Essay --

Liam Connelly Final Project Golden Age of Greece Thermopylae and the 5,200: an Analysis of Creative License in Film There is perhaps no last stand than the famous 300 Spartans at Thermopylae who held the massive Persian army for three days in a narrow mountain pass, nearly two and a half millennia ago. When the movie 300 premiered, I was beginning to appreciate military history and I found the story of these hopelessly outnumbered Greek patriots absolutely riveting. I had known that more than a little creative license was taken after seeing some of the more fantastic scenes but some of the important historical nuances were lost in the depiction. My objective today is not to pedantically nitpick every anachronism and erroneous fact, but simply to discover why the filmmakers augmented the history with them. My primary source for comparison is Herodotus’ Book VII of The Histories, in which he describes the background and facts known to him about the battle itself. The origin of the 5,200 from which this project takes its name is the fact that Herodotus counts not only 300 Spartans but at least a full 4,900 other troops from other Greek regions who fought against overwhelming odds to hold the Persians at bay (Herodotus, 511). While the Spartans may have earned the lion’s share of the glory for their self-sacrifice, the 4,900 or so other soldiers deserve a place in this epic tale of courage and discipline. The primary formation of Greek infantry is the hoplite phalanx. Each hoplite’s hoplon, or shield, protected the man to his left and long spears gave the ranks behind the first allowed them to bring to bear a wall of bronze spears in front of them. The phalanx is a strong formation but it is vulnerable to flanking maneuvers, ... ...eks doesn’t need any tweaking or embelishments; it’s already extraordinary on its own. Indeed, nearly every genre of film audiences love today can be found in the stories of Greek dramatists, myth, tradition, and history, from romance to comedy and war. There’s a rich cultural well waiting to be drawn upon by other filmmakers to tell the story of Greece in her finest hours. I hope more directors discover that. Until then, I’ll remember the 300 as they were, not what I’d like them to have been. Works Cited Herodotus. The Histories. Trans. Aubrey De Selincourt. Ed. Betty Radice. Middlesex: Penguin, 1954. Print. Miller, Frank. Interview by Steve Daly and Entertainment Weekly. 13 Mar. 2007. Snyder, Zack, dir. 300. Prod. Gianni Nunnari, Bernie Goldman, Mark Canton, and Jeffrey Silver. 2007. Warner Bros, 2007. DVD.

