Shark Facts

There are several hundred species of sharks, ranging in size from less than eight inches to over 65 feet, and native to every marine environment around the world. These amazing animals have a fierce reputation and fascinating biology. Fast Facts: Sharks Scientific Name: ElasmobranchiiCommon Name: SharksBasic Animal Group: FishSize: 8 inches to 65 feetWeight: Up to 11 tonsLifespan: 20–150 yearsDiet:  CarnivoreHabitat: Marine, coastal and oceanic habitats worldwideConservation Status: 32% are Threatened, with 6% as Endangered and 26% as Vulnerable on a global basis; 24% are Near Threatened Description A  cartilaginous fish  has a body structure formed of cartilage, instead of bone. Unlike the fins of bony fishes, the fins of cartilaginous fish cannot change shape or fold alongside their body. Even though sharks dont have a bony skeleton like many other fish, they are still categorized with other vertebrates in the Phylum Chordata, Subphylum Vertebrata, and Class Elasmobranchii. This class is made up of about 1,000 species of sharks, skates, and rays. Sharks teeth don’t have roots, so they usually fall out after about a week. However, sharks have replacements arranged in rows and a new one can move in within one day to take the old one’s place. Sharks have between five and 15 rows of teeth in each jaw, with most having five rows. A shark has tough skin that is covered by dermal denticles, which are small plates covered with enamel, similar to that found on our teeth. Stephen Frink/Iconica/Getty Images Species Sharks come in a wide variety of shapes, sizes and even colors. The largest shark and the largest fish in the world is the whale shark (Rhincodon typus), which is believed to reach a maximum length of 65 feet. The smallest shark is thought to be the dwarf lantern shark (Etmopterus perryi), a rare deep-sea species which is about 6 to 8 inches long. Habitat and Range Sharks are found from shallow to deep sea environments, in coastal, marine and oceanic environments the world over. Some species inhabit shallow, coastal regions, while others live in deep waters, on the ocean floor and in the open ocean. A few species, such as the bull shark, move easily through salt, fresh and brackish waters. Diet and Behavior Sharks are carnivores, and they primarily hunt and eat fish, sea mammals like dolphins and seals, and other sharks. Some species prefer or include turtles and seagulls, crustaceans and mollusks, and plankton and krill in their diets. Sharks have a lateral line system along their sides which detects water movements. This helps the shark find prey and navigate around other objects at night or when water visibility is poor. The lateral line system is made up of a network of fluid-filled canals beneath the shark’s skin. Pressure waves in the ocean water around the shark vibrate this liquid. This, in turn, is transmitted to jelly in the system, which transmits to the shark’s nerve endings and the message is relayed to the brain. Sharks need to keep water moving over their gills to receive necessary oxygen. Not all sharks need to move constantly, though. Some sharks have spiracles, a small opening behind their eyes, that force water across the shark’s gills so the shark can be still when it rests. Sharks that do need to swim constantly have active and restful periods rather than undergoing deep sleep like we do. They seem to be â€Å"sleep swimming,† with parts of their brain appearing less active while they remain swimming. David Jenkins/Robert Harding World Imagery/Getty Images Reproduction and Offspring Some shark species are oviparous, meaning they lay eggs. Others are viviparous and give birth to live young. Within these live-bearing species, some have a placenta just like human babies do, and others do not. In those cases, the shark embryos get their nutrition from a yolk sac or unfertilized egg capsules filled with yolk. With the sand tiger shark, things are pretty competitive. The two largest embryos consume the other embryos of the litter.   While nobody seems to know for certain, it has been estimated that the whale shark, the largest shark species, can live up to 150 years, and many of the smaller sharks can live between 20 and 30 years. Some sharks actually lay eggs while others give birth. Cludio Policarpo / EyeEm  / Getty Images   Sharks and Humans Bad publicity around a few shark species has doomed sharks in general to the misconception that they are vicious man-eaters. In fact, only 10 out of all the shark species are considered dangerous to humans. All sharks should be treated with respect, though, as they are predators, often with sharp teeth that could inflict wounds (especially if the shark is provoked or feels threatened). Threats Humans are a greater threat to sharks than sharks are to us. Many shark species are threatened by fishing or bycatch, which lead  to the deaths of millions of sharks each year. Compare that to shark attack statistics—while a shark attack is a horrifying thing, there are only about 10 fatalities worldwide each year due to sharks. Since they are long-lived species and only have a few young at once, sharks are vulnerable to overfishing. Many are caught incidentally in fisheries targeting tunas and billfishes, and a growing market for shark fins and meat for restaurants is also impacting different species. One threat is the wasteful practice of shark-finning, a cruel practice in which the sharks fins are cut off while the rest of the shark is thrown back in the sea.   