Charles Dickens A Christmas Carol :: Charles Dickens Christmas Carol Essays

Charles Dickens' A Christmas Carol The editor of one edition of ‘A Christmas Carol’ wrote â€Å"A story so admirably told, the details of place, of time, of person so dexterously made real for us† How does Dickens achieve this? How does he ‘A Christmas Carol’ a story which â€Å"No one could help but enjoy† In this essay I am going to be writing about the different techniques in which Dickens uses, and by using these bring people, place and time to life. Dickens cleaver use of techniques throughout this book really makes us feel as if we are actually there are selves. I think that the reason why dickens is so good at making this all seem so real to us is because when he was younger he grew up as a child in London himself, which I think would explain why this book has so much detail in it. A lot of what happens in this book most probably happened to Dickens as a boy as he used to be quite poor himself, an example of this is the cratchits Christmas dinner which I think was based on what Christmas used to be like for Dickens. Dickens motive for writing this book was so that he could make people aware of how awful it was to be poor, so he therefore wrote this in a story to try and get his point across. This is why Dickens is so good at using a range of different techniques which really create an image in are heads of what is really going on. I am mainly going to be focusing on the different techniques used in three certain passages from the book; these are going to be the description of Scrooge, the description of the shops in London and Fezziwigs ball. I have chosen these three passages as I think that they have been written in great detail and show us exactly how Dickens brings things to life and how well he does it. Even though I am focusing particularly on these passages Dickens use of techniques is constantly used throughout this book. His constant uses of adjectives throughout really create an image in are head of what something looks like or what is going on. He uses adjectives in a number of different ways but contently uses these same ways all through the book. Dickens will use listing such as â€Å"Great joints of meat, sucking pig, long wreaths of sausages, plum puddings.† He will also list three adjectives and then a noun for example â€Å"Cold, bleak, biting weather† and â€Å"Long, bare, melancholy room.† This really helps us to create an