Marketing Planning Essay

Assume you have been appointed as a marketing consultant for Jollibee. As part of the international expansion program, the management wants you to prepare a report to identify marketing opportunities. The report should cover the following information: a) Identify three potential markets for expansion Jollibee Foods Corporation (JFC) is banking on franchising and overseas expansion to continuously boost its earnings in the long run. The aggressive expansion program is in line with doubling the company’s earnings in 5 years, company officials said. JFC board chairman Tony Tan Caktiong said the ideal business mix is 50-50 for franchising and company-owned expansion. JFC’s branches outside the Philippines are all company-owned, except those in the Middle East. In the Philippines, 45% of the stores are company-owned while 55% are franchised. For its overseas expansion, CEO Ernesto Tanmantiong said the quick-service restaurant chain plans to expand its global footprint by putting up stores in Malaysia, Myanmar, Europe and Japan â€Å"after five years because we need to focus on China and the US.† JFC is also branching out in Canada next year while the company is still studying prospects in Indonesia, one of the fastest growing economies in Southeast Asia. The potential markets for expansion are the following: Three Options for Expansion Papua New Guinea- Raising the Standard New Entrant into 3 store fast food chain Tingzon offered to put up all capital required Hong Kong- Expanding the Base 3 Store already established, possibility of a 4th one. High volume with Filipinos but not with residents (Chinese) 4th store location high traffic but few Filipinos California-Supporting the Settlers Success in Guam led them to believe US had potential Food Appealed to Filipinos and Americans Decided on Daly City-Large Filipino population Plans to appeal to Asian Americans and then Hispanic Americans b) General information about the potential markets (geographical location, capital, population, per capita income, literacy rate, language spoken) Geographical Location Jollibee started with five branches in 1978 and has grown to a strong network of a total of 801 stores in the country, and 96 stores internationally. In total, Jollibee has 896 stores worldwide as of November 2013. It is the largest fast food chain in the country with international locations in Brunei, Hong Kong, Indonesia, Kuwait, Malaysia, Qatar, Saudi Arabia, Singapore, Vietnam, the United States, and Canada. JFC is planning to expand Jollibee to other markets like Europe. Asia Brunei (launched 1987) Hong Kong (launched September 1996) Indonesia (to be launched 2015) Kuwait (launched 1995) Malaysia (to be launched 2015) Philippines (main hub) Qatar Saudi Arabia (launched 1995) Singapore (launched 2013) Vietnam (launched October 1996) North America United States (launched 1998) Canada (to be launched 2015) The first Jollibee branch in Vietnam was opened on October 1996 at the Super Bowl in Ho Chi Minh City. To date, Jollibee has more than 30 stores in Vietnam, they are located in the cities of Ho Chi Minh, Hanoi, Da Nang, Nha Trang, in the provinces of Vinh Phuc, Dong Nai and all provinces in the  Mekong Delta Region. In Hong Kong, there is currently one branch located in Central. At present, it is in the process of being renovated, while the opening of a second branch in the country is currently under consideration. As of end-September 2012, Jollibee was operating 2,040 stores in the Philippines for all of its brands: 765 for Jollibee, 383 for Chowking, 201 for Greenwich, 209 for Red Ribbon, 457 for Mang Inasal and 25 for Burger King. PAPUA NEW GUINEA: There are five million people in Papua New Guinea with extremely limited fast food options. Jollibee can come in and set a high standard, attract many customers, and scare future investors away. However they would have to quickly add three to four stores to be competitive and cover costs. There was also question as to whether the area could handle 20 stores. Either they will get the first mover advantage or they will sustain huge loss. Since the benefits offered by the local partner are uncertain and profit potential is low, Jollibee should not seek to enter New Guinea at this time. HONG KONG: In Hong Kong, Jollibee are located near a very densely populated area, which has a very loyal Filipino customer base. These people gave them great business on the weekends, but sales fell off during the week because the local Hong Kong people rarely frequented the Jollibee establishment. Also, there were tremendous problems with the Chinese stores. All of the managers resigned and many employees quit because the Chinese like to work for Chinese. There was obvious friction between the Chinese and Filipino’s. While the fourth store in Hong Kong represents a valuable learning opportunity, it will not generate the revenues needed to build a global empire. Catering to the local Chinese palette would allow Jollibee to build its competitive advanta ge by learning to balance flexibility in menu offerings with consistency across the global brand. Additionally, a success in cosmopolitan Hong Kong could give Jollibee the brand exposure it needs to attract better partners. However, given the staffing issues and uncertainty involving the local Chinese customer, it would be better for Jollibee to improve its current operations, rather than to commit additional resources to a new store. CALIFORNIA: It will be a very good idea to target the Asian community living in U.S and California is the best place to start from. The intense competitive atmosphere of US fast food market will provide Jollibee tremendous opportunity