The shark fin trade is one of the threats humans pose towards sharks.   IN2 Focus Media/Getty Images   Conservation Status The International Union for Conservation of Nature (IUCN) has assessed over 60 species of pelagic sharks and rays. About 24 percent are classed as Near Threatened, 26 percent are Vulnerable, and 6 percent Endangered on a global basis. About 10 are classed Critically Endangered. Sources Camhi, Merry D. et al. The Conservation Status of Pelagic Sharks and Rays: Report of the IUCN Shark Specialist Group Pelagic Shark Red List Workshop, Oxford, IUCN, 2007.Kyne, P.M., S.A. Sherrill-Mix, and G. H. Burgess. Somniosus microcephalus. The IUCN Red List of Threatened Species: e.T60213A12321694, 2006.Leandro, L. Etmopterus perryi. The IUCN Red List of Threatened Species: e.T60240A12332635, 2006.Pierce, S.J. and B. Norman. Rhincodon typus. The IUCN Red List of Threatened Species: e.T19488A2365291, 2016.Shark Facts. World Wildlife Fund.Simpfendorfer, C. Burgess, G.H. Carcharhinus leucas. The IUCN Red List of Threatened Species: e.T39372A10187195, 2009.

Ezra Pound, Whitman, And Crudity - 1081 Words

Pound, Whitman, and Crudity Walt Whitman was born in 1819 in Long Island but moved to live in New Jersey where he spent most of his life. He was known as an American poet and journalist. He expressed himself in poetry by describing his life and American lives as a poem. His first published poem was Leaves of Grass in 1855, which later became known as Song of Myself. Ezra Pound was born in 1885 and died in Venice Italy, 1972. He was an American poet that criticized other poems and worked with other novelist and poets to help shape their work. Pound wrote an essay explaining his thoughts and opinions on Whitman’s poem. Pound believed that Whitman was a writer who developed a new style of writing. He describes Whitman as a writer who was not†¦show more content†¦To Pound even though Whitman used crudity to describe America, he did an excellent job in accomplishing what he wanted the people to read what the reality was in America. Pound thinks of Whitman’s poem as crude and unrefined in â€Å"Song of myself†. In section 36 it states: Near by the corpse of the child that served in the cabin, The dead face of an old salt with long white hair and carefully curl’d whiskers, The flames spite of all that can be done flickering aloft and below, The husky voices of the two or three officers yet fit for duty, Formless stacks of bodies and bodies by themselves, dabs of flesh upon the mast and spars. (Whitman 933-938) These lines are crude because it describes crudity in the form of using death by talking about the dead cabin boy and the stack of lifeless bodies. I agree with pound opinion about the lines being crude because these lines described way too much graphics for the readers. Whitman wanted the people to know about the graphic details that were going on during the Civil war. Whitman’s feeling toward the war was very strong. He use to attend as a nurse during the war, volunteering to care for the thousands of severely wounded and sick soldiers. Whitman has seen many deaths during this time so he paints an image showing the terrible scene that lies before him to get the readers to see the reality of what is going on during that timeShow MoreRelatedEzra Pound1292 Words   |  6 PagesNathan Hubschman Nathan Hubschman Ezra Pound Response: â€Å"The Tree† by Ezra Pound is about how Pound identifies with the tree-like state in which the nymph, Daphne, of Greek myth finds herself in order to escape Apollo. Pound begins the poem explaining how he was a â€Å"tree amid the wood† meaning a changed being amid a familiar yet under-perceived environment. He likens this form to the myth of Apollo who chases Daphne until she asks the god, Peneus, to change her into a tree. Even though she is

Constitution of NNC Golden Australia Ptd. Ltd

