Trinity University Admissions and Acceptance Rate

Trinity University Admissions and Acceptance Rate Founded in 1869, Trinity University is a small, private university with historic ties to the Presbyterian Church. The university occupies a 117-acre campus of red brick buildings overlooking San Antonio, Texas. Nearby colleges include University of the Incarnate Word  and St. Marys University. Students come from 45 states and 64 countries, and the college has an impressive 9 to 1 student / faculty ratio. Trinitys business programs are the most popular among the schools 47 majors, but the universitys strengths in the liberal arts and sciences earned the school a chapter of the prestigious Phi Beta Kappa Honor Society. The university is largely residential with over three-quarters of students living on campus. In athletics, the Trinity Tigers compete in the NCAA Division III Southern Collegiate Athletic Conference (SCAC). Will you get in? Calculate your chances of getting in with this free tool from Cappex. Admissions Data (2016) Trinity University Acceptance Rate: 41  percentGPA, SAT and ACT graph for TrinityTest Scores: 25th / 75th PercentileSAT Critical Reading: 580 / 690SAT Math: 580 / 680What these SAT numbers meanTop Texas colleges SAT comparisonACT Composite: 27 / 31ACT English: 26  / 33ACT Math: 26 / 30What these ACT numbers meanTop Texas colleges ACT comparison Enrollment (2016) Total Enrollment: 2,466  (2,298 undergraduates)Gender Breakdown: 47% Male / 53% Female98% Full-time Costs (2016-17) Tuition and Fees: $39,560Books: $1,000 (why so much?)Room and Board: $12,754Other Expenses: $1,400Total Cost: $54,714 Trinity University Financial Aid (2015 -16) Percentage of Students Receiving Aid: 98 percentPercentage of Students Receiving Types of AidGrants: 96 percentLoans: 40  percentAverage Amount of AidGrants: $24,049Loans: $9,197 Academic Programs Most Popular Majors:  Accounting, Communication Studies, Economics, Engineering, English, Finance, History, Marketing, Political ScienceWhat major is right for you?  Sign up to take the free My Careers and Majors Quiz at Cappex. Graduation and Retention Rates First Year Student Retention (full-time students): 89  percent4-Year Graduation Rate: 68 percent6-Year Graduation Rate: 77  percent Intercollegiate Athletic Programs Mens Sports:  Football, Track and Field, Soccer, Basketball, Baseball, Cross Country, Swimming, TennisWomens Sports:  Swimming, Soccer, Cross Country, Track and Field, Volleyball, Tennis If You Like Trinity University, You May Also Like These Schools: Rice University: Profile | GPA-SAT-ACT GraphBaylor University: Profile | GPA-SAT-ACT GraphTexas Christian University: Profile | GPA-SAT-ACT GraphTexas State University: Profile | GPA-SAT-ACT GraphSt Marys University: Profile  University of Houston: Profile | GPA-SAT-ACT GraphTexas Tech University: Profile | GPA-SAT-ACT GraphUniversity of Dallas: Profile | GPA-SAT-ACT GraphDuke University: Profile | GPA-SAT-ACT GraphVanderbilt University: Profile | GPA-SAT-ACT GraphStanford University: Profile | GPA-SAT-ACT Graph Trinity University Mission Statement: see the complete mission statement at  trinity.edu/departments/academic_affairs/hb/histstr/mission.htm Trinity University is an independent co-educational university whose mission is excellence in the interrelated areas of teaching, research, and service. Trinity seeks to provide broad and intensive educational opportunities primarily to undergraduates in liberal arts and sciences, and in selected professional and pre-professional fields. It also offers a small number of selected high quality graduate programs. Data Source: National Center for Educational Statistics

How does Reginald Rose establish and maintain a sense of tension in Twelve Angry Men Essay Example

