Discussion questions about India and Afghanistan

1)How have geographical features influence the political social and cultural development of India?The Himalayan mountains in the north of India act as a natural buffer from China. This is important, because China to the North has been a powerful country in history. The natural break has caused both nations to be separate and free from war. The Ganges river is one of the longest in the world and has been used to cultivate crops. The Ganges is the 7th longest in the world. The Ganges river becomes all the most important, because India is also home to huge stretches of deserts. The Thar is also the 7th largest desert in the world. Another important point is that India is not landlocked. So, it has had good contact with other people groups and developed a fishing industry. India also have some good natural resources – oil, metals and natural gasses.2) What factors made it possible for the Mauryan and Gupta empires to unite substantial parts of the subcontinent?One factor that made it possible for the Mauryan and Gupta Empires to unite the substantial parts of the subcontinent was that the Mauryan Empire were a highly centralized and hierarchical government with a large staff, which regulated tax. They both blossomed under the control of their rulers. They both had a large army to take over. And lastly, they both fell under the army of invaders. Both of the army used lots of war elephants and advance weapons. Gupta India (320 B.C.E-550 C.E.) and Imperial Rome (31 B.C.E.-476 C.E.) both had very distinctive methods of political control based on everything from cultural reasons to geographic limitations.3) What do the textbook authors mean by theater state?Historians' term for a state that acquires prestige and power by developing attractive cultural forms and staging elaborate public ceremonies (as well as redistributing valuable resources) to attract and bind subjects to the center.4) What are the origins of varna and jati, and why has the varna-jati system of social organization lasted so long ?What social needs did try serve, and how are these social functions addressed in out culture?Two of the most important parts that make the constitution last so long are guaranteed freedoms and ability to be adaptable. The varna system of Hindu society is described in the various Puranas and Smritis, among others. Manusmriti, is one of many Dharmashastra texts reflecting the laws and society of Maurya period India and being a reference work for the Brahmins of Bengal especially.5) What are the similarities and what are the Difference Between Jainism, Buddhism, & Hinduism?HInduism is considered the oldest religion, and encompasses all strata of society. Jainism is based upon 24 principle beliefs of hinduism and was set up as a scholarly hierarchy. Buddhism is a Philosophy of Wisdom, based or derived from the scriptures of Hinduism sans Deity worship, considered superfluous to the intellectual pursuit and application of the tenets. Buddhism is by fa r superior in its substance of followers of the three with advocates all over the world.6) What factors might explain srivijaya ability to organise a number of ecological zones into a single kingdom?Naval military forces, Srivijaya's maritime was constantly managing their trade network and always wary of potential rival ports of neighboring kingdoms. 12 months ago. Srivijaya or Sriwijaya was a powerful ancient Malay empire based on the island of Sumatra, modern day Indonesia, which influenced much of Southeast Asia. The earliest solid proof of its existence dates from the 7th century.

