The War on Drugs is Failing Essay -- George Bushs War on Drugs

The War on Drugs is Failing â€Å"Prohibition will work great injury to the cause of temperance†¦ for it goes beyond the bounds of reason in that it attempts to control a man’s appetite by legislation and make a crime out of things that are not a crime. A prohibition law strikes a blow at the very principle upon which our government was founded† Abraham Lincoln On January 16, 1920 the Eighteenth Amendment was ratified by thirty-six states and became part of the Constitution. The intention of this new amendment was to lower alcohol consumption by Americans. At the time each American consumed on average thirty gallons of alcohol a year.[1] This new amendment took away the license to do business from the brewers, distillers, and the wholesale and retail sellers of alcoholic beverages. Alcohol consumption did taper off somewhat at the beginning of prohibition only to slowly rise back to pre-prohibition levels shortly before the end of the movement which took place on December 5,1933. Not only was the goal of prohibition never achieved, but it raised organized crime to levels of power unimaginable before and seriously disrupted both the legitimacy and revenue of the government. Just as Prohibition incited many unsavory activities, so has the War on Drugs. The easiest way to show the connection between these to movements is an excerpt from an article pertaining to Prohibition in America during the 1920’s: Bootleggers ran wild. Professional robberies began as soon as Prohibition did. Territories were divided by groups of organized crime that became the scum known as the Mafia. The territories were decided by violence and death, both against each other, as well as those in the public who may/may not have been innoce... ...equipped with state of the art learning tools. Teachers will receive pay raises. Students will be in an environment conducive to learning. Not to mention violence in schools will diminish drastically. Public schools across America would phase out drug addicts by teaching drug awareness, tolerance and moderation. It is quite clear that the War on Drugs is failing. A drug free country would be ideal. So would an alcohol-free country, a pollution-free country, and most likely a fast food-free country. None of these things will happen, so we have to make the best out of the situation as it is presented. The only practical method of dealing with this problem is the legalization of drugs. The government should take advantage of the money drug revenues will generate to supply the youth of America with the knowledge to make the right choice.