How does Reginald Rose establish and maintain a sense of tension in Twelve Angry Men Essay Example How does Reginald Rose establish and maintain a sense of tension in Twelve Angry Men Paper How does Reginald Rose establish and maintain a sense of tension in Twelve Angry Men Paper Essay Topic: 12 Angry Men Literature Throughout the play Twelve Angry Men, the author Reginald Rose uses multiple dramatic techniques to establish and maintain a sense of tension. In this essay, I will analyze these techniques and suggest how they make the storyline so effective. Reginald Rose bases all of the tension and suspense around the social and historical context of the era. At the time, Americans are concerned with the huge influx of immigrants and there is a great deal of racial tension between Juror 11 and the other jurors. Each separate juror has their own background, personality and morals and inside the jury room we see how they react to each other and the dynamics of the group. On the face of it, the case put forward to them seems clear cut, but the arguments which evolve from the individual differences between each juror completely change the final outcome. Although a plot which is set in one singly location throughout its duration seems dull, Rose has used a small but particular set of techniques to mould Twelve Angry Men into the play it is and eventually produce one of the most thrilling pieces of literature of the past century. These techniques include: the set, the weather outside, stage directions, contrasts of changes in mood and tone, gesture, conflicts and alliances between jurors and the backgrounds of each juror. All of these are used at least once to demonstrate the atmosphere and growing tension inside the jury room. The play opens to an empty stage with the judge issuing his final orders to the jury. They must deliberate honestly and thoughtfully but also with a good conscience. The ruthlessness of the situation is immediately made clear when the judge reveals that the death sentence is mandatory in this case and that the bench will not entertain a recommendation for mercy. Rose has implemented tension almost immediately and this proves to have a great effect on the audience. The brief pause which follows indicates the jurors have suddenly realised the severity of the situation which they now find themselves in. The words I dont envy your job are another indication of this. Rose has very deliberately done this as if to emphasise the words of the judge. With nothing else happening on stage, the audience will take in and understand his words as if they were the jurors themselves. Then tension has already been transferred from the stage to the audience a technique that brings a sense of realism to the play. The audience are suddenly feeling the tension and grave responsibility resting on the shoulders of the jurors. Juror 7 who seems to be the least concerned about the case in hand and more worried about a baseball match he is meant to be attending begins to diffuse this tension by offering a fellow juror a stick of gum. This signifies the contrasting attitudes towards the case inside the room and as far as an opening line goes, it suggests that the rest of the play may take a more laid back attitude. So within two pages, we have already experienced two twists that Rose has intentionally used to generate a sense of tension and uncertainty. Throughout Act One, Juror 8 emerges as the stand out character in the play. His arguments and disagreements with Juror 3 become a focus of not just the Act but the play as well. And as Juror 8 begins to persuade more of the other jurors that the boy on trial may be innocent, Juror 3 struggles to hide his frustration until tensions boil over at the end of the Act. Juror 3 has unintentionally divulged that he has a son similar to the boy on trial. He says: Ive got one (a son). Hes twenty. We did everything for that boy and what happened? When he was nine he ran away from a fight. Well, I made a man outa him all right. When he was sixteen we had a battle. He hit me in the face. Hes big, yknow. You work your heart out. This is a vital moment in the play. Suddenly, the whole background of one of the jurors is clouding the discussions which are taking place. Juror 3 envies his son and seems determined to take revenge on the boy on trial who he views as a similar boy to his son. The tension built up by this is intense and reflects on the other jurors. A spat between Jurors 10 and 5 breaks out as a result of the growing tension inside the room. And as Act One draws to a close, Rose demonstrates that tension is rising to the point of brinkmanship. Juror 3 rants: Shut up, you son of a bitch! Let go of me, God damn it! Ill kill him! Ill kill him. Juror 8 pounces and says: You dont really mean youll kill me, do you? The tension here is considerably higher than the rest of the play. A clear rivalry had broken out between two of the jurors and their fierce arguments take centre stage. Rose is using conflicts between jurors as a key technique in creating tension in the play. Act Two begins almost oppositely to how the proceeding Act ended. The other Jurors are trying to diffuse the tension in the air, and Juror 12 sheepishly kicks-off discussions again. Jurors 3 and 8 seem to disappear into the background after the climax in tension moments earlier. Despite watching from a distance for most of the play, the fierce discussions between Jurors 3 and 8 have rubbed off on the other jurors. They are snappier and seem on edge. Juror 7 sarcastically criticises Juror 6: Great idea. Maybe we can follow this one up with dancing and refreshments. This unpleasant atmosphere is reflected in the stormy weather outside another technique which creates tension that Rose has used to great effect. Even when proceedings return to some degree of normality, the regular ballots which are held maintain some level of tension. These also constantly remind the reader of where the jury stand on the case and this is a ploy by Rose to deliberately create this effect. Whereas at the beginning of the play, all the jurors were reasonably polite in their discussions with each other, small arguments start to crop up. The depressing atmosphere of the case has made an impact on the jurors themselves and the very civil deliberations have broken out into disorderly ramblings. Another technique used to create tension is when certain characters talk to each other about the case away from the rest of the characters. Like Juror 3 and Juror 8 made enemies of one another, soon the alliances which have been formed become clear in the deliberations. A good example of this in Act Two when the Forman and Juror 8 begin to talk about the incessant rain which is pouring down outside. Juror 3 meanwhile is gaining support from Juror 4 who still insists that the boy is guilty. These alliances are a focal point of the play and they contribute huge amounts to the tension. As each ballot is called, the numbers on each side change and so do the rivalries within the group. Juror 7, for instance, seemed convinced that the boy was guilty until he is eventually persuaded otherwise. The tension of the play reaches a non-stop crescendo as the storyline draws to a close. Just one Juror, Juror 3, is still in favour of a guilty verdict and he says: I dont care whether Im alone or not. Its my right. Do you think Im an idiot or something? You lousy bunch of bleeding hearts. Youre not going to intimidate me. Im entitled to my opinion. I can sit in this goddamn room for a year. From that moment on, it looks as if the Jury will not be able to reach a unanimous verdict. The story looks like having a disappointing ending, until a dramatic, sudden twist that not even the most learned audience members would have been expecting. Rose performs the most audacious of U-turns with suspense as much as tension and suddenly Juror 3s resistance is broken. And his backtrack comes as even more of a surprise after this bold statement: It was his father. That goddamn rotten kid. I know him. What theyre like. What they do to you. How they kill you every day. My God, dont you see? How come Im the only one who sees? Jeez, I can feel that knife goin in. You can almost reach out and touch the tension here. The entire Jury have practically begged Juror 3 to change his vote and spare the boy his life but he seems unwilling to oblige at this critical moment. The atmosphere in the room is anger as much as disappointment. Yet, Rose has not described this at all. The mere build up of tension in the pages before have provided the reader with enough information to gather the circumstances and feelings inside the room at this very moment. Juror 8, knowing that this would be his last plea, says: Its not your boy. Hes somebody elses before Juror 4, who had been on Juror 3s side for practically the entire case, delivers the most potent line of the entire play: Let him live. As the stage directions describe, theres a long pause before Juror 3 finally reveals that he has changed his mind. Out of choice or because of the mounting opposition he faced inside the room we will never know, but Juror 3 says weeping: All right. Not guilty. The huge ball of tensions almost swirling above the jurors suddenly diffuses. The case is over. The audience as well as the jurors breathe a sigh of relief. The rollercoaster ride which Reginald Rose has taken 12 men and one boy on slams to a dramatic halt. So as you can see, Reginald Rose uses multiple dramatic techniques to establish and maintain a sense of tension which makes 12 Angry Men the fantastic thriller that it is.

The Pennine Center Essay Example | Topics and Well Written Essays - 1250 words

The Pennine Center - Essay Example 1.2 SWOT and PESTEL analysis Political Economical Social Technological Environmental Legal Strength - The environment of Pennine hotel is very friendly which is surrounded by lakes and gardens which attract customers and keep them satisfied. It provides luxuries benefits to society such as leisure centre, swimming pools and sports stadium. Centre has technology with nine screen cinema, stadiums and car parking, effectively managed retail outlets. It has a wide geographic coverage with remarkable locations. - Weaknesses Increase in competition reduces the chances to attract more customers. Profits of company are reducing rapidly and are resulting in low returns due to uncertain economic conditions. It is unable to target large number of people as most of the shops are empty due to lack of resources. It lacks the ability to incorporate new 21st technology and entertainment facilities in the centre The surroundings of the place is creating hurdle for the company such as roads following the centre are quite narrow. There is no system of maintenance of roads. There are environmental regulations in relation to safety of people, but most tourists have suffered from injury in the centre. Opportunities - Market size is large and the growth rate of industry is high in the region. Enter in new markets to further expand the business where there are more tourist seasons. New games are emerging in the market such as world student games. Company should launch such games in its stadium. Can gain more market share by diversifying business in other places. - Threats Likelihood of entrance of new and potent competitors. Due, to recession 19 outlets of company have been closed and there is a threat more outlets will be stopped due to less business in the economy Presently, the demand of exhibitions, conferences and hospitality has increased rapidly and many new tourist canters are emerging in the region. Many new companies have entered in the industry, some of which are providing same facilities to the customers through the retail outlets of Pennine centre. Environment is not friendly; they are subjected to uncertain conditions such as in case of floods and bad weather. Changes in relation to government policies for the safety measures of people. After analyzing the external and internal environment of the company, it is essential to focus on the weak points and proposing a strategy to overcome the situation, developments and to identity the company’s direction and objectives (L Fahey & V. K. Narayman, 1986). An organization is successful only if it has strong management systems and has an ability to be innovative and distinctive. This center is facing problem not only in financial aspect but also lacks management skills in the organization. Economic uncertainties is the factor which cannot be controlled, however one can take preventive measures against it on the basis of effective management. So, the center should imply new strategic goals and object ives which should be made clear among all staff. Thus it means that if management will be efficient than only company will lead to profitability (Hill T. & R. Westbrook, 1997, De Geus, 1998). 1.3 Proposed strategic option In accordance with the present situation of the company it needs to revise the strategy because of changing