Inustry Competitor Analysis-Casino Hotel

Executive Summary The center of our industry and competitor analysis research is MGM Mirage, the second largest casino hotel operator in the world with $7. 2 billion in revenues in 2008. The only company that surpasses MGM Mirage by revenue and scale is Harrah’s Entertainment Inc. with $10. 8 billion in revenues in 2008. Other competitors that should be considered are Las Vegas Sands Corp. and Wynn Resorts Ltd with respectively $1. 7 and almost $1 billion in revenues in 2008. Our group focused on researching the degree of threat and the likely future competitive moves that Harrah’s Entertainment, Las Vegas Sands Corp. nd Wynn Resorts Ltd will undertake in short (next 3-6 months) and long term (next 1-3 years). In order to be able to consider the competitors’ degree of threat and future moves we completed a pair-wise two-step competitor analysis that included research and comparison of market commonality, competitive asymmetry, resource similarity, intentions, bel iefs, relative resource differences, past moves, and counter moves for all abovementioned competitors versus MGM Mirage. After the completion of our research, we concluded that presently, MGM Mirage is in a direct competition with only one of its competitors-Harrah’s Entertainment Inc. The other two competitors, Las Vegas Sands Corp. and Wynn Resorts Ltd, do not represent a direct threat to MGM at the moment; however, their strategic moves should not be overlooked, because of their similar product offerings, geographic expansion plans and targeted consumer base. In order for MGM Mirage to be ahead of its competition, the company should focus not only on geographic expansion in US, but also on international expansion including through cooperative arrangements with other industry players, improved operational efficiency to minimize costs and technological advancement to maximize revenue. Focal Firm MGM Mirage, the focus of our research, is one of the leading companies in the casino hotels industry. The firm emerged from the consolidation between MGM Grand and Mirage Resorts in 2000. Some of its most recognized brands are MGM Grand, Luxor, Bellagio, and The Mirage. The company became the largest by revenue within its category after acquiring Mandalay Resort Group for $7. 9 billion in 2005, however was surpassed by Harrah’s after the acquisition of Caesars. The firm owns 16 properties in Nevada, Mississippi, and Michigan and has 50% investments in four other properties in Nevada, New Jersey, Illinois, and Macau, China. MGM acts mainly as a holding company and the majority of its operations are conducted through its wholly owned subsidiaries1. MGM’s strategy is to develop and maintain its competitive advantage through strong portfolio of resorts; â€Å"in-house† resorts operations to ensure outstanding customer service and to allow for maximum revenue and profit generation; execution of sustainable growth strategy; and leverage of brand name and management assets1. The time line of our research study is 2008-2011. The company owns, invests, and manages resorts in different market segments and it focuses on premier resort ownership in each geographic market. The largest segment is Nevada; however, the company is looking as well for new markets with growth potential. Some of the risks associated with the current strategy are linked to limitations in geographic diversifications-all major resorts are concentrated in Las Vegas and some of MGM’s largest competitors operate in the same geographic area. MGM’s revenue for 2008 was $7. 2 billion. Competitors The world’s largest competitor in the casino hotel industry Harrah’s Entertainment Inc. founded in 1937 in Reno, NV. The company owns, operates, and manages over 50 casinos in US and UK in different industry sectors. Its operations include casino hotels, riverboat casinos, Indian casinos etc. This firm, as well as other major competitors in the industry, expands primarily through mergers and acquisitions. A recent example of this strategic behavior was Harrah’s acquisition of Caesars Entertainment, which made the company the largest one in the world by revenue, followed by MGM Mirage. In 2008, two private firms – Apollo Advisors and TPG Capital, acquired Harrah’s. Since the beginning of 2009, the company has had some major difficulties with revenue generation. The firm’s facilities boast more than 3 million sq. ft. of casino space and 39,000 hotel rooms and suites. The company obtains more than 70% of its revenues from gambling. Its US properties are located in Illinois, Indiana, Iowa, Louisiana, Mississippi, Missouri, Nevada, New Jersey, and Pennsylvania. Harrah's also owns and operates the World Series of Poker tournament and brand, and manages casinos on Indian reservations. Globally, the firm owns or manages casinos in UK, Egypt, South Africa, and Macau, China. The company’s revenue for 2007 was $10. 8 billion. Las Vegas Sands Corp. founded in 1988 is another well known company that operates in casino hotels and development niche. It is headquartered in Las Vegas, Nevada. Some of its well known brands are The Venetian Resort Hotel Casino, The Palazzo Resort–Hotel–Casinos, the Sands Expo and Convention Center, and Venetian Macao Limited, a developer of multiple casino hotel resort properties in Macao, China. The company is expanding further with the opening of Sands Casino Resort in Bethlehem, Pennsylvania in 2009. The firm’s revenue for 2008 was $1. 7billion. Wynn Resorts Ltd was formed in 2002 by a former Mirage Resorts chairman and CEO Stephen Wynn. The company has two casinos in Las Vegas-â€Å"Wynn Las Vegas† and â€Å"Encore at Wynn Las Vegas†; one in Macau, China and another one, scheduled for completion in 2010, in Macau, China. Wynn Resorts’ revenue for 2008 was a little less than $1 billion. Industry predictions for future attractiveness and implications for MGM Mirage; Research question The casino hotel industry is sensitive to changes in the consumers’ disposable income; domestic and international travel volume; proximity to consumer base; as well as government regulations. The total gross revenue from gambling was $90. 9 billion in US in 2006-an increase of 7. 7% in comparison with the previous year. In 2009, the Casino Hotels industry is estimated to generate $42,324 million in revenue. The competition in the industry is very high and will probably continue to increase. Around 95% of casino visitors are local2. The casino hotel industry is in its mature life cycle stage. The industry shows signs of slow revenue growth. Lower profits triggered consolidations in the mid 2000’s amongst the major industry players- Harrah's merged with Caesars and MGM merged with Mandalay. These two players account for a third of the total industry revenue. Due to the saturation in the domestic market, some of the large industry operators are expanding internationally, mainly to UK and China, which further increases the competition in these countries. The downturn in the economy will most likely lead to continuous slow growth in the near future. The industry structure has shown that with high barriers to entry, moderate rivalry that is limited to 4-5 main competitors, and limited bargaining power of buyers, near-term profitability should be obtainable. There are growing negative social, political, and economic forces that will additionally impact the growth aspects of the industry. Approximately 70% of industry growth is related to these external forces, while 30% of industry growth is related to changes in industry structure. The negative consequences of the external driving forces outweigh the positive consequences of the industry structure. MGM Mirage accounts for approximately 14% of the total market capitalization of the industry and 15% of the total industry revenues and it will most likely follow the industry trends during the next one to three years. Therefore, the casino hotel industry appears unattractive for MGM Mirage. Keeping in mind these industry and competitor characteristics our group focused on researching the degree of threat and the likely future competitive moves that Harrah’s Entertainment, Las Vegas Sands Corp. nd Wynn Resorts Ltd will undertake in short (next 3-6 months) and long term (next 1-3 years). Pair-Wise Two-Step Competitor Analysis Model A pair-wise two-step competitor analysis model was utilized in order to understand and analyze MGM Mirage and its competitors’ future moves. The model consists of researching and evaluating the following aspects of rivals comp ared to the focal firm: market commonality, competitive asymmetry, resource similarity, intentions, beliefs, relative resource differences, past moves, and viable counter moves. The model provides a comprehensive understanding of the focal firm, the focal firm’s competitors, the rivals intentions, and facilities the extrapolation of feasible strategies for the focal firm (See Figure 1) 3. The first step of the model is to identify the degree of threat a competitor poses to the focal firm by defining the competitors and evaluating the focal firm and each one of the competitors as a pair in terms of market commonality, competitive asymmetry, and resource similarity. Competitors are identified as â€Å"firms operating in the same industry offering similar products and targeting similar customers†4. Competitors in this evaluation are limited to Casino Hotels, NAICS code 72112, which are classified by the US Census Bureau as an â€Å"industry that consists of establishments primarily engaged in providing short-term lodging in hotel facilities with a casino on the premises. The casino on premises includes table wagering games and may include other gambling activities, such as slot machines and sports betting†. Market commonality is defined as â€Å"the degree of presence that a competitor manifests in the markets its overlaps with the focal firm (multi-market competition)†5. Throughout this analysis, geographic regions as well as product types or offerings percentage contribution to gross revenue are utilized to analyze market commonality. Resource similarity is defined as â€Å"the extent to which a given competitor possesses strategic endowments comparable in terms of both the type and the amount to those of the focal firm (value chain)†6. The primary resources utilized to contrast organizations engaged in the Casino Hotels industry are financial strength, image, brand, product offerings, number of years in operation, number of casinos, and expansion plans. Identifying resource similarity of competitors is crucial because firms with analogous resources tend to implement comparable strategies, possess similar strengths, and suffer from similar weaknesses. The final phase of the first step in the competitor analysis model is to explore competitive asymmetry, which defines â€Å"What are the differences in market share across markets? Who has more market power? Where? †7 Competitive asymmetry helps to rank the degree of threat of competitor to the focal firm. The second step of the model consists of deriving competitor’s future moves and strategy from the information compiled in step one and their beliefs, intentions, and past strategic moves. Competitor’s beliefs consist of beliefs about their organization’s position in the market, the industry prospective, the focal firm, and the organization’s mission. Competitor’s beliefs provide a window into their intentions. The second phase is to infer competitor’s intentions such as primary objective, target market, attitude towards risk, and ownership objectives. The model used to analyze MGM Mirage’s competitors focused on debt to determine attitude towards risk, expansion focus to determine target market, and brand image to determine ownership intent. In order to reinforce the inferences made about a competitor beliefs and intentions, a timeline of the competitors past strategic actions are analyzed. Past actions of a competitor consist of changes in pricing model, product mix, promotions, and target market. In addition to the competitor’s past actions, the duration, frequency, and reason for past actions require additional analysis. Implementing the pair-wise two-step competitor analysis model provides estimations about a rivals future moves, when the moves will occur, how a rival will respond to the focal firm’s strategic moves, and what types of strategic moves to which the competitor is vulnerable. Understanding the focal firm’s competitors and their competitor’s future strategies and responses can be used to provide the focal firm with an edge in creating a sustainable competitive advantage. Methodology The group first looked to identify our research objectives, which primarily consisted of identifying the competitors to MGM Mirage who operate Hotel Casinos, analyzing the competitors using the pair-wise two-step model of competitive advantage to predict future strategies that would create a competitive advantage for the focal firm. Secondary research was conducted to determine the extent of research on consumer attitudes towards gaming, consumer demand for gaming, gaming consumer demographics, gaming statistics, and information pertaining to competitors of MGM Mirage who operate Hotel Casinos. A plethora of information was available on these topics from individual publications to industry overviews, and even more recently a casino hotel study, which helped to lay the foundation. Secondary research helped to focus the research questions and to provide general information about U. S. gaming consumers. The U. S. Census Bureau provided information and classification codes to help narrow down the research and potential competitors. Secondary data consisting of annual reports, public filings, news articles, business publications, analyst projections, and industry associations provided a magnitude of statistics and information. Harrah’s Entertainment Inc. Overview Harrah’s Entertainment is the world’s largest casino operator. The firm has long history and operates more than 50 casino hotel and golf facilities around the world. It went public in 1971. In 2008 the firm went private after its acquisition by Apollo Advisors and TPG Capital. It has more than 85000 employees and it focuses on first class facilities, services, operational efficiency, and technology leadership. Intentions Harrah’s intention is to be the number one or two casino operator in almost every major market in the US. The company is living up to their intention. There are only two major domestic markets where the company is noticeably absent Colorado and Detroit. In 2008, Harrah’s purchased Casino Windsor and rebranded it as Caesars Windsor. Although Windsor, Canada is across the river from Detroit, the company does not consider it to be part of the Detroit market. Harrah’s vision statement states the company strives for â€Å"each of our brands to be the overwhelming first choice for casino entertainment of its targeted customers†8. This statement suggests the company is committed to the entire brand portfolio and that brands are not used to merely fill the gap between price points. The statement also suggests the company is not satisfied with being the first choice but strives to be the overwhelming first choice. Harrah’s intentions are focused on the company being the best in the industry. Beliefs Harrah’s believes that their â€Å"differentiated and highly efficient business model provides competitive advantage†9. The company describes their strategy as a circular flow chart in which a strong brand portfolio builds customer loyalty which the company uses their decision science capabilities to further improve their brand portfolio thereby repeating the process. Harrah’s believes this business model will lead to same store gaming revenue growth and cross-market play. Harrah’s also believes their recent cost cutting initiative will provide tremendous operating leverage once revenue growth returns. The majority of the cost cuts have been in labor and benefits followed by marketing. Since Harrah’s was taken private, the company has substantially improved productivity. The company believes similar operational excellence will repeat itself in their recent cost cutting initiative. Past moves, countermoves, and timing Harrah’s has almost never been a first-mover to a new market. The firm did not enter Las Vegas until 1980, about 43 years after opening their first casino in Reno, Nevada. Even then, Harrah’s did not enter the market on its own. The firm gained a Las Vegas property when the company was acquired by Holiday Inns, which already owned a property in Las Vegas. In a similar sequence, Harrah’s entered also late to Atlantic City and was nudged into the market by their parent company, Holiday Inns. It was actually MGM Mirage that first proposed to build a property in Atlantic City in 1979. Despite having blueprints, the MGM Mirage property was never built, which opened the door for Harrah’s to enter Atlantic City a year later with a Holiday Inns project. In 1992, Holiday Corporation spun off their casino business from their hotel business and it wasn’t until 1995 that the casino segment was renamed Harrah’s Entertainment. Again, Harrah’s was a second-mover in another market. This time it was the international market. Harrah’s opened their first international property in New Zealand, almost a full year after MGM Mirage purchased their first international property in nearby Australia. More recently, Harrah’s has continued to take a conservative approach to international development with their wait-and-see attitude with regards to Macau, China and Singapore, the two regions driving international efforts at other casino operators. Harrah’s has even followed quickly behind MGM Mirage in acquisitions. In June 2004, MGM Mirage announced the purchase of Mandalay Bay for $7. 