Public and Private Sectors Essay Example for Free

Public and Private Sectors Essay * Public sector has an influence in tourism business. It is essential to outline the main policy instruments used by governments in order to manage tourism. * Public bodies influence tourism sector either directly, through organization with responsibility for tourism, which include: establishment of infrastructure, information services and creation of tourist attractions and facilities. Or, indirectly, through foreign policies and legal controls, the commercial sector of tourism industry can operate successfully, co-ordinating, promotional and regulatory role in tourism provision, and conservation of the physical and socio-cultural resources that attract tourists to destination. * Governments use demand and revenue management in order to influence demand in the industry by: marketing and promotion, information provision and network development, pricing, controlling access to the destination, safety and security. Supply and cost management are operated by environmental control, building regulations, market regulations, market research and planning, taxation, ownership, education and training and investment incentives. * Private Sector Improve the overall quality of products and services within the tourism industry (all tourism-related accommodation, restaurants, tour guides, tour operators, and other tourism-related service providers); raise the levels of demand nationally, regionally and internationally; promote competiveness within the industry; and, provide valuable and reliable information on quality standards for the tourist and the travel industry. * Provide intensive training to local communities/ private sector in various aspects of development and management of tourism businesses, and hospitality skills to provide them with better opportunities to seek employment in the tourism sector. * Comprehensive general and area-specific development guidelines for tourism zones with specific urban designing, land use planning and infrastructure planning.

PKR-eIF2α Signaling Mediated Spatial Memory Impairment

PKR-eIF2ÃŽ ± Signaling Mediated Spatial Memory Impairment SUPPLEMENTARY MATERIAL Activated PKR-eIF2ÃŽ ± signaling mediated spatial memory impairment, tau phosphorylation, AÃŽ ² pathology, oxidative stress, selectively synaptic protein loss in mice caused by low levels of Cu Mouse behavior analysis. Morris water maze test: MWM was performed as previously described (PMID:23402899) with minor modifications and the test was performed double blinded according to the standard operation protocol. The MWM consisted of a circular pool (120 cm diameter, wall depth 40 cm) in which all the mice were trained to escape from water by swimming to a hidden platform (2 cm beneath water surface) whose location only be identified by using the visual cures on the inner wall of the pool (Supplementary Fig. 3A). The water and the room temperature were kept at 23 ±1 à ¢Ã¢â‚¬Å¾Ã†â€™. The pool was divided into four quadrants by a computerized tracking software (Huaibei Zhenghua Biologic Apparatus Facilities Limited Company, Huaibei, Anhui, China). The platform was located half-way between the center and the wall in one quadrant and maintained at the same position during all the experiment. The navigation test consisted of 4 training trials per day and 5 consecutive training days. As can be seen in Table 1, mice were released with their heads facing the inner wall of the pool from the four quadrantal locations (N, E, SE, and NW) according the sequence as previous report (Supplementary Fig. 3B) (PMID:17406317), and not allowed to swim and search for the platform more than 60 s, after which they were guided to the platform and allowed to remain on it for 15 s. Each mouse was then returned to its cage for 30 min before its next trial. The latency to reach the hidden platform was recorded. One day or six days after the end of navigation test, mice received a probe test, in which the platform was removed. Mice were released from the NE location and allowed to a 120 s swim to find the previous location of the platform. The swimming path, the time spent in each quadrant, the distance traveled each quadrant, the probe time, the platform crossing number, the total distance traveled, and the average swimming speed was recorded by the computerized tracking software. Y-maze: In order to study the PKR role in exploratory behavior and spatial memory, we performed the Y-maze in the PKR+/+Tg+/- and PKR+/-Tg+/- mice as described previously (PMID: 8986335, 1393562). Response to novelty was tested in a Y-maze, adopting a two-trial procedure in this test. The apparatus was equipped with black materials with three identical arms each 50 cm long, 16 cm wide, and 32 cm high. Visual cues made from colored paper with different symbols and the floor of the maze was covered with soiled animal bedding (Beta wood chips). All the mice was performed with starvation treatment for 24h before Y-maze. In trial 1, one arm was blocked with black Plexiglas and referred to as the â€Å"novel† arm