Solution of Cross Cultural Project Management

Successful Strategies for Global Projects By Alicia Trelles-Duckett on August 23, 2012 7  2  0 No doubt installations in other geographies come with their own inherent set of challenges. Currency fluctuations; centralized versus local procurement; languages; time zones. And those are even before considering difficulties due to the particular technology being deployed, or the source of spare parts, or infrastructure in the country. This discussion aims to introduce a technique which can help you increase the acceptance of your initiative in other geographies, as well as resolve any disagreements quickly and with much improved team spirit.No, it is not the traditional Project Management methodology: I will not start extolling here the virtues of the â€Å"Project Charter†. The magic ingredient in international projects, as I have discovered throughout 18 years of successfully deploying such, is treating our colleagues from other countries in a manner which puts them at ease. Notice that this recommendation goes well past the tired old adage: â€Å"Treat those from other countries with sensitivity†. That much is obvious, and we would certainly try to conduct ourselves thus.The recommendation is to approach colleagues from another geography with a demeanor they would find in their own country. In other words, if you are dealing with Brazilians, try to ‘act Brazilian’ as you collaborate with them; if you are working with a Finn, try to ‘act Finnish’. So how do we develop a good picture of what ‘acting Australian’ or ‘acting Japanese’ might entail? Fortunately, there’s excellent research on intercultural cooperation we can consult. Fons Trompenaars’ Riding the Waves of Culture, or Nancy Adler’s International Dimensions of Organizational Behavior are some of the best books on the intercultural topic.My personal favourite in the â€Å"intercultural† arena, as relevant toda y as when its first edition was published in the UK in 1991, is Cultures and Organizations: Software of the Mind by Dr. Geert Hofstede. The ground-breaking contribution of Dr. Hofstede’s research is that, through thousands of surveys of IBM professionals in dozens of countries, he is able to arrive at a numerical value for certain elements or â€Å"dimensions† which make up Culture. So for example, we learn that Malaysia, on average, has the highest score (104) for â€Å"Power Distance†, meaning that as a group they are uite comfortable accepting power inequalities in society. At the other extreme, Great Britain and Canada have low scores (35 and 39 respectively), which translate into a â€Å"limited dependence of subordinates on their bosses†. In other words, British and Canadian employees (as a group) are not afraid to approach their bosses or disagree with them. Another useful discussion centers around the topic of â€Å"collectivistic† cultures (where the interest of the group prevails over the interest of the individual) compared to â€Å"individualistic† cultures (in which the interests of the individual prevail).It comes as no surprise that the country with the highest individualism score is the USA (91), closely followed by Australia (90). At the other extreme, the countries with the lowest individualism scores are Ecuador (8) and Guatemala (6). Personally, I have leveraged his findings to arrive at the following communication paradigms, in order to make my counterparts in other geographies more at ease as we negotiate and coordinate project milestones. It has proven a huge advantage, as the largest difficulties in technology projects are not about the technology. They are about people.With colleagues from Latin America (Venezuela, Panama, Mexico, Brazil, Colombia) and certain Asian countries (Pakistan, Thailand, Malaysia, Indonesia) with large acceptance of power, †¢ Stress clear definitions: what constit utes in-scope vs. out-of-scope †¢ Stress the benefit to the whole project/company †¢ Stress checkpoints for scope verification †¢ Lively exchange, having fun, yet sticking to the rules With collegaues from Northern/Western Europe/Australia/New Zealand, which exhibit large individualism, †¢ Have all the facts, be decisive †¢ Recognize the contribution of these colleagues †¢ Relaxed approach, not stressing hierarchy Sell/negotiate work deliverables †¢ Stress value of the project to their particular unit How would you know a country’s â€Å"Individualism (IDV)† or â€Å"Power Distance† (PDI) scores? The best source would be Dr. Hofstede’s book. Alternatively, ITIM International has kindly published the scores in the website http://www. geert-hofstede. com/ I hope you find these recommendations useful and that they make you successful in your next international project. —————— Ã¢â‚¬â€Ã¢â‚¬â€ For more resources, see the Library topic Projec http://managementhelp. org/blogs/project-management/2012/08/23/successful-strategies-for-global-projects/

