the potential for economies of scope offered by different resource combinations (Penrose, 1959; Teece, 1980, 1982). Concerned about how the redeployment of excess resources can reduce the costs of entering and operating in a new market, researchers make a distinction between related and unrelated diversifications. Yip (1982) argues that the relatedness between a firm and the new market entered significantly reduces the costs of entry when a firm enters via internal development. In contrast, the relatedness does not reduce the costs of entry when a firm enters via acquisition since the price of the acquiree is set by the market for corporate control. As such, a firm is expected to enter related markets via internal development while entering unrelated markets via acquisition. Extending Yips model, Chatterjee (1990) argues that the related ness leads to more reduction in operating costs because the firms resources are more applicable. Since the prospect of reducing operating costs provides a strong incentive for a firm to use its own underutilized resources, as opposed to acquiring resources from external sources, a firm is expected to enter related markets via internal development. This hypothesis of a simple link between entry mode and relatedness has failed, however, to receive empirical support. Culture is embedded deeply in everyday life and can be defined as a combination of values, perceptions, attitudes, motivations and learning experiences. (Wilkins, 2004) Despite globalization, cross-cultural differences remain a potential minefield for any company wanting to do business overseas. The success of international business deals rests as much on external factors like politics, economics, and technology as on the understanding of culture. In the course of international expansion, organizations encounte r factors such as government regulations, legal and financial systems, and cultures, languages, and greater distances, new modes of transport and currency exchange rates. Cultural factors are cited as one of the biggest barriers to successful global business strategies. Often the force a company has to deal with may not necessarily be another competitor but the cultural traditions of the country (Wilkins, 2003). Managerial attitudes, values, behaviours, and efficacy differ across national cultures and ‘one size fits all philosophy is no longer valid (Adler,2003). The success of international business deals rests as much on external factors like politics, economics, and technology as on the understanding of culture. Despite globalization, cross-cultural differences remain a potential minefield for any company wanting to do business in China. Chinese culture is different and learning the subtlety of these differences can smooth the way forward for business looking to expand in the Chinese market (Chatman et al., 2004). Chinese cultural fit constitutes a key factor and should be given the necessary attention at all stages of business development. Any organization looking to expand in China should develop a deep appreciation for the culture and history of China. Find out how our expert essay writers can help you with your work Business management has to be congruent with Chinese culture and management. Furthermore, this study improves upon prior ones by identifying entry events and their mode of entry with a higher precision previously unachieved. Specifically, we identify entry via acquisition under a strict condition that an acquirers new product code in the year of entry can be traced to an acquirees product listing in the year prior to the acquirers entry event. The detailed tracing is possible because the product classification system we use is much more fine-grained than the SIC system. In comparison, some studies suffer from a n â€Å"all or nothing† bias where all diversification moves under one SIC code are assigned to either acquisition or internal expansion arbitrarily (Chatterjee, 1990). Others suffer from another type of aggregation bias where the entry mode is measured as a continuous variable indicating the dominance of one mode in sales contribution over an arbitrary time period, as opposed to the mode of entry specific at the firm-market level (Chatterjee and Singh, 1999). Our findings show that the dynamics of firm-market relevance affect the choice of entry mode in subtle ways that prior studies have not considered. By separating entries inside from those outside, we not only turn the degree of relevance into a significant predictor for the use of acquisition as entry mode, but also reveal two contradicting relationships. For the entries inside, the use of acquisition increases with the degree of relevance. Quite the opposite, for the entries inside, the use of acquisition de creases with the degree of relevance. Therefore, in addition to finding