in Trial 2. The remaining two arms were designated as the ‘start’ arm and â€Å"other† arm respectively. Three arms were randomized between mice (but not for the same mouse) to reduce arm bias effects. At the start of testing, a mouse was placed in the start arm and was allowed to explore the start and other arms for 10 min (acquisition trial). At the end of Trial 1, the mouse was returned to its home cage and the bedding inside the maze was mixed to reduce the possibility of using odors as a cue. After an intertrial interval (ITI) of 1 h, the mouse was placed in the same start arm as in Trial 1. The previously blocked arm was opened in Trial 2 and the mouse was allowed to investigate all three arms for 5 min (recall trial). The dependent variables measured in Trial 2 were: (1) the amount of time spent in each arm for each minute; (2) the number of entries made into each arm for each minute (Entry). Those indexs reflect inquisitive behavior (i.e. response to novelty) and spatial recognition memory of the previously unvisited arm. Step-down test: This test was used to measure inhibitory avoidance and short-term memory, according to the previously described method (PMID: 24678498). The apparatus comprised a plastic chamber (12x12x18cm) with an elevated rubber platform (4.84.84.5cm) placed on the left side wall. The floor was made of caliber stainless steel bars (0.1cm in length) placed in parallel, 0.5cm apart. On the first training day, mice were exposed to a 5-min learning course, if the animals stepped down from the platform, they were exposed to an electric foot shock (36V, AC). After 24h, latency was reassessed and recorded as the learning grade (latency), which was taken as a measure of memory retention. Each acquisition trial was performed 5min in the PKR+/+Tg+/- and PKR+/-Tg+/- mice. Supplementary Table 1. Primary antibodies used for protein immunodetection in western blot analysis (WB), immunohistochemistry (IHC) and immunofluorescence (IF). Antigen Supplier Application PAGE (%) Species origin Incubation conditions Ab dilution 8-OhdG US Biological, H9076-02 IF N/A Goat 10% NGS, 12h, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:200 acetylated-ÃŽ ±-Tubulin Santa Cruz, sc- 23950 WB 10 Mouse 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:5000 APP Cell signaling, #2452 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 AT8 Thermo, MN1020B WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 ATF-4 Abcam, ab50546 WB 10 Mouse 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 ATF-4 Abcam, ab50546 IF N/A Mouse 10% NGS, 12h, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:100 AÃŽ ²42 Abcam, ab10148 IHC N/A Rabbit 10% NGS, 12h, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:100 BACE-1 Abcam, ab2077 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 CCS Abcam, ab16962 WB 10 Mouse 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:100 CHOP Cell signaling, #2895 WB 10 Mouse 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 CREB Cell signaling, #9197 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 complexin-1/2 Santa Cruz, sc-33603 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 Cp Abcam, ab48614 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 Drebrin Cell signaling, #12243 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 eIF2ÃŽ ± Cell signaling, #5324 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 GSK-3ÃŽ ² Cell signaling, #9315 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 JNK Cell signaling, ##9252 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 Nitro-Tyrosine Cell signaling, #9691 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 NR2A Molecular Probes, A-6473 WB 8 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:500 NR2B Molecular Probes, A-6474 WB 8 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:500 PKR (N-Term) GenWay Biotech, GWB-A4757E WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:500 p-PKR (Thr 451) Invitrogen, 44668G WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:500 p-eIF2ÃŽ ± (Ser51) Cell signaling, #3398 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 p-GSK-3ÃŽ ² (Ser9) Cell signaling, #9336 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 p-CREB (Ser133) Cell signaling, #9198 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 p-JNK Cell signaling, #4671 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 p-PP2A Epitomics, 1155-1 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 PP2A C subunit Epitomics, 1512-1 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 PS396 Invitrogen, 44752G WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 PS404 Invitrogen, 44-758G WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 PSD-93 Cell signaling, #9445 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 PSD-95 Cell signaling, #2507 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 PSD-95 Cell signaling, #2507 IF N/A Rabbit 10% NGS, 12h, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:100 synapsin 1 Invitrogen, 51-5200 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 