9billion. Not to be outdone, a month later, Harrah’s announced the purchase of Caesars Entertainment $9. 4billlion. The past actions of Harrah’s suggest the company will not be the first into new a market. Relative resource position As the largest and most diverse casino operator, Harrah’s has greater resources relative to MGM Mirage. Based on total assets, Harrah’s is nearly a third larger than MGM Mirage. Harrah’s operates 56 properties in 6 countries where as MGM Mirage operates 20 properties, all but the company’s Macau property are located in the US. Despite being larger in total size, the size of each of Harrah’s properties is considerably smaller than each of MGM Mirage’s properties. 10(See Figure 2) Harrah’s also has the industry’s leading customer loyalty program alled Total Rewards. Total Rewards allows players to earn cash, comps, and other benefits for playing at the company’s casinos. There are over 40 million members in the program and the company tracks approximately 80% of all gambling. Approximately 45% of all tracked play is cross-market play (guests who visit more than one Harrah’s property)11. The company considers the Total Rewards program â€Å"the engine† to generate same store gaming revenue growth and cross-market play through superior marketing and technological capabilities12 . The information in their customer database allows Harrah’s to profit by allowing them to monitor the play of all members and to focus marketing efforts on the highest return uses. Total Rewards benefits Harrah’s by driving revenue, optimizing costs, and maximizing profitability. Predictions Short-term In the short-term, Harrah’s actions will be determined by their financial position. Currently, Harrah’s has a large debt overhang, which will reduce the amount of further debt the company is willing and able to take on. Harrah’s is not expected to make big capital spending projects however; the company will remain focused on their intention of being the number one or two casino operator in almost every major market in the US (See figure 4). Harrah’s is predicted to increase non-gaming revenue by utilizing information gleaned from their Total Rewards program. As mentioned earlier, the Total Rewards program is one of the company’s largest relative resource advantages. In terms of product mix, Harrah’s has one of the lowest percentages of non-casino revenue to gross revenue of the four major casino operators. When further analyzing non-casino revenue, one will notice that Harrah’s has the lowest percentages of Entertainment, Retail, & Other revenue to gross revenue. The firm can use the Total Rewards Program to increase the non casino revenue mix. Its members will use their cards at stores, restaurants, and events in a manner similar to how they scan their cards while gambling. Harrah’s can encourage them to start scanning their cards at places other than the slot machine or the blackjack tables by providing discounts on purchases. Harrah’s could also count retail points in a method similar to the metrics used for gambling points like time spent gambling, amount wagered, etc. This information would show which restaurants, shops, or events are truly desirable to their customers and it could be mined from the Total Rewards database. Since the majority of Harrah’s customers are local, this strategy would not be a national strategy it should be tailored to specific properties (See Figure 3). Additionally, Harrah’s will seek a partner to continue construction on their Margaritaville property in Biloxi, Mississippi. The property is a $700 million project, which already includes the singer-songwriter and Mississippi native, Jimmy Buffett, as a partner13. Plans for the project were first announced in 2007 and a year later, the company announced construction will be delayed citing a poor economic environment. The primary reason for the desire for an additional partner is due to mounting financial costs but a partner should also provide experience in property construction and development, an area where Harrah’s is relatively inexperienced due to their focus on growth through acquisitions. Harrah’s should continue construction on the property because the economies of Gulf Coast region have held up relatively well due to higher reliance on the energy industry, which has benefitted from rising energy prices in the past year or so and is predicted to do well in the near future. Harrah’s has reaffirmed their commitment to the project and has received interest from prospective partners. Moreover, Harrah’s should continue with its regional expansion as legislation and financing permits. The past actions of the industry indicate that casino operators enter a state immediately after legislation allows slot machines and video table games like poker and blackjack. Once casino operators establish a presence in new markets, they strongly lobby for expansion of operations, which is typically successful in permitting full casino operations including table games. This sequence has recently repeated itself in Pennsylvania, West Virginia, and Indiana. It is predicted the next states will be Ohio, Rhode Island, and Massachusetts. Harrah’s already has a presence in Ohio when they purchased a bankrupt, horse-racetrack outside of Cleveland earlier this year. Since a bill was just passed in Ohio to allow slots, we believe Harrah’s will start to add slot machines to their new property outside of Cleveland. In repetition of the usual sequence, legislation was recently proposed to allow four full-service casinos in Ohio. This domestic expansion strategy will not risk cannibalizing sales from their other properties because the typical Harrah’s customer is local and the company does not have any properties east of Indiana except for Atlantic City and outside of Philadelphia. Long-term In contrast to short-term strategies based on domestic projects, Harrah’s is predicted to focus on international efforts in the long-term. During the past four years (2004-2008), the US casino and gaming sector experienced compound annual growth of 3. 7%, which includes a growth rate of -1. 3% in 2008 and is on pace for a decline of 8. 4% for 200914. Estimates of future growth are not very optimistic either. Growth is not anticipated to occur until 2011 at which time, it is expected to be gradual. Over the next 5 years (2010-2014), the domestic industry is estimated to grow at an annual rate of 4. %15. On the other hand, international growth has been much greater and is anticipated to continue. During the same year period (2004-2008), the international casino and segment industry experienced a compound annual growth rate of 7. 0%. Recent performance has also been strong including growth of 6. 2% in 2008. Future international estimates include a compound annual growth rate of 5. 8% from 2008-201316. Harrah’s will focus internationally given the attractive growth opportunities. As the figures suggest, growth in the casino industry is anticipated to be in the international market. Harrah’s has relatively lower percentage of gross revenue derived from outside of the US, only 10%, versus their three largest competitors who average 48%. Harrah’s actions acknowledge a focus on international expansion. A month ago, Harrah’s hired Peter Murphy, an executive from Disney, to oversee strategy and development because of his international efforts at Disney. One of the first areas Murphy will be asked to expand will be Macau, China, which passed Las Vegas as the largest casino gambling region in 2007. Harrah’s is also predicted to partner with a casino operator that already holds a gaming license in Macau. Currently only six operators have gaming licenses in Macau including Las Vegas Sands, Wynn, Galaxy Entertainment, Melco Crown Entertainment, STDM, and a partnership between MGM Mirage and Chinese casino mogul, Pansy Ho. It is most likely that Harrah’s will partner with Melco Crown Entertainment (Melco). Melco is an Australian-based company that focuses on the mid-market customer like Harrah’s. Harrah’s first international expansion effort in 1996 was in nearby New Zealand. Despite not having a gaming license, Harrah’s already has a presence in Macau. The company owns a 5-star golf center, which includes a golf school led by Butch Harmon, the number one golf instructor in the US. Perhaps more importantly is the land Harrah’s owns in Macau, including the 175 acres of their golf center. The location of the land is also beneficial as it is adjacent to one of only two bridges into Macau from China. Earlier this year, Michael Chen, Harrah’s Asia president, said, â€Å"as the largest gaming operator in the world, we have an interest in the largest gaming market in the world†17. Harrah’s is also predicted to develop online gaming operations for the UK market. Harrah’s, along with MGM Mirage, are the two largest proponents to legalize online gambling. Earlier this year, Harrah’s established a subsidiary in Montreal to formulate an online gaming strategy. Mitch Garber, the former CEO of online gambling giant PartyGaming, was selected to lead the operation. Despite being headquartered in Montreal, Garber’s hometown, the UK market is the most probable future market. Also in the past couple of months, online gaming was approved in the UK. Harrah’s is familiar with the brick-and-mortar casino operations in the UK as well. In 2006, the company acquired the London Clubs International. Establishing online gambling operations in other countries may also provide inroads to the online gambling in the US. As mentioned earlier, Harrah’s is a strong proponent of legalizing online gambling and has been lobbying to have legislation introduced. Harrah’s lobbying efforts appear to have started to bear fruit based on the introduction of a bill that proposes that online gambling be legalized and regulated in the US by Representative Barney Frank18. Additionally, Harrah’s will acquire The Lodge Casino and Hotel outside of Denver. This move is consistent with Harrah’s intention to be the number one or two casino operator in almost every major market in the US. In 1991, casino gambling was legalized in Colorado. Harrah’s entered this market with two casinos in 1993 through Eagle Gaming, which Harrah’s owned 1/6th. In 1996, Harrah’s sold the Colorado properties due to limited growth and uncertainty about taxes. Except for Isle of Capri, a $33M market cap company, no major casino operator has operations in the Colorado market. Most large casino operators are hesitant to enter this market because bets are limited to $5. Harrah’s focus on slot machines and low-rollers will suggest that the company will reenter the market. Las Vegas Sands Corp. (NYSE: LVS) History Las Vegas Sands is a casino resort company based in Las Vegas, Nevada. It is the world's leading casino based company with a market capitalization of 9. 72 billion as of August 2009. At one point in 2007, it had a market capitalization of $43. 7 billion, making its majority shareholder, Sheldon Adelson, one of the world's richest men. The company owns and operates The Venetian Resort-Hotel-Casino, The Palazzo Resort-Hotel-Casino, and the Sands Expo and Convention Center in Las Vegas and the Sands Casino Resort Bethlehem(TM) in Eastern Pennsylvania. It also owns and operates The Venetian Macao Resort-Hotel and the Sands Macao in the People's Republic of China (PRC) Special Administrative Region of Macau. In addition, LVS owns the Four Seasons Hotel Macao and is also developing the Marina Bay Sands(TM) integrated resort in Singapore. Furthermore, LVS is developing the Cotai Strip(R), a master-planned evelopment of resort-casino properties in Macau. At completion, the Cotai Strip will feature approximately 21000 rooms from world-renowned hotel brands such as St. Regis, Sheraton, Shangri-La, Traders, Hilton, Conrad, Fairmont, Raffles, Holiday Inn, and InterContinental. While the company's flagship property, The Venetian, is in Las Vegas, less than a third of LVS' total revenues came from Las Vegas by 2008. Macao gamin g industry revenues increased every year for a decade until 2007 and then fell in 2008. In January 2009, the revenues had dropped more than 30% from their levels in January 2008. Nevertheless, Las Vegas Sands’ three Macao properties generated 69. 6% of total revenues during 2008. After incurring a net loss of $164 million in 2008, LVS has set aside $3 billion in cash reserves as a cushion for its debt obligations. Perspectives The company's primary business objective is to provide a premium destination casino resort experience in order to drive superior returns on invested capital and to increase asset value. To achieve this objective, the company operates a â€Å"must-see† destination resort at a premier location in the heart of the Las Vegas Strip. LVS captures premium room rates through a differentiated superior all-suites product. It drives hotel occupancy and casino utilization through the link to the Expo Center and the Congress Center. LVS caters to a higher-budget customer mix by offering a unique combination of assets and facilities. The firm leverages the casino resort's premium co-branding strategy to drive revenues and targets premium gaming customers. Culture of Las Vegas Sands (Big risks and big rewards) Experienced Las Vegas operators have historically been richly rewarded for taking big risks. For example, Adelson, LVS Chairman and CEO, constructed the $105 million Sands Expo & Convention Center in 1990-the largest privately owned building of its kind in the country. When it opened critics viewed it as a foolhardy expenditure for a gambling town that had a publicly funded convention center. With the $1. 