empirical support for the acquisition-unrelatedness link for which prior studies show mixed results, we uncover the conditions under which the commonly-asserted relationship would hold. Moreover, we find the trajectory and the duration of relevance to be significant predictors for the use of acquisition as entry mode. For the entries outside, the greater the improvement in relevance, the more likely a firm will use acquisition as entry mode. That is, firms that have been moving closer toward the new market are more likely to choose acquisition over internal development. This pattern is consistent with the idea that firms use acquisitions to move into new markets along a trajectory of exploration outside the primary business domain. In contrast, for the entries inside, the longer the duration of relevance, the more likely a firm will use acquisition as entry mode. That is, firms, which have been close to the new market for a longer period of time but have not entered yet, are more likely to choose acquisition over internal development. This pattern is consistent with the idea that firms use acquisitions to fill gaps in their product portfolios that have been persistent over time, perhaps because the firm has lacked the resources and capabilities needed to fill the gap organically (Helfat and Lieberman, 2002). Conclusions In sum, this paper makes three contributions to the literature. First, we clarify two conceptually distinct aspects of relatedness. Second, we capture the dynamics of firm-market relationship with three novel conceptualization and measures of relevance. Third, we validate the conditions under which acquisition is more likely to be used as entry mode for new business development. By making these advancements, we demonstrate the use of entry mode as different mechanisms for reconfiguring a firms resources and capabilities, and help to resolve the ambiguity in prior work on choices of entry mode. Sarkar Cavusgil (1996) have examined the most central issues within this particular field of research together with the relationships between the themes such as 1) Product-Market Factors, 2) Firm-Foreign Specific Factors, 3) Host Market Factors, 4) Cultural Factors, 5) Home- Market Factors, 6) Global Industry Structure, 7) Global Strategic Motivations, 8) Globa l Corporate Objectives, 9) Firms Entry Mode Choice, 10) Political Negotiated Entry, 11) Relational Dimensions of Interfirm Collaborations, 12) Firms Bargaining Power With Respect to Foreign Governments, 13) Performance. The research has primarily focused on the examination of coherence between the product, the foreign market, and specific factors relating to the enterprise in question and finally the most efficient entry mode for any given enterprise in relation to these parameters. Find out how our expert essay writers can help you with your work The manufacturing sector has been in focus at the expense of the service sector (Erramilli Rao 1993; Ekeledo Sivakumar 1998, 2004; Domke-Damonte 2000) and emphasis has primarily been given to making predictions regarding accumulated levels of entry modes (Aulakh Kotabe 1997). Taking Benito and Welch (1997) as the starting point a classification of the theories is taken into an â€Å"economic perspective† and a â€Å"process perspective† because it then becomes possible to compare and evaluate some central economic theories which have not been developed specifically to cover the entry mode problematic, but nevertheless contains methods, sub areas, variables, etc. which can be used in the further development. The process-perspective puts particular importance to behavioural factors as drivers of company internationalisation and penetration is thus an important aspect in this theory formulation. The following criteria determined the selection of theories within the two classifications: they must represent the subject field of business economics with both present and potential value for considerations and decisions regarding the entry of international markets they are frequently referred to in the relevant literature they reflect and cover the meta-dimensions of the reference framework. Communication plays a key role and the highest hurdles for buyers looking to work with suppliers in China as language is one of the major issues for external companies looking to enter the Chinese market. An example which clearly depicts the impact of communication and culture relates to the fact that most Chinese companies and workers dont explicitly say ‘no. A US manufacturing firm was not aware of this as this was in direct contrast to US culture. After a meeting with some Chinese delegates on a deal, the US suppliers thought that the Chinese agreed to the deal as they didnt say ‘No, but in reality, it was later found out that the deal was not approved by the Chinese. Due to cultural