of global learning. Furthermore, they also discovered that there were many elements of their  restaurants that appealed to Americans. Similarly, there was great support from Filipino-Americans. Likewise, Jollibee was going to expand throughout California before it moved east. They were determined to gain recognition. Another helpful aspect is the diversification of America. In any given city a person can find Chinese, Italian, Greek, Spanish, Japanese, American, German, Polish, Indian, and other ethnic restaurants. Americans like to try food of different cultures and there is no reason to believe that we will not try Filipino food. There is very little reason to believe that Jollibee cannot successfully enter the fast food market in the United States. But on the other hand, United States is home to some of Jollibee’s most formidable competitors. As a late-mover, it will be difficult for Jollibee to obtain access to the distribution channels, suppliers, and store locations which allowed it to become a cost leader in the Philippines. Additionally, aside from its experience in Guam, Jollibee does not have any real experience operating in a Western business environment. c) Specific information about each market (legal and ethical requirements, market trends, competitors, size of the market, potential sales volume) Legal and ethical requirements When markets in foreign countries offer a higher profit potential than your home market, it makes sense to expand internationally. As you prepare your expansion and research target markets in other countries, you will often find that the legal structures and ethical frameworks differ substantially from those in the United States. You have to address the legal and ethical issues of your entering these markets to make your expansion a success. Traditional Small Scale Bribery- involves the payment of small sums of money, typically to a foreign official in exchange for him/her violating some official duty or responsibility or to speed routine government actions (grease payments, kickbacks). Large Scale Bribery- a relatively large payment intended to allow a violation of the law or designed to influence policy directly or indirectly (eg, political contribution). Gifts/Favours/Entertainment- includes a range of items such as: lavish physical gifts, call girls, opportunities for personal tr avel at the company`s expense, gifts received after the completion of transaction and  other extravagant expensive entertainment. Pricing – includes unfair differential pricing, questionable invoicing – where the buyer requests a written invoice showing a price other than the actual price paid, pricing to force out local competition, dumping products at prices well below that in the home country, pricing practices that are illegal in the home country but legal in host country (eg, price fixing agreements). Products/Technology – includes products and technology that are banned for use in the home country but permitted in the host country and/or appear unsuitable or inappropriate for use by the people of the host country. Tax Evasion Practices – used specifically to evade tax such as transfer pricing (i.e., where prices paid between affiliates and/or parent company adjusted to affect profit allocation) including the use of tax havens, where any profit made is in low tax jurisdiction, adjusted interest payments on intra-firm loans, questionable management and service fees charged betwee n affiliates and /or the parent company. Illegal/Immoral Activities in the Host Country – practices such as: polluting the environment, maintaining unsafe working conditions; product/technology copying where protection of patents, trademarks or copyrights has not been enforced and short weighting overseas shipments so as to charge a country a phantom weight. Questionable Commissions to Channel Members – unreasonably large commissions of fees paid to channel members, such as sales agents, middlemen, consultants, dealers and importers. Cultural Differences – between cultures involving potential misunderstandings related to the traditional requirements of the exchange process (e.g., transactions) may be regarded by one culture as bribes but be acceptable business practices in another culture. These practices include: gifts, monetary payments, favours, entertainment and political contributions. Involvement in Political Affairs- related to the combination of marketing activities and politics including the following: the exertion of political influence by multinationals, engaging in marketing activities when either home or host countries are at war or illegal technology transfers. Market trends More focus on youths Popular trendy cafà © Wi-Fi internet access Creative location Multi branding Cleanliness environment Competitors Size of the market Claimed market size Jollibee was able to capture 65% of the market share in hamburger market in the Philippines. The JFC reported Php 82 billion by the end of 2011 Based on the annual report of JFC, Jollibee earned Php 50 billion revenue on 2011 Total sales of JFC claiming 65% market share is Php 82 billion. The total market share is Php 126 billion Potential sales volume Local fast food giant Jollibee Foods Corp. grew its 2013 net profit by 24.5 percent year-on-year to P4.64 billion as sales from its restaurant network here and abroad expanded by a double-digit pace. In the fourth quarter alone, JFC’s net profit rose by 20.3 percent year-on-year to P1.52 billion. System-wide retail sales—a measure of consumer sales from company-owned and franchised stores—grew by 13.9 percent in the fourth quarter and by 12.8 percent for the full year, to P28.87 billion and P104.1 billion, respectively. The