Alfred Hitchcock essays

Alfred Hitchcock essays Alfred Hitchcock was born in London, England on April 13, 1899. He was the son of an East End Grocer named William and mother Emma. His father died when he was fourteen and he was raised Catholic attending a Jesuit run school for scholastic upbringing. In 1915, he secured his first job as an estimator for a telegraph and cable company. Then, in 1920 he earned his opening job within the movie industry as a title designer in a London studio. Subsequently, he worked as an assistant director, writer, and art director, until Hitchcock was offered an opportunity to direct his first film, The Pleasure Garden. His work continued over the next fifty years, influencing both film and the direction of cinematography throughout his career (Alfred Hitchcock - Filmography Hitchcock movies were always created in a thorough manner often using storyboards with mock ups of each scene before filming. In his early career, Hitchcock directed nine silent films including The Lodger where he introduced his first cameo appearance in a movie, later becoming a trademark of Hitchcock films. He would always make his appearance in the beginning of the film so as not to deviate his viewers attention from the plotline. Another of Hitchcocks preferences in films were blonde female stars, always seeking the icy look, he stated that the audience would have greater sexual interest in the character. Two of his favorite female stars were; Ingrid Bergman and Grace Kelly (Personality, Pathology, and the Act of Creation: The Case of Alfred Hitchcock). Hitchcock also often used bathrooms as a device for murders, hiding places, or lovemaking scenes. He frequently used the letters BM in his movies (Alfred Hitchcock - Filmography ...