5 billion Venetian, which opened in 1999 next door to the Sands convention center, Adelson raised the stakes, betting that his flourishing trade show business could fill an upscale megaresort. He lured convention goers to the Venetian with bigger rooms and more hotel amenities, charging top room rates. Adelson proved to be a big risk taker and a big winner. He eventually refinanced the property and paid down the expensive loans, making the 4,049-room Venetian that opened a 1,000-room hotel expansion in 2003, one of the most profitable casinos of all time. By making piles of money on hotel rooms, Adelson helped redefine a business that had focused on gambling revenue at the expense of other amenities. His success at the Venetian was imitated by competitors such as Mandalay Resort Group, now part of MGM Mirage, which opened a 1. -million-square-foot convention center in Mandalay Bay in 2003. The convention business, a big part of the Strip’s growth after 2001, has helped to maintain high room rates in Las Vegas during traditionally slower periods creating year-round demand. Las Vegas Sands was once the envy of Wall Street. In fall 2007, with seemingly unlimited growth prospects in Macau, which was the most lucrative gambling market in the world, the company’s share pric e reached $150. Shortly after that, the company market value plummeted more than 90 percent. Some industry analysts argue that LVS executives played a key role in the financial decline, pushing ahead efforts to dominate the Macau gambling market and stretching the company thin, even as indicators showed that credit was drying up and tourism was faltering. Operations in Asia (Recreating the Las Vegas Strip in Asia) Macau, a semi-autonomous province of China, began welcoming Western casino operators in 2002 in an effort to rise above its roots as a seedy gambling den and broaden the region’s appeal to Asian tourists with Las Vegas-style resorts. Las Vegas Sands was the first Western company to open a casino in Macau, in 2004. The early bet paid off. The company recouped its $240 million Sands Macau construction budget within a year of the opening. The casino, which has more than 600 table games yet fewer than 300 hotel rooms, primarily offered to Chinese gamblers for free, gained a foothold ahead of the resorts that followed. The company appears to be performing respectably in desperate times, including achieving 92 percent capacity at the Venetian and 95 percent at Palazzo, at rates of more than $200 a night in quarter three of 2004. The Venetian Macau attracted a record 6. 6 million visitors that quarter. As the lead architect in Macau, Las Vegas Sands, which beat out American competitors for rights to build one of two casino resorts to open in Singapore in the coming year, is well-positioned to compete for opportunities in places such as Japan and Taiwan, where observers argue that casinos are simply a matter of time. Trends LVS has large exposure to the Macao gaming market and the company will fight any new or potential competitor there. In 2008, 69. 6% of LVS's total revenues came from Macao. The Venetian Macao alone produced $1. 9 billion in revenues during 2008 while the company's Las Vegas properties produced only $1. 3 billion that year. The Macao gaming market is largely dependent on the Chinese market and economy. While Macao gaming industry revenues had increased every single year for nearly a decade up until 2007, gaming revenues for the region started to decrease in 2008. Industry revenues in January 2009 dropped by 30% in comparison with revenues gained in January 2008 as the global economic crisis affected Asian gamblers. LVS is committed to Macao market exposure with its â€Å"Cotai Strip† development in the works and if the market continues to worsen, Las Vegas Sands could see its bottom line affected accordingly (See Figure 5). Despite economic slowdown, LVS is expanding. The company is building new resort in Singapore, called Marina Bay Sands, and in Bethlehem, Pennsylvania, called Sands Bethworks, despite the slumping casino industry that is causing companies like Riviera Holdings to default on their credit lines. Because LVS has already begun construction on these resorts, the company cannot cut the casinos funding even as it laid off over 11000 of its staff in 2008 to cut costs. As a result, the company has accumulated heavy debt. In March 2009, LVS had over $10 billion in debt from financing aggressive growth projects. The company has about $3 billion in cash to cushion upcoming debt obligations but LVS's expansion investments occurred at the beginning of a global recession, worsening the firm’s financial positions. At the end of 2008, LVS' assets were valued at $17. billion, over 38% higher than its $12. 4 billion in liabilities. Macao's gaming laws and taxes are relatively new and have a few precedents, making them quite vulnerable to sudden change. China has a large and affluent middle class, but for many years travel and currency restrictions have made it difficult and undesirable for visitors to come to Macao. The Chinese government relaxed many of these restrictions in 2002 whe n it first granted gaming licenses and ended its state-run gaming monopoly. As a result, the Macao gaming market grew to generate over $928 million in revenues in January 2009. Predictions (short and long term) for Las Vegas Sands In the next 1- 2 years the expectation is that Las Vegans Sands will maximize the cash flow from its current operations in Las Vegas and Macau, including through the implementation of annualized cost savings. At the same time, the firm needs to complete on time and on budget the properties currently under development in Singapore and Bethlehem, Pennsylvania in order to stay afloat. Long term Las Vegas Sands will keep increasing investments in Cotai Strip, the area that is rapidly transforming Macau into a world-class resort destination. The company could potentially expand in Japan, Thailand, and India as it looks for growth opportunities in the vibrant Asian region. Wynn Resorts, Limited (Ticker: WYNN) Wynn Resorts, a Nevada corporation, was formed in June 2002, is led by Chairman and CEO, Stephen A. Wynn, and is a leading developer, owner, and operator of destination casino resorts. Wynn Resorts owns and operates three casino resorts: â€Å"Wynn Las Vegas†, â€Å"Encore at Wynn Las Vegas†, and â€Å"Wynn Macau†. In addition to these three properties, Wynn is currently constructing Encore at Wynn Macau, an expansion of the Wynn Macau resort. During 2008, the casino resort business experienced difficulties due to a number of factors affecting consumers, including a slowdown in global economies, contracting credit markets, and reduced consumer spending. Steve Wynn is the preeminent designer, developer and operator of destination casino resorts and has developed brand name status. Wynn’s involvement with the casino resorts provides a distinct advantage over other gaming enterprises. All of the Wynn resorts are designed and built to provide a premium experience. The casinos are marketed as full-service luxury resorts and casinos in the leisure, convention, and tour and travel industries. The resorts are marketed directly to gaming customers using database marketing techniques, as well as traditional incentives. While there is significant competition in the Las Vegas and Macau markets, Wynn seeks to differentiate from other major resorts by concentrating in its fundamental elements of design, atmosphere, personal service, and luxury. Intentions / Beliefs of Wynn Resorts In relation to MGM Mirage, Wynn Resorts competes in similar geographic markets, primarily Las Vegas and Macau, with secondary markets in Atlantic City, Riverboats, etc. However, based upon Wynn’s detailed disclosures in its public financial statements, press releases, and transcripts from earnings calls, Wynn Resorts believes that it has a fundamental core competency in providing an atmosphere of the utmost luxury. Therefore, it may be possible that while Wynn Resorts and MGM Mirage compete in the same geographic markets, the companies will compete for a slightly different customer base. Wynn Resorts has consistently targeted those customers with a very large net worth and require the most luxurious accommodations. In that regard, Wynn Resorts has found that it is not necessary to typically use comps and other forms of customer promotions to attract the wealthiest clients. The company attempts to portray itself as the top-tier casino-hotel, providing unmatched services for those individuals that demand the very best in customer service and quality. Therefore, it appears that Wynn’s intentions are to attract customers through the marketing of its luxurious hotel-casino properties, particularly in Macau. In Wynn’s 2008 annual report, expansion plans were described for the Macau geographic area. â€Å"We have commenced construction of Encore at Wynn Macau, a further expansion of Wynn Macau. Encore at Wynn Macau will add a fully-integrated resort hotel to Wynn Macau, planned to include approximately 400 luxury suites and four villas along with restaurants, additional retail space and additional VIP gaming space. We expect Encore at Wynn Macau to open in 2010†19. In addition, Wynn Resorts has improved approximately 142 acres of land for use as a golf course in the Las Vegas area. However, no future improvements are planned due to the current economic environment. Based on these disclosures, MGM Mirage management can be certain that Wynn Resorts continues to belief that its best prospects for growth are in the Asian gaming market, evidenced by its expanding construction projects in the Macau region. Wynn Resorts also believes that future development opportunities in the Las Vegas area may present profitability. However, current economic conditions may not make these development projects profitable in the near-term. Meanwhile, Wynn Resorts expects that MGM Mirage’s CityCenter project, along with other Las Vegas expansion projects by industry competitors present significant competitive challenges in the near-term. Past moves, countermoves, and timing of Wynn Resorts Since its inception in 2002, Wynn Resorts has attempted to distinguish itself amongst the fierce competition in the casino industry by developing casinos that are â€Å"state-of-the-art†, cutting-edge, and luxurious. Wynn Resorts attempts to attract the wealthiest of customers that have a propensity to spend more of their disposable income on luxury items, specifically gambling-related activities. As a result, Wynn Resorts is not overly concerned with differentiating their products based upon price. Wynn Resorts is focused on product differentiation. This is evident by Wynn Resorts statement that â€Å"we are attempting to differentiate the Wynn products. However, at this time, we are uncertain how our customers will value the existing Wynn properties on a relative basis†20. Wynn Resorts is attempting to differentiate its casinos from one another not based upon price, but based upon qualitative factors such as the availability of restaurants, spa services, shopping boutiques, nightclubs, etc. Typically, competitors in the casino industry have limited strategy initiative options. These options include expanding to new domestic markets, expanding to new international markets, and providing additional services at pre-existing casino-hotels. During the past several years, Wynn Resorts has chosen to avoid providing additional services at pre-existing casino-hotels (i. . Wynn Las Vegas), but instead move forward with large expansion projects both domestically and internationally (Encore at Wynn Las Vegas and Wynn Macau). Relative resource position of Wynn Resorts As of year-end 2007, Wynn Resorts held approximately 8% of the total market share in the Nevada region, as compared to 18% market share owned by MGM Mirage. As stated previously, Wynn Resorts currentl y has three casinos, two in Las Vegas, one in Macau) as compared to MGM Mirage’s twenty casinos. Recently, Wynn Resorts has been noncommittal in its disclosures regarding future expansion projects. Wynn Resorts is in a position of strength in terms of financial stability, as its financial statements display large amounts of current assets along with positive cash flows and manageable debt ratios. Wynn Resorts has a risk-averse attitude towards the growth of its balance sheet. The company is not highly leveraged and has over $1 billion in cash to assist in absorbing losses during the current recession. An additional source of competitive advantage for Wynn Resorts is the leadership of Stephen Wynn. Mr. Wynn has several decades of experience in the gaming industry, and has been instrumental in the construction of the Bellagio, the Mirage, and Wynn Las Vegas. Generally speaking, Steve Wynn is known as â€Å"The Man Who Helped Reinvent Las Vegas†. Mr. Wynn’s importance to the organization is paramount, and â€Å"The loss of Stephen A. Wynn would significantly harm Wynn’s business†21. When considering brand and image, Wynn Resorts has strong brand loyalty amongst customers in the â€Å"high roller† community, as well as strong brand recognition in Las Vegas and Macau. However, due to the lack of presence in other areas of the United States, Wynn Resorts is not currently leveraging the notoriety of its brand name and Steve Wynn’s reputation as an innovative leader in the industry. Predictions (short and long term) for Wynn Resorts Given the strong financial position of Wynn Resorts and their historically selective approach to casino expansion, Wynn Resorts will not expand the number of casinos in operation in the near term (12- 18 months). On November 2009, Wynn Resorts has stated to its shareholders that they would not focus efforts on expanding in the U. S. until the business environment improved. Instead, it is predicted that Wynn Resorts will instead make enhancements to their two existing casinos in the Las Vegas market. â€Å"In response to our evaluation of our Las Vegas operations and the reactions of our guests, we have and expect to continue to make enhancements and refinements to our resort,† the company said this week in its quarterly financial report in November 2009. The projected expansion in the casinos will enhance the availability of pools, food and beverage services, and nightlife offerings. MGM Mirage may respond to Wynn’s actions by also expanding upon its casino customer offerings. Furthermore, MGM Mirage should also avoid direct casino expansion during a depressed economic environment. Instead, MGM Mirage should strive for financial stability while attracting customers with non-gaming services and accommodations. Being that Las Vegas is a mature market with several strong competitors, MGM Mirage may consider its presence in other domestic regions in the Midwestern section of the United States. Over the next 18 – 48 months, however, Wynn Resorts will continue to engage in competition as it relates to worldwide casino expansion. By analyzing the growth in industry revenue, and the statistics described regarding market commonality, Wynn Resorts will most likely directly engage in a battle with Las Vegas Sands for market share position in the Macau region. Additionally, Wynn Resorts will continue its financially frugal decision-making patterns by purchasing racinos and undervalued real estate properties with the intention of capturing profits through capital appreciation. These types of purchases by Mr. Wynn and Wynn Resorts have been consistent with actions portrayed during the past three years. MGM Mirage may engage in the competition for casino expansion in the Macau region, but should be cautious in making full-scale investments into a casino market already fully dominated by Las Vegas Sands and Wynn Resorts. Instead, cooperative arrangements and joint ventures may be suitable alternatives (See Figure 6). Summary and Conclusions The casino hotel industry is sensitive to changes in the consumers’ disposable income, domestic and international travel volume; proximity to consumer base, as well as government regulations. The industry structure consists of high barriers to entry, moderate rivalry that is limited to 4-5 main competitors, limited bargaining power of buyers, allowing for the possibility of near-term profitability. The pair-wise model utilized provided a comprehensive understanding of the focal firm, the focal firm’s competitors, the rivals intentions, and facilities the extrapolation of feasible strategies for the focal firm. In order for MGM Mirage to create a competitive advantage, the company should focus on geographic expansion in US and on international expansion, through cooperative arrangements with other industry players, improved operational efficiency to minimize costs, and technological advancement to maximize revenue. In the short term, MGM Mirage may be able to extract profits from the market by creating a competitive advantage but long term the industry structure, negative social, political, and economic forces will negatively affect the growth aspects of the industry.