and communications barriers, researchers have suggested that its better to write than to speak to Chinese business people and exude clarity without leaving anything for interpretation. Other traits of Chinese communication practices are avoidance of aggression tactics during meetings and discussions. It is believed that the Chinese dont respond well to tactic s like shouting, threats or ultimatums. All this means, that there is an increasing need for firms not only to market appropriately developed products but also to design and promote in a culturally sensitive way. Chinese believe in long term outlook because it forms the basic element of Confucian ethics. The combination of long-term orientation and collectivism results in family ties, long term thinking and things like filial piety and paternalism (Mahoney, 2001). External audit Internal audit Business and economic environment Economic political, fiscal, legal, social, cultural Technological Intra-company The market Total market, size, growth and trends(value volume) Market characteristics, developments and trends; products, prices, physical distribution, channels, customers, consumers, communication, industry practices Competition Major competitors Size Market share coverage Market standing and reputation Production capabilities Distribution policies Marketing methods E xtent of diversification Personnel issues International links Profitability Conclusions In order to be realistic, it must take into account the organizations existing competitive position, where it wants to be in the future, its capabilities and the competitive environment it faces. This means that the marketing planner must learn to use the various available processes and techniques which help to make sense of external trends, and to understand the organizations traditional ways of responding to these. Where marketing planning has failed, it has generally been because companies have placed too much emphasis on the procedures themselves and the resulting forecasts, rather than on generating information useful to and consumable by management. But more about reasons for failure later. For now, let us look at the marketing planning process in more detail, starting with the mission statement. References Aaker,D (2004) Strategic Marketing Managment: John Wiley Sons Baker,M (2000) Marketing Strategy and Management; Macmillan Business Beamism, K Ashford,R (2005) Marketing Planning; Butterworth- Heinemann Bradley,F (2003) Strategic Marketing in the customer driven organisation, Wiley Brennan,R, Baines,P and Garneau, P(2003) Contemporary Strategic Marketing , Palgrave Capon, C Hulbert, J M (2001) Marketing Management in the 21st Century; Prentice Hall Cooper, J Lane P (1997) Practical Marketing Planning; Macmillan Doole, I Lowe P (2005) Strategic Marketing Decisions in Global Markets; Butterworth- Heinemann Doyle,P (2003) Marketing Management and Strategy. Prentice Hall Europe Drummond, G Ensor, J (2001) Strategic Marketing : Planning and Control; Butterworth- Heinemann Fifield,P (2000) Strategic Marketing Management: Planning and Control; Butterworth- Heinemann Gilligan C, Wilson, R. S (2004) Strategic Marketing Planning Find out more from UK Essays here: https://www.ukessays.com/services/example-essays/marketing/strategic-marketing-planning.php#ixzz3EF3yuxUb

The Destruction of Willy Lowmans American Dream in Arthur...

In Arthur Millers Death of A Salesman readers are introduced to Willy, an ambitious salesman who just cant seem to get a break despite his drive. Willys life is marked by failure, and an almost stubborn attachment to the idea of striking it big. Willys life is ended by his own hands, the result of a broken dream that lead to a broken spirit. In many senses Willy represents the idea of the everyman, the average working class man trying to get ahead, this is reflected in his attachment to the achievement of more wealth, and his idealized vision of how to get there the American dream. However, Willy can be seen to represent more that just the average man, and it can be argued that Willys hamartia is the hamartia of capitalism†¦show more content†¦Willys plan for achieving this dream is also similar to many peoples idea of how to get rich, and his role of a salesman reflects this similarity. The idea of a salesman is a very working class, job where the money you make is base d on what you sell, your performance, hard work equals more pay. Many people embrace this idea and it is central to the creation of the American dream, the idea that you must climb your way to the top. However, not only does Willy represent everyman, through his faults we can begin to see a bigger problem-the problem of capitalism. This is because the same rationale that creates his drive and superficiality also creates his weaknesses which are his superficiality, jealousy, his