Giligan Oakmont Country Club Case

Gilligan oOakmont Country Club 1 Thomas W. Gilligan University of Southern California I t is the summer of 1996 and management must decide whether or not to alter the process used to trade the club’s 450 memberships. The current fixed price system, in which management sets the transfer fee for club memberships, offers some degree of financial certainty for existing and prospective members as well as for the club’s financial planners. However, the fixed price system promotes chronic imbalances between the number of members wishing to leave the club and the number of eligible candidates wanting to enter the club.These imbalances create frustrations for eligible candidates, hardships for long-time club members, difficulties in developing suitable new members and problems for club planners. Management is considering several alternatives. THE CLUB Oakmont Country Club is a private golf and social club located along the Arroyo Verdugo in northern Glendale, California. Establi shed in 1922, Oakmont has long provided the kind of relaxed social life prized by many Southern California families. Oakmont’s mission statement reveals the club’s goals and orientation. . . to provide its members with a premium golf and country club experience that includes a well maintained, highly respected and competitive golf course; an attractively designed and efficiently operated clubhouse that meets the membership’s requirements for excellent service, top-quality food and beverages and ample meeting and banquet facilities; and the maintenance of the Club’s unique atmosphere of a strong and friendly family orientation. All contemporary management issues at Oakmont are evaluated through the lens of this mission statement.This case was prepared by Thomas W. Gilligan, University of Southern California, as a basis for classroom discussion rather than to illustrate either effective or ineffective handling of an administrative situation.Oakmont’s challenging 18-hole, 6,736-yard golf course is a tough test for golfers of any ability. The course was designed by Max Behr, architect of many local courses including the one at Lakeside Country Club, and modified by William Bell, Sr. , creator of courses at the Riviera and Bel Air Country Clubs. Oakmont’s course is currently the site of an annual Ladies Professional Golf Association (LPGA) tournament and over the years has hosted many important professional and amateur events. Among the notable winners of golf tournaments held at Oakmont are Ben Hogan and Al Geiberger.Oakmont’s clubhouse, which was renovated in 1995, is a 42,000 square foot, single-story structure characterized by an elegant reception area, formal dining room, private meeting and banquet rooms, a member’s grill, a casual dining room and a terrace grill for indoor and outdoor eating. In addition, there is a fully equipped state-of-the-art exercise room and men’s and women’s locker rooms. A competitive short course pool, with toddler swimming area, is open from Memorial Day through Labor Day each year. Oakmont’s assets are valued at nearly $13 million while its annual operating expenses are more than $3 million.Tables 1 and 2 are statements of the financial position and activities of Oakmont Country Club for fiscal years 1995 and 1996. Oakmont is organized as a non-profit corporation under the laws of the state of California. According to its bylaws, Oakmont’s membership is fixed at 450 regular members each with an equal proprietary interest in the club’s assets (Oakmont also has several non-equity membership categories). Regular members govern Oakmont through the election of a Board of Directors (the Board), the chief policy-making body of the club. The Board appoints members o standing and special committees and, together with the club’s General Manager and senior staff, supervise the daily operations of Oakmont. Regular members also vote on the adoption of new articles or amendments to Oakmont’s bylaws.THE MEMBERSHIP PROCESSMost of Oakmont’s regular members are professionals, entrepreneurs or corporate leaders who reside in Glendale and the neighboring communities of La Crescenta, La Canada-Flintridge and Pasadena. Some are executives or high-ranking managers in the entertainment industries that permeate the Los Angeles basin.Many current members are children of long-time Oakmont members. Surveys conducted by the club indicate that many members consider other clubs before joining Oakmont. Three nearby clubs – Annandale Country Club in Pasadena, San Gabriel Country Club in San Gabriel, and Lakeside Country Club in Burbank – compete directly with Oakmont for new members. Indeed, the need to provide competitive club characteristics and amenities was a major motivation for the recent renovation of Oakmont’s Clubhouse. Regular members wishing to leave Oakmont do so for a varie ty of reasons.Some have moved or are planning to move to locations that would limit or preclude their use of Oakmont. Others wish to give up their golfing privileges but continue their association with Oakmont as social members. Some find that due to changing life circumstances (e. g. , the death of a spouse), their club usage has declined and it is no longer sensible to continue to pay the monthly membership dues, which can approach $500 even with little or no use of the club. And some are no longer economically able to cover the cost of membership. Historically, roughly two members leave the club each month.The process of becoming a member at Oakmont is typical of private country and social clubs in Southern California. Prospective members are invited to join Oakmont by two current members (a â€Å"proposer† and â€Å"seconder†) and endorsed by five additional regular members. These prospects are then interviewed by the club’s Membership Committee and evaluate d by the Board.Eligible candidates become members of Oakmont by remitting an entrance fee to the club’s business office. Part of the entrance fee, the transfer fee, is used to defray the current expenses of the club. Table 2 illustrates that the transfer fee is an important revenue source, constituting roughly 14 and 19 percent of the club’s operating revenues in 1996 and 1995, respectively. The balance of the entrance fee, the member’s equity, is paid to the resigning member. Currently, the entrance fee, transfer fee and member’s equity are set by Oakmont’s Board.This so-called fixed price membership system is typical of social and country clubs like Oakmont and has several desirable features. The fixed price system allows the Board to reliably budget transfer fees. The fixed price system also appears to provide some certainty about the costs of joining Oakmont to prospective members and the value of member’s equity for members planning to resign. Since the fee structure adopted under the fixed price system is at the discretion of the Board, it permits some flexibility in adjusting to relevant changing circumstances.For example, the vicissitudes of the Southern California economy have a large bearing on the number of members