Red Cedar Redevelopment Project Research Paper Example | Topics and Well Written Essays - 2000 words

Red Cedar Redevelopment Project - Research Paper Example Creating eco-friendly nature trails, paths and social infrastructure such as sitting places in Parks, play grounds for children, restaurants and a movie theatre for entertainment. Another activity involves the development of passive recreation activities such as playing chess and active events such as golfing and baseball games. Zone 3 focuses on play, work, and comfortable living. The redevelopment activities proposed will include the provision of an active, welcoming social and urban environment. This will be provided through the construction of ample parking, the unity of cultures, integration of cultural values and education into the entire environmental aspects. Zone 4 will concentrate on modernizing the streetscapes. This will be achieved through making the area welcoming, dense/urban and vibrant. Urbanisation will be achieved through the construction of first-floor commercial and residential buildings to rival the current generational building structures. A variety of pedestri an friendly setbacks with ample space for social events will be included in the redevelopment plan. The redevelopment plan advocates and will use modern construction materials to achieve state of art status of the buildings and other structures to be erected. In addition, the redeveloped facilities will use art and multi-sensory experiences to attract the public to the golf course and other facilities in the town. These four zones describe the geography of the site. The community vision and values transcend the site’s redevelopment.

In respect of a Director of a UK authorised service company and their Essay

In respect of a Director of a UK authorised service company and their obligations under FSMA 2000, the Criminal justice act and - Essay Example the proliferation of statutes that essentially deal with the same problem there is a perception that each statute must necessarily be introducing a different aspect of the law. It makes sense that insider dealing should be simplified and included in one statute that could cover each of the behaviours that the government seeks to prevent and monitor. This research study demonstrates how the law relative to insider dealing can be simplified by simply placing it in one statute. By taking this approach directors can more easily inform themselves of the prohibitive conduct and have more certainty as to what amounts to insider dealing and what the consequences of insider dealer are. In this research study is divided into two main parts. The first part of the paper defines insider dealing and analyses the statutory provisions defining insider dealing. The second part of the paper analyses how and why insider dealing laws should be simplified. Insider Dealing Definition Dealing refers to act ivities in which an individual obtains: Or disposes of the securities himself, whether for himself or as the agent of some other person, or procures an acquisition or a disposal of the securities by someone else.5 Information in the context of inside dealing refers to inside information associated with â€Å"the securities themselves or to the state of the company† issuing the relevant securities.6 Grier defines insider dealing as gainful use of â€Å"secret information† related to investments that are traded in the open market by â€Å"those who are privy to that information and should not be taking advantage† of that information and knowledge.7 These definitions take account of the fact that insiders have sensitive market information that can significantly influence buying and purchasing behaviour and investment trends generally. An insider with this kind of information can exploit this knowledge for purposes that can either harm the company or the market for self-gain.8 It is entirely understandable that insider dealing laws are promulgated to safeguard against market abuses that constitute insider dealing. Statutory Definitions and Regulations of Insider Dealing The Criminal Justice Act 1993 which implements the EU Directive on insider dealing creates two offences of insider dealing.9 The offence of insider dealing occurs when an â€Å"individual has information as an insider in circumstances mentioned in subsection (3)† and â€Å"deals in securities that are price-affected securities in relation to that information.†10 Subsection (3) provides: The circumstances referred to above are that the acquisition or disposal in question occurs on a regulated market, or that the person dealing relies on a professional intermediary or is himself a

Fashion blog posts Wedding Essay Example | Topics and Well Written Essays - 750 words

Fashion blog posts Wedding - Essay Example The paper "Fashion blog posts Wedding" provides information about wedding dresses. One of the latest trends for bridesmaids is with the summer style dresses. If you want to tap into the perfect fit, then you can look at styles and designs that are cocktail length, which creates a look of both elegance and high – end style for bridesmaids. You can also find suitable fashion statements with off the shoulder and one – sleeve styles. If you want to add even more beauty, then you can find subtle accents, such as pleats and cuts that create a feeling of ambiance from every bridesmaid. With the newest trends in bridesmaid dresses, you will easily be able to make your summer wedding a fashionable occasion. Fashion sense for brides to be begins with a white dress, but also includes making a last statement that is based on the hottest trends of the season. The evening wear that is available for brides – to – be can help you to show your strong fashion sense while al lowing you to make the most out of an engagement or Bachelorette party. When you are planning for the extra evening dresses, you want it to show off an en vogue style that makes a statement as your last party as a single. The latest trends include dresses that are defined with pleats and twists that will keep heads turning for your evening out. These are combined with cocktail style length dresses that refine elegance so you can create the perfect slant to the fashion statement you want to make before your wedding.

Discuss and explore the evolution of the vampire in the Research Paper

Discuss and explore the evolution of the vampire in the litearature,film,and popular culture - Research Paper Example Through it all, the vampires in vampire lore, and Edward in Twilight reflect societal consciousness, while assisting society in accepting that sometimes that which might seem evil is not really. The vampire is emblematic of all of these feelings of desperation, torture and loss, as well as being a symbol of destructive power and abstract horror, that invades our imaginations and sensibilities. As a symbol of desperation, however, the vampire perhaps has more in common with the desperate French nobility during the time of the French Revolution, such as the Princesse de Monaco, a noblewoman of the house of Choiseul-Stainville who died at the guillotine in 1794 (Loomis, 333). This is because the vampire is often the epitome of nobility, and â€Å"well-groomed horror,† and is often portrayed as wealthy (Abbott, 52). That said, the essence of the vampire is often desperation, even if the image is not of nobility. Part of their desperation comes from their status as being outsiders in society, an alien other. This causes the vampires to be stunted in their growth, as they cannot grow spiritually, in character or in relationships (Auerbach, 112). They have pathos because of their misrecognised identities, as they are innocent, but their innocence is hidden by their bodies, who are the very essence of evil. The modern vampires of the twentieth century, states Beck (94), as the allure to modern audiences because of their sense of pathos about what they are and the fact that they are painfully aware of their outsider status. Yet they also are a mirror for the desperations that human beings feel as well. Therefore, their desperation is felt not only by themselves, but also performs the function if reflecting mankind's own desperation. For instance, Bradshaw (2), tells of a psychologist who, upon reflecting upon a human patient who destroyed the helpless for profit and created a hellish home for the aged remarked about a vampire was not her first predator that she h ad known, but, rather, was just more honest and direct about it. In other words, the vampire is reflecting the desperation, or, in this case, the degradation of the human, and the vampire thus serves this purpose. The vampire also should not really be considered to be an outsider because he is so much like the human, only better, as he does not try to hide who he is, where a human might. Butler (1735) concurs. She states that the vampire is an embodiment of the monster within us, and serves the purpose in showing that human monsters are not so bad once you get to know them, while also allowing us to feel powerful as the monster himself. For Butler, the vampire is the embodiment of evil, yet, with their trappings of wealth, they make the evil somewhat appealing and with positive aspects. The vampire also is portrayed as a tortured being, much like the prisoners were tortured in the Bastille during the French Revolution. The torture sometimes takes the form of actual physical torture, such as the scene in Return of the Vampire (1943), in which the vampire is dragged into the sunlight and staked, leaving behind a rotting corpse(Gordon and Hollinger, 58). In Horror of Dracula in 1958, the death of Dracula by sunlight â€Å"is presented as a painful attack upon the victim's body...burning the vampire's skin to ash.† (Gordon and Hollinger, 101). The victims of the vampires are also tortured beings, such as the victims in George Romero's Martin. These victims have their wrists slit with razor blades, as the