full-year retail sales growth marked the highest rate of rise in organic sales in six years and allowed JFC to breach the P100-billion mark for the first time, JFC chief operating officer and incoming chief executive officer Ernesto Tanmantiong said in a statement. Apart from growing its sales volume and distribution network, JFC also unlocked higher margins by improving the operating efficiency of its growing store chain. Net income margin for 2013 increased to 5.8 percent from 5.2 percent the previous year. JFC opened a total of 98 stores in the fourth quarter—the highest number opened in a single quarter in the company’s  35-year history. It ended 2013 with an international store network of 2,764, of which 2,181 are in the Philippines. â€Å"Our progress in building the business has been taking place across our brands in different countries. In the years ahead, we look forward to further strengthening our brands and accelerating our profitable growth by keeping our intense focus on the fundamentals of our business for the benefit of our consumers: Superior product quality and taste, value, service, restaurant experience and store locations made possible by an even stronger JFC organization,† Tanmantiong said. For 2014, Jollibee has earmarked P6.3 billion in capital spending. It will be used to open new stores and renovate old ones. The budget is higher than the P4.1 billion capital outlays in 2013, when the company opened 235 new stores. In the fourth quarter of 2013, system-wide sales in the Philippines alone rose by 12.2 percent, while business grew by 19.2 percent in China, 17.2 percent in the United States, and 35.3 percent in Southeast Asia and the Middle East. In Southeast Asia, growth was led by Vietnam, where business rose by 40.2 percent. Same store sales across its global network for the fourth quarter grew by 8-9 percent year-on-year on higher customer traffic and purchases per store. With higher net profit last year, JFC’s return on equity improved to a 15-year high of 21.3 percent from the 18.3 percent seen in 2012. Aside from the flagship Jollibee brand, JFC operates Chowking, Greenwich, Red Ribbon, Mang Inasal and Burger King. In China, it operates the Yonghe King, Hong Zhuang Yuan and San Pin Wang chains. It likewise has a 50-percent stake in the joint venture operating Highlands Coffee (in Vietnam and the Philippines), Pho24 (in Vietnam, Indonesia, Philippines, Hong Kong, Macau and Cambodia) and 12 Sabu (China). d) An assessment of external factors for each market (PEST analysis) The general environment consisting of 6 segments and the analysis of its effects on Jollibee is as shown below. Demographic In the local Philippines context, the million consumers walking into Jollibee’s stores daily represent strong demand for its products. The uniqueness of the geographical landscape of Philippines has also made it a challenge for fast-food companies. Globally, there are many Filipinos workers situated in the overseas market, especially in the United States where there are estimated to be around 2 million Filipino immigrants.  Besides the US, many Filipinos are also situated in parts of Asia such as Hong Kong, Brunei and Indonesia. Not limiting to Filipinos, their stores have also attracted other Asians to eat at their restaurants. Economic The growing economic capabilities of developing countries have attracted major players in the fast food industry to establish their stores there. Likewise for Jollibee, the growing market possibilities in Indonesia for Chinese food enabled Jollibee to venture into the market by introduction of Chowking Brand. The potential China market for fast food also led Jollibee to acquire 85 percent ownership in Yong he King Chain. Sociocultural The social and cultural of each country differs from one another. For example, a Chinese might prefer to have noodles instead of rice in Japan. In our case of Jollibee, the â€Å"langhap-sarap† concept adopted by them may be hugely popular to Filipinos consumers, but this concept may not do so well in global markets. Foreign consumers might not like the traditional taste of Jollibee’s food, as compared to bigger global players such as McDonald. Global The ever changing global landscape is one of the critical factors Jollibee has to consider. As illustrated in the case study, Philippines have seen major global players entering the fast-food market having a take on this pie. Although Jollibee have always been the dominant in this segment, competing in foreign markets seems to be in a different story. Not only they have to penetrate the foreign market with their proven and successful local recipe, they would also have to compete against already established players such as McDonald, Wendy’s and KFC. e) Estimate the costs, risks, financial viability for each market. Papua New Guinea: Raising the Standard In early 1996, at the recommendation of Quality Assurance Manager Gil Salvosa, a local New Guinea entrepreneur in the poultry business approached Tony Kitchner about a Jollibee franchise. He described a country of five million people served by only one poorly managed, 3-store fast-food chain, that had recently broken ties with its Australian chicken restaurant franchise. â€Å"Port Moresby does not have a  single decent place to eat, â€Å"he told Kitchner. He believed Jollibee could raise the quality of service and food enough to take much of the Australian chain’s market share while discouraging further entrants. Although the original plan had been to open just one store in the foreseeable future—in the capital, Port Moresby—Tingzon was certain that the franchisee could only cover the costs of developing the market if he put in