Family Relationships Essay Example | Topics and Well Written Essays - 750 words

Family Relationships - Essay Example Willy the protagonist is discussed to depict how his self deception and disillusionment have affected his family. He represents the dysfunctional family. Miller has designed a family, which is stretched to breaking point by pressures of a speedily varying environment. The way they relate among themselves determines their identity, what they aspire to be and their inability to reconcile the two. Strangely, his fixation with the exterior traits of charm and likeability is at probability with a grittier, more gratifying considerate of the American dream which recognizes the hard work without complaint as the key to success (1.243). The Loman family is based on false values that distort the American dream and Lead to an existence of a dysfunctional family. Willy’s life is symbolic of many family relationships. Miller depicts him as a salesperson but does not specify which products Willy deals with. This is so because Willy is nobody in particular but a representative of everyone i n society. Relationship between Willy and Linda The relationship of Willy and his wife Linda is not the most ideal of relationships. Linda seems to be more sensitive than her husband in viewing life challenges. Linda is loyal and devoted to her husband, but Willy succumbs to temptations and cheats on her. She tries hard to protect her husband but ends up causing him more harm than Help. It is because of her ineffective attempt to protect Willy that she allows his death. She neglects Willy as seen when he brags about the grosshe had in Boston and providence. As Linda calculates his commission but she does not confront him (2.188). Relationship between Willy and His Children Willy enjoyed a health and exciting relationship in the past with his sons but later on, the relationship deteriorates tremendously because of his lies and neglect of family. The father and child affiliation between Willy and his son Biff is edgy.this starts from an incident that happened years ago, when Biff disc overed him in a hotel room with a woman, which made Biff lose respect for his father. Biff and his father collide when biff seeks assistance from his father. Wily appears have been in an affair in a hotel room. When Biff shows up to see if his father will help him and finds another woman in his father’s room, his world is crashed, he feels destroyed and betrayed’ Biff is hurt and disappointed in his father’s infidelity that he chooses to leave schooling without graduating from college. In the incident, Willy becomes defensive and tries to convince Biff in vain that, nothing happened but it makes nothing better. In some way, Willy’s lies destroys Biffs’ future, as from then on Biff always changes jobs, but finds no success in any. Linda and Happy are not aware, and they do not understand the rift between them. This causes a further wedge in the family relationships. Another rift that strains the affiliation amid Biff and his father occurs because bi ff blames his father for the superiority complex he instilled in them while they were young. He tells his father that because he made him full of himself, it became had for him to take orders from others. Conversely, the rapport between Happy and father is neither badly off nor much better. In Willy’s life Happy has always been second in his affection. He constantly praises Biff before Happy and this seriously Affects Happy life and his family