wishing to resign from or join Oakmont. During the economic boom of the late 1980s and prior to the recession of the early 1990s, the Board increased the entrance fee by almost 50 percent (from $34,000 in May 1989 to $50,000 in March 1992). After the recession of the early 1990s, the Board reduced the entrance fee by nearly a quarter (from $50,000 in March 1992 to $39,000 in June 1993).Changes in the entrance fee also reflect the financial requirements of construction or acquisition of new assets. Also in June 1993, the Board increased the entrance fee by $6,700, an amount equal to the assessment levied on all current Oakmont members to cover the costs of the Clubhouse renovation (note that the ol d entrance fee plus assessment yields the new entrance fee of $45,700). Table 3 reports the entrance fee, transfer fee, and member’s equity for October of each year from 1989 to 1995, as well as for August of 1996.THE PROBLEMSThe fixed price membership system used at Oakmont is associated with at least one potentially undesirable feature; a chronic imbalance between the number of members wishing to resign and the number of eligible candidates wishing to join the club. The last column of Table 3 reports the number of people waiting to join (in parenthesis) or resign from Oakmont for several months during the 1989 to 1996 period. In October of 1991, there were 11 eligible candidates for membership to the club who, due to the paucity of members wishing to resign, remained eligible candidates for at least one month.Inspection of Table 3 indicates that the number of eligible candidates waiting to join Oakmont at the end of October of 1990 and 1989 was even greater; 42 and 27, resp ectively. Indeed, some members who paid Oakmont’s highest historical entrance fee late in 1991 or early in 1992 had waited over two years to join the club. A long waiting list of eligible candidates wishing to enter Oakmont had its good and bad points. Some members viewed a long queue of eligible candidates as indicative of the value and exclusivity of the club.After all, it is traditionally difficult to get into a desirable social club; why should Oakmont be any different? Others, however, were troubled by the impact of this lengthy wait on eligible candidates. All of the eligible candidates had been asked to join by current Oakmont members. Many of these members were embarrassed and frustrated by the lengthy wait that accompanied their invitations. In addition, some felt that the long waiting list to enter Oakmont generated â€Å"speculative† eligible members; individuals that declined to exercise their option to become a member when they reached the top of the list. While these two membership categories addressed some of the problems associated with the long waiting list to join Oakmont, they also created some new issues and abuses, as well. During 1992, the imbalance between the number of members wishing to resign or join Oakmont continued unabated.Paradoxically, the relationship that existed during the late 1980s and early 1990s reversed itself; there were now more members wishing to resign than to join. The factors behind this new trend were evident. The weakening national and, especially, Southern California economy shrank the number of individuals with the discretionary income necessary to belong to a country club. Changes in the tax law in the early 1990s that reduced allowable deductions for club dues and entertainment further limited the number of prospective members.Moreover, the average age of Oakmont members, a good predictor of the number of members wishing to resign, had increased from 55 years in 1971 to 62 years in 1996. As Table 3 reports, at the end of October of 1992 there were 10 members who wished to leave Oakmont but could not because there were no eligible candidates waiting to enter. By the end of August of 1996, this number was now 41 and the member at the top of the list to sell his membership had waited since June of 1994. Club management soon discovered that there is nothing good about a long list of members waiting to leave Oakmont.By the second half of 1994, those waiting to leave were quite bitter. These resigning members had endured the physical disruptions of the Clubhouse renovation, which still had a year to go and was at the time 50 percent over budget. The resigning members who had left the area thought it unfair that they be required to continue to pay monthly dues. Management tried to accommodate these individuals by establishing another membership category – inactive member – with reduced monthly fees in exchange for the surrender of club privileges.This plan placated f ew resigning members. And the general negativity of the current situation accelerated the number of members wishing to resign and diminished further still the number of prospective members wishing to enter Oakmont. Indeed, during several months in 1994 and 1995, few prospective members made inquiries and no eligible members were admitted to the club. Ironically, by the middle of 1996 the national and regional economy had recovered with a vengeance. Real estate prices, the stock market, and national and regional employment were all rising dramatically.The Clubhouse renovation had been completed and, by all accounts, greatly increased the utility and desirability of Oakmont. Yet, the number of members wishing to resign from Oakmont continued to accumulate. All of the long-term fundamentals for a strong and popular club were now in place. Where were the prospective members that a modern club and healthy economy and stock market should help create? Could the allure of country club livin g have declined in contemporary Southern California? Or might savvy prospective members have anticipated a better deal around the corner?THE ALTERNATIVESDuring 1996 the Board contemplated possible solutions to the membership problem. One possibility was to promote the club more effectively among prospective members. In the 1990s the Board had adopted a variety of plans to generate eligible candidates, such as offering existing members prizes for successful referrals (e. g. , vacations to Hawaii, free dues for three months). These plans had been judged to be only moderately successful and created a backlash among members who felt that such promotions were in poor taste and counter to the Club’s recruitment goals.Some current members felt that new members should be those who fit well within the club’s niche, not those simply financially able to be Oakmont members. The renovation of CaseNet ®  ©South-Western College Publishing Oakmont Country Club 5 the Clubhouse help ed generate new members, as well. Following its completion there was an initial surge of interest. Some Board members felt that an aggressive promotional plan coupled with some minor improvements in the Club’s physical plant (e. . , the pool) would go far towards alleviating the membership imbalance. Many of these same Board members believed that the strengthening economy would naturally solve the current problem. Another alternative the Board considered