Biography of Alvaro Obregón Salido, Mexican President

Biography of Alvaro Obregà ³n Salido, Mexican President Alvaro Obregà ³n Salido (February 19, 1880–July 17, 1928) was a Mexican farmer, general, president, and one of the key players in the Mexican Revolution. He rose to power because of his military brilliance and because he was the last of the Revolutions â€Å"Big Four† still alive after 1923: Pancho Villa, Emiliano Zapata, and Venustiano Carranza had all been assassinated. Many historians consider his election as president in 1920 to be the end point of the Revolution, although the violence continued afterward. Fast Facts: Alvaro Obregà ³n Salido Known For:  Farmer, general in the Mexican Revolution, president of MexicoAlso Known As:  Alvaro Obregà ³nBorn:  February 19, 1880 in Huatabampo, Sonora, MexicoParents: Francisco Obregà ³n and Cenobia SalidoDied:  July 17, 1928, just outside Mexico City, MexicoEducation: Elementary educationSpouse: Refugio Urrea, Marà ­a Claudia Tapia MonteverdeChildren: 6 Early Life Alvaro Obregà ³n was born in Huatabampo, Sonora, Mexico. His father Francisco Obregà ³n had lost much of the family wealth when he backed Emperor Maximilian over Benito Jurez during the  French Intervention in Mexico in the 1860s. Francisco died when Alvaro was an infant, so Alvaro was raised by his mother Cenobia Salido. The family had very little money but shared a supportive home life and most of Alvaros siblings became schoolteachers. Alvaro was a hard worker and had the reputation of being a local genius. Although he had to drop out of school, he taught himself many skills, including photography and carpentry. As a young man, he saved enough to buy a failing chickpea farm and turned it into a very profitable endeavor. Alvaro next invented a chickpea harvester, which he began to manufacture and sell to other farmers. Latecomer to the Revolution Unlike most of the other important figures of the Mexican Revolution, Obregà ³n did not oppose dictator Porfirio Dà ­az early on. Obregà ³n watched the early stages of the Revolution from the sidelines in Sonora and, once he had joined, Revolutionaries often accused him of being an opportunistic latecomer. By the time Obregà ³n became a Revolutionary, Dà ­az had been ousted, the Revolutions chief instigator Francisco I. Madero was president, and the Revolutionary warlords and factions were already beginning to turn on one another. The violence among the Revolutionary factions was to last more than 10 years, in what was to be a constant succession of temporary alliances and betrayals. Early Military Success Obregà ³n became involved in 1912, two years into the Revolution, on behalf of President Francisco I. Madero, who was fighting the army of Maderos former Revolutionary ally Pascual Orozco in the north. Obregà ³n recruited a force of some 300 soldiers and joined the command of General Agustà ­n Sangines. The general, impressed by the clever young Sonoran, quickly promoted him to colonel. Obregà ³n defeated a force of Orozquistas at the Battle of San Joaquà ­n under General Josà © Inà ©s Salazar. Shortly thereafter Orozco fled to the United States, leaving his forces in disarray. Obregà ³n returned to his chickpea farm. Obregà ³n Against Huerta When Madero was deposed and executed by Victoriano Huerta in February of 1913, Obregà ³n once again took up arms, this time against the new dictator and his federal forces. Obregà ³n offered his services to the government of the State of Sonora. Obregà ³n proved himself to be a very skilled general and his army captured towns from the federal forces all over Sonora. His ranks swelled with recruits and deserting federal soldiers and by the summer of 1913, Obregà ³n was the most important military figure in Sonora. Obregà ³n Joins With Carranza When Revolutionary leader Venustiano Carranzas battered army straggled into Sonora, Obregà ³n welcomed them. For this, First Chief Carranza made Obregà ³n supreme military commander of all Revolutionary forces in the northwest in September 1913. Obregà ³n didnt know what to make of Carranza, a long-bearded patriarch who had boldly appointed himself First Chief of the Revolution. Obregà ³n saw, however, that Carranza had skills and connections that he did not possess, and he decided to ally himself with â€Å"the bearded one.† This was a savvy move for both of them, as the Carranza-Obregà ³n alliance defeated first Huerta and then Pancho Villa and Emiliano Zapata before disintegrating in 1920. Obregà ³ns Skills and Ingenuity Obregà ³n was a skilled negotiator and diplomat. He was even able to recruit rebellious Yaqui Indians, assuring them that he would work to give them back their land. They became valuable troops for his army. He proved his military skill countless times, devastating Huertas forces wherever he found them. During the lull in the fighting in the winter of 1913–1914, Obregà ³n modernized his army, importing techniques from recent conflicts such as the Boer Wars. He was a pioneer in the use of trenches, barbed wire, and foxholes. In mid-1914, Obregà ³n purchased airplanes from the United States and used them to attack federal forces and gunboats. This was one of the first uses of airplanes for warfare and it was very effective, although somewhat impractical at the time. Victory Over Huertas Federal Army On June 23, Villas army annihilated Huertas federal army at the Battle of Zacatecas. Out of some 12,000 federal troops in Zacatecas that morning, only about 300 staggered into neighboring Aguascalientes over the next couple of days. Desperately wanting to beat competing Revolutionary Pancho Villa to Mexico City, Obregà ³n routed the federal troops at the Battle of Orendain and captured Guadalajara on