sAPPÃŽ ± Covance, SIG-39139 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 sAPPÃŽ ² Covance, SIG-39138 WB 10 Rabbit 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 Tau-1 Chemicon, MAB3420 WB 10 Mouse 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:1000 Tau-5 Abcam, ab80579 WB 10 Mouse 5% skim milk, 2h, O/N, 4à ¢Ã¢â‚¬Å¾Ã†â€™ 1:500 ÃŽ ±-tubulin Santa Cruz, sc-58667 WB 8-10 Mouse 5% skim milk, 2h, O/N, RT 1:1000 ÃŽ ²-actin Santa Cruz, sc-47778 WB 10 Mouse 5% skim milk, 2h, O/N, RT 1:1000 N/A, not applicable; NGS, normal-goat serum; O/N, over-night; RT, room temperature. SUPPLEMENTARY FIGURES Supplementary Figure 1. Content of Cu in Serum and brain. (A-D) Total iron, zinc, calcium, magnesium content in the serum respectively; (E-H) Total iron, zinc, calcium, magnesium content in the hippocampus respectively; (I-L) Total iron, zinc, calcium, magnesium content in the cortex respectively; *P

Analysing Business Ethics And Corporate Social Responsibility Philosophy Essay

Analysing Business Ethics And Corporate Social Responsibility Philosophy Essay The question of business ethics has been at the forefront of business studies for several decades. It is an issue that has been discussed by everyone from philosophers to economists, many of whom placed an emphasis on the social responsibility of corporations and their shareholders. With the unprecedented success and profits that corporations have experienced within recent history it is no surprise that ethical problems may arise. However, is it the responsibility of corporations to help eradicate such problems even if doing so is in direct conflict with shareholder interests? This paper will explain the stakeholder and stockholder theories of corporate management and argue in favor of the stakeholder theory on the basis of the harms the shareholder argument poses in terms of both social responsibility and the stability of the corporation. In order to fully concretize its argument it will use research of Edward Freeman, Milton Friedman, and John Boatright. Stakeholder theory is one of the most well-known theories of business management. Managing for stakeholders is based on a set of relationships among groups which have a stake in the activities that make up the business. This can include but is not limited to customers, suppliers, employees, stockholders, banks, etc. Executives play an integral role in the activity of the business since they are expected to look after the health of the overall enterprise, to keep varied stakes moving in roughly the same direction, and to keep them in balance. (Freeman R. E.: 2008, Managing for Stakeholdersp.63) Freeman explains that the primary duty of the executive is to create as much value as possible for stakeholders. Where stakeholder interests clash, the executive is required to work to find solutions and bring these interests together. Executives must understand that business is fully situated in the realm of humanity. (Freeman R. E.: 2008, Managing for Stakeholdersp.64) The benefit of the stakeholder theory is that businesses, and the executives who manage them, actually do and should create value for customers, suppliers, employees, communities, and financiers (or shareholders). Edward Freeman explains in his paper The Purpose of the Corporation that the model of business is no longer workable, is resistant to change, not consistent with the law, and for the most part, simply ignores matters of ethics. He states, each of these flaws is fatal in the business world of the twenty-first century. (Freeman, R. E.: 2008, Managing for Stakeholders, pp. 56) By using the stakeholder as a basic unit of analysis, it is more difficult to ignore matters of ethics. To explain this, Edward Freeman argues that the primary responsibility of the executive is to create as much value for stakeholders as possible, and that no individual stakeholders interest is more important than that of another stakeholder. This in turn guarantees the rights of all the stakeholders. T he problems that pose risk lie within the shareholders capitalism theory. Furthermore, if the stakeholder theory is examined, one would find that all stakeholders have rights and if one is denied theirs, the others are undeniably affected. Edward Freeman further supports this with an argument about character. He explains that one of the strongest arguments for stakeholder theory concerns character because it asks executives and entrepreneurs to consider the question of what kind of company they want to create and build. (Freeman, R. E.: 2008, Managing for Stakeholders, p. 66) Finally, Freeman poses the pragmatist argument which seeks to know how we can live better, how we can create both ourselves and our communities in ways where values such as freedom and solidarity are present in our everyday lives to the maximal extent. (Freeman, R. E.: 2008, Managing for Stakeholders, p.66). For the pragmatist, business and its close relative capitalism have evolved into a social practice, an important one that we use to create value and trade with each other. Consequ ently, the