Arbitration Coursework Example | Topics and Well Written Essays - 2500 words

Arbitration - Coursework Example and Malaysia and hence the contract between them is an international contract attracting the law of international commercial arbitration. The contract envisages supply of toilet flushes by the Malaysian company to the London plumbing firm. It is clear that their contract has a clause for arbitration to be resorted to in the event of disagreement or dispute between them. On the one hand, George Ltd of London wishes to terminate the contract and Cheap Stock Corp of Malaysia maintains that George Ltd’s demand for termination is a violation of the contractual terms, on the other. This constitutes a dispute between them warranting arbitration as provided by the arbitration clause of the underlying contract. The arbitration agreement if valid will enable the arbitrators to decide whether the London firm is entitled to prematurely terminate the contract entered into with the Malaysian company by examining the terms of the underlying contract. ... The seat or legal place of the arbitration shall be [city and/or country]. The language to be used in the arbitral proceedings shall be [language]. The governing law of the contract shall be the substantive law of [jurisdiction].†3 If the parties have not chosen any institutional arbitration, UNCITRAL Arbitration rules provides for Ad hoc arbitration according to which the arbitration clause shall be as follows. Ad hoc arbitration under UNCITRAL Arbitration Rules â€Å"All and any disputes or differences arising out of or in connection with this Agreement, or the breach, termination, or invalidity thereof, shall be referred to and finally resolved by arbitration in accordance with the UNCITRAL Arbitration Rules [as at present in force/as in force at the time when arbitration proceedings are commenced] (‘the UNCITRAL Rules’).†Ã‚  4 The adhoc arbitration clause is more inclusive in that it includes even differences apart from disputes relating to â€Å"agreem ent or breach, termination or invalidity thereof.† 5 Since the parties do not appear to have chosen any institutional arbitration, Adhoc arbitration as per the UNCITRAL rules may be applied. The relevant rules in this connection stipulate â€Å"The Notice of Arbitration shall be served in accordance with Article 3 of the UNCITRAL Rules†. 6 Further, the appointment of arbitrators and their numbers (one or three) and the authority (institution) by whom to be appointed are also to be governed by the UNCITRAL Rules. The place and the seat of the arbitration such as city and/or country and language of arbitration will also be named by the authority. Validity of the arbitration agreement in the contract The contract in question contains the term ‘any disagreement or dispute between the parties

Political Science - Postmodernism Essay Example | Topics and Well Written Essays - 1500 words

Political Science - Postmodernism - Essay Example The essay "Political Science - Postmodernism" analyzes postmodernism era and political science. Postmodernism is a term which was initially encountered a decade or more ago and was at that time associated with current developments in the arts and architecture. Gradually the term's usage spread to other cultural spheres and a variety of academic disciplines. A voluminous literature now exists and numerous efforts have been made to interrelate postmodernism among diverse disciplines. In general, postmodernism is a cultural development with spin-offs in political science. There is no simple description of postmodernism. It is a dissenting voice levelled at the claims of the Enlightenment tradition and what is understood as the period of modernity embarked upon with the emergence of capitalism, industrial society, the nation-state, and the cultural turn toward individualism. In philosophy, postmodernism announces a "vigorous denunciation of abstract reason and deep aversion to any projec t that sought universal human emancipation through mobilization of the powers of technology, science, and reason". As Harvey further explains, the confidence in the association between scientific and moral judgments has collapsed, aesthetics has triumphed over ethics as a prime focus of social and intellectual concerns, images dominate narratives, ephemerality and fragmentation take precedence over eternal truths and unified politics, and explanations have shifted from the realm of material and political-economic groundings. towards a consideration of autonomous cultural and political practices (Harvey, 1989, p. 328). Postmodernism: Implications for Political Analysis One of the most significant generalizations about the consequences of postmodernism is that it affects not only the pace of our daily lives but our attitudes about knowledge, the power of political science and reason, and our confidence in the future. We become sceptical, insecure, uncertain and doubtful. (Colin 2002, p.9) As Harvey notes, "it is impossible to say anything of solidity and permanence in the midst of this ephemeral and fragmented world (Harvey 1989, p. 291). Everything we do and experience faces "the challenge of accelerating turnover time and the rapid write-off of traditional and historically acquired values" (Harvey 1989, p. 291). Postmodernists have proposed a fresh start to understanding and conducting political analysis. They draw upon bodies of literature that are not usually part of international theory, including philosophy, cultural studies, feminist theory, geography, and linguistics. (Colin 2002, p.14) Another narrative, that of aesthetic sensibility, (Colin 2002, p.3-4) explores the cultural symbols and conventions that have been used to represent the modern world and its relationships with the rest. Here, the inquiry focuses on the culture of modernism--examining the styles of artistic, literary and cultural representation through which modem society has represented itself: its characteristics, hopes, dreams and nightmares, beliefs and goals. This account relates closely to modern literary and artistic criticism--which probes the values, sentiments and meanings embedded in the canons of western art and literature. The representational account is concerned with broad patterns of sense and meaning that inhere in modem cultural products and seeks to connect these

Book vs. Film(life of pi) Essay Example | Topics and Well Written Essays - 1250 words

Book vs. Film(life of pi) - Essay Example The second part describes the circumstances that led to the sea voyage that forms the core of the story, and the third section is a detailed description of Pi’s experiences at sea. The fourth and final section of the novel includes the author’s sentiments and tells of Pi’s rescue and explains the how the story developed. Pi’s adventure starts when the ship they were sailing on gets shipwrecked and he is stranded on a life boat in the company of a Bengal Tiger named Richard parker. In the film, Pi is accompanied by Richard Parker, an Orangutan monkey, a Zebra and Hyena. This paper seeks to discuss Life of Pi by focusing on several points and the spirit of survival, its impact and significance in life. Pi was brought up as a Hindu by his family a characteristic that can be attributed to him being a vegetarian. As Pi grew older, he discovered the existence of Christianity and Islam religions, which he investigated and explored extensively. He came to the conc lusion that the three religions had their benefits thus; he decided to practice all of them since all he wanted was to love God (Martel, 2012). This is illustrated by his conclusion regarding the two visitors to their zoo who belonged to two different religious affiliations, yet they had identical names. Pi concluded that even though they belonged to two extremely different religious inclinations, they still sought to gain a higher understanding and love a higher supreme deity. Pi’s experience with the three religions can be construed to have prepared him to deal with what he faced at sea (Martel, 2012). The aspects above are better illustrated in the book than in the film adaptation because the book offers the reader the opportunity to use their imagination, understanding, perspective and insight to recreate the author’s intended premise. Pi faced a life threatening situation at sea and his faith in religion can be attributed to his triumph over adversity especially i n matters of faith when he was faced with doubt. The animals that were in Pi’s company on the life boat served to enlighten Pi on the need of being string when faced with adversity. The Hyena threatened Pi’s life by snarling at him an indication that it meant him harm. The hyena killed the grants zebra and the orangutan monkey then ate them after which Richard Parker the tiger killed and ate the hyena leaving it and pi as the sole occupants of the vessel. This served as a very significant lesson for pi because it helped Pi realize that in order for him to survive; he had to gain control of the tiger. This incident also taught Pi that the world was only meant for the strong and those who were ready to live by any means necessary (Martel, 2012). It helped Pi realize that the world had no room for the weak as illustrated by the way the hyena eliminated the other animals who could not fight or fend defend themselves on the life boat. Pi comes to the conclusion that in orde r to secure his survival he has to establish a hierarchy on the life boat so as to facilitate a peaceful coexistence between him and the tiger. Pi’s use of animal psychology and training techniques he learnt from their zoo is an illustration of how adversity has the ability of exposing an individual’s hidden potential and abilities. The film adaptation of the novel is more illustrative of the above aspects because the situation on the life boat is brought to life for the audience. The theme of life is