was to reduce the entrance fee, as was done in 1992. This simple solution, which was favored by some of the Board’s members, was consistent with the long-time practices of the club and would require few if any changes to the administrative procedures governing the membership process.Other Board members felt that it was unfair to members wishing to leave the club to force them to sell their memberships at a discounted fixed price. And even if the Board reduced the club’s entrance fee, what should the new fee be? Should the fee be set to generate a waiting list of eligible members, as had existed prior to 1991? If so, what was the right length waiting list? Some Board members felt that, under the current circumstances, any change in the entrance fee would have to be modified in the near future and, depending on the volatility of several factors, on a periodic basis.A third alternative considered by the Board was to abandon the fixed price membership system altogether and adopt the so-called float method to determine the entrance fee, transfer fee and member’s equity of Oakmont memberships. This method had been adopted at some neighboring clubs (e. g. , San Gabriel Country Club and Lakeside Country Club) with varying success. Generally, the float method permits the entrance fee to change monthly as a function of the number of members wishing to enter and leave the club and the value that these members place on membership in Oakmont.Board members who favored the float method felt it wou ld alleviate the imbalance between the number of individuals wishing to leave and enter Oakmont. They also felt that the float method would get club management out of the business of trying to guess the value of club memberships and addressing, on an ad hoc basis, the problems that might arise from lengthy waiting lists to enter or leave the club. Some Board members opposed the plan because they felt it would interject uncertainty in budgeting for transfer fee income.Others opposed the plan because they felt that membership in Oakmont was not like a piece of real estate to be transacted on the open market. These members felt memberships should be allocated by the Board, with consultation from the Membership Committee, to prospective members who would help further Oakmont’s values and mission.THE DECISIONIn late September of 1996, the Board abandoned the fixed price membership system and adopted a float method to determine the entrance fee, transfer fee, and member’s eq uity of Oakmont memberships.Under the float method, a resigning member offers to sell his membership at any price he wishes. At the end of each month the Board presents these offers, from lowest to highest, to eligible candidates. Priority is given to eligible candidates based on the submission date of their membership application. If an eligible candidate accepts the offer, the candidate remits a check in the amount of the offer to Oakmont’s business office. The transfer fee is half of the offer price or $15,000, whichever is greater, with the remainder constituting the resigning member’s equity.If an eligible candidate declines the offer, he assumes the lowest priority in the following month’s membership sale. A candidate can decline three offers before losing his eligibility. The highest selling price, the number of memberships transacted, and the number of remaining eligible candidates is reported each month to Oakmont members, eligible candidates and prospe ctive members.Smith and Mr. Jones, both long-time Oakmont members, submit offers to sell at $35,000 and $40,000, respectively. Currently, Mr. Brown, Mr. Black and Mr. White are the only eligible candidates. Based on the timing of their membership applications, an offer will be presented first to Mr. Brown, then to Mr. Black, and finally to Mr. White. The Board presents Mr. Smith’s $35,000 offer to Mr. Brown. Since Mr. Brown declines the offer, he is placed on the bottom of next month’s eligible candidate’s list and Mr. Black is presented with Mr.Smith’s offer. Mr. Black accepts, remitting a check for $35,000 to Oakmont, $17,500 of which goes to the operating budget of the club as transfer fee and $17,500 of which goes to Mr. Smith as member’s equity. Mr. Jones’ $40,000 offer is now presented to Mr. White, who declines and goes to the bottom of next month’s eligible candidate’s list behind Mr. Brown. Mr. Jones’ $40,000 of fer stands unless he advises the Board that he wishes to either withdraw or alter his offer. The Board would report that one membership changed hands at $35,000.If more than one membership had been traded, the Board would report the highest price only. Table 1 reports the monthly history of the float method at Oakmont Country Club from October of 1996 through January of 1999. This table catalogs the number of members waiting to sell their membership, the number making offers to sell, the number of offers accepted by eligible candidates, and the highest selling price. In Oakmont’s 1997 Annual Report, President Charles J. Gelhaar offered the following summary. The success of our â€Å"float† process continued in 1997.Our waiting-out list has [been] reduced from 43 to 0. We sold 34 regular [memberships]. The last membership sold for $57,750. Oakmont’s President in 1998, David A. Werbelow, provided the following assessment. [The] Membership Committee continued the p ositive turnaround which began in . . . October, 1996, with the introduction of the â€Å"float† system. This year, every offer to sell was accepted by a buying new member – the 1998 average selling price of just over $60,000 was $12,000 higher than the average of the prior year.The average age of incoming members is more than 20 years younger than retiring members, and Oakmont Country Club has firmly established a niche in Southern California as a family club. The History of Oakmont Country Club, published on the club’s 75 th Anniversary in 1997, provides a more theatrical description of the events surrounding the adoption of the float method. . . . it was now time to tackle another pressing problem: the membership. The recession that damaged Southern California had impacted Oakmont as well. The average age of golf members had climbed to 61, and there were some 40 members waiting to get out.Unfortunately, new members were coming in at a snail’s pace. At one point, only one new member applied in a three-month period. Spearheaded by 1996 Club President Olaf Falkenhagen, the idea of a floating membership fee was implemented in October, 1996. Other clubs in the area had tried it with varying success; and after considerable debate at the Board level, it was time for Oakmont to try it. It was an instant success. Five new members applied immediately. Thirty five members applied in six months.A high of $60,000 was reached in May, 1997, and a waiting list to join seems a real possibility for the first time in years. The float method developed at Oakmont, referred to as the Oakmont Float, is now used by a variety of equity-based golf and social clubs in the Southern California and Las Vegas areas.