stakeholder model is always aiming to find the best possible solution for all parties involved in the corporation. Its social responsibility lies within the company as a whole. Social responsibility comes in many forms and recognizing any one form means it is required to recognize all. Conversely, Friedman states that if these are social responsibilities, they are of individuals not of a business. (Friedman, The Social Responsibility of Business is to Increase Its Profits, p.52) He contends that, in any situation, the executive would be spending someone elses money for the social responsibility. For example, if the executive makes expenditures on reducing pollution beyond the amount that is in the best interest of the corporation; and he then must hire hard-core unemployed applicants instead of better qualified workmen, he is spending someones money by reducing returns to stockholders for his environmental responsibility and lowering wages of some employees by spending what he would have given to a more experienced employees. According to Friedman, if the employees, stockholders, or consumers, want to spend their money towards social responsibility then it is their money and their decision. Friedman concludes his paper by stating; in my book Capitalism and Freedom, I have called it a fundamentally subversive doctrine in a free society, and have said that is such a society, there is one and only one social responsibility of business to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud. (Friedman, The Social Responsibility of Business is to Increase Its Profits, p.55) Friedmans point here can be used to understand the stakeholders benefit because it is its own form of social responsibility. Who is to say that social responsibility can only be defined in narrow terms? What is clear is that no one set of criteria can unequivocally define it and if under these ambiguous circumstances a corporation manages to achieve it, then it has guaranteed the rights of the stakeholders, thus creating social responsibility. Moreover, John Boatright explains that advocates of stakeholder management are correct in their insistence that the modern for-profit corporation should serve the interests of all stakeholder groups. Where stakeholder management fails is in its refusal to recognize that a business organization working in the interests of shareholders does not have to be in conflict with the interests of stakeholder groups. Boatright assumes that this failure is due in large part, to a second mistake on the part of proponents of stakeholder management. Stakeholder management assumes that management decision making is the main vehicle by which the benefits of corporate wealth creation are distributed among stakeholders, but these benefits can also be obtained in other ways; namely by groups interacting with a corporation through the market. This is where Boatright is taking a risk in his argument because he wants the corporation to obtain its benefits externally when it can be done internally. The bene fit of the stakeholder theory is that all the rights are guaranteed from the top down, top stakeholders all the way to the consumers at the bottom of the model. When all stakes have their rights preserved by the executive equally, there is no need for the corporation to act in the best interest of the shareholders solely. The managerial model positions its shareholders at the center of the firm as the principal group for managers to worry about. Increasing shareholder value has become common wisdom in modern business and many companies have instituted complex incentive compensation plans aimed at aligning the interests of executives with the interests of shareholders. (Freeman, R. E.: 2008, Managing for Stakeholders page.57) Edward Freeman poses three arguments in regards to shareholders. Firstly, he explains that management of the firm becomes separated from the ownership of the firm and in order to be successful the top managers of the company were required to satisfy the owners, employees, suppliers, unions, and customers. If managers worried about the shareholders only, the stakeholders will in turn be harmed. When the stakeholders are harmed, the whole corporation is harmed leading to instability. From another angle, Freeman explains that the model poses harm and risk because it is so rigid. It unabashedly puts shareholders interests over and above the interests of customers, suppliers, employees, and others, as if these interests must conflict with each other. The only change that matters is the kind that is oriented toward shareholder value. In addition, Edward Freeman also explains that the law of corporations gives a less than clear answer to the question of in whose interest and for whose benefit the corporation should be governed. It has evolved to give a de facto standing to the claims of groups other than shareholders. Even more harmful is the fact that the shareholder model is not consistent with basic ethics. Practically any business decision has some ethical content or concern. Milton Friedman refers to this by