July 8. Surrounded, Huerta resigned on July 15, and Obregà ³n beat Villa to the gates of Mexico City, which he took for Carranza on August 11. Obregà ³n Meets With Pancho Villa With Huerta gone, it was up to the victors to try and put Mexico back together. Obregà ³n visited Pancho Villa on two occasions in August and September 1914, but Villa caught the Sonoran scheming behind his back and held Obregà ³n for a few days, threatening to execute him. He eventually let Obregà ³n go, but the incident convinced Obregà ³n that Villa was a loose cannon who needed to be eliminated. Obregà ³n returned to Mexico City and renewed his alliance with Carranza. The Convention of Aguascalientes In October, the victorious authors of the Revolution against Huerta met at the Convention of Aguascalientes. There were 57 generals and 95  officers  in attendance. Villa, Carranza, and Emiliano Zapata sent representatives, but Obregà ³n came personally. The convention lasted about a month and was very chaotic. Carranzas representatives insisted on nothing less than absolute power for the bearded one and refused to budge. Zapatas people insisted that the convention accept the radical land reform of the Plan of Ayala. Villas delegation was comprised of men whose personal goals were often conflicting, and although they were willing to compromise for peace, they reported that Villa would never accept Carranza as president. Obregà ³n Wins and Carranza Loses Obregà ³n was the big winner at the convention. As the only one of the â€Å"big four† to show up, he had the chance to meet the officers of his rivals. Many of these officers were impressed by the clever, self-effacing Sonoran. These officers retained their positive image of him even when some of them fought him later. Some joined him immediately. The big loser was Carranza because the Convention eventually voted to remove him as First Chief of the Revolution. The convention elected Eulalio Gutià ©rrez as president, who told Carranza to resign. Carranza refused and Gutià ©rrez declared him a rebel. Gutià ©rrez placed Pancho Villa in charge of defeating him, a duty Villa was eager to perform. Obregà ³n had gone to the Convention truly hoping for a compromise acceptable to everyone and an end to the bloodshed. He was now forced to choose between Carranza and Villa. He chose  Carranza and took many of the convention delegates with him. Obregà ³n Against Villa Carranza shrewdly sent Obregà ³n after Villa. Obregà ³n was his best general and the only one capable of beating the powerful Villa. Moreover, Carranza cunningly knew that there was a possibility that Obregà ³n himself could fall in the battle, which would remove one of Carranzas more formidable rivals for power. In early 1915, Villas forces, divided up under different generals, dominated the north. In April, Obregà ³n, now commanding the best of the federal forces, moved to meet Villa, digging in outside the town of Celaya. The Battle of Celaya Villa took the bait and attacked Obregà ³n, who had dug trenches and placed machine guns. Villa responded with one of the old-fashioned cavalry charges which had won him so many battles early in the Revolution. Obregà ³ns modern machine guns, entrenched  soldiers,  and barbed wire halted Villas horsemen. The battle raged for two days before Villa was driven back. He attacked again a week later, and the results were even more devastating. In the end, Obregà ³n completely routed Villa at the Battle of Celaya. The Battles of Trinidad and Agua Prieta Giving chase, Obregà ³n caught up to Villa once again at Trinidad. The Battle of Trinidad lasted 38 days and claimed thousands of lives on both sides. One additional casualty was Obregà ³ns right arm, which was severed above the elbow by an artillery shell. Surgeons barely managed to save his life. Trinidad was another major victory for Obregà ³n. Villa, his army in tatters, retreated to Sonora, where forces loyal to Carranza defeated him at the battle of Agua Prieta. By the end of 1915, Villas once-proud Division of the North was in ruins. The soldiers  had scattered, the generals had retired or defected, and Villa himself had gone back into the mountains with only a few hundred men. Obregà ³n and Carranza With the threat of Villa all but gone, Obregà ³n assumed the post of minister of war in Carranzas cabinet. While he was outwardly loyal to Carranza, Obregà ³n was still very ambitious. As minister of war, he attempted to modernize the army and took part in defeating the same rebellious Yaqui Indians who had supported him earlier in the Revolution. In early 1917, the new constitution was ratified and Carranza was elected president. Obregà ³n retired once again to his  chickpea  ranch  but kept a close eye on events in Mexico City. He stayed out of Carranzas way, but with the understanding that Obregà ³n would be the next president of Mexico. Prosperity and a Return to Politics With the clever, hard-working Obregà ³n back in charge, his ranch and businesses flourished. Obregà ³n branched out into mining and an import-export business. He employed more than 1,500 workers and was well-liked and respected in Sonora and elsewhere. In June 1919, Obregà ³n announced that he would run for president in the 1920 elections. Carranza, who did not personally like nor trust Obregà ³n, immediately began working against him. Carranza claimed that he thought Mexico should have a civilian president, not a military one. He had in fact already picked his own successor, Ignacio Bonillas. Obregà ³n Against Carranza Carranza had made a huge mistake by reneging on his informal deal with Obregà ³n, who had kept his side of the bargain and stayed out of Carranzas way from 1917–1919. Obregà ³ns candidacy immediately