Question: Constitution of NNC golden australia Ptd. Ltd, refer all the laws and formalities according to Australian company law? Answer: Introduction According to the Corporations Act, 2001, section 136 of the act provides that a company will adopt a constitution and that the constitution will provide all the necessary details for the working of the company in the appropriate manner. The constitution would also provide for the special provisions according to the Corporations Act, 2001 (Bevan, 2007). The company further has the rights to modify or repeal any part of the constitution or the constitution as a whole by passing a special resolution. Constitution of NNC Golden Australia Ptd. Ltd. Preliminary Nature The company is a proprietary company and is limited by shares. Replaceable rules The replaceable rules in accordance to the Corporations Act will be applicable to the Company. The internal management of the Company may be governed by: As has been given under sec 135 of the Corporations Act, the provisions of the act that applies to the company would be the replaceable rules; the Constitution Objects The Company has been established with the objective to operate as an accessories business. Shares Subject to the Corporations Act all the rights and restrictions in relation to a class of Shares, the Company shall: allot and issue Shares; and grant options over unissued Shares, The Corporations Act, 2001 states that the Company will have ordinary shares as well as preference shares. The company rules in this regard are based on these provisions of the Corporations Act. The Preference shares are to be issued to the members will be according to the rules given under the Corporations Act, 2001 as has been given under the Section 254 (A) (2) along with the four requirements. The four requirements opine that the company will reserve the right to issue preference shares only under the circumstances when the rights attached to the following matters have been approved by a special resolution of the company. These matters are: repaying of capital; participating in surplus assets and profits; cumulative and non-cumulative dividends; voting; priority of payment of capital and dividends in relation to other shares or classes of preference shares Registered holder is absolute owner Only in accordance with the Corporations Act or this Constitution the Company will not recognize any interest in relation to any share other than the rightful legal owner of the member who is a holder of the share. Transfer of Shares Forms of transfer In accordance to this Constitution of the company and the existing law any member is allowed to transfer one or more shares that he holds by the instrument of transfer after he complies with the rules and regulations of this Constitution. Instrument of transfer The instrument of transfer of any Share is required to contain the following: it should be in writing; it should be in the usual form or in any such form that has been approved by the Director and that the law allows; it is required to be executed on behalf of the transfer; it should be duly stamped; it should be delivered properly to the company; Suspension of transfers The registration of the transfer of shares can be suspended by the Directors at any such time or for such period as they deem fit. Moreover, such kind of suspension should not be more than 30 days in one calendar year. Meetings Who can call meetings of Members In accordance with the Corporations Act, 2001, the Director of Directors can call for a meeting with the members or such specified number of members that the Directors deem fit, at any such time and place as the Directors deem fit. The Directors can further arrange or call for a general meeting on the request of the members in accordance to the Corporations Act. The members also have the right to call or arrange a general meeting in accordance to the Corporations Act. How to call meetings of Members The Company is required to render a prescribed notice for the meeting before holding any meeting. This notice is required to be given to each and every member, each and every Director and auditor of the Company. Right to attend meetings Every member and auditor of the Company is permitted to attend the meetings of the members. Each Director is also permitted to attend and speak at the meetings. Quorum The Quorum for a meeting would be as follows: In such cases when the company has one member, the presence of such member would be adequate to form the quorum and in all other cases the presence of two members would be sufficient to form the quorum, additionally, in substitute of the members, the proxy member or representative of a member can also be present. Number of votes According to the Constitution and also the Corporations Act and any prohibitions relating to the shares, every shareholder, every member will have the right of one vote. Any member who is present has the right to one vote for each fully paid share which the member holds; The member further has a fraction of one vote for each and