Cost-effective means

There are many advantages of doing both insurance and banking with the same company. First, it is a cost-effective means of managing assets and insurance concerns, enabling consumers to save time, energy, and money spent on transactions. Second, integrated insurance and banking makes it easier for the consumer to communicate his or her needs in terms of insurance claims and appropriate payment adjustments with respect to emergency and crisis circumstances. Lastly, it enables an individual to build a deeper relationship with the bank and to better get to know its services.On the downside, doing both insurance and banking with the same company increases the risks of losing insurance payments and other assets when the company loses money from its investments or is affected by criminal activities. Although money and other deposits in a banking or insurance company are insured by the Federal Deposit Insurance Corporation, it only reimburses up to a predetermined amount which might be less than a consumer’s actual bank or insurance deposits.2. ) I am not as comfortable with doing my banking transactions online as with a clerk in a brick and mortar bank due to security and privacy concerns. The internet remains an unsafe platform for conducting sensitive transactions as criminals are developing techniques to capture pertinent consumer and financial data almost as fast as online banking security experts are trying to develop more sophisticated means of securing internet banking services.In the same manner, I would not be as comfortable working with an insurance agent for my banking needs as I would be with a banking clerk since I would worry about an individual having too much information about my financial status and resources. 3) Among the services that a consumer gets from a brick and mortar bank that might not be as easily provided by an online bank are automated teller machines for convenient deposit and withdrawals, and personal, in-depth consultations abo ut banking services that could be accomplished just by walking into a bank or its branch.