International Marketing Strategy Essay

For most manufacturers, success or failure is determined by how effectively and efficiently their products are sold through their marketing channel members (e. g. , agents, wholesalers, distributors, and retailers). Given this situation, considerable marketing channel research has focused on organizational responsibility for managing channel how interrelationships among a firm and its channel members can be managed better (Achrol and Stern 1988; Anderson et al 1997). Globalization of markets is a phenomenon that has received much attention and been extensively debated both at general societal/institutional/cultural levels and at market and business levels. In any globalization process, distribution of goods and services between and within local industrial and consumer markets is of great importance. A marketing channel is a set of interdependent organizations involved in the process of making a product or service available for consumption. Globalization of markets and reorganization of distribution are mutually dependent processes that involve changes in market structures. Mattsson & Wallenberg, 2003) As national markets expand and as new opportunities arise for satisfying consumer demand, greater specialization in distribution is evident both in the level of distribution and in goods and services handled (Mallen, 1996). Moreover, as the global marketplace expands, many multinational firms have been influenced by mounting pressures to develop a worldwide communication, distribution and information network that facilitates the free flow of information and goods across national boundaries (Min & Eom, 1994). Distribution channels excellence has become a powerful source of competitive differentiation. In the 1980’s and 1990’s, companies began to view distribution channels as more than simply a source of cost savings and recognize it as a source of enhancing product or serve offerings as part of the broader supply chain process to create competitive advantage. (Mentzer et al, 2004). International distribution channels In international marketing the manufacturer doesn’t sell products directly, it goes through several parties-before reaching the consumer. It involves various channels and variety of intermediaries. In order to sustain the growth of the international marketplace and the integration of the world’s economic activities it is vital to conduct efficient and cost-effective distribution according to Ross (1996). The challenge to global distribution management is to structure a supply chain that is responsive and flexible enough to cope with differences in customers’ requirements and yet enable the benefits of focused manufacturing to be achieved. According to Black et al (2002) the past decade has seen some of the most rapid and substantive changes in channels of distribution for goods and services in developed economies. What companies must remember is that the choice of distribution channel is quite complicated in the home market of a company but even more complicated when going international and starting to export. It is vital for companies who are about to establish abroad that they realize that the choice of distribution channel is crucial for future success and growth. There are many alternative distribution channels to choose from and the conditions may vary from different companies and markets. Furthermore, the choice of distribution channel is often complex and expensive if changing it subsequently. Therefore, it is central that the decision is given the attention and acknowledgement, which is called for due to the fact that it has such a long-term outcome of the export investment’s success. (Anderson et al, 1997). Distribution builds stable competitive advantages, since marketing channels have a long-run character and to build them it is necessary to have a consistent structure; and due also to the fact that they are focused on people and relationships. With channels of distribution changing rapidly studies of consumers will need to focus not just on understanding product choice but also on understanding the reasons for channel choice. Distribution channel intensity Another channel strategy according to Jobber (2001) is the intensity of the distribution channel. According to Kotler (2000) and Fein and Anderson (1997) companies have to decide on the number of intermediaries to use at each channel level. Three approaches are available: intensive distribution, selective distribution and exclusive distribution. Mallen (1996) states that intensive distribution is at one end of the scale where the policy is to distribute to as many outlets as possible, and that exclusive distribution is at the other end of the scale, where the policy is to distribute only to one intermediary at a given level in a given geographic area. The broad middle ground is normally referred to as selective distribution. Intensive distribution consists of the manufacturer placing the goods or services in as many outlets as possible. This approach is generally used for everyday goods such as milk, bread, tobacco products and soap, products for which the consumer requires a great deal of location convenience. Manufacturers are constantly tempted to move from exclusive or selective distribution to more intensive distribution to increase coverage and sales. Intensive distribution may help in the short term but often hurts long-term performance. (Kotler, 2000) According to Mallen (1996) intensive distribution tends to maximize sales for the simple reason that more outlets increase the possibilities of consumer contact. Yet, this approach means a more elaborate marketing operation at the manufacturer level. Selective distribution involves the use of more than a few but less than all of the intermediaries who are willing to carry a particular product. It is used by established companies and by new companies seeking distributors. The company does not have to dissipate its efforts over too many outlets; it enables the producer to gain adequate market coverage with more control and less cost than intensive distribution. Kotler, 2000) Selective distribution is generally applied on rarely bought goods such as DVDs, computers and cameras according to Fein and Anderson (1997). Exclusive distribution means severely limiting the number of intermediaries. It is used when the producer wants to maintain control over the service level and service outputs offered by the resellers. (Kotler, 