every partially paid share that the member holds. This fraction is to be equal to the amount credited on that share that is paid up. Directors Number of Directors The Company will have one Director and one Secretary and under no circumstances will the Company have less than one director. In case the company has no director due to any reason, an ad-hoc director would be appointed for the temporary time span after holding a proper meeting and voting of the members until a permanent director is appointed according to this Constitution. Appointment of Directors The first Director will be the individual who is specified to be the Director in the application for the registration of the Company under the Corporations Act. In accordance to the Corporations Act, the Director is required to give a written consent about his or her intention to become the Director. The Director also is required to give all necessary details about him including his name, address, date of birth and other personal details to the Company. Vacation of office A Director reserves the right to resign from his office after the company receives a notice in writing from such Director; The Company in a written resolution shall appoint any other person, which the Company deems fit as the Director. Remuneration of Directors The remuneration which will be payable to the Directors of the Company should be: (i) restricted to such amount which has been approved by the Cabinet of the State Government and the Shareholding Ministers; or (ii) in all other cases would be nil. Secretary The First Secretary would be the person who has been specified in the application for the registration of the Company as the Company Secretary. With respect to the Corporations Act, 2001, the Directors or the Company may under such circumstances make a written resolution under which a sole member may appoint a secretary or in a general meeting an ordinary resolution may be passed to appoint a secretary. However, it should be noted that the term and period shall be clearly mentioned during the appointment. With regard to any agreement made between the Company and the Secretary, the Directors or the Company by a written resolution when there is a single member or in a general meeting by an ordinary resolution remove any secretary at any appropriate time without any cause. The Director or the Company may by a written resolution or by any ordinary resolution in a general meeting may revoke or modify the appointment of the Secretary. Powers of the Company and Directors General Powers The Company will have the right to exercise in any such manner allowed by the Corporations Act any power which a proprietary company that is limited by shares may exercise under the Corporations Act. The Company business is required to be managed by the Directors and under their supervision and direction. The Directors shall further exercise all the powers of the Company except all those powers that the Corporations Act or this Constitution requires the Company to exercise in the general meeting. Execution of documents The Company will have a Common seal and all execution of documents would be done on the fixation of the seal to the document and such fixation needs to be witnessed by: At least two Directors or; One director and one secretary; Shareholders The company may invite people to send their names to be shareholders in the company. Any person showing interest needs to give a written consent to be a shareholder of the company. All shareholders will have the right to participate in the surplus assets. All shareholders would be given the right to cast their vote. Winding up Distributions proportional to paid up capital With regard to winding up of the company the surplus must be divided among the members in the appropriate proportions which in dependent on the amount paid on the share o the members including the amount credited. Distributions of assets Subject to the restrictions related to the class of Shares the winding up of the company would be done with the with the sanctions of the members- Distribution of the property or part of the property among the members; Distribution between members and class of members Conclusion The constitution of NNC Golden Australia Ptd. Ltd. is for a proprietary company that is limited by shares. The constitution has been prepared according to the Corporations Act, 2001in Australia. The Constitution comprises of all the essential data including the necessary rules and regulations that is required for a smooth sailing of a proprietary company that is limited by shares (Tomasic, Bottomley and McQueen, 2002). References Bevan, C. (2007).Corporations law. Rozelle, N.S.W.: Lawbook Co. Tomasic, R., Bottomley, S. and McQueen, R. (2002).Corporations law in Australia. Leichhardt, NSW: Federation Press.