Learning Experience Essay

For the past years in college, I have faced situations that needed intelligent decisions. Though many times I have considered the possible consequences, nothing could prepare me when I faced them. In the end I always realize that I have made the wrong decisions, and I could not turn back time to change them. However, these experiences taught me lots of things that helped me to become a better decision maker. I admit that there is a part of me that always tries to avoid making the boldest decisions, despite the fact that they are the safest (Arsham, 1994), as it appears risky to me. Moreover, there were times when these decisions are nerve-racking and difficult and I was often left scared to deal with the outcome. At one point in my life, I experienced losing friends who have been with me for years. I did not notice that slowly they were pushing me down despite our friendship. And even if this one person who I just met for a few months warned me about how my ‘friends’ back-stabbed me, I did not believe her because I knew my friends better, or so I thought. It was hard for me to accept that they, out of envy, would tell bad things about me. I have confided in them, my life was an open book to them, and I trusted them with my whole life. Then one day, all of their hate words reached me. I was in shock, because my friends treated me well whenever I am around. I was in a state of denial for a few weeks. During those weeks, I was like another person. I was apathetic and unemotional (Messina, J, and C. Messina, 2007). It was like those years of friendship that we have built for almost three years were broken in just a few days. Later on I was angry at them. And then I realized that my anger was a reaction for being hurt and insulted (Richmond, 2008). The hardest part was turning my back on them because I knew I do not deserve to be friends with persons who would deliberately say bad things about me. It was really a difficult decision, because somehow I have treasured those moments when we were genuinely happy with each other’s company. What made it more difficult was seeing them in places where we have hang out before. Seeing them always reminded me how I was not careful in choosing people who would be a part of me and my life. Up to this day I am still hurt when I think about them. But the good thing is that I became better at choosing friends. I do not judge somebody easily, but since then I have found friends who are better than best. And that is enough for me. References Arsham, H. (1994). Leadership decision making. Retrieved December 15, 2008, from http://home. ubalt. edu/ntsbarsh/opre640/partXIII. htm Messina, J. J. , and C. Messina. (2007). Tools for handling loss. Coping. org. Retrieved December 15, 2008, from http://www. coping. org/grief/denial. htm

Whole Foods Market Case Questions

1. What are the chief elements of the strategy that Whole Foods Market is pursuing? Is Whole Foods' strategy well matched to market conditions in the food retailing industry? The chief element of the strategy that whole food is pursuing is providing the finest quality of products in the market that is free from preservative and other genetically engineered products that reduce the quality of being organic. They promote the vision of the whole food, whole people, and the whole planet. Whole food market is focus to extend their market to get dominant position in both the local and the international market through increase the amount of stores itself and acquisition. For high demand from customer and higher profit margin than normal food, Whole food's expansion and quality control market strategy was well matched to recent developments and conditions in natural and organic goods segment of food retailing industry. 2. Do Whole Foods Market's core values as presented in case Exhibit 3 really matter? Are they â€Å"real † or just cosmetic window dressing? Have Whole Foods' core values contributed to the company's success? Explain/support. The 7 core values are very important. It guides the company on how to achieve the company mission â€Å"bringing the highest quality products to satisfy the consumer†. The core values are also real. Through these 7 core values, the company link their own profit and growth to customer benefit, bind their suppliers with win-win partnerships and try to create an interests community involving all their stakeholders. For example, to implement the first core value â€Å"selling the highest quality natural and organic products available†, the company set â€Å"nutrition, freshness, appearance, and taste † quality standard and abundant principal categories to supply thousands of organic food and gourmet products in their store. All these value can directly deliver to customer, better satisfy their needs and lead to success in product quality and variety. 3. Based on the financial statement data in case Exhibits 9, 10, and 11, how well is Whole Foods Market performing? From E9 statement of operations, sales eventually increased 1 billion every year from 4.7 billion 2005 to 8.03 billion 2009. However, the net incomes were kept in the scale between 114 million to 203 million these years due to the increasing input of store contribution. This situation matches the expansion activities of their business operations. Then, combine with the data from E10 Return on stockholders' equity 9.02% 7.60% Working capital(in thousand) 371356 -43571 Long term debt-to-equity ratio 0.65 0.80 Long term debt-to-capital ratio 0.28 0.36 The long-term debt largely decreased from 08 to 09 which is the main difference between the 2 years. In E11, the cash provided by operation activities in 09 is more than 08 and 07. And outside the business Whole Food also have investment activities. The company was trying to earn extra profits from exchanging securities. In 07, it earned 198343 thousands; in 08 it didn't earn anything, then in 09 the company didn't have any investment activities on exchange securities. 4. How well is Whole Foods Market performing from a strategic perspective? Does Whole Foods enjoy a competitive advantage over its 3 chief rivals â€Å"Wild Oats, Fresh Market and Trader Joe's? Whole Foods Market is performing exceptionally well from strategic perspective. Whole Foods Market is performing well by increasing their locations and markets. The company has made strategies for its stores, their location, and Whole Food's product line, the design of the stores, the product quality, and marketing and for providing their customer most satisfactory service. It follows the strategy of team based management for store operations. It also offers compensation and rewards to its employees. It has also made strategies that are feasible for the purchasing and distribution of items. All these strategies are in accordance with the company's requirement and thus the company maintains a competitive advantage over its rivals due to its sustainable implementation of strategies for achieving its goals and managing the company. It acquired one of its biggest rivals Wild Oats in 2007. The company's strategy has helped it in gaining the d position in the market. 5. What recommendations would you make to John Mackey regarding the actions that Whole Foods' management needs to take to sustain the company's growth and financial performance? Whole Food was very successes on decreasing their long-term debt level while keeping their profitability and increasing sales. However, through it kept expansion through opening new stores and acquisition, the net income is not enough for big change like enter into a new area. So, I suggest Whole Food may extend their service, such as adding a fast food to go window or even a dining area in their store to better utilize their urban metropolitan store location and cooking ability. The costs of food service just need to develop the new recipe and change the store wouldn't too much but can attractive more customers.