at least three or four stores soon after. But he was uncertain whether Papua New Guinea coul d support the 20 stores that he saw as the target critical mass for new markets. (For comparison, in the Philippines, approximately 1,200 fast food outlets competed for the business of 75 million people. GNP per capita in both countries was almost at US$2,500.) Hong Kong: Expanding the Base Also on Tingzon’s plate was a proposal to expand to a fourth store in Hong Kong. The franchise, owned by Jollibee in partnership with local businessmen and managed by Tommy King, TTC’s brother-in-law, opened its first store in September 1996 to instant, overwhelming success. Located near a major transit hub in the Central district, it became a gathering place for Filipino expatriates, primarily domestic workers. However, appealing to the locals had proven more difficult. While volume was high on weekends, when the Filipinos came to Central to socialize, it fell off during the week, when business was primarily from local office workers. Although two more stores in Central had attracted many Filipinos, they both relied extensively on Chinese customers and generated sales of only about one-third of the first outlet. One problem was that, despite strenuous efforts, Jollibee had been unable to hire many local Chinese as crew members. According to one manager, Chinese customers who did not speak English well were worried that they would be embarrassed if they were not understood by the predominantly Philippine and Nepalese counter staff. Another problem was that in a city dominated by McDonald’s, Jollibee’s brand recognition among locals was weak. Working with Henry Shih, the sub-franchisee who owned the second store, Jollibee staffs were trying to help launch a thematic advertising campaign, but due to the Hong Kong operation’s small size, the franchise could not inject sufficient funds. California: Supporting the Settlers Soon after signing his contract, Tingzon had learned of year-old plan to open one Jollibee store per quarter in California starting in the first quarter of 1998.Supporting TTC’s long-held belief that Jollibee could win enormous  prestige and publicity by gaining foothold in the birthplace of fast food, Kitchner had drawn up plans with a group of Manila-based busine ssmen as 40% partners in the venture. Once the company stores were established, they hoped to franchise in California and beyond in 1999.Much of the confidence for this bold expansion plan came from Jollibee’s success in Guam, a territory of the US. Although they initially targeted the 25% of the population of Filipino extraction, management discovered that their menu appealed to other groups of Americans based there. They also found they could adapt the labor-intensive Philippine operating methods by developing different equipment and cooking processes more in keeping with a high labor cost environment. In the words of one International Division veteran, â€Å"In Guam, we learned how to do business in the United States. After succeeding there, we felt we were ready for the mainland. â€Å"The plan called for the first store to be located in Daly City, a community with a large Filipino population but relatively low concentration of fast-food competitors in the San Francisco area. (With more than a million immigrants from the Philippines living in California, most relatively affluent, this state had one of the highest concentrations of Filipino expatriates in the world.) The menu would be transplanted from the Philippines without changes. After initially targeting Filipinos, the plan was to branch out geographically to the San Francisco and San Diego regions, and demographically to appeal to other Asian-American and, eventually, Hispanic-American consumers. The hope was that Jollibee would then expand to all consumers throughout the U.S.Like the expansion strategies in PNG and Hong Kong, this project had momentum behind it, including visible support from Filipino-Americans, strong interest of local investors, and, not least,TTC’s great interest in succeeding in McDonald’s back-yard. f) Rank the opportunities in terms of their viability and likely contribution to the business According to the corporate website, Jollibee International currently has over 50 locations in Brunei, Hong Kong, Vietnam, Saudi Arabia, Qatar, and U.S. There are now a total of 26 Jollibee stores in the U.S. including 9 stores in Northern California, 15 stores in Southern California, one store in Las Vegas, and one store in New York. According to Jollibee’s website, the company has modified its global strategy and stopped international  franchising temporary. The California franchise has been a success. Since opening the first U.S. store in Daly City in 1998, the company has expanded their U.S. presence to a total of 26 stores. The company has the advantage in the California market because there are a lot new immigrants entering the state with 80,000 Filipino migrating per year. Jollibee currently has only one Hong Kong store located in Central, implying that at least two Central stores have been closed since 1998 in addition to the Kowloon district store. Finally, there is no Jollibee presence in Papua New Guinea indicating that efforts to expand to this country were not successful. References: http://www.pinoyinvestor.com/smartinvestor/jollibee-banks-on-franchising-overseas-expansion-to-boost-long-term-earnings-04-aug-2014 http://en.wikipedia.org/wiki/Jollibee http://www.allfreepapers.com/print/Jollibee–Case-Study-Analysis/1794.html http://cdn.intechopen.com/pdfs-wm/12111.pdf http://business.inquirer.net/164038/jollibee-13-profit-up-24-5 http://nhobeelab.weebly.com/industry-analysis.html