Motorola China Experience Case Answers Essay Example

Motorola China Experience Case Answers Essay Case Study-Motorola China Experience 1. How should Motorola appropriately react to the emerging local brands, head-to-head competing or cooperating in some fields? Due to the large size of the Chinese cell phone market and its potential for long-term continual growth, competition for access to China’s consumer markets is intense. Competitive threats from Nokia, Siemens, Samsung, and local producers like TCL are a cause for concern within Motorola. However, eighty-four percent of Chinese consumers prefer foreign mobile phones to local models, with Motorola, Nokia and Ericsson being their favorite makers, according to a nation-wide survey conducted by the China Telecommunications Association and Eaglewings Public Relations. For this reason, Motorola’s biggest competition for cell phone supremacy would likely appear to come from foreign companies outside of China. China’s aforementioned government structure plays an interesting role in the assumption that foreign companies will maintain dominance. As is traditional, the socialist government hierarchy prefers for a majority of any industry to have local majority control. The government, which controls the operations of the service provider sector and is a dominant player in distribution channels as well, has the means to make this goal a reality – quickly. For this reason, Motorola must not only utilize shorter-term strategies to find a way to grow market share, but long-term change strategies to find a way to compete with government powered locally owned firms. The Ministry of Information Industry showed that Motorola had a leading market share of 28. % in the mobile phone industry as of April 2002. Competition Local Chinese Brands ? 3% Nokia ? 5% Siemens ? 47% Motorola ? 13 % Samsung ? 22% Others ? 10% Market Share of Chinese Cell Phone Market (as of 1st Quarter 2005) The cellular phone industry in China is going through the growth stage of the industry life cycle. As the countries market continues to grow rapidly, bar riers to entry are being lessened, as the government and its people want to assure the advancement of the industry. Overall the market is currently at around 180 million subscribers, number one in the world, with expectations of 300 million subscribers by 2003. We will write a custom essay sample on Motorola China Experience Case Answers specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Motorola China Experience Case Answers specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Motorola China Experience Case Answers specifically for you FOR ONLY $16.38 $13.9/page Hire Writer This is currently only a 13. 9% penetration rate, which is lower than average, as compared with all other major cell phone markets. This early industry life cycle stage’s strong growth potential is what makes China such an attractive market for expansion. Emerging local brands Joint ventures and cooperation projects Motorola has 9 joint ventures in China, which produce cell phones, CDMA equipment, semiconductors and other high-tech products. ? Guangzhou Jinpeng Cellular System Co. , Ltd. ? Shanghai Motorola Telecom Products Co. ,Ltd. ? Beijing Huamin Smartcard System Manufacturing Co. ,Ltd. ? Hangzhou Eastcom Cellular Phone Co. Ltd. ? Leshan-Phoenix Semiconductor Co. ,Ltd. ? Huamin Smartcard System Co. ,Ltd. ? Hangzhou Eastcom Cellular Equipment Co. , Ltd. ? Shanghai Zhongmei Automotive Electronics Co. , Ltd. ? Motorola Qiangxin (Tianjin) IC Design Co. , Ltd.. Despite the increasing number of Chinese phones, foreign brands — Nokia (NYSE: NOK), Motorola (NYSE: MOT), Sams ung and Sony Ericsson (NYSE: SNE) — still dominate the mobile phone market in the world’s fastest growing economy. According to CCID Consulting, the mentioned four handset maker’s account for more than 70% of all mobile phones sold in the first half of this year. During the first six months, around 248 million mobile phones have been produced in China, and the figure is expected to exceed half a billion till the year’s end. Speaking of numbers, it’s also important to repeat that there were over 480 million mobile phone users in China at the end of Q1 2007. If the growth continues with the expected rate — and every indicator goes in that direction — there will be more than 500 million mobile phone subscribers until the end of 2007. Market analysts attribute this success to the company’s brand reputation, flexible product strategy, and considerate after sales service. Motorola has positioned itself as a desired local product brand that provides optimal value throughout its relationship with customers. According to company sources, Motorola was successful in China due to its understanding of the market and the people and because of the strategies it adopted. However, analysts were skeptical about Motorolas success in China in the future on account of increasing competition from both local and foreign players in the mobile handset market, which was an important product segment for the company. Over the years, Motorola expanded its business in China to various segments, such as Personal Communication Sector (PCS), Global Telecom Solutions Sector (GTSS), Semiconductor Products Sector (SPS), Commercial, Government and Industrial Solutions Sector (CGISS), Broadcast Communications Sector (BCS) and Integrated Electronics Systems Sector (IESS) (Refer Table I for segment information). Along with expanding into a wide range of products, Motorola also focused on improving quality in its Chinese manufacturing units. In 1995, Motorola manufacturing plants got ISO9002,7 ISO140018 and QS9000 quality certification. 