2000) While minimizing costs, exclusive distribution tends to maximize channel goodwill and channel control. It is easier for the manufacturer to have completely satisfactory relationships with a few intermediaries than with many in a given area according to Mallen (1996). Often it involves exclusive dealing arrangements, in which the resellers agree not to carry competing brands. By granting exclusive distribution, the producer hopes to obtain more dedicated and knowledgeable selling. (Kotler, 2000) Exclusive distribution is often used on capital goods such as cars according. Importance of distribution Distribution is a key component of any international marketing strategy. To successfully deliver products and services to customers spread across different geographies, you’ll have to develop an international marketing strategy with special emphasis on supply chain, which includes distribution. If your business has entered various markets, it may not be possible for you to single-handedly manage the overseas operations. You’ll have to develop an effective distribution channel. This channel will consist of channel intermediaries, who will make sure that the product reaches the end user. Distribution is critical to your overseas operations because: 1. It has a direct effect on sales. If you don’t have a good distribution network, your products may stack up in a warehouse and won’t reach your target customers. 2. It affects your profits as well. As distribution costs can make up to 50 percent of the final selling price of some products, an efficient distribution network can increase your profit margins. 3. It has an influence on customer satisfaction. As the long-term success of your overseas operations depends on satisfying your customers, choose your dealers and retailers carefully as they will be responsible, to a large extent, what your customers think about your product and if they will recommend your product to others. 1. 4 Types of distribution channels To gain competitive advantage in the market, you need to identify the right distribution channel that is familiar with your target consumer and segment. Also make sure that the distribution channel that you choose shares similar policies and strategies as your company and has a proven track record in the market. You can choose from among several channels of distribution. Your chosen distribution channel will directly affect all your other marketing decisions. Here are some options: Direct marketing: In this method, the company interacts with its customers directly without any intermediaries. Mail orders, the Internet and phone calls are some of the ways your potential customers can learn about your products and make purchases. Agents: Agents operate on a commission basis. You’ll have to pay these agents on the volume of sales they generate. Agents do not accept any legal ownership of the product. This kind of channel is usually expensive, as an agent is expensive to train and the physical distance makes his progress difficult to track. Distributors: Distributors buy the goods directly from you and will then sell it to retailers. Since they take title to the goods, they are free to determine the prices of the goods themselves and develop their own marketing strategies. They usually have storage facilities. Retailers: Retailers sell to the end customers and are, therefore, able to develop a better bond with them. The retailer takes on the responsibility of promoting the products and often decides the price of the product. Manufacturing-owned intermediaries: This is a capital-intensive option, as your business will directly set up sales and service units in the markets that it has a presence. 2. 0 Channel Management Strategies Channel Management is yet another sales and marketing phrase that is thrown around like everyone knows what it means. But so few companies really comprehend channel management in a way that really helps them. Sales channels being the conduits by which we distribute our products to the end-user come in many shapes from direct, to the web, to the traditional retail environment. Channel Management Strategies (CMS) provides the latest research, benchmarking data, analytic models, and thought leadership necessary to align and enhance your existing channel management initiatives. Channel Management Strategies delivers objective data and intelligence to compare and contrast your efforts with peer organizations, and provides thought-provoking research on industry trends, best-practice models and tactics, budget and resource allocation and measurement strategies. Channel management is a process by which a company creates formalized programs for selling and servicing customers within a specific channel. it can impact businesses in a positive way. First segment channels by like characteristics (their needs, buying patterns, success factors, etc. and then customize a channel management program that includes: 1. Goals: Define the specific goals you have for each channel segment. Consider your goals for the channel as a whole as well as individual account. And, remember to consider goals for both acquisition and retention. 2. Policies: Construct well defined polices for administering the accounts within this channel. Be sure to keep the unique characteristics of each segment in mind when defining policies for account set up, order management, product fulfillment, etc. 3.  Products: Identify which products in your offering are most suited for each segment and create appropriate messaging. Also, determine where to upsell opportunities lie. 4. Sales/Marketing Programs: Design support programs for your channel that meet their needs, not what your idea of their needs are. To do this, you should start by asking your customers within this segment, â€Å"how can we best support you in the selling and marketing of our products? † That being said, the standard considerations are product tra ining, co-op advertising, seasonal promotions, and merchandising. Again, this is not a one-size fit all, so be diligent about addressing this segment’s specific needs in these areas. Defining a channel management strategy for each segment allows the organization to be more effective within each segment, while gaining efficiency at the same time. Still, maintaining brand consistency across all channel segments is critical to your long-term success. So it has to find a good balance between customization and brand consistency for a successful channel management.