Acquisition is a High Risky Strategy Essay Example for Free

Acquisition is a High Risky Strategy Essay In the literature, several motives for takeovers have been identified. One is the desire for synergy. That is, similarities or complementarities between the acquiring and target firms are expected to result in the combined value of the enterprises exceeding their worth as separate firms (Collis and Montgomery, 1998). A second motive involves the expectation that acquirers can extract value because target companies have been managed inefficiently (Varaiya, 1987). A third motive is attributed to managerial hubris the notion that senior executives, in overestimating their own abilities, acquire companies they believe could be managed more profitably under their control. Agency theory motive is the anticipation that firm expansion will positively impact the compensation of top managers since there tends to be a direct relation between firm size and executive pay. Contemporary specialists contend that managerial ownership incentives may be expected to have divergent impacts on corporate strategy and firm value. This premise has been recognized in previous studies. For instance, Stulz (1988) has examined the ownership of managers of target companies and has proposed that the relationship between that ownership and the value of target firms may initially be positive and then subsequently become negative with rising insider ownership. Moreover, Shivdasani (1993) empirically shows that the relationship of the ownership structure of target companies with the value of hostile bids is not uniformly positive. McConnell and Servaes (1990) have likewise analyzed the relationship of equity ownership among corporate insiders and Tobins q. Their results demonstrate a non-monotonic relation between Tobins q and insider equity stakes. Wright et al. (1996: 451) have shown a non-linear relationship between insider ownership and corporate strategy related to firm risk taking. Ownership Incentives and Changes in Company Risk Motivating Acquisitions An agency-theoretic motive for acquisitions has been used to explain managerial preferences for risk-reducing corporate strategies (Wright et al., 1996). The implication is that both principals and agents prefer acquiring target companies with higher rather than lower returns. In that, shareholders and managers have congruent interests. The interests, however, diverge in terms of risk considerations associated with acquisitions. Because shareholders possess diversified portfolios, they may only be concerned with systematic risk and be indifferent to the total variance of returns associated with a takeover. Senior managers may alternatively prefer risk-reducing corporate strategies, unless they are granted ownership incentives. That is because they can not diversify their human capital invested in the firm. In the literature, it has been argued that agency costs may be reduced as managerial ownership incentives rise. The reason is that, as ownership incentives rise, the financial interests of insiders and shareholders will begin to converge. Analysts conjecture, however, that such incentives may not consistently provide senior executives the motivation to lessen the agency costs associated with an acquisition strategy. Inherent is the presumption that the nature of executive wealth portfolios will differently influence their attitudes toward corporate strategy. The personal wealth portfolios of top managers are comprised of their ownership of shares/options in the firm, the income produced from their employment, and assets unrelated to the firm. Presumably, as senior executives increase their equity stakes in the enterprise, their personal wealth portfolios become correspondingly less diversified. Although stockholders can diversify their wealth portfolios, top executives have less flexibility if they own substantial shares in the firms they manage. Hence, if a significant portion of managers wealth is concentrated in one investment, then they may find it prudent to diversify their firms via risk-reducing acquisitions. In the related literature, however, takeovers and risk taking have been approached differently from the described approach. Amihud and Lev (1999) have contended that insiders employment income is significantly related to the firms performance. Thus, managers are confronted with risks associated with their income if the maintenance of that income is dependent on achieving predetermined performance targets. Reasonably, in the event of either corporate underperformance or firm failure, CEOs not only may lose their current employment income but also may seriously suffer in the managerial labor market, since their future earnings potential with other enterprises may be lowered. Hence, the risk of executives employment income is impacted by the firms risk. The ramification of Amihud and Levs (1999) contentions is that top managers will tend to lower firm risk, and therefore their own employment risk, by acquiring companies that contribute to stabilizing of the firms income, even if shareho lder wealth is adversely affected. Consistent with the implications of Amihud and Levs arguments, Agrawal and Mandelker (1987) have similarly suggested that managers with negligible ownership stakes may adopt risk-reducing corporate strategies because such strategies may well serve their own personal interests. With ownership incentives, however, managers may be more likely to acquire risk-enhancing target companies, in line with the requirement of wealth maximization for shareholders. The notion that at negligible managerial ownership levels, detrimental risk-reducing acquisition strategies may be emphasized, but with increasing ownership incentive levels, beneficial risk-enhancing acquisitions may be more prevalent is also suggested in other works (Grossman and Hoskisson, 1998). The conclusion of these investigations is that the relationship between insider ownership and risk enhancing, worthy corporate acquisitions is linear and positive. Some experts assert that CEOs personal wealth concentration will induce senior managers to undertake risk-reducing firm strategies. Portfolio theorys expectation suggests that investors or owner-managers may desire to diversify their personal wealth portfolios. For instance, Markowitz (1952: 89) has asserted that investors may wish to diversify across industries because firms in different industries. . . have lower covariances than firms within an industry. Moreover, as argued by Sharpe (1964: 441), diversification enables the investor to escape all but the risk resulting from swings in economic activity. Consequently, managers with substantial equity investments in the firm may diversify the firm via risk-reducing acquisitions in order to diversify their own personal wealth portfolios. Because they may be especially concerned with risk-reducing acquisitions, however, their corporate strategies may not enhance firm value through takeovers, although managerial intention may be to boos t corporate value. The above discussion is compatible with complementary arguments that suggest that insiders may acquire non-value-maximizing target companies although their intentions may be to enhance returns to shareholders. For instance, according to the synergy view, while takeovers may be motivated by an ex-ante concern for increasing corporate value, many such acquisitions are not associated with an increase in firm value. Alternatively, according to the hubris hypothesis, even though insiders may intend to acquire targets that they believe could be managed more profitably under their control, such acquisitions are not ordinarily related to higher profitability. If acquisitions which are undertaken primarily with insider expectations that they will financially benefit owners do not realize higher performance, then those acquisitions which are primarily motivated by a risk-reducing desire may likewise not be associated with beneficial outcomes for owners. Additionally, it can be argued that shareholders can more efficiently diversify their own portfolios, making it unnecessary for managers to diversify the firm in order to achieve portfolio diversification for shareholders. Risk Associated with HRM practices in International Acquisitions There are a number of reasons why the HRM policies and practices of multinational corporations (MNCs) and cross-border acquisitions are likely to be different from those found in domestic firms (Dowling, Schuler and Welch, 1993). For one, the difference in geographical spread means that acquisitions must normally engage in a number of HR activities that are not needed in domestic firms such as providing relocation and orientation assistance to expatriates, administering international job rotation programmes, and dealing with international union activity. Second, as Dowling (1988) points out, the personnel policies and practices of MNCs are likely to be more complex and diverse. For instance, complex salary and income taxation issues are likely to arise in acquisitions because their pay policies and practices have to be administered to many different groups of subsidiaries and employees, located in different countries. Managing this diversity may generate a number of co-ordination and communication problems that do not arise in domestic firms. In recognition of these difficulties, most large international companies retain the services of a major accounting firm to ensure there is no tax incentive or disincentive associated with a particular international assignment. Finally, there are more stakeholders that influence the HRM policies and practices of international firms than those of domestic firms. The major stakeholders in private organizations are the shareholders and the employees. But one could also think of unions, consumer organizations and other pressure groups. These pressure groups also exist in domestic firms, but they often put more pressure on foreign than on local companies. This probably means that international companies need to be more risk averse and concerned with the social and political environment than domestic firms. Acquisitions and HRM Practices: Evidence from Japan, the US, and Europe In contemporary context, international human resource management faces important challenges, and this trend characterizes many Japanese, US and European acquisitions.   From the critical point of view, Japanese companies experience more problems associated with international human resource management than companies from the US and Europe (Shibuya, 2000). Lack of home-country personnel sufficient international manage ­ment skills has been widely recognized in literature as the most difficult problem facing Japanese compa ­nies and simultaneously one of the most significant of US and European acquisitions as well. The statement implies that cultivating such skills is difficult and that they are relatively rare among businessmen in any country. Japanese companies may be particularly prone to this problem due to their heavy use of home-country nationals in overseas management positions. European and Japanese acquisitions also experience the lack of home country personnel who want to work abroad, while it is less of an impediment for the US companies. In the US acquisitions expatriates often experience reentry difficulties (e.g., career disruption) when re ­turning to the home country: This problem was the one most often cited by US firms.   Today Japanese corporations report the relatively lower incidence of expatriate reentry diffi ­culties, and it is surprising given the vivid accounts of such problems at Japanese firms by White (1988) and Umezawa (1990). However, the more active role of the Japanese person ­nel department in coordinating career paths, the tradition of semi ­annual musical-chair-like personnel shuffles (jinji idoh), and the continu ­ing efforts of Japanese stationed overseas to maintain close contact with headquarters might underlie the lower level of difficulties in this area for Japanese firms (Inohara, 2001). In contrast, the decentralized structures of many US and European firms may serve to isolate expatriates from their home-country headquarters, making reentry more problematic. Also, recent downsiz ­ing at US and European firms may reduce the number of appropriate management positions for expatriates to return to, or may sever expatri ­ates relationships with colleagues and mentors at headquarters. Furthermore, within the context of the lifetime employment system, individ ­ual Japanese employees have little to gain by voicing reentry concerns to personnel managers. In turn, personnel managers need not pay a great deal of attention to reentry problems because they will usually not result in a resignation. In western firms, reentry problems need to be taken more seriously by personnel managers because they frequently result in the loss of a valued employee. A further possible explanation for the higher incidence of expatriate reentry problems in western multinationals is the greater tendency of those companies to implement a policy of transferring local nationals to headquarters or other international operations. Under such a policy, the definition of expatriate expands beyond home-country nationals to en ­compass local nationals who transfer outside their home countries. It may even be that local nationals who return to a local operation after working at headquarters or other international operations may have their own special varieties of reentry problems. Literature on international human resource practices in Japan, the US and Europe suggest that the major strategic difficulty for the MNCs is to attract high-caliber local nationals to work for the company. In general, acquisitions may face greater challenges in hiring high-caliber local employees than do domestic firms due to lack of name recognition and fewer relationships with educators or others who might recommend candidates. However, researchers suggest that this issue is significantly more difficult for Japanese than for US and European multinationals. When asked to describe problems encoun ­tered in establishing their US affiliates, 39.5% of the respondents to a Japan Society survey cited finding qualified American managers to work in the affiliate and 30.8% cited hiring a qualified workforce (Bob ; SRI, 2001). Similarly, a survey of Japanese companies operating in the US conducted by a human resource consulting firm found that 35% felt recruiting personnel to be very difficult or extremely difficult, and 56% felt it to be difficult (The Wyatt Company, 1999). In addition to mentioned problem, Japanese acquisition encounter high local employee turnover, which is significantly more prob ­lematic for them due to the near-total absence of turnover to which they are accustomed in Japan. The US, European and Japanese companies admit very rarely that they encounter local legal challenges to their personnel policies. However, in regard to Japanese acquisitions large   amount of press coverage has been given to lawsuits against Japanese companies in the United States and a Japanese Ministry of Labor Survey in which 57% of the 331 respondents indicated that they were facing potential equal employ ­ment opportunity-related lawsuits in the United States (Shibuya, 2000). Conclusion This research investigates whether corporate acquisitions with shared technological resources or participation in similar product markets realize superior economic returns in comparison with unrelated acquisitions. The rationale for superior economic performance in related acquisitions derives from the synergies that are expected through a combination of supplementary or complementary resources. It is clear from the results of this research that acquired firms in related acquisitions have higher returns than acquired firms in unrelated acqui ­sitions. This implies that the related acquired firm benefits more from the acquirer than the unrelated acquired firm. The higher returns for the related acquired firms suggest that the combination with the acquirer’s resources has higher value implications than the combination of two unrelated firms. This is supported by the higher total wealth gains which were observed in related acquisitions. I did however, in the case of acquiring firms, find that the abnormal returns directly attributable to the acquisition transaction are not significant. There are reasons to believe that the announcement effects of the transaction on the returns to acquirers are less easily detected than for target firms. First, an acquisition by a firm affects only part of its businesses, while affecting all the assets (in control-oriented acqui ­sitions) of the target firm. Thus the measurability of effects on acquirers is attenuated. Second, if an acquisition is one event in a series of implicit moves constituting a diversification program, its individual effect as a market signal would be mitigated. It is also likely that the theoretical argument which postulates that related acquisitions create wealth for acquirers may be underspecified. Relatedness is often multifaceted, suggesting that the resources of the target firm may be of value to many firms, thus increasing the relative bargaining power of the target vis-a-vis the potential buyers. Even in the absence of explicit competition for the target (multiple bidding), the premiums paid for control are a substantial fraction of the total gains available from the transaction. For managers, some implications from the research can be offered. First, it seems quite clear from the data that a firm seeking to be acquired will realize higher returns if it is sold to a related than an unrelated firm. This counsel is consistent with the view that the market recognizes synergistic combinations and values them accordingly. Second, managers in acquiring firms may be advised to scrutinize carefully the expected gains in related and unrelated acquisitions. For managers the issue of concern is not whether or not a given kind of acquisition creates a significant total amount of wealth, but what percentage of that wealth they can expect to accrue to their firms. Thus, although acquisitions involving related technologies or product market yield higher total gains, pricing mechanisms in the market for corporate acquisitions reflect the gains primarily on the target company. Interpreting these results conservatively, one may offer the argument that expected gains for acquiring firms are competed away in the bidding process, with stockholders of target firms obtaining high proportions of the gains. On a pragmatic level this research underscores the need to combine what may be called the theoretical with the practical. In the case of acquisitions, pragmatic issues like implicit and explicit competition for a target firm alter the theoretical expectations of gains from an acquisition transaction. Further efforts to clarify these issues theoretically and empirically will increase our understanding of these important phenomena. Bibliography Sharpe WF. 1964. Capital asset prices: a theory of market equilibrium under conditions of risk. Journal of Finance 19: 425-442 Markowitz H. 1952. Portfolio selections. Journal of Finance 7: 77-91 Grossman W, Hoskisson R. 1998. CEO pay at the crossroads of Wall Street and Main: toward the strategic design of executive compensation. Academy of Management Executive 12: 43-57 Amihud Y, Lev B. 1999. Does corporate ownership structure affect its strategy towards diversification? Strategic Management Journal 20(11): 1063-1069 Agrawal A, Mandelker G. 1987. Managerial incentives and corporate investment and financing decisions. Journal of Finance 42: 823-837 Wright P, Ferris S, Sarin A, Awasthi V. 1996. The impact of corporate insider, blockholder, and institutional equity ownership on firm risk-taking. Academy of Management Journal 39: 441-463 McConnell JJ, Servaes H. 1990. Additional evidence on equity ownership and corporate value. Journal of Financial Economics 27: 595-612. Shivdasani A. 1993. Board composition, ownership structure, and hostile takeovers. Journal of Accounting and Economics 16: 167-198 Stulz RM. 1988. Managerial control of voting rights: financing policies and the market for corporate control. Journal of Financial Economics 20: 25-54 Varaiya N. 1987. Determinants of premiums in acquisition transactions. Managerial and Decision Economics 14: 175-184 Collis D, Montgomery C. 1998. Creating corporate advantage. Harvard Business Review 76(3): 71-83 White, M. 1988. The Japanese overseas: Can they go home again? New York: The Free Press. Bob, D., ; SRI International. 2001. Japanese companies in American communities. New York: The Japan Society.