lost of integrity and his role as a manipulator. Willys superficiality is represented by his adherence to the importance of looks and physical appearance and his emphasis on being like rather than being a good person :the man who makes an appearance in the business world, the man who creates a personal interest, is the man who gets ahead. Be liked and you will never want. (Act 1, Part 3, pg. 2). This is also seen in his relationship to his two sons, while he praise his son attractive son Biff, who as a high-schooler was popular and well liked, he pays less attention to youngest Happy, who turns out to be more successful. This superficiality also seen in his relationship to his neighbor,Show MoreRelatedMarx ism In Arthur Millers Death Of A Salesman1465 Words   |  6 PagesThroughout Arthur Miller’s Death of a Salesman, Willy Lowman sought to attain the American Dream, but his distorted view of Marxist control ultimately provoked his physical, material, and mental destruction. Lowman, a middle-class salesman, husband, and father of two shared the ideology of many American’s, an ideology that hard work, dedication, and likeability was attainable regardless of social class, or life circumstances. Yet, the multiple distortions Willy associated with this dream combined withRead MoreAristoles View on Drama1347 Words   |  6 Pagesfeel sorry and fear for them because they may or may not meet a similar fate. Aristotle thought that after watching a tragedy the audience would feel relived because they just released these unconscious pent up emotions. Introduction Death of a Salesman, by Arthur Miller, and Othello, by William Shakespeare are two plays that each represent the genre of tragedy. The fundamental difference in these two representations of tragedy are the time at which they were written. Shakespeare wrote his play

The Baroque Era Essays - 1269 Words

THE BAROQUE AGE Social and Cultural Background nbsp;nbsp;nbsp;nbsp;nbsp;Baroque is a term borrowed from the visual arts and one that is used in many different senses. The Baroque Era applies to the years between 1600 and 1750. The most famous composers of this time were Bach, Handel, Vivaldi and Teleman. nbsp;nbsp;nbsp;nbsp;nbsp;Politically it was an age of magnificent absolute Monarch’s. The most magnificent of all was Louis XIV of France. Louis ruled from 1634 until 1713. During this time the need to create a national culture or a regional style that would match or surpass the elsewhere created cultural models was pressed for. nbsp;nbsp;nbsp;nbsp;nbsp;When looking at Baroque architecture it is noticeable that the†¦show more content†¦The composers at this time usually did not specify dynamics on their pieces, they simply wrote â€Å"loud† or â€Å"soft.† nbsp;nbsp;nbsp;nbsp;nbsp;The most prominent element in Baroque music was rhythm and texture. Baroque’s fast movement generally caused the feeling of rhythmic drive. Tempos were always constant. The least prominent element was melody. Gradual rise of tonality on the other hand was a great Baroque innovation. This is the major-minor system that is still used today in the twentieth century. nbsp;nbsp;nbsp;nbsp;nbsp;Opera was one of the most important developments in the Baroque Era. It began in Florence in 1600. French operas featured more emphasis on the orchestra and chorus. During this time Handel invented the oratorio. An oratorio is a large work for soloists, chorus, and orchestra sung in concert format, without costumes or staging, in a concert hall rather than as part of a church service. Some other instrumentals formed during this era were: nbsp;nbsp;nbsp;nbsp;nbsp;Concerto Grosso: in three movements, fast-slow-fast, and pits a large group of soloists against the larger string ensemble. nbsp;nbsp;nbsp;nbsp;nbsp;Suite: a less formal structure consisting of several binary dance movements nbsp;nbsp;nbsp;nbsp;nbsp;Fugue: Latin for â€Å"flight† or â€Å"chase,† denotes a standard Baroque compositional process. JohannShow MoreRelatedBaroque And The Baroque Era732 Words   |  3 PagesI. Baroque (began around 1600-1750). A. The Baroque era began as artists were disgusted against the approach of Mannerist art. The Baroque art movement combines dramatic works of arts, beautiful details, and emotionally stimulating subject matter to give the viewer a powerful visual experience (Devlin, E. L. 2013) B. Artwork significant to the movement ïÆ' ¼ Merisi, M. (1601). â€Å"Caravaggio, Conversion of Saint Paul† [oil on canvas 7’ 6† x 5’ 9†]. Cerasi Chapel, Santa Maria del Popolo, Rome. 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Taxation of Australia