stating that, responsibility of the executive is to make profits subject to law and ethical custom. The purpose of ethics is to create a better world for all of us. (Freeman, R. E.: 2008, Managing for Stakeholders p.60) Numerous theorists have argued that the main reason that the dominant model of managing for shareholders is a good one is that it leads to the best consequences for all involved. These arguments invoke Adam Smiths idea of the invisible hand, whereby each business actor pursues her own self-interest and the greatest good of all actually emerges. (Freeman, R. E.: 2008, Managing for Stakeholders p.65) However, in reality, each business actor can have a different approach and a different idea of their own self-interest which in turn, may harm the corporation internally and externally. Although the stakeholder concept has been developed in various ways, it has expressed the moral prescription that managers, in making decisions, ought to consider the interests of all above those of the few. This is proven in the laws that have evolved to protect the interests of local communities and employees of corporations through unionization. Laws such as The Equal Pay Act of 1963, the Civil Rights Act of 1964, The Clean Water Act of 1977, and the Clean Air Act of 1990, all have helped stakeholders to achieve a great level of equality. The laws that are relevant to business have evolved differently around the world, to take into account the interests of groups other than just shareholders. (page 58) The dispute between stockholder and stakeholder management revolves around the question of how best to enable each stakeholder group or corporate constituency to benefit from the wealth-creating activity of business. Stakeholder management is correct in its emphasis on the moral requirement that every stakeholder group benefit from corporate activity and to make managers aware of their responsibility to create wealth for the benefit of everyone. The stakeholder management theory is superior to the shareholder theory because in such a system of corporate governance, all the groups would share the control of the firm. Hence, the interests of the involved stakes would be to maximize the profit for all stakeholders. The most important point, however, is the social responsibility of the managers to their corporations. As has been proven, the stakeholder management theory has the responsibility to assure the stakes interests and rights through a clear guideline that has been proven to work in modern day corporations.

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The legality of cannabis varies from country to country. Possession of cannabis is illegal in most countries and has been since the beginning of widespread cannabis prohibition in the late 1930s. However, many countries have decriminalized the possession of small quantities of cannabis, particularly in North America, South America and Europe. Furthermore, possession is legal or effectively legal in the Netherlands, Uruguay and in the U.S. states of Colorado and Washington as the federal government has indicated that it will not attempt to block enactment of legalization in those states. The medicinal use of cannabis is legal in a number of countries, including Canada, the Czech Republic and Israel. While federal law in the United States bans all sale and possession of cannabis, enforcement varies widely at the state level and some states have established medicinal marijuana programs that contradict federal law—Colorado and Washington have repealed their laws prohibiting the recreational use of cannabis, and have instated a regulatory regime that is contrary to federal statutes. Som...

Gender Bias in Othello Essay -- Othello essays

Gender Bias in Othello  Ã‚  Ã‚        Ã‚  Ã‚   Shakespeare’s tragic play Othello is an unfortunate example of gender bias, of sexism which takes advantage of women. The three women characters in the drama are all, in their own ways, victims of men’s skewed attitudes regarding women. Let us delve into this topic in this essay.    Barbara A. Mowat and Paul Werstine comment in the Introduction to Shakespeare: Othello that sexism is a big factor   in the play:    At this point in our civilization the play’s fascination and its horror may be greater than ever before because we have been made so very sensitive to the issues of race, class, and gender that are woven into the texture of Othello. [. . .] The issue of gender is especially noticeable in the final scenes of the play – with the attacks on Bianca, Emilia, and Desdemona – which are vivid reminders of how terrible the power traditionally exerted by men over women can be. (xiii-xiv)    In the opening scene, while Iago is expressing his hatred for the general Othello for his having chosen Michael Cassio for the lieutenancy, he contrives a plan to partially avenge himself (â€Å"I follow him to serve my turn upon him†), with Roderigo’s assistance, by alerting Desdemona’s father, Brabantio, to the fact of his daughter’s elopement with Othello: â€Å"Call up her father, / Rouse him: make after him, poison his delight [. . .].