Dialectoc Composition In Purgatorio V :: Purgatorio V Poem Poetic Essays

Dialectoc Composition In Purgatorio V In this canto there appear to be none of those cruces on which contemporary criticism often fastens as basic for the understanding of the poem's deeper meaning. It nevertheless contains some of the most vivid episodes of the journey, especially in its second part, involving the stories of three memorable characters. As is characteristic of the whole cantica, and is especially evident in the first cantos, we find that the three souls we meet here are, by the very definition of their realm, in a liminal state between two forms of existence, the earthly and the celestial. They are gradually shedding the prejudices and passions that had made them cling to the illusory goods of their earthly existence, and getting ready, through their painful purgation, for the permanent bliss to come. We shall see how, by the very progression that distinguishes them among themselves, the three main characters are increasingly detached from the worldly values and increasingly ready for the final step. In one of the more recent  «lecturae » Giambattista Salinari (1969, 311 and 313f) finds that this canto is marked by a high degree of lyricism, considering the progression of the three generic ingredients of the whole poem, namely the descriptive (or epic), the dramatic, and the lyric. He also stresses here the particularly conspicuous presence of what he calls the three types of  «contrappunto » in which Dante excels, namely the  «horizontal » (when contrasting episodes are juxtaposed for the sake of variation and emphasis), the  «vertical » (when over several characters the same situation or theme is developed through rising tonalities), and finally the  «stylistic » (when in the same episode the epic or narrative element is expressed through elegiac description, the dramatic through dialogue, and the lyric through monologue). This is, in short exposition, an interesting analytic point that concerns a striking yet little noticed feature of Dante's method o f composition, and which this writer has attempted to define and analyze under the term of  «dialectic composition ». The structure of Purgatorio V leans, as it were, backward and forward, tying in with the conclusion of the episode of the lazy in the preceding canto and then concluding the episode of the violently slain, who properly occupy this canto, in the following canto, when the same group continues to crowd around Dante in order to secure prayers on their behalf from the living.