drew support from important sectors of society. The military loved Obregà ³n, as did the middle class (whom he represented) and the poor (who had been betrayed by Carranza). He was also popular with intellectuals like Josà © Vasconcelos, who saw him as the one man with the clout and charisma to bring peace to Mexico. Carranza then made a second tactical error. He decided to fight the swelling tide of pro-Obregà ³n sentiment and stripped Obregà ³n of his military rank. The majority of people in Mexico saw this act as petty, ungrateful, and purely political. The situation got increasingly tense and reminded some observers of the pre-Revolution Mexico of 1910. An old,  stolid  politician was refusing to allow a fair election, challenged by a younger man with new ideas. Carranza decided that he could never beat Obregà ³n in an election and he ordered the army to attack. Obregà ³n quickly raised an army in Sonora even as other generals around the nation defected to his cause. The Revolution Ends Carranza, desperate to get to Veracruz where he could rally his support, departed Mexico City in a train loaded with gold, advisors, and sycophants. Quickly, forces loyal to Obregà ³n attacked the train, forcing the party to flee overland. Carranza and a handful of survivors of the so-called â€Å"Golden Train† accepted sanctuary in May 1920 at the town of Tlaxcalantongo from local warlord Rodolfo Herrera. Herrera betrayed Carranza, shooting and killing him and his closest advisers as they slept in a tent. Herrera, who had switched alliances to Obregà ³n, was put on trial but acquitted. With Carranza gone, Adolfo de la Huerta became provisional  president  and brokered a peace deal with the resurgent Villa. When the deal was formalized (over Obregà ³ns objections) the Mexican Revolution was officially over. Obregà ³n was easily elected president in September 1920. First Presidency Obregà ³n proved to be an able president. He continued making peace with those who had fought against him in the  Revolution  and instituted land and education reforms. He also cultivated ties with the United States and did much to restore Mexicos shattered economy, including rebuilding the oil industry. Obregà ³n still feared Villa, however, who was newly retired in the north. Villa was the one man who could still raise an army large enough to defeat Obregà ³ns federales. Obregà ³n  had him assassinated  in 1923. More Conflict The peace of the first part of Obregà ³ns presidency was shattered in 1923, however, when Adolfo de la Huerta decided to run for president in 1924. Obregà ³n favored Plutarco Elà ­as Calles. The two factions went to war, and Obregà ³n and Calles destroyed de la Huertas faction. They were beaten militarily and many officers and leaders were executed, including several important former friends and allies of Obregà ³n. De la Huerta was forced into exile. All opposition crushed, Calles easily won the presidency. Obregà ³n once more retired to his ranch. Second Presidency In 1927, Obregà ³n decided he wanted to be president once again. Congress cleared the way for him to do so legally and he began to campaign. Although the military still supported him, he had lost the support of the common man as well as the intellectuals, who saw him as a ruthless monster. The Catholic Church also opposed him, since Obregà ³n was violently anti-clerical. Obregà ³n would not be denied, however. His two opponents were General Arnulfo Gà ³mez and an old personal friend and brother-in-arms, Francisco Serrano. When they plotted to have him arrested, he ordered their capture and sent them both to the firing squad. The nations leaders were thoroughly intimidated by Obregà ³n; many  thought he  had gone mad. Death In July 1928, Obregà ³n was declared president for a four-year term. But his second presidency was to be very short indeed. On July 17, 1928, a Catholic fanatic named Josà © de Leà ³n Toral assassinated Obregà ³n just outside of Mexico City. Toral was executed a few days later. Legacy Obregà ³n may have arrived late to the Mexican Revolution, but by its end he had made his way to the top, becoming the most powerful man in Mexico. As a Revolutionary warlord, historians deem him to be neither the cruelest nor the most humane. He was, most agree, clearly the most clever and effective. Obregà ³n created lasting impacts on Mexican history with the important decisions he made while in the field. Had he sided with Villa instead of Carranza after the Convention of Aguascalientes, todays Mexico could well be quite different. Obregà ³ns presidency was remarkably split. He at first used the time to bring some much-needed peace and reform to Mexico. Then he himself shattered the same peace he had created with his tyrannical obsession to get his own successor elected and, finally, to return to power personally. His governing ability did not match his military skills. Mexico would not get the clear-headed leadership that it desperately needed until 10 years later, with the administration of President  Lzaro Crdenas. In Mexican lore, Obregà ³n is not beloved like Villa, idolized like Zapata, or despised like Huerta. Today, most Mexicans understand Obregà ³n as the man who came out on top after the Revolution simply because he outlasted the others. This assessment overlooks how much skill, cunning, and brutality he used to assure that he survived. The rise to power of this brilliant and charismatic general can be attributed to both his ruthlessness and his unmatched effectiveness. Sources Buchenau, Jà ¼rgen. The Last Caudillo: Alvaro Obregà ³n and the Mexican Revolution. Wiley-Blackwell, 2011.McLynn,  Frank. Villa and Zapata: A History of the Mexican Revolution.  Carroll and Graf, 2000.