Questions: Dave Solomon is 59 years of age and is planning for his retirement. Following a visit to his financial adviser in March of the current tax year, Dave wants to contribute funds to his personal superannuation fund before 30 June of the current tax year. He has decided to sell the majority of his assets to raise the $1,000,000. He then intends to rent a city apartment and withdraw tax-free amounts from his personal superannuation account once he turns 60 in August of the next year. Dave has provided you with the following details of the assets he has sold: (a) A two-storey residence at St Lucia in which he has lived for the last 30 years. He paid $70,000 to purchase the property and received $850,000 on 27 June of the current tax year, after the real estate agent deducted commissions of $15,000. The residence was originally sold at auction and the buyer placed an $85,000 deposit on the property. Unfortunately, two weeks later the buyer indicated that he did not have sufficient funds to proceed with the purchase, thereby forfeiting his deposit to Dave on 1 May of the current tax year. The real estate agents then negotiated the sale of the residence to another interested party. (b) A painting by Pro Hart that he purchased on 20 September 1985 for $15,000. The painting was sold at auction on 31 May of the current tax year for $125,000. (c) A luxury motor cruiser that he has moored at the Manly Yacht club. He purchased the boat in late 2004 for $110,000. He sold it on 1 June of the current tax year to a local boat broker for $60,000. (d) On 5 June of the current tax year he sold for $80,000 a parcel of shares in a newly listed mining company. He purchased these shares on 10 January of the current tax year for $75,000. He borrowed $70,000 to fund the purchase of these shares and incurred $5,000 in interest on the loan. He also paid $750 in brokerage on the sale of the shares and $250 in stamp duty on the purchase of these shares. Dave has contacted the ATO and they have advised him that the interest on the loan will not be an allowable deduction because the shares are not generating any assessable income. Dave has also indicated that his taxation return for the year ended 30 June of the previous year shows a net capital loss of $10,000 from the sale of shares. These shares were the only assets he sold in that year. (a) Based on the information above, determine Dave Solomons net capital gain or net capital loss for the year ended 30 June of the current tax year. (b) If Dave has a net capital gain, what does he do with this amount? (c) If Dave has a net capital loss, what does he do with this amount? (10 marks, max. 1000 words). Case study 2: Fringe Benefits Tax.. Answers: Capital gain is explained as the difference between the capital proceeds and the cost of acquirement of the capital gain tax property. Capital gain can be calculated by implementing three procedures. The first method is known as Discount method that applies more than 12 months before the capital gain tax event (Apps, P., 2008). The next method involves the indexation method that is applied in case the asset is taken over before 21st September and is kept under possession for an excess of 12 months before the related capital gain tax event. The final method is known as a residual method. The residual method is applicable when the assets are possessed for less than 12 months. Therefore, calculation of the capital gain tax is calculated by the application of the above-mentioned three procedures (Cerexhe, P., 2008). Following are exemptions from the gain of sale or capital asset- A property that is acquired before 20th September 1985 which consist of- Motor vehicles Value reimbursed for specific injuries Selling of Residential house Any collectable that is acquired and costs less than $500 Set off and carry forward of losses that have arisen from capital gain Long term capital loss- Long term loss can be set off against long-term capital gain. No alternate set off is feasible. It is possible to carry forward the succeeding indefinite assessment years and can be set off against in an isolated long-term capital loss (Double taxation, 2003). Short term capital loss- Short-term capital loss can be set-off against similar source or from long-term capital gain. It is possible to carry forward to succeeding indefinite assessment years, as well as, set off against long term and short term gains a) In the provided question, Mr. Dave Solomon residing in a double storey building for the last 30 years that was bought for $70000 was sold for a value of $850000 on the date of 27th June of the present taxable year. The house as sold at an auction and the buyer had to pay $85000 as an advance payment against the purchase. Therefore, the money was continued later on. Therefore, the amount of $ 85000 received can be charged as income from other sources (Fringe benefits tax, 2000). Calculation of the capital gain Sale proceeds $ 865000 is exempted from the definition of the CST I.E family home exemption Therefore, the long term capital