Birthday party planning Essay

To be able to have the entire event completed, I should be able to give a strong impulsive attitude in knowing the different issues that needs consideration in the occasion. These considerations include the wants and needs of the celebrant and the guests who are to be involved in the occasion. It could be observed that through the familiarity that I would have on the personality and the needs as well as the wants of both the celebrant and the guests invited shall help me in becoming highly acquainted within the system of celebration that needs to be processed in arrangement. More than this, knowing the celebrant had been a huge advantage on my part. It could be noted that our friendship has particularly made the process of knowing what he wants made it much easier for me to take the necessary steps to be able to come up with the right theme that fits his personality and would likely make the process more personal for the celebrant and his guests. My interest in the occasion as well made the process of preparing and completing the entire program much easier to bear with. Most likely, this made the process of coming up with the actual plan much effective for application. Considerably, the enjoyment that I felt in preparing the occasion’s plan contributed to the success that I have made in the completion of the said party. The involvement of Jerry’s girlfriend in the planning scheme actually helped ease the process of completing the occasion’s finalization. Her suggestions and the ideas that she has along with my thoughts about the theme of the party went side by side in making the whole occasion strongly manageable and enjoyable. Because of the age of the celebrant, a â€Å"kiddie theme† of birthday party is surely inappropriate. Likely, harmonizing the party celebration’s theme with the age and personality of the celebrant is indeed an important aspect of planning. PERSONAL ESSAY Being personally attached to the celebrant both played as an advantage and as a disadvantage on my part as the planner. During the process, it could be observed that being attached to the celebrant made it easier for me to know what he wants, however, it also made me much concerned if he would approve of the theme of party that I may have planned to present to him and his girlfriend at first. However, accessing the said advantage on my part at best way that it could benefit my planning of the occasion made me more aware on the particular needs of the celebrant thus resulting to a more personally enjoyable party. Most likely, I consider this project as a primary basis of my becoming a more developed planner as well as a more professional events handler. I have learned much too from this particular occasion. One particular learning is that of the main concern of the every occasion whether may it be a birthday or any other parties is that it should not be overdone or lightly treated to be successful. In terms of values and morale, the parties should be well guarded from any particular misbehavior of any of the guests that may cause commotion during the entire occasion’s completion. Considerably, the process of planning the said party involved so many considerations on the personality of the celebrant and the people that were supposed to be invited during the occasion. Knowing what the said group of people wanted primarily helped during the process of formulating the whole approach to the party. Efficiency of planning actually made the entire approach to the party process much successful. Having been organized in everything else that concerned the entire occasion’s final completion was an essential primary process for the success of the entire birthday celebration. Fine oversight of a social gathering includes its planning and preparation. This does not require devising a catchy theme to make it unique or memorable, but it surely must be something that characterizes the one to whom the celebration is dedicated to. One more vital learning that I have garnered from planning this occasion is that it makes sense to invite only as many of your friends as can be supervised properly. Smaller gatherings are less likely to turn into â€Å"revelries,† or â€Å"wild parties. † This would make the entire occasion much meaningful and worth remembering for the celebrant. This way, the people invited are sure to have an enjoyment on the most common things that they share for entertainment thus making the whole planning of the party much easier to deal with. What are some things you can do at a gathering—besides simply watching TV, listening to music, or conversing? Likely, these questions were considerably answered as we tried to know how the celebrant would likely want the party to be completed. It was not simply about the fun or the enjoyment, it was something that needs to have been considered through understanding what the celebrant and his friends needed to be able to remember the entire party as a huge part of their personal advancement and their friendship’s stronger ties later on. Catering to the needs of more than just the celebrants had actually taught me the importance of being flexible and resourceful in handling the demands of each guest and the ones involved in parties. Likely, this learning could be applied to any other occasion that needs to be dealt with in planning later on. Planning the said party involved so much help as well from all the other guests who were highly concerned in the success of the occasion. This made me realize that asking the people concerned in the parties is a certainly helpful process for the success of any occasion’s planning process. Having them help in the process of getting all the necessary informations needed for the completion of the plan surely makes the process much manageable and applicable for celebration. This also made the occasion much personal and meaningful for the people who were invited and the person being celebrated in particular. Having an assistance from the people concerned in the occasion actually helped so much in gaining a considerably dine outcome of the party.

Influential Leaders: Julius Caesar Vs. Mahatma Gandhi Essay

Influential Leaders: Julius Caesar vs. Mahatma Gandhi Julius Caesar and Mahatma Gandhi were both leaders from different countries and time periods. Based on the play, â€Å"Julius Caesar† by William Shakespeare, and the movie, â€Å"Mahatma Gandhi† directed by Richard Attenborough it is apparent that these two men were in some way very several similar and in other ways very different characteristics. Both were prominent people and lived lives of great importance and leadership. They both died in similar ways as well. But during their lives each man worked for completely different purposes. Julius Caesar and Mahatma Gandhi were both very influential people during their lives. Caesar was one of the top three men who had power in Rome. Many people respected and trusted Caesar as a leader. Caesar was even offered the crown many times but he refused it. Gandhi’s influence extended beyond the borders of India and reached out to the whole world. Gandhi’s philosophies inspired millions of people. Both men’s lives have ended in similar ways; they were assassinated. Julius Caesar was lured to the Roman Senate and murdered by several conspirators including his good friend Brutus. Gandhi was murdered by a Hindu fanatic who disagreed with his tolerance of Muslims. Caesar and Gandhi were both very courageous men. They stuck their necks out when they knew there were dangers out there. And the fact that they both were murdered shows how real those dangers actually were. Even though both Caesar and Gandhi were influential leaders, they each had very different views, ideas, and ways of going about doing things. Caesar was an important figure in his society and even had his own army to back him up. Caesar’s solutions to problems were solved by fighting, such as the time he fought Pompey and became victorious. Gandhi was different. He had no official political title, he did not command any army, and he did not amass any great wealth. Gandhi’s philosophy of non-violence incorporated civil resistance. He believed that non-violent civil resistance, not war, was the way to handle things. He also felt the only solution to hatred, ignorance and fear was love, truth and forgiveness. Caesar’s and Gandhi’s beliefs were quite different. Both men were assassinated in the middle of their lives, but for very different reasons. Caesar was killed because he was too powerful, and Gandhi was killed because he was too good. Caesar was too  powerful because he was a very ambitious man who was power mad. He even set himself up as dictator for life. Caesar wanted the power for himself, while Gandhi wanted the power for the people. Caesar was constantly living in fear of his life. He was superstitious and seemed on edge in several instances. Gandhi was thrown in jail and beaten numerous times and yet stayed persistent and determined despite all the unfair treatment he had suffered. Gandhi believed in Civil Rights and Democracy, which was the complete opposite of what Caesar wanted. Caesar always thought of himself as perfect and decisive. He loved to be in control and have all the power to himself. He enjoyed feeling higher and better than everyone else. He proved this by ignoring the warnings of the Soothsayer before arriving at the Senate. Gandhi was never an arrogant man as Caesar was. He always thought of himself as an equal, no better that anyone else. He dedicated his whole life to helping others. Gandhi exhibited his leadership by wearing homespun cloth that provided employment for poor people and revived the village economy. Gandhi was a very honorable man. Julius Caesar and Mahatma Gandhi were both very influential and important leaders. They both worked hard at the goals they hoped to achieve. Caesar and Gandhi shared a few character traits but also possessing several different traits, viewpoints, and ideas. Both men made impacts on history during their lifetimes and will be remembered for years to come as brave leaders who risked their lives to achieve their goals.

Instagram Marketing Strategy How to Build One the Best Way (Template)