CIS Management Information System Essay Example | Topics and Well Written Essays - 500 words

CIS Management Information System - Essay Example rights, including intellectual property is often classified as criminal offence in statutory terms and is liable for persecution as it would negatively impact on the rightful owner of the property. Copyright laws are specifically designed to protect ownership of content and any form of reproduction of that content without prior permission from the owner is deemed illegal. In the outlined case above, this is the main problem which is of concern where piracy is reigning supreme as a result of the system used that makes it possible for musical files to be shared amongst individuals without the owners’ consent. The main cause of the problem is online file-sharing service that is available on the internet where individuals can download digitized music files from other users free of charge. For instance in the above case, Napster popularized this service where it provided software on its website that could be used to locate any music file on the computers of other online Napster members that could be copied for free. Whilst Napster itself did not store any musical file, it acted as a go between the user and the supplier which resulted in huge numbers of people signing in for the service as it gave the provision of downloading music and even copying it to their CDs free of charge. Likewise, other services such as Kazaa, WinMix, Morpheus and Grokster were developed after the demise of Napster. These services distributed software to various users that enabled them to locate computers with musical files of their choice and downloading without paying. So basically in this regard, the different software that was developed and distributed online allowed users to enjoy the benefit of downloading and copying music for free without the permission of the owners and producers. However, the main impact of piracy in this case has been the tremendous decline in music sales by the recording companies as a result of the rush for free music that could also be accessed online with

Gender Variation in Racial Discrimination as a Factor in Academic Literature review

Gender Variation in Racial Discrimination as a Factor in Academic Achievement - Literature review Example Teachers and related school officials are human and subject to discriminatory feelings that can affect their relationships with the children that they are charged with nurturing intellectually. Those children they affect can be permanently affected by negative discriminatory practices either on gender or racial level. Adolescents are no exception. Aspects of the identity and the self are compromised when social differences mean that there are discriminatory experiences that place the concept of inferiority within the experiences that help to form the identity when in a school atmosphere. Gender and Racial Identities Cogburn, Chavous, and Griffin (2011, p. 25) created a study in which gender discrimination experiences that African American adolescents who were in the 8th grade were examined to see if gender was a factor in discrimination experiences that were associated with an academic and psychological function. Girls and boys had no significant variation in the frequency of experie nces, but boys reported that they were discriminated against more frequently because of their gender. Aspects of the race were more significant in affecting self-esteem while aspects of gender were more important in predicting grade point average and academic achievement. This study shows that how children are treated in regards to identifying factors has an effect on future achievement and their sense of self. Cogburn, Chavous, and Griffin (2011, p. 26) used a series of conceptual frameworks through which to address their topic. One of these frameworks is the double jeopardy hypothesis. This asserts that Black females will have double marginalization because they belong to two lower status social groups that are considered minorities: female and Black. This means that they are subject to both racial and gender-based discrimination. The alternative perspective which applies to Black males is that they suffer from both racial discrimination and discrimination based on their subordina tion as Black males in order to diminish them as a threat in the male world. Between the two social groups, Black males have a higher level of discrimination experiences because they are perceived as a higher threat. Cogburn, Chavous, and Griffin (2011, p. 26) also discuss the ethnic-prominence hypothesis which asserts that the racial/ethnic membership has a higher value where discrimination is concerned that the gender membership value.

Prepare for Debate (Marketing Behavior class) Essay

Prepare for Debate (Marketing Behavior class) - Essay Example This information exemplifies that due to the enormity of products offered in the market, through various media which teenagers actually access, their skeptical attitude could potentially ward off advertisers who aggressively market their products and services. Finally, teenagers are the most diverse market segment (Mediamark, 2003, p. 5) and have distinct choices with regard to the products they intend to buy, where to buy them, and what medium they most frequently use to search for products and services. Marketing aggressively means a marketing approach or strategy that is very forceful, energetic and costly. By marketing aggressively, the organization would be spending resources on strategies where teenagers could not even pay attention to. According to Best Knowledge Source (2010), â€Å"teens are the hardest demographic to market to. They are the most challenging and unpredictable group to try and reach. As with any marketing strategy the key is to know who you are trying to sell to and what interests those most. Since most teens are still trying to find themselves and dont always know what they want, its hard for businesses to find out what most matters to them† (par.