† Implied in this move is the fact of a father’s assumed control over the daughter’s choice of a marriage partner. Brabantio’s admonition to Roderigo implicitly expresses the same message:    The worser welcome:   Ã‚  Ã‚  Ã‚   I have charged thee not to haunt about my doors:   Ã‚  Ã‚  Ã‚   In honest plainness thou hast heard me say   Ã‚  Ã‚  Ã‚   My daughter is not for th... ...on: Twayne Publishers, 1985.    Mack, Maynard. Everybody’s Shakespeare: Reflections Chiefly on the Tragedies. Lincoln, NB: University of Nebraska Press, 1993.    Mowat, Barbara A. and Paul Werstine, ed. Introduction. Shakespeare: Othello. New York: Washington Square Press, 1993.    Pitt, Angela. â€Å"Women in Shakespeare’s Tragedies.† Readings on The Tragedies. Ed. Clarice Swisher. San Diego: Greenhaven Press, 1996. Reprint from Shakespeare’s Women. N.p.: n.p., 1981.    Shakespeare, William. Othello. In The Electric Shakespeare. Princeton University. 1996. http://www.eiu.edu/~multilit/studyabroad/othello/othello_all.html No line nos.    Wayne, Valerie. â€Å"Historical Differences: Misogyny and Othello.† The Matter of Difference: Materialist Feminist Criticism of Shakespeare. Ed Valerie Wayne. Ithaca, NY: Cornell University Press, 1991.   

Coca Cola in Belgium

1) How could the Belgium problem have damaged Coca Cola? Coca-Cola had been creating a really strong and successful image, and people had great sympathy for the brand. But because of the Belgian scandal, the credibility of the umbrella brand was being doubted. First of all, customers (mainly from Belgium and France at the beginning) were scared of drinking Coca-Cola products. For example, parents did not want their kids to get contaminated. More so, the brand was not giving a specific reason for these incidents, and by not reacting soon enough the quality of their products was at stake.Because of that, the Belgian government imposed strict hygienic conditions to recover the right to sell their products again. Therefore, the rest of European countries had an â€Å"excuse† to distrust the brand, even if the Belgian authorities reacted a bit extremely due to the former chicken crisis. Suppliers and distributors around Europe were also impacted. Coca-Cola, as a global brand, had h ad to trust its bottlers to follow the quality values the company held, but this scandal challenged the current control of Coca-Cola over its supplier's plants.But these suppliers also were scared of the consequences of their relationship with Coca-Cola in this crisis. Coca-Cola also suffered a financial impact because of this crisis. The withdrawal of their products had a negative impact on the second quarter net income of the year 1999, with a decrease of 21%. Not only that, but the cost of the entire operation escalated to $103 million. All around the world investors were afraid of the money invested in the company, and this affected a decrease of the share value on Wall Street.The competitors saw this crisis as an opportunity, and increased their promotion in order to steal part of Coca-Cola's market share. They took advantage of Coca-Cola's weak image during those days to claim their own high quality. Despite all of this damage during June and July (partly due to the slow react ion of Coca-Cola), by the beginning of August the core users of Coca-Cola brands had regained the same purchasing intent than before the crisis. Hence, we can conclude that even if there was a big impact in the short term, this crisis did not affect the image of the company in the long term. ) Is the problem solely limited to Belgium? Solely to Europe? Or is it a global problem? It is worth mentioning that this was the first crisis of these characteristics that Coca-Cola suffered. Until then, it had been the most famous and successful global company, but a located problem in a relatively small country as Belgium had repercussions in Wall Street. It is true that the center of Europe was the most affected area for this problem: the cases of sickness were reported in Belgium and in France only, but it also affected the rest of the European market (Luxemburg and Dutch, for example.It even made the European Commission involved, which recriminated the company for not giving enough explana tions. However, it was not only the Eurpean market who was affected: they reported a worldwide loss of 1% of sales, and during 10 days they lost a 13% in share value. Therefore, the Atlanta Headquarter had to react, and Douglas Ivester (CEO) had to make a public international apologies. Nevertheless, Coca-Cola is produced locally rather than globally, so they could have reduced this global impact by informing about the production and distribution process.In conclusion, the brand image and reputation of Coca-Cola was affected globally, but especially in Europe, as it is where it had direct impact. Although thanks to Coca-Cola's strength, its global profitability only received a short term impact. 