Instagram Marketing Strategy How to Build One the Best Way (Template) Instagram has the potential to be a powerful part of your brands overall marketing plan. However, you can’t just post, sit back, and wait for success to happen by magic. You need to create an Instagram marketing strategy that establishes your goals (and lays out a game plan to achieve them). That involves everything from finding your target audience, to outlining a clear content strategy for the platform, to actually creating posts and measuring their performance. Read on to learn how to plan it all effectively. You might want to get some coffee now, because we have a lot of ground to cover. Grab Your Free Instagram Marketing Strategy Template Planning an effective strategy doesnt have to take a lot of time. Download this editable deck and complete it as you read. By the time you’re done, you’ll have a full strategy ready to present to your team. Pretty slick, right?Instagram Marketing Strategy: How To Build One The Best Way (Free Template)Did You Know You Can Schedule Instagram Posts In ? It’s true! Using the mobile app (available for iOS  and Android), you can create and schedule Instagram posts alongside all your other social media content. Check out this live demo recap to see how it works: Then, try it yourself free for 14 days. We think you’ll be impressed. How Can Brands Benefit From Instagram? Instagram is an incredibly popular platform with a large user base and high engagement rates. In fact, according to the PEW Research Center  as of 2016, 33% of adults on the internet are on Instagram. And according to TechCrunch, as of April 2017, Instagram has over 700 million active users. In other words, you have a big audience to reach. That audience is active, too. Over half of Instagram’s user base logs into the app daily according to the same PEW research study. Over half of Instagram's user base logs into the app daily.While Instagram is particularly popular with Millennials (about 59% of its overall user base as of 2016), 33% of its userbase is between the ages of 30-44, and 18% between 50-64. So if your target audience is above the age of 50, Instagram may not be your best platform option. However, if your target audience is younger, Instagram could be a goldmine for your brand. Recommended Reading: How to Get Way More Instagram Followers With 20 Easy Tactics Step One: Set Your Goals The first step in creating your Instagram strategy is to set overarching business goals and select metrics to track progress toward them. Start by setting goals for your business. These goals are what help keep the lights on and the company up and running. Examples of business goals could include: Increasing Brand Awareness: How many people know your business exists? Encouraging Customer Loyalty: What keeps people coming back to you (instead of your competition)? Driving More Revenue: Businesses need money, right? Some example business goals that your team could create are: "Increase brand audience by 55% by end of the year." "Increase sales of x product by 35% by the end of Q1." The next step in your goal setting process is selecting metrics to track. Some metrics we could select for the goal above might include: Follower growth. Are people finding you and following your profile? Post engagement rate. From there, are they actually engaging with your posts? Leads generated from profile link clicks. Finally, are they taking the next step and trying your products or services? The key is select Instagram marketing metrics that directly tie back into overall business goals. Your Instagram goals also need to be S.M.A.R.T (Specific, Measurable, Attainable, Relevant, Timely). So let’s break down an example: â€Å"We want to increase our Instagram engagement rate by 25% this quarter.† Here's how this goal fits into the SMART framework: S: It’s specific in the fact that your team knows what needs to be accomplished. M: The 50% is a numerical measurement which can be calculated based . You know immediately if the goal was met or not. A: Depending on your current engagement rate growth, your team will need to assess if 25% is   a realistic goal. For example, if you are already experiencing a 17% growth rate 25% is not necessarily out of range. R: Growing your engagement rate on Instagram makes sense because the more your fans engage with your content, the more likely they are to remember you. T: You have a set deadline (one quarter)  to complete your goal. Recommended Reading: How to Set Social Media Goals to Crush Your Business Objectives Once you have a series of social media goals set you can then look to your Instagram strategy to see how the channel can help you accomplish your goals. For the sake of this post, we’re going to pretend we’re a local bookstore called ’s Corner. Three smart goals that our marketing team created are: Increase the number of younger people following us on Instagram by 50% in 6 months. Increase the brand awareness of our store in the area in 3 months by 25%. Increase engagement by 50% on each photo that we post. How can Instagram help your team accomplish those goals? The first one is simple. Instagram has a high number of young people in its user base. Therefore it would make sense that your team utilizes that channel to reach a younger audience. To prove the strategy is working you can check the in app analytics or Google Analytics and pull demographical data for your Instagram channel. The second goal requires a bit more strategy and analysis. Brand awareness  can come in many forms, and there are many different tools like Google Analytics, Brandwatch  and more that can be used to track that growth. The final goal is quite easy to connect to Instagram due to its nature of being an incredibly visual platform  and highly engaging platform. But how can you calculate the engagement rate of each of your Instagram posts. The formula is: So if your team has 157 comments and likes on one photo, you would divide that number by your total current followers and multiply by 100. (100 likes + 57 comments) / 2569 followers x 100 = 6.11% engagement rate. Recommended Reading: How to Improve Your Instagram Engagement With 15 Tips Step Two: Find Your Audience On Instagram The next part of your Instagram marketing strategy will be to find your audience. Finding your audience is a key part of your strategy because without knowing who your content is targeting you end up throwing it into the massive pile of Instagram posts with no direction to get it out. How do you find your audience? First,  you need to find the demographic data from the audience you are currently attracting. This will help your team determine if Instagram is the right channel for your target audience. If you’re on Instagram, open your app and click the analytics bar graph in the upper right-hand corner: Scroll through the in app analytics until you find followers: Click on See More to see a full breakdown of the age range of your audience: If your Instagram is pulling in the age range of your target audience it would make sense to maximize your resources on the channel. If not, Instagram could be a secondary awareness channel for your team. Once you know whether or not your target audience is utilizing Instagram, you can begin to tailor your content based on what your audience is interacting the most with. It could be content centered around: Problems they are experiencing. People are turning to your company for answers to issues that are surfacing in their daily lives, whether they’re looking for a plumber to fix a clogged drain or a dress to wear for their next event. Center your content around ways that you can help solve those problems. Information they're seeking. Maybe they need to know about the best type of chew toy for a new puppy, so your content could feature different chew toys with captions on what age and breed would enjoy them the most. Company culture and recruiting. People love seeing what’s going on behind the scenes at your office. Not only does it help humanize your brand, it can also help recruit new team members. Recommended Reading: How to Find Your Target Audience And Create the Best Content That Connects Step Three: Optimize Your Profile The way you create your company profile on Instagram plays a significant role in your success on the social media site. There are three main pieces on your profile that need to be 100% completed otherwise, you’re going to miss out connecting with potential customers. Those pieces are: An Instagram Business account. A profile picture. A snappy bio. Make Sure You Have A Business Account You may notice that your standard Instagram account doesn’t have a space for links. That’s because website links and analytics features are only accessible if your Instagram is operating under a business account. Setting your business account up is easy (and free). Log into your company profile and click on settings: Scroll until you find Switch to Business Profile: Toggle that switch to on, and Instagram will walk you through how to create your business profile. Once your account is set you should see business settings in your profile: Optimal-sized profile picture The standard profile picture on Instagram is 110px by 110px. It’s also important to note that Instagram’s profile pictures are round and usually quite small, so the less detail you can include in your profile picture the better. Many companies stick to using their logo like this: Optimize Your Bio The second step in optimizing your Instagram profile involves creating a short and snappy bio that encompasses who you are as a company in 150 characters or less. Some tips to help your team craft that bio are utilizing your tagline  (those are already short), pulling three descriptive adjectives that encompass your company or shortening your mission statement down to a sentence. Check out how Nike got their bio down to three simple words: So how do you create a really awesome snappy bio? Start with the following fill in the blank exercise: _[Company]_ is [adjective], [adjective], and driven to provide [issue your company solves or service your company provides]. Filled out it would look like: Corner  is a local, creative bookstore that is driven to provide a welcoming environment that fosters a love of reading for all ages. (Note: Corner is not an actual bookstore, but that would be cool if it was!) The final character count is 142. Now let’s say that you’re over in count, how can you fix it? Cut out your company name, they can already see it in your username: A local, creative bookstore that is driven to provide a welcoming environment that fosters a love of reading for all ages. Still over? Cut as much fluff out as possible. Words like â€Å"that† can almost always be cut out: A local, creative bookstore, driven to provide a welcoming environment fostering  a love of reading for all ages. Once you’ve edited out the fluff, your bio is ready to go. Recommended Reading: How to Increase Visibility With Social Media Optimization Include A Link To Your Website It’s important to note that Instagram does not allow links in posts, so the only chance your fans will have to see your site is if it’s included in your bio. You can change up the link based on what types of content you’re posting and what you want to drive your fans to: Step Four: Find Your Voice And Tone Instagram is prime space to show off your brand’s voice and tone. Why? Because Instagram is a personal platform which means the more that you can bring your company’s personality into the better. But how do you develop your voice and tone? Voice is the overall sound and personality of your business. It encompasses who you are as a brand and allows your audience to establish a connection with you. How can you develop your voice? List three adjectives and then find its opposite counterpart like this: Intelligent but not cocky. Humorous but not silly. Professional but not stuffy. Check out this list to help you get started: Mailchimp’s voice and tone  brand guidelines are a great example of how to format your voice adjectives. So you covered voice, but what about tone? Tone is the inflection of your voice, which details how you say something. Think of it almost like subtext. Your tone will change depending on the situation. So what does a solid Instagram voice and tone sound like? Starbucks Starbucks is known for its friendly, conversational language. They’re also great at integrating emojis and hashtags into their content as well: When your coffee matches your city. #IcedCaramelMacchiato Regram: @yogafawzi A post shared by Starbucks Coffee (@starbucks) on Aug 4, 2017 at 9:16am PDT Barnes and Noble Barnes and Noble works hard to foster a love of books through positive language and inspiring imagery: Best. Year. Ever. Get ready for the new school year with fun supplies, book bags more must-haves! in bio A post shared by Barnes Noble (@barnesandnoble) on Aug 21, 2017 at 1:39pm PDT Lowe’s Home Improvement Lowe’s Instagram focuses on DIY home improvements which means their voice and tone is usually helpful and insightful: @ourhappycarmonhome gave an old dining buffet new life with a fresh coat of paint. Let's see your creative storage solutions using #lowesproject. A post shared by Lowe's Home Improvement (@loweshomeimprovement) on Aug 23, 2017 at 8:27am PDT