Substrate Definition in Chemistry and Other Sciences

Substrate Definition in Chemistry and Other Sciences The definition of substrate depends on the context in which the word is used, particularly in the sciences. Definitions of Substrate Substrate (chemistry): A substrate is the medium in which a chemical reaction takes place or the reagent in a reaction that provides a surface for absorption. For example, in the fermentation of yeast, the substrate the yeast acts upon is sugar to produce carbon dioxide. In biochemistry, an enzyme substrate is the substance the enzyme acts upon. Sometimes the word substrate is also used as a synonym for the reactant, which is the molecule consumed in a chemical reaction. Substrate (biology): In biology, the substrate may be the surface on which an organism grows or is attached. For example, a microbiological medium may be considered a substrate. The substrate may also be the material at the bottom of a habitat, such as gravel at the base of an aquarium. Substrate may also refer to the surface on which an organism moves. Substrate (materials science): In this context, a substrate is a base on which a process occurs. For example, if gold is electroplated over silver, the silver is the substrate. Substrate (geology): In geology, substrate is underlying stratum.

History and Background on the Yakuza in Japan

History and Background on the Yakuza in Japan They are famous figures in Japanese movies and comic books - the yakuza, sinister gangsters with elaborate tattoos and severed little fingers. What is the historical reality behind the manga icon, though? Early Roots The yakuza originated during the Tokugawa Shogunate (1603 - 1868) with two separate groups of outcasts. The first of those groups were the tekiya, wandering peddlers who traveled from village to village, selling low-quality goods at festivals and markets. Many tekiya belonged to the burakumin social class, a group of outcasts or non-humans, which was actually below the four-tiered Japanese feudal social structure.   In the early 1700s, the tekiya began to organize themselves into tight-knit groups under the leadership of bosses and underbosses. Reinforced by fugitives from the higher classes, the tekiya started to participate in typical organized crime activities such as turf wars and protection rackets. In a tradition that continues to this day, tekiya often served as security during Shinto festivals, and also allocated stalls in the associated fairs in return for protection money. Between 1735 and 1749, the shoguns government sought to calm gang wars between different groups of tekiya and reduce the amount of fraud they practiced by appointing oyabun, or officially sanctioned bosses. The oyabun was allowed to use a surname and to carry a sword, an honor previously allowed only to samurai. Oyabun literally means foster parent, signifying the bosses positions as the heads of their tekiya families. The second group that gave rise to the yakuza was the bakuto, or gamblers. Gambling was strictly forbidden during Tokugawa times and remains illegal in Japan to this day. The bakuto took to the highways, fleecing unsuspecting marks with dice games or with hanafuda card games. They often sported colorful tattoos all over their bodies, which led to the custom of full-body tattooing for modern-day yakuza. From their core business as gamblers, the bakuto branched out naturally into loan sharking and other illegal activities. Even today, specific yakuza gangs may identify themselves as tekiya or bakuto, depending on how they make the majority of their money. They also retain rituals used by the earlier groups as part of their initiation ceremonies. Modern Yakuza Since the end of World War II, yakuza gangs have rebounded in popularity after a lull during the war. The Japanese government estimated in 2007 that there were more than 102,000 yakuza members working in Japan and abroad, in 2,500 different families.  Despite the official end of discrimination against burakumin in 1861, more than 150 years later, many gang members are descendants of that outcast class. Others are ethnic Koreans, who also face considerable discrimination in Japanese society. Traces of the gangs origins can be seen in the signature aspects of yakuza culture today. For example, many yakuza sport full-body tattoos which are made with traditional bamboo or steel needles, rather than modern tattooing guns. The tattooed area may even include the genitals, an incredibly painful tradition. The yakuza members usually remove their shirts while playing cards with each other and display their body art, a nod to the bakuto traditions, although they generally cover up with long sleeves in public. Another feature of yakuza culture is the tradition of yubitsume or severing the joint of the little finger.  Yubitsume is performed as an apology when a yakuza member defies or otherwise displeases his boss.  The guilty party cuts off the top joint of his left pinkie finger and presents it to the boss; additional transgressions lead to the loss of additional finger joints.   This custom originated in Tokugawa times; the loss of finger joints makes the gangsters sword grip weaker, theoretically leading him to depend more on the rest of the group for protection. Today, many yakuza members wear prosthetic fingertips to avoid being conspicuous. The largest yakuza syndicates operating today are the Kobe-based Yamaguchi-gumi, which includes about half of all active yakuza in Japan; the Sumiyoshi-kai, which originated in Osaka and boasts about 20,000 members; and the Inagawa-kai, out of Tokyo and Yokohama, with 15,000 members. The gangs engage in criminal activities such as international drug-smuggling, human trafficking, and arms smuggling. However, they also hold significant amounts of stock in large, legitimate corporations, and some have close ties with the Japanese business world, the banking sector, and the real estate market. Yakuza and Society Interestingly, after the devastating Kobe earthquake of January 17, 1995, it was the Yamaguchi-gumi who first came to the aid of victims in the gangs home city. Likewise, after the 2011 earthquake and tsunami, different yakuza groups sent truck-loads of supplies to the affected area. Another counter-intuitive benefit from the yakuza is the suppression of petty criminals. Kobe and Osaka, with their powerful yakuza syndicates, are among the safest towns in a generally safe nation because small-fry crooks do not trespass on yakuza territory. Despite these surprising social benefits of the yakuza, the Japanese government has cracked down on the gangs in recent decades. In March of 1995, it passed tough new anti-racketeering legislation called the Act for Prevention of Unlawful Activities by Criminal Gang Members. In 2008, the Osaka Securities Exchange purged all of its listed companies that had ties to the yakuza. Since 2009, police across the country have been arresting yakuza bosses and shutting down businesses that cooperate with the gangs. Although the police are making serious efforts to suppress yakuza activity in Japan these days, it seems unlikely that the syndicates will disappear entirely. They have survived for more than 300 years, after all, and they are closely entwined with many aspects of Japanese society and culture.