Yum! Brands Food

Yum! Brands Food Yum! Brands America is not what it once was. Gone are the times of spending hours sitting on the front porch while grandma snapped a pound of green beans for dinner. Instead, those times have been replaced with speeding through a drive-thru window to grab a quick bite to eat. Foods that were once referred to as slow-cooked, wholesome, and hearty, are now being described by words such as, fast, convenient, and fatty. We now live in an evolving world, where a single moment of free time is branded as wasted time for progress. The fast-food industry has emerged almost immediately. â€Å"Yum! Brands, Inc., was reported as the largest fast-food company in 2004† (Krug (2004) pg. 627). This company is made up of many household brands such as KFC, Pizza Hut, Taco Bell, Long John Silvers, and AW restaurants. In the fast-food industry, they are the market leader in the chicken, pizza, mexican, and seafood segments (Krug, 2004). Yum! Brands goal is to be the market leader in the United States, and also increase market share in high growth areas around the world. One strategy that Yum! Brands implemented to increase market share in the United States was to combine two of the companys franchises into one location to attract a broader customer base. This has brought tremendous success to the company. Yum! Brands has since shifted its focus to an international strategy to expand on their current market share. The rise of the fast-food industry is not confined to the United States alone. The world as we know it has evolved into a fast-paced no wait zone. Although based on a countrys culture, the dining practices of the worlds countries are quite different. Some countries remain steadfast to their culture and have been reluctant to embrace the fast-food concept. This presents the strategic issue. How can Yum! Brands continue to expand on their international strategy while sustaining their leadership and competitive advantage in the United States and other countries? We will now address this issue by applying an analysis that will help Yum! Brands decide which countries need to be evaluated and when to expand their company into new markets. In order for Yum! Brands to venture outside of the United States, they must first evaluate the markets in which they are planning to enter. This type of analysis requires a model that evaluates the economic conditions, political stability, cultural differences, resources, society conditions, and supporting industries associated within a given market. Michael Porter of Harvard University concluded that â€Å"there are four broad attributes of nations that individually, and as a system, constitute what is termed ‘the diamond of national advantage† (Dess, Lumpkin, Eisner 2007 pg. 240). We will find this analysis to be the most beneficial to Yum! Brands. In this analysis, we will be analyzing what issues Yum! Brands should address before entering a market. These issues are factor conditions, demand conditions, related and supporting industries, and firm strategy, structure, and rivalry. We begin the analysis with factor conditions. These conditions reflect each nations factors of production and should be industry and firm specific. Yum! Brands should be looking at what each country possesses, as far as firm-specific knowledge and skills created within the country that are rare, valuable, difficult to imitate, and rapidly and efficiently deployed. If these factors do not exist in a country, then Yum! Brands will need to consider whether the firm can create these factors using their own intellectual assets. One factor advantage for expanding into the Latin American markets, for instance, is that the costs associated with labor and salaries will be significantly less than in the United States. This is due to inflation rates, economies of scale, and unemployment rates. Yum! Brands has been successful in other markets because almost all of their franchises outside of the United States are locally owned and operated. This reduces the language barriers and allows a cultura l perspective that might otherwise be a major concern. By allowing local business people to own the franchise, Yum! Brands gains intellectual knowledge on the countrys culture and consumer demands in a given market. Analyzing demand conditions is important because without knowing what the customers wants and needs are, we cannot efficiently serve the market. In the United States, we know that the demand for fast-food is high, based on our lifestyle and growing population trends. Although in Latin America, this may not be the case, due to consumer awareness and cultural differences. Yum! Brands will need to rely on economic and trend analysts to predict the cultural and societal trends of that market. Among the things analyzed should be the ethnic and immigration trends of that country. In the United States, we have seen a growth in ethnic food, due to the recent growth in immigration. Another thing to consider when analyzing demand conditions is the level of income individuals are receiving. A rise in income stimulates growth in the dine-in restaurant segment as consumers receive higher disposable incomes (Krug, 2004). Yum! Brands may need to expand and improve on existing products in order to s ustain competitive advantage. Related and Supporting Industries deal with countries managing inputs more efficiently. Close working relationships with suppliers is a key factor in gaining competitive advantage. In the United States, we have seen that distribution of products is highly correlated with production. Distribution between states within the country is non problematic, based on the free trade barriers that exist between them. This is also true of distribution to Canada and Mexico, due to the North American Free Trade Agreement that enabled free trade and tariffs between North American countries. Also, the geographic proximity of Latin America to the United States gives the firm an advantage towards supplier power. Yum! Brands will need to assess the supplier power, as well as other related relationships relevant to success, in each market before entering. Also, it is important for Yum! Brands to research trade laws and regulations between their home market and potential foreign markets. Firm strategy, structure, and rivalry is perhaps the most important segment in analyzing a foreign market. â€Å"Rivalry is particularly intense in nations with conditions of strong consumer demand, strong supplier bases, and high new entrant potential from related industries† (Dess, Lumpkin, Eisner 2007 pg. 243). In the fast-food segment, we have seen that domestic rivalry is very high within the United States. Although, based on cultural differences in Latin America, the demand is low, because most Latin Americans have not yet acquired a taste for American food. Instead, Latin Americans continue to embrace dining at home. Economics are another factor reflecting domestic rivalry. As we have already discussed, the pay rate in Latin American countries is significantly lower than in the United States. This results in lower consumer demand which reduces the competitive environment in Latin America. How a country is run can also influence domestic rivalry and strategy. With popul ations on the rise around the world, as well as in Latin America, a trend may soon be emerging that will shift all dining practices to a more American style of eating. As long as Yum! Brands continues to innovate and make changes in its internal framework, they should be able to achieve their international strategic goals. It is imperative that Yum! Brands does not venture into foreign markets without first analyzing the market in which they are entering. Also, if they try to expand too rapidly, they may experience limited resources and cash flow. Yum! Brands will want to expand into areas with high economic growth potential, as well as, regions with rising population and political stability. â€Å"Firms that succeed in global markets had first succeeded in intense competition in their home markets. We can conclude that competitive advantage for global firms typically grows out of relentless, continuing improvement, innovation, and change† (Dess, Lumpkin, Eisner 2007 pg. 243). Based on the history of Yum! Brands success in the United States, we can assume that the company is a prime candidate to venture into international markets. Works Cited Krug, Jeffrey A. (2004). Yum! Brands, Pizza Hut, and KFC. Appalachian State  University, 627-638. Dess, G. Gregory, Lumpkin, G.T, Eisner, B. Eisner (2007). Strategic Management 3e.  Mcgraw-Hill. Diamond of National Advantage Domestic Rivalry high in the U.S. based on cultural trends economics low in Latin America fast-food versus dining at home Factor Conditions Demand Conditions requires high population low in Latin America modern technology high in U.S. communication systems dining practices language barriers immigration trends tariffs and trade regulations consumer awareness legal system growth in suburban areas banking system unemployment rates labor costs Related and Supporting Industries close proximity to the supplier supplier bases must be prevalent in an industry can a supplier base be created trade barriers can similar suppliers be substituted