Is Your Website Accessible

Is Your Website Accessible Build a platform! urge publishing gurus. Establish an online presence! You dutifully obey. Facebook? On it. Twitter? Rule it. Website? Of course, and it rocks! But did you know you might be restricting an entire group of users and customers from accessing your website and hence, from reaching you? This group consists of people with disabilities. The US Census Bureau states nearly 57 million people, thats 19 percent of civilians, have a disability. Youmay have a family member or friend, know a neighbour or student who is disabled. Imagine them trying to do a basic search online that you take for granted. These same people are also doing exactly what the rest of us are: working, enjoying food and drink, leisure and relaxation, sport and adventure. So why should they be prevented from utilising something as normal and taken-for-granted as a website? What is accessibility? Accessibility describes the degree to which a product, service, or environment is available to people. The more the number of people who can use it, the higher its accessibility. Correctly designed and developed websites empower everyone to have equal access to information and services. Examples of accessibility include: Providing text descriptions of images with meaningful links helps blind users using text-to-speech software or text-to-Braille hardware to read the content. Enabling text and images to enlarge helps users with poor eyesight.   Underlining and highlighting hyperlinks helps colour blind users notice them. Making action areas, like hyperlinks and buttons, large; and enabling keyboard navigation of menus helps users who cant control a mouse with precision or cant keep their hands steady. Captioning videos or providing sign language versions helps the deaf. Avoiding excessive flashing, flickering and special effects considers users prone to seizures. Writing content in plain language and illustrating with diagrams helps users with dyslexia and learning difficulties understand better. Is your website accessible enough? There are a number of options online to help you find out. A one-click website accessibility audit likehttp://wave.webaim.org/ is a system test that can identify accessibility problems and provide guidance on remedial steps. A list of other automated tools available to evaluate website features can be found here: w3.org/WAI/ER/tools/index.html. These tools dont test everything, but can provide a good idea of the extent of your websites accessibility. Must I make my website accessible? While accessibility is not required Your website is your showcase to the world, your online home. Youre proud of it and have invested time and resources in making it useful, relevant and dynamic. You want everybody whos anybody to visit it. Follow the four principles of accessibility explained in simple English athttp://devyaniborade.blogspot.com/p/principles-of-web-accessibility.html to make your website more accessible to all.

Marketing Communications Plan Essay Example | Topics and Well Written Essays - 2000 words - 1

Marketing Communications Plan - Essay Example 4). A marketing communication plan aims at building market awareness of a product or service. It also aims at coming up with the ways and means of reaching the market and impacting it as much as possible The product in this marketing communication plan is the iPhone and this plan has been designed using the SOSTT+4Ms structure (Blythe 2006, p. 53) IPhone is a brand of smartphones created and marketed by the Apple brand. It was introduced for the first time in the market in 2007 and has undergone four transformations. Currently, the most advanced of the iPhones is the iPhone 4, which has greater capability than the first three generations of iPhones that were introduced into the market. The first two models of the iPhones have ceased being produced. IPhones were the first to add a compass and a front facing camera to their features. The first iPhone was made public in 2007 and it immediately received massive approval in the market with millions of sales being made in the months to come. A year later the iPhone 3G was introduced in the market again and in 2009 the iPhone 3GS was introduced. This latest model was much cheaper than the others, as Apple was making an attempt to get a hold of a larger market than with the first two generations of iPhones. With the iPhone 4 being the latest model in the market, the iPhone 3GS is the cheapest model in the market (Apple Inc., 2011). Upon the introduction of the iPhones into the market, sales have shot through the roof. Millions of sales were made in the first few quarters of the existence of the iPhones in the market. By the end of the financial year 2010, there were more than 72 million units of iPhones sold all over the world. It is expected that 2011 will show a tremendous improvement in these figures thanks to the introduction of the iPhone 4 into the market. Currently, the iPhone holds more than 50% of the worlds profit in mobile phone sales and has for a while

Baby Theresa Essay Example | Topics and Well Written Essays - 500 words

Baby Theresa - Essay Example From this discussion it is clear that  approach which regards the possibility of taking one life to save another undermines the value of human life as whole. Here arises the problem of deciding who can be considered alive and who is not. Immediately, one can question the relevance of existence of people in coma and regard them as inferior and less important than conscious people. Similarly, could it touch severely retarded children, who are not capable of making decisions or leading a conscious and reasonable dialogue? The main issue here is that no one should have a right to making evaluations of whose life is more important and who is merely a means and to take a responsibility of talking about the common good and beneficence.As the essay discusses  allowing to donate organs of a child with anencephaly can serve as a precedent and further lead to widening of the law. The following can, eventually, result in a permission to transplant organs without patient’s consent in v arious contexts. For instance, it would give more freedom for medical workers to decide whom to consider eligible for donation. It could happen that soon people in coma or severely ill patients would be used as donors of organs without their permission or will be forced to give such permission. Any human can be exploited and used as a merely an object.  Solution of current bioethical dilemmas is quite a challenging task that presupposes a reconsideration of moral principles, personal values, and legal aspects.