Global Society Essay

The world we are in today has seen the end of bipolarity that has been brought about by wars that divided. Every day we see the world grow smaller and people are brought together by common issues and concerns. States become interdependent and connected through globalization. Global actors include along with the state, non-governmental organizations and multinational corporations. These global actors have diverse and divergent, often conflicting, interests that must be met. States, such as the developing countries, need a level playing field in the global arena. The non-governmental organizations are people oriented, and often seeking to improve their quality of life. Multinational businesses are profit and expansion driven. Multinational corporations play a big role in economic globalization. They fuel economies by the investment they bring in that create jobs and allow the exchange of technology through skills and knowledge. MNCs are also seen as having insatiable greed for wealth, which create and dictate markets, displace small enterprises and dislocate people. Corporate Social Responsibility is when business interests are met along with the other interests of society as a whole. CSR has four integral parts, which are: (1) profit generation, (2) observing human rights, payment of taxes, cooperation with the government, promoting health and safety, and supporting workers, (3) doing the right, fair and just thing, and (4) sharing resources and profits to improve lives especially in the areas of education, health and the arts. The UN Global Compact attempts to develop Corporate Social Responsibility globally. The Global Compact provides the mechanism that covers all directions of the social spectrum such as horizontal and vertical, formal and informal, state and non-state. The approach is from all dimensions, diverse, multi-level and a network structure. UN agencies like UNDP, UNHCR and UNESCO partner with many philanthropic foundations in many CSR activities showing that MNCs can both be profit-motivated and socially-responsible. References Fritsch, Stefan. (January 2008). The UN Global Compact and the Global Governance of Corporate Social Responsibility: Complex Multilateralism for a more Human Globalization. Global Society, Vol. 22, No. 1.

Desdemona

I want you to go back in time many years ago, the 16th century in Shakespeare’s time where there was hardly any technology and the society was very different. Now If that’s hard to imagine that’s ok because I’m an actor in the 21st century hear to talk to you about Desdemona. Desdemona was a beautiful, young, white Venetian girl but also she disobeys her father’s expectations by marrying a black man, she also challenges the society that largely disapproves of intercultural marriages and also she gets abused by her husband. In this way, Desdemona’s relationship with Othello speaks to the play’s concerns with the 16th century attitudes about Lust, Defying social standards of the 16th century and also domestic violence. For example in the play it shows this by Othello saying â€Å"She loved me for the dangers I have passed, and I loved her, that she did pity them. † This is an example of a foreshadowing technique used to hint readers a certain plot development that will come later in the story. Also this quote is telling us that this is ardent admiration, which tells us that Desdemona is still not matured. To think about her future and what society’s expectations are. She admired the stories that Othello told about his brave journeys. In nowadays young teenagers are not drawn by personality but by looks and popularity. Also, Desdemona disobeys her father’s wish by refusing to marry any handsome, rich Venetian men and she goes for Othello an old black man, outside of the Venetian society. For example her farther says. â€Å"Look to her, Moor, if though hast eyes to see, She has deceived her farther, and may thee. † This shows that Desdemona is a disloyal character and may disobey her husband as well, she also goes against the societies expectations by defying standards such as not owing the duty to her farther and then a duty to her husband. Also Intercultural marriages where she marries a black man rather than a white man. In modern societies most young people disobey their parents and follow their own will due to their immaturity. Desdemona gets verbally and physically abused by Othello who slapped her and called her a whore in public towards the end of the play, when she was dying she still blames herself for othello’s physical and emotional abuses. In current situations people all around the world especially women get abused by men and usual, stand up for their husbands exactly what Desdemona did back then. Well, there you go even if this plays were written in the 16th century even in today’s time we still have the themes lust, domestic violence and societies expectations in today’s time. It’s easy for us to engage with the character’s in that timeframe due to the setting , the characters are realistic and believable and even this themes are considered in today’s society in different concepts.