Assignment Coursework Example | Topics and Well Written Essays - 250 words - 4

Assignment - Coursework Example In this regards, some of the companies that form the above corporation are; Coca Cola company, Honda, Toshiba, Nike, BMW and Wal-Mart just to mention but a few. Notably, research made by Willy keen states that, this company’s allegations stand out that they improve on the economy of countries that are not well-off mainly the third world countries, with the reason of improving on their economy and marketing themselves (Organization, 2005). However, these companies are at big risk of translation exposures because of different political and economical challenges in different nations. Translation exposure is the difference between the exposed rates and liabilities; this may give the rise to currency or fall. Furthermore, this has in turn created a huge challenge in centralization management of the companies involved in this system. Nevertheless, economically these companies are at risk of losing some cash because of huge geographical area of management. Additionally, transaction from this companies experience delays in some areas because of centralized management, hence more risk of losing customers and other great deals. This companies have been rated to have borrowed different amount in the past five years to cater for the economical imbalances. Coca Cola Company $ 12 billion in the year 2003, Toshiba $ 22 million in the year2011 and BMW $ 17 billion in the year 2012. This has been a big challenge in determining and examining the growth of these companies because of the debts they incur yearly (Publishing,

Citrus industry in Florida Research Paper Example | Topics and Well Written Essays - 1250 words

Citrus industry in Florida - Research Paper Example In 1834, citrus groves were being cultivated by farmers, which were interrupted by the occurrence of a freeze in February of 1835 (Florida’s Citrus Production 2013). The freeze, which happened on February of 1835, killed all the fruit trees in St. Augustine as temperature dropped to seven degrees above zero, thus, robbing people of their income (Dobson 2009). The farmers’ recovered production for the succeeding fifty-one years as the state only experienced warm winters; during this time, northeast Florida, as well as St. John’s County, became the hub of citrus supply (Dobson 2009). In the 1890’s, citrus production increased to five million boxes per year due to the demand for the said fruit in the northeast and the existence of rail lines, which promoted long distance shipping of the citrus fruits (About Citrus 2012). In fact, in the year 1894, the shipment of crates of citrus to the north amounted up to 5,000,000 (Dobson 2009). On December of 1894, anothe r freeze happened, killing all of Florida’s orange crops in its wake. On the eighth of February the following year, another freeze came about, bringing about the same disastrous effects; such was its impact that on 1896, Florida was only able to ship a little above 100,000 crates of oranges (Dobson 2009). The freeze caused the abandonment of citrus groves in the North of Florida and the production of melons and potatoes in its place (Dobson 2009). This was the most severe in the history of freezes that Florida had undergone (Timeline of Major Florida Freezes 2013). In 1901, there were little above 1,000,000 crates produced (Dobson 2009). In 1917 and 1934, still the state was plagued with the same natural calamity; the freeze of 1934 resulted in the formation of the Federal Frost Warning Service -- a replacement of the train whistles, which warned people of imminent frosts in the previous years (Dobson 2009). The occurrence of continuous freezes in December of 1934, as well as on February of 1935, yielded a negative impact as it reduce production from a million boxes to just below 150,000 boxes of citrus (About Citrus 2013). Again, the farmers planted their citrus crops, yet another freeze took its toll in