A Midsummer Night’s Dream by Shakespeare Essay -- othello, lago puck

Shakespeare has a way of creating his characters so the audience can relate to them in a way. In his villains we see the negative characteristics that are in ourselves and others around us; things that often define the â€Å"natural man† such as greed or jealousy. With the entire terrible and treacherous thing that Shakespeare makes his villains do, he always manages to make them human in a way. As if he is meaning to display that no matter how twisted a person can be, they are still a person. In Shakespeare’s plays Othello, Hamlet, and A Midsummer Night’s Dream, the villains share the characteristics of greed, clever and conniving ways, and recklessness; however, they all bring their own features to the table. The first of the villains is Puck from A Midsummer Night’s Dream; he is clever, reckless, and very mischievous, these characteristics tend to get him into trouble. Sometimes referred to as Robin or Robing Goodfellow, Puck is a trickster by nature and loves to play pranks on others, by this, he and Bottom actually progress the three central stories of the play. Puck is introduced first and creates drama in the lovers’ story by messing up who loves whom. Puck also turns Bottoms head into an ass and makes Titania fall in love with him so he might bring the Indian boy/slave for Oberon, the fairy king. Puck introduces himself in Act two, Scene one by saying, â€Å" I am that merry wanderer of the night./I jest to Oberon and make him smile/When I a fat and bean-fed horse beguile,/Neighing in likeness of a filly foal:/And sometime lurk I in a gossip's bowl,/In very likeness of a roasted crab,/And when she drinks, against her lips I bob/And on her wither'd dewlap pour the al e./The wisest aunt, telling the saddest tale,/Sometime for three-f... ...e Moor is arrested, transported from Cyprus to Venice, and tortured, but refuses to admit his guilt. He is condemned to exile; Desdemona's relatives eventually execute him. The ensign escapes any prosecution in Desdemona's death, but engages in other crimes and dies after being tortured.† (Bevington, David and Kate) Although Iago, King Claudius, and Puck are the work of pure imagination, Shakespeare teaches us something very important about whom we are as a being. Human nature is back stabbing, conniving, greedy, and jealous; all those things that you can say are bad when looking at another, but can justify in yourself. One tends to validate their wrong doing as necessary or not as bad as something that another has done. Shakespeare is playing a game with his audience through his villains. By showing their faults, he, in turn, makes us see the faults in ourselves.