gain can be calculated as 0 b) An art of pro hart was bought on 20th September 1985 for a price of $15000 and was sold for 125000. Therefore, the capital gain is described as follows Sale proceeds $ 125000 Less indexed cost of acquisition 15000x123.4/71.3= $25961 The long-term capital gain is $150961 c) A luxury motor car was bought in the later part 2004 for $110000 was sold on 1st June of the present year to a local boat broker for $60000. Therefore, the capital gain will be calculated as sales proceed $ 60000 Less indexed cost of acquisition $110000 Long term capital loss= $ 50000 d) He sold a parcel share in a freshly listed mining company on the date of 5th June of the same year at a price of $ 80000. He purchased the shares on 10th of January of the present year for $ 75000. In the attempt to buy the shares, he had to take a loan of $ 70000 and had to pay an interest of loan of $5000. Dave Solomon had to pay the $ 750 regarding brokerage for the sales of share and $ 250 in stamp duty for the purchase of the share. According to the income tax law, interest on the loan is not a part of cost acquisition (Hewson, , 2014). Therefore, the loan on interest does not need to be included. Part a Therefore, capital gain can be described as follows- Sale proceeds $ 80000 Less: Brokerage= $750 Less cost of acquisition= $ 75000 Less: stamp duty $ 250 Therefore, the short-term capital loss is $ 4000 Hence, the capital gain of the year is as follows Long term capital gain on sale of residential property= $ Nil Long term capital gain on sale of painting= $ 150961 Long term capital loss on sale of boat= $ 50000 Short term gain on sale of share= $ 4000 Therefore, long-term capital gain can be calculated as $ 104961 Therefore the tax return of Mr. Dave Solomon for the year end of 30th June of the previous year displays a net capital loss of $ 10000 from the sales of share. So, it can be adjusted ith present year long term capital gain. Therefore, the net long-term capital for the present year is calculated to be $ 104961- $ 10000= $ 94961 Part b NetCapital gain is a summary of entire gain come from selling of the capital asset subtracted by the entire loss incurred on selling of capital asset that inclusive of the loss from the selling of the capital asset from the earlier years also. It can be said that the capital gain tax is not a distinct tax (Yoon Oh, 2012). From the capital gain assets the assessable income use to be generated as well as the income from the capital gain tax should be assessable and paid within the financial year, in which the asset has been sold, and the tax is assessed for the respective financial year (KimSungKyun, 2007). Therefore, Mr. Dove has to pay capital gain tax on the income he earned from the sale of assets. As an outcome of his contribution, the fund to transferred to his personal superannuation finance (Toward tax reform, 2009). Mr. Dove should maintain relevant records at the time little significant as well as the vital transaction has taken place, which adds interest on loans, receipt of the purchase, expenditure payment regarding litigation fees, legislation fees, etc. (Lee Jae Ho, 2009). The records in respect of the mending as well as maintenance of assets along with the brokerage payment on share have been paid. Part c Net capital loss can be explained as the sum of all the losses that have incurred from the sale of a capital asset that includes loss from the earlier year. The assessee is not capable of setting off his capital loss from other sources of income but needs to carry forward for following years. A capital loss can be carried forward for an indefinite duration (Meagher and Agrawal, N., 2008). The assessee does not have the authority to select not to set off capital losses against any capital gain. However they have the authority to deduct such losses according to the choice with the capital gain, he will have to sell more of his asset or be under debts in order to contribute for his persona; superannuation fund and then buy a rented apartment in the city and at the same time draw tax-free amount from his personal superannuation fund once he arrives the age of 60 in the following year (Prince, 2011). References Apps, P. (2008). Comment:Taxation Reform and Income Distribution in Australia'.Australian Economic Review, 19(3), pp.57-59. Cerexhe, P. (2008).Smarter property investment. Crows Nest, N.S.W.: Allen Unwin. Double taxation. (2003). [Washington, D.C.]: U.S. Dept. of State. Fringe benefits tax. (2000). [Wellington, N.Z.]: Inland Revenue. Hewson, J. (2014). The Politics of Tax Reform in Australia.Asia the Pacific Policy Studies, 1(3), pp.590-599. KimSungKyun, (2007). Review of Inheritance Tax Systemfocused on unrealized capital gain.Seoul Tax Law Review, 13(2), pp.375-413. 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