Qs on Forests Essay Example for Free

Qs on Forests Essay He suggestedthat a proper system should be introducedto protect the forest. He helped in formulating the Indian Forest Act of 1865. (Q. )Who was Dietrich Brandis? (1 Mark) (Ans) Brandis was a German who gave advice to the British regarding thereckless cutting of trees by the local people and the traders. He feared that it would destroythe forest. Brandis was also madethe first Inspector General of Forests in  India. (Q. ) What was the idea of plantation in colonial period? (1 Mark) (Ans) The Colonial Government took over the forests and gave away those to European planters at cheap rates. They had cut down the forest for land to start the plantation. This was another way for deforestation. Large areas of forests were cleared to make way for the plantation of tea, coffee and rubber to meet the growing demands of these commodities in European countries (Q. )Can you relate the progress of railways with the idea of deforestation in colonial period? Explain. (1 Mark) (Ans) 1) Railways were essential forcolonial trade and for the movement of imperial troops. As the railway tracks expanded, a larger number of trees were felled to meet up the growing demand of timber and fuel wood. ) The government gave out contracts to individuals to supply the required quantity of timber. These contractors started random cutting of trees and this led to immediate disappearance of forests around the railway tracks. (Q. )What is meant by the term deforestation? (1 Mark) (Ans) Cutting down of trees in huge numberof forest area to fulfill the demand of developing civilizations is known as defor estation. In other words, cutting and destroying of forest resourcesis deforestation. During the period of colonialism,deforestation took a systematic approachfor the purpose ofindustrial development. Q. )  Mention the changes seen in the features of forest resources during  industrialisation. (1 Mark) (Ans) The period of industrialisation, i. e. , the years from 1700 to 1995, witnessed a drastic reduction in the earlier huge diversity of forest resources all over the world. Around 13. 9 sq. km of forest lands, i. e. 9. 3% of the world’s forest area, was cleared  for the needs of industrialisation, cultivation, pastures and fuelwoods. (Q. )How did the Forest Act affect the lives of the common Indians? (1 Mark) (Ans) The Forest Act brought severe hardships for villagers across the country. After the Act, their everyday practices – cutting wood, grazing of cattle, collection of fruits and roots, hunting and fishing were treated as illegal activities. People were forced to steal wood from the forests and when caught, were at the mercy of the forest guards. (Q. ) What are the recent developments in forestry? (3 Marks) (Ans) 1) The concept of forest  management has changed since 1980. It was observed by the government that implementation of strict forest laws was leading to stealing of timbers and illegal hunting. ) Forest dwellers were kept away from the implementation procedure of these laws andtherefore, it generated conflict between the two parties – the government and the villagers. 3) Indian adivasis preserve the forest land and resources and therefore, the government is involving local people in the matters like safetyand security of forest land, forest products and wild animals. (Q. ) Elaborate  some of the activities of the people of Bastar. (3 M arks) (Ans) 1) The people of Bastar believe deeply in the village and its offerings. Since the village peopleknow the boundaries of the village, they look after the natural resources. ) If people from a village want to take some wood from the forests of another village, they pay a small fee called  devsari,  dand  or  man  in exchange. Some villages also protect their forests by engaging watchmen and each household contributes some grain to pay them. 3) Every year, there is one big hunt where the headmen of villages in a  pargana  (cluster of villages) meet and discuss issues of concern, including forests. (Q. ) Who was Samin? What was his challenge to the Dutch? (3 Marks) (Ans) Surontiko Samin was a resident of Randublatung  village  of  Java. 1) In 1890, he  began questioning the state ownership of forest. He argued that the forest and its resources were the gifts of nature. Thus, the state could not have any right over it. 2) A widespread movement developed and by 1907, 3,000 families were following his ideas. They challenged the Dutch authority byrefusing to pay taxes and by lying down on their forest lands when the Dutch came to survey it. Others refused to pat taxes or fines or perform labour. (Q. ) What are the similarities between colonial management of forests in Bastar and in Java? (3 Marks) (Ans) 1) In both Bastar (India) andJava (Indonesia), the colonial management of forests led to rebellions. ) In Bastar, the forest management was in the hands of the British and in Java, it wasunder the Dutches. 3) Both the governments wanted timber for their needs and worked for their own monopoly. When the forest communities in both the regions had to leave their land, rebellions occurred, which were subsequentlycrushed. Q. ) How did the forest  rules affect cultivation? (3 Marks) (Ans) 1) European foresters regarded the practice of shifting cultivationharmful for the forests. They felt that theland which was used for cultivation every few years could not grow trees for railway timber. When a forest was burnt, there was the added danger offlames spreading and burning valuable timber. 2) Shifting cultivation also made it harder for the government to calculate taxes. Therefore, the government decided to ban shifting cultivation. 3) Many communities were forcibly displaced from their homes in the forests. Some had to change occupations, while some resisted through large and small rebellions. Q. )How can you say that the spread of railways brought deforestation during the Colonial Period? (3 Marks) (Ans) 1) In 1850s, the spread of railways created a new demand.

Analysis of Tesco Website and Finances

Analysis of Tesco Website and Finances Introduction: In this task I am looking at three different methods of appropriate to the users needs of Tesco. The three methods I be doing is a report of the Tescos business e.g. finance, chart of showing the financial report and a web page. I also be producing a corporation communications e.g. poster. Then I also am evaluating the external corporate communication of an existing product or service. In the last, I will be evaluating the effectiveness of business information and its communication as key contributors to the success of an organisation, using examples to illustrate your point which will cover P1,P2 and P3.          Report: Tesco Internal results 2014/2015: For the UK like-for-like sales it had decreased by 4.6%, which was impacted by the strong competition by its rivals across the grocery market, there was headwinds such as price cuts and fewer untargeted promotions. Tesco had an  £0.9bn Group trading profit with a year-on-year decline which reflected the challenges of its UK business. Tesco had its Total UK online sales raised to 11%; with like-for-like sales growth of +0.8% in UK convenience stores. The Interim dividend was at 1.16p as previously announced; with full-year capital expenditure reduced to  £2.1bn. The New Executive team in place was reviewing all strategic options to create a greater shareholder value. Preliminary results 13/14: Tesco has had an  £3.3bn trading profit year-on-year decline which they must reflects the challenges of its operations in UK and Europe. For the final dividend it was maintained at 10.13p, which has given them a full-year dividend of 14.76p. Moreover the UK sales exc. petrol had risen by +0.8%, which had a lower net new space contribution than previously planned. There has been strong UK growth in the online grocery department by +11% and its Express LFL had risen by+1.1%. Moreover, in the UK LFL inc. VAT, exc. petrol was reduced by 1.3% as this was caused by the transformation of the general merchandise which means it was made weaker and has an highly increasing competitive grocery market in the second half. There has been near 300 UK stores which has been refreshed this year with the typical sales uplift in the range 3% +5%. Also there has been ongoing multichannel focus with grocery home shopping launched in five countries around the globe. There has been a consistent approach to capital discipline, returns and cash. Internal results 13/14: There was a  £1.6bn trading profit which means that there was good progress in the UK and its operations across Europe. Moreover, the interim dividend was maintained at 4.63p and the UK sales exc. petrol had risen by +1.7%, which had lower net new space contribution than previously planned. The Sales was supported by strong growth in the online grocery department which was +13% in the UK and also +54% overseas. Also, UK Food LFL had improved by +1.0% in Q2; the UK trading margin remained stable at 5.2%. Furthermore, the total UK LFL was decreased by the initial work for the transformation of the general merchandise business, with it being ahead of the intended migration to higher margin, with higher-growth categories. Additionally, average large-store refreshes there had been a sales uplift from the range 3%-5%, which had improved margin. For the Q2 UK Clothing it had a sales grow th of +8.6%. The United States Strategic review concluded with the sale of the Fresh Easy to Yucaipa there had been a Partnership formed with CRE which had given Tesco a 20% stake in Chinas leading food retailer. There has been a consistent approach to its future growth, capital discipline, returns and cash. For the preliminary results 12/13: there was an  £3.5bn trading profit which its year by year performance largely reflected the reinvestment for the UK. Also its final dividend was maintained at 10.13p, which gave a full-year dividend of 14.76p. It had good progress in the UK, which delivered improved results for its customers and for Tesco. The report showed a strong online performance: with the Group sales doing especially well as it made over  £3bn for the first time which had risen by 13%. There was confirming exit from the United States which its process was well-advanced. For the F+F brand clothing its sales were now over  £1bn in the UK alone, which had +9% LFL sales growth. This shows that the company has a clear approach on its future growth, the capital expenditure, also the returns and cash, providing highly intended clarity for its shareholders. The Internal results 12/13: it had Group sales which had risen by 1.4% to  £36.0bn (which was up by 3.2% at constant ra tes); the Group sales exc. petrol has risen to 1.6% with an increased 3.7% at constant rates. Moreover for the statutory profit before tax has decreased at 11.6 % to  £1.7bn; there has been an underlying profit before the tax which has been decreased to 8.5% to  £1.8bn. Furthermore, for the group trading profit which made  £1.6bn, this has decreased by 10.5% and in the UK has been decreased by 12.4% to  £1.1bn; with its International operations also decreasing by 17.1% to  £0.4bn; there has been an amazing report with the Tesco Bank as this was has done the most successful which has raised by 114% to  £94m. Additionally, the report also says the underlying diluted eps reduction which was at 7.9% and the interim dividend per share was maintained at 4.63p. Also the group capital expenditure had been brought down from  £2.1bn to  £1.6bn which is a  £500 million drop; which will mean that it is on track for a full year reduction to  £3.2bn. Preliminary results 11/12: For the Group sales it has risen 7.4% to  £72.0bn, which was up 5.9% exc. petrol. Also the Statutory profit before tax had risen by 5.3% to  £3.8bn; there has been an underlying profit before tax up 1.6% to  £3.9bn. For the Group trading profit it has risen by 1.3% to  £3.8bn; Also the UK was down by 1 % to  £2.5bn; with International up by an amazing 17.7% to  £1.1bn. Also the Underlying diluted EPS growth of 2.1%; which the dividend per share growth was 2.1%. There have been results in line with the latest market consensus. It has had an increase in return on the capital employed to 13.3%; In the year 2014/15, 14.6% target was maintained. The financial strategy has put increased focus on them delivering a sustainable business growth, improving returns and higher level of cash generation. Also there has been reducing Group capital expenditure from  £3.8bn in 2011/12 to  £3.3bn in 2012/13. References: http://www.tescoplc.com/index.asp?pageid=864, http://www.tescoplc.com/index.asp?pageid=732, http://www.tescoplc.com/index.asp?pageid=676, http://www.tescoplc.com/index.asp?pageid=538, http://www.tescoplc.com/index.asp?pageid=261, http://www.tescoplc.com/index.asp?pageid=163 The report is for the shareholders of the business because they want to know that whats happening in the business, if the business is making profit or loses. The purpose of this information is to update knowledge of the shareholders. Finance statistics: Year 2010 2011 2012 2013 2014 Profit ( £ millions) 62,537 67,074 71,402 70,712 70,894 The audience of this information is the shareholders and the people who want to buy the shares of Tescos because the information shows how the business is doing in terms of profits, which will help the shareholder update knowledge about the business. Web page: Tescos web page contains lot of feature for example they have navigation bar and search bar which helps the customer to get straight to what they are looking for e.g. Tesco direct, club card. They also advertise their own food by using Tesco products and make videos of that which they upload on YouTube and give link on to their web page as you can see. They also have slideshow, pictures; offers to engage with customers, so they buy the products from Tesco and to show what offers and new products are coming. The audience of this information is the customers who more often shop online because they busy or dont have time to visit and buy from the stores. The purpose of this information is to keep their customers buying Tescos products even seating at home and get their online shopping delivered to their house. Which makes the customer happy and saves they time. P4 Evaluation of an external corporative communications of an existing product or service: Nike Professionalism: Nike created this trainer with lot of professionalism because the shape of the trainer attracts customers and specially the colours and the material which they used, make the trainers unique and stand out to the customers. Immediate impact: The immediate impact when you first see the trainer is that the colours which they have used is a stand out to the customers and the Nike logo part is very attractive to the customers because of it has the mixture colours as you can see. It also have white and black doted bottom base of the trainer which make it more stand out the overall look of the trainer. Memorable: I think the trainer is memorable because the colures and the art of unique logo part seats in the customers mind. Also the design of the trainer will remain in customers mind because you dont see many trainers made of this design and colours. The trainer has an orange colour bottom which is very eye catching and memorable colour. Keeps with the image of the organisation? /How does this help the business or organisation? I think the trainer keeps the image of the business because Nike business is mainly known to its trainers and the quality of the material which they used to make the trainers. It helps the business because the trainer is well designed and made which means the customers will buy the trainer and the business will get more customers and make profit. Advantages: It keeps the feet warm and dry even in the most extreme conditions. It is well made and designed which will attract more customers to the business. The colours used are very memorable e.g. purple, orange etc. Disadvantages: Its only made for woman. Its very expansive, so some people wont buy it. Some people may not like the shape of the trainer. Nike The product which I will be talking about is Nikes trainers. Nike communicated well with their customers thought advertising the product e.g. poster on busses and bus stops. This is important because if the business does advertisement to promote their products, this makes an awareness of the product to people. This also helps to get more customers and let the people known about the business. The objectives of Nike are that to put awareness of their products and business, increase sales, gain customer trust and to give good quality products to customers. This communication of advertising has helped the business to be successful achieving these objectives. Advertising increased product awareness because when business advertise a product, people see it and the product get known to people, which also increase the sale of the business because when your product is well known to people, they buy from your company. When the business gain customers trust than customers will buy all of th e business products because they know the business is trustable and sell good quality of products which means the business will make profit. If the business continues to make profit every year then the marketing share price and the market shares will increase. Nike also used professional footballers to promote they products e.g. Rooney, Ronaldo etc. This shows the customers that Nike is big bread and most famous footballers use their products, which makes them to buy the same products which they wearied to feel just like them. this is very helpful to business because most of the people watches football, so when they see they favourite footballers using Nikes products, they will get interested in the product and buy it, which will help the business to gain more customers and trust. It also achieves one of Nikes objective of making profit because customers will buy Nikes products because of the professional footballers advertisement. Nike promotion was good because they achieved the o bjectives by using professional footballers; posters etc to keep their relationship good with customers because if the customers arent happy with the business then they wont buy the product and the sale will go down. The bad thing about the promotion was that it cost a lot to promote a product using famous footballers because you dont know if customers even like the product or not or they will buy it or not, so its a risk that you even can get the money back which the business used in promotion. Conclusion In this assignment, I have created a report, graph about the finance of the Tesco and also I have analysed the webpage of Tesco. Then I have evaluated an external corporative communications of an existing product or service which I done Nike trainer. In the last I choose a business which is Nike and evaluated the effectiveness of the business information and its communication as key contributors to the success of an organisation.