Paraphrase the paper that i will upload Essay Example | Topics and Well Written Essays - 1000 words

Paraphrase the paper that i will upload - Essay Example of knowledge on the world, enhance their social responsibility sense in addition to learning about the pragmatic and analytical skills required for the up and coming events they will encounter in the course of their lives. College teaches one to respect in diversity; something that cannot be learned by studying books, also called experiential learning.Being surrounded by individuals from various countries results in new perspectives and issues,and assists widen the various types of experiences shared.In addition;it also welcomes stereotypes to rethink issues associated with race,ethnicity and politics. College assists in obtaining wider knowledge of the broader world.It is only in college where courses associated with society,history and science are taken;lesons that according to Aydrey Osler are prerequisites for an individual to discover new interests or acquire fresh insights.Thus,for instance,studying social sciences provides individuals with a say in shaping their future,assists inunderstanding finance,plays a part in the health and wellness ,assisting in making society safer,improving the quality of education for future generations in addition to helping students in understanding democracy better. Students should be taught knowledge about democracy and democratic institutions and provided opportunities to practice democracy† (Osler 74). Attending college assists in development of a sense of social responsibility. . â€Å"Contributing to a larger community involves recognizing and acting upon one’s responsibility for the general welfare of others in the larger community within and beyond the college campus† (Reason, Ryder, Kee 18).For instance, participating in college campaigns teaches team spirit, leadership and dedication. Thus, we require more socially responsible people in the current world capable of thinking about the community as well as other people’s welfare. People seem to think of society as an agency whose core function is resolution

Determining Copyright Infringement Case Study Example | Topics and Well Written Essays - 2000 words

Determining Copyright Infringement - Case Study Example A general trend that emerges is that even in instances where copying of original works have been found, a remedy will lie only when infringement is substantial and this has been conditional on the criterion of quality rather than quantity in determining the value of material so infringed. However, legal boundaries have been more clearly established in other countries such as the United States, while in the UK, judgments appear to be on an ad hoc basis providing no legal certainty or consistency, hence the level and delineation of copyright appears indeterminate. Moreover, another aspect that arises in this context is whether such protection as afforded under the Act is adequate in a digital environment where copying is facilitated since the online environment is so structured that a page can be copied without leaving a trace and footprints of the pirate are difficult to track. Although criticisms have been leveled against the recommendations offered by Gowers after an IP review to restrict extensions of copyright on sound recordings, nevertheless this review has highlighted the need for greater flexibility and balance in the IP system, thereby underlining the fact that the current laws may not offer adequate scope to precisely define limits determining infringement. It may be noted that no precise formula can be pinpointed in the Courts’ decisions on what constitutes infringement. Petersen J set out a rough test for a remedy to be provided for infringement of copyright as follows: â€Å"What is worth copying is prima facie worth protecting.†Ã‚  In order to determine whether or not an infringement of copyright in a work has actually taken place, courts first of all try to define copying by determining whether the alleged items or incidents infringed are ideas or expressions. Copyright protection does not extend to mere ideas on which there ca n be no copyright, but to â€Å"sufficient substance of literary protection.†