3) Is it feasible for the company to regain its image? In this particular case, we already know that Coca-Cola was able to regain its image. But it is interesting to see what were the reasons of the recovery, and whether they can be used by other companies.First of all, this crisis started a s a phenomenon of mass hysteria, which happen periodically. They tend to have huge impact in the short term, but the long term is barely affected. Most recent example would be the avian flu, which had few casualties but caused a great disturbance. Second, the company had more than enough resources, the know-how and the influence to regain the confidence of its stakeholders through communication. After all, they were highly regarded by most consumers and markets, and recognized as a global, â€Å"caring† brand.Third, we have now (not that much in Coca-Cola's particular case) the example of other global brands that had comparable problems and were able to recover, through both communication and other acts. One very well known problem was that of Nike, and the whole scandal of child labor during the 90's and early 00's. They reacted fast, and instead of trying to cover it up, admitted it and acted in order to end the problem, and convince their stakeholders that they had 4) If y ou had to design an advertising campaign, what objective would you propose? And what actions other than advertising would you undertake?The scandal suffered in Belgium was also a reason for European authorities (and each country's authorities) to expose their doubts about Coca-Cola. Thus it would be advised to have an all-around campaign to prove the company's integrity and its commitment on social responsibility in front of all of the stakeholders, not only the consumers. Some ideas we discussed that could be included in this campaign during the hysteria are the following: * The crisis was directly linked to Coca-Cola cans. Because of that, Coca-Cola should promote bottles rather than cans.Unconsciously the human brain would not link the bottles with the crisis. * The main focus of the campaign should be on emotional arguments, as functional arguments are compromised. * Similar to the first idea, prevent damage over other brands (Fanta, Nestea) by advertising them individually, so the consumers do not link them directly to Coca-Cola. These communications could be supported with PR. If we can convince the media of the commitment on quality, positive comments will help calm down the consumers and minimize the impact of the hysteria.John Emsley's article in The Independent is the perfect example of of how this comments can benefit Coca-Cola. Some ideas we discussed that could be changed in the company after the hysteria are the following: * Redefine the company's mission, to better show commitment with its stakeholders and with social corporate responsibility. * More collaboration with local governments on social projects. * Stronger conditions for suppliers, or stronger control over them, in order to make it harder for these crisis to appear.

Water Spouts

Water spouts are another type of tornado. A water spout is a tornado that hoovers over land and is formed by strong pull of water forming the tornado's funnel and high wind speeds around it. Water spouts can form in two different ways. During normal weather when water temperatures are high and the air is very humid is typically when water spouts can form at sea level. The second way a water spout can form is like a regular tornado, it will form from a cloud and descend down but will touch water's surface. It is not as common for a water spout to form from a cloud, but when they do, they are typically more destructive than a water spout forming at sea level. When a water spout is formed from a cloud they are so destructive that they are able to pull fish from the water into the tornado and release them back out when the fish reach the top of the water spouts. A person would need to be far above the water level, such as in a plane or on a mountain, to see the first sign of a waterspout. It starts as a dark spot forming on the ocean. The second phase still could not be seen from a ship, but could perhaps could be felt as the wind shifts and speeds up. If a person on a boat happened to look up at the cloud above when sensing the change in the wind, that person might notice a funnel forming in the clouds even though the vortex on the water’s surface is not clearly visible. As the winds increases, the spray is visible from the vortex on the ocean surface. When a waterspout is fully matured, anyone with eyes to see can watch the funnel reach from the cloud to dip and twist into the water. They also hiss and suck at the water instead of the rumbling growl of a twister on land. Waterspouts can also form over lakes or rivers, but are most commonly seen over the ocean. They suck up the water in their path, billowing a water spray like a mushroom cloud against the water surface. Waterspouts can range in size from several feet to more than a mile high, and their width can vary from a few feet to hundreds of feet. It is not uncommon to see more than one water-twister at a time. Some ships have reported seeing as many as 30 waterspouts in a single day.