Free College Essays - Self-discovery in Shes Come Undone by Wally Lamb :: Shes Come Undone

She's Come Undone: Self-discovery  Ã‚  Ã‚  Ã‚  Ã‚   Throughout She's Come Undone, Wally Lamb emphasizes the importance of self-discovery to one's life. Dolores has several epiphanies throughout the course of the novel, including her realization that all of her failed relationships are not solely her fault. She learns she is worth loving and is capable of surviving on her own. With each discovery about herself, Dolores learns to love herself a little more and blame herself a little less. Dolores' first realization is a sub-conscious one. Right before she tries to commit suicide she telephones her mother's childhood friend Geneva (Lamb 249). This is a cry for help and is her first step towards recovery. Dolores' next discovery comes after a long period of therapy, paid for by Geneva. Dolores' therapist, Dr. Shaw, attempts to rewrite her childhood from the time she was in the womb on. He takes on the role of her mother (268). As her negative childhood memories are replaced by positive ones, Dolores gains a new sense of self-esteem and confidence. She loses all of her extra weight (269). Dolores funnels her energy into creative pursuits like Etch-A-Sketching rather than self-destructive behavior. Eventually she is able to leave Dr. Shaw's care and go into the real world to provide for herself (283). Perhaps Dolores leaves the care of Dr. Shaw too soon. Shortly after getting her own apartment she begins dating Dante. Ashamed of her past, she creates a fictional life story for herself. She lives a lie the whole time she is living with Dante. She writes to her grandmother and falsely describes her marriage. When she catches Dante sleeping with one of his students, she finally wakes up. She realizes that no man is worth the pain of losing her identity, and she also realizes that her identity cannot be defined by the man she is with. After her grandmother's death she finally reveals her true self to Dante. In frustration and anger she tells him all of the events of her past, from her weight problems to her rape to her time spent in a mental institution. She feels completely free for the first time. Dolores' final stage of self-discovery comes with her relationship with Thayer. She realizes that he is what she has truly wanted for her entire life. It is the first time she has found luck and happiness in love.

Vietnam :: essays research papers

Vietnam (và ª-à ¨t ¹nà ¤m ¹), officially Socialist Republic of Vietnam, republic (1990 est. pop. 65,500,000), 128,401 sq mi (332,559 sq km), SE Asia, bordered by Cambodia and Laos (W), China (N), and the South China Sea (E, S). Major cities are HANOI (the capital) and HO CHI MINH CITY (formerly Saigon). The terrain is generally rugged; the two principal regions, the Red R. delta in the north and the Mekong R. delta in the south, are linked by a narrow, mountainous strip. Agriculture, primarily the growing of rice, is the basis of the economy, engaging more than 80% of the work force; Vietnam is a major rice exporter. Peanuts, corn, cassava, and sweet potatoes, and beans are also grown for subsistence; cash crops include cotton, jute, coffee, and tea. Fishing is also important. Mining, particularly of coal, heavy industry, and most of the timber resources are concentrated in the north. Offshore petroleum deposits have been developed, and crude oil is exported. About 80% of the population are Vietnamese. Significant minorities include highland tribal peoples such as the Nungs and Meos and Cambodians and Thais. Large numbers of ethnic Chinese fled the country after a border clash with China in 1979. Buddhism and Roman Catholicism are practiced, but religion is discouraged by the government. History. The area that is now Vietnam is composed of the historic regions of TONKIN, ANNAM, and COCHIN CHINA. European traders arrived in the early 16th cent. The French captured Saigon in 1859, organized the colony of Cochin China in 1867, and declared protectorates over Tonkin and Annam in 1884. The three were merged with Cambodia in 1887 to form French INDOCHINA. A nationalist movement arose in the early 20th cent., gaining momentum during the Japanese occupation in WORLD WAR II. After the Japanese withdrew in 1945 the VIET MINH, a coalition of nationalists and Communists, established a republic headed by HO CHI MINH. French attempts to reassert control and establish BAO DAI as emperor resulted in the French Indochina War (1946–54), which ended with the French defeat at DIENBIENPHU. At the Geneva Conference of 1954 Vietnam was provisionally divided, pending nationwide free elections, into Communist North Vietnam and nationalist South Vietnam. Fearing a Communist victory, the regime of Ngo Dinh DIEM refused to hold the scheduled elections and declared the south an independent republic in 1955. The VIETNAM WAR ensued, with the U.S. aiding South Vietnam. A cease-fire was signed and U.S. troops withdrawn in 1973, but the Communists overran the south in 1975, reunifying (1976) the country. The regime launched a large-scale resettlement and reeducation program to suppress continued opposition in the south.

Views Toward Christians :: essays research papers

Some of the most important writings of the Apostolic Age were those of the new testament and the Apocryphal writings. These apocryphal writings resembled the New Testament writings, and many of them fell into the literary categories of gospel, acts, letters, and apocalypse's. These writings did not belong neither to the New Testament canon nor did the writings recognize any of the fathers of the church. Some of the documents were written for initiates in groups such as the Gnostics. For the groups that claimed knowledge derived from a secret tradition, the works were genuinely apocryphal, which means, "books kept hidden." Others were written for open and general use in the churches of which their authors were members. Many of these simply failed to become accepted as part of the orthodox canon of the Bible. There are many different views toward Christians. From an intellectual point of view, Christians agree with others as far as to follow Christ, and many have viewed them as a people who believe in the divine inspiration of the entire Bible and that this bible is sufficient enough to guide us in the right direction concerning all of our matters of faith. They view us (myself being a Catholic) as a people who believe that the moral principles of Jesus are the absolute truth, and that the New Testament must be our only guide in religious faith. On the other hand, there are those who view Christians. On the other hand, There were those who had sworn that Christians were atheists. They claimed that Christians were Atheist because they did not worship traditional religion. People actually believed that Christians supported no religion at all and were nothing other than non believers. They had also claimed that Christians practiced incest among one another because of their family gatherings at dinner time. Although not everyone believed these stories, they were still spread throughout many of the religious communities. The celebrations and the belief in the real, physical presence of Christ in the Eucharist grew from the teachings of the evangelists and St. Paul. They made it plain to the apostolic Church that the Eucharistic elements were literally Jesus Christ continuing His saving mission among men. The Eucharist celebrations began because of the Christians devotion and faith of the Real Presence of Christ in the Holy Eucharist. The celebration of the Eucharist is founded on our Catholic doctrine and it is grounded on the solid rock of our Christian revelation.