D.T. Resistant Materials – Evaluation

I feel that my product has fulfilled all of the essential criteria although some of the desired criteria aren't fulfilled. This includes: * Incorporated Lights * A Combination of Materials * Be used for placing an object on top The reason behind these specifications not being fulfilled was mainly due to limitations or the way it would have to be incorporated into the design I chose. If I decided to incorporate lights, the price would have rose as well as me having to make the boxes more bulky making them a lot more difficult to move and customise. A combination of materials wasn't used because of complications and problems which I will explain later and to be used for placing an object on top, the product would become less customisable, however an add on could be designed for my product in the future which would allow this, but as current because of time scale and general problems (which I will explain) this is an unavailable feature. What it does and how good it is at doing it My product is designed to allow users to store objects such as books and paperwork in. Teenagers, my target audience, would be able to customise the product by adding different tops as well as a different combination of boxes of which came in two sizes. The system I designed allowed the boxes to be placed on top of each other as well as beside each other. After testing, I found that the average sized box fitted perfectly, mainly due to my research which I carried out earlier. Papers unfortunately didn't fit without aid such as a folder or possibly something which allowed the paper to stand on end. Having said this, the product was perfectly able to stand the weight and the customisable feature with everything lining up with little add on features which gave room for error as well as being extra features to the set. After asking other 15/16 year olds, comments were very positive particularly with the engraved design on the side which matched with the add on spacers as well as the fact the boxes could be stacked or put on the side. They also liked the idea of the customisable top which could be turned into a different wide range of add-ons which could have been added to in the future if desired. There were few negative comments which were probably due mainly to pure politeness! Having said this, the ones I received were well constructed such as the fact that paper couldn't be placed flat without it sticking out the side as well as the fact that the choice of finish allowed the pine to show which was of a colour too bright to some people's preference. Modifications and/due to Problems One major problem I came up against was the fact that I was unable to cast a peg. This was due to limitations of knowledge on casting as well as the time limit I was restricted against. Our first trial was shown on my developing ideas section where only one half of the peg seemed to come out correctly. This, unfortunately, made me skip the variety of materials desired criteria. Another problem was accuracy. I was only making one of many of these products and because of this I opted to create the top plate by hand. Having done this I soon realised that it was very difficult and time consuming to get it correctly placed. Due to this fact I modified the size of the dowel from 8mm to 6mm which meant that the 8mm hole will now have 6mm slotted into it with the top plate. Because of time restrictions, it wasn't possible to create other add-ons such as the CD rack I planned earlier on. Instead I opted in a different material which would make the product more appealing (aesthetically pleasing). Accuracy was also another problem which I faced when joining the boxes together. I originally planned to join the boxes directly against each other. Because of 8mm holes being in the top and the bottom, 8mm dowel had to be used and the fact is that there was no room for error which became a problem. I solved this by creating a spacer which contained 6mm dowel which would slot into both the bottom and top box. This was a viable solution. Design problems also caused the boxes to be connected sideways only one possible direction as the boxes would not slot into each other on one side. This problem was one which I didn't fix as the boxes could still tessellate one way which made this problem very minor.

Wellbeing in college Essay Example | Topics and Well Written Essays - 1000 words

Wellbeing in college - Essay Example A great sense of well being does not just come but it is earned, it is not something natural but rather something earned. Students who want the best out of themselves have to develop te great sense of well-being through learning and developing it. If a student feels that life is no on their side, it is a high time to realize that lack of sense of well being must have contributed to the miseries that befallen them. And the failures to fix things rights by the students should be their wake up call to quickly sprung into action by looking for ways to improve their sense of well-being. It’s not just about students feeling well about themselves but also their friends, families, study places and the communities they live in all benefit from them having a healthy, proactive approach to managing their wellbeing. Any wellbeing should be seen from a broader perspective. Good emotional and physical health can turn into the unprecedented serious mental health conditions if wellbeing is no t given due considerations.

HW Essay Example | Topics and Well Written Essays - 1000 words

HW - Essay Example 332). SOX (Sarbanes-Oxley Act) demands the recording of the system used by management in an effort to evaluate its efficiency and announce any errors or weaknesses. This documentation is always subject to auditing requirements that may require constant revision (Natan, p. 333). Lastly, the 1386 regulation California Senate Bill mandates the proper requirements and abilities to be aware of any access to private California resident data by unauthorized parties. Identifying any such breaches requires the business to base its auditing requirements on effective privacy measures (Natan, p. 335). Auditing should include schema, stored procedures or activators, user freedoms, and other DDL changes. From protection, compliance, structure management, and procedural perspectives, these factors are vital collectively (Natan, p. 357). DDL instructions are most likely the most destructive instructions today and allow intruders to compromise any network with absolution from a security point of view. Numerous regulations made organizations and individual data users audit all changes to data configurations from a compliance point of view. Compliance requisites for schema modifications during auditing are frequently the same as the requisites characterized as under structural management and IP administration initiatives. As a result, an external party will be able to maliciously alter, utilize, and roll back schema to its original form. These functions can occur without the authorized user noticing, particularly when the entire process occurred within less than 24 hours (Natan, p. 358) . The DML audit trails discussed in Section 12.9 reveal how one can selectively determine the items and instructions that need auditing. This determination comes about through unsophisticated and rough calculations. More specifically, Ben Natan anticipates DML audit