9 Over the years, Motorola concentrated on three product categories mobile phones, telecom network equipment and semiconductors 2. How would licensing manufacturing technology to Chinese manufacturers weaken Motorola’s core competency? Motorola’s Long-term Manufacturing Strategy in China 1. Motorola is firmly committed to investing, transferring technologies, and building local manufacturing and R capabilities in China, which will provide China with advanced communications solutions. 2. Motorola will continue its long-term plan to localize management in China and to develop and train outstanding local management. 3. Motorola will continue to work with local partners to create a comprehensive local supply chain. 4. Motorola will continue to promote joint ventures and cooperative projects with local partners to probe China’s new market opportunities as China is increasing integrate into the world market. In the near term, Motorola’s China strategy is to build China into world-class production and R bases, realize Seamless Mobility in China first and proactively carry out CSR. Motorola has been demonstrating its firm commitment to China through the years, which can be best reflected by the awards the company has received in recent years. The following are the major awards Motorola has won in China in 2006: The Success Recipe When Motorola entered China in the early 1990s, analysts were not very sure about its success due to increasing inflation and the unstable political environment. However, they did feel that China offered a vast market and was an attractive destination for MNCs. According to Motorola sources, Chinas vast market and low manufacturing costs were the factors that influenced their investment decision. Initially Motorola was wary about setting up manufacturing facilities in China and put up a makeshift plant in Tianjin to manufacture paging devices. However by 2003, Motorola was regarded as the most successful foreign company in China. There are two service providers for wireless access in the Chinese market: China Mobile, which provides 69% of service; China Unicom, which provides the remaining 31% of service. China United Telecommunications Co. , Ltd. was formed in 1994 under a government directive to break up the monopoly held by China Mobile. In May 2002, the old China Mobile was ordered by the government to break into two operating entities, where China mobile will retain the original corporate identity and operate in 21 provinces and municipalities in south China. Despite this apparent attempt by the government to strengthen competition in the market, both have strong government ties. These ties, and the duopoly created by this situation has caused for a lack of competition to lead to severe price imbalances for consumers. Because of their dominant positions it is imperative that cell phone distributors form alliance with these providers to enhance the distribution of their products. The retail distribution for the cell phone is severely fragmented, but consolidating with industry growth and expansion. As mentioned previously, because of its dominant position, China Mobile serves as a major distributor for cell phone technology producers. Major department stores and retail outlets (ex. Tristar) provide another key outlets for distribution. There is no one way to get products to consumers, as no one company has access to all of the markets in the nation, so providers must develop relationships with many types of outlets to gain market advantage. This is changing as the larger outlets and suppliers are buying up smaller retailers to consolidate their retail capabilities. Growth in China may not be huge in dollar terms, but it helps counter sales declines elsewhere, says Claudia D’Arpizio, a Bain partner in Milan. According to D’Arpizio, China’s luxury market is still modest when compared to Europe’s (which accounts for 38 percent of worldwide spending on luxury goods), South and North America’s (which accounts for 33 percent) and Japan’s (which accounts for 12 percent). Michael Ouyang, CEO of the World Luxury Association China Office,  said luxury brands have become an essential part of life for many Chinese and  estimates China will become the biggest consumer of luxury goods by 2015, accounting for at least 32 percent of the market. China has an estimated 300,000 millionaires and a 250-million strong middle class. When combined, these groups spend 40 billion yuan a year on luxuries, according to figures from accounting firm Ernst Young. As China grows, the consumption of luxury goods will not only be found in stores and in person – they’ll be found online and through mobile devices. Luxury brands need to develop long-term digital strategies that focus on e-commerce and m-commerce. And those strategies need to coincide with the brand’s long-term strategy for expansion and growth of retail locations in the cities’ brick and mortar stores. Licensing With the growing demand for cell phones and saturating markets for other consumer appliances, many Chinese consumer appliance companies also entered the mobile handset business thus increasing the competition for multinational companies such as Motorola. Motorola started feeling the heat by the early 2000s, when it saw its market share declining due to fierce competition in the Chinese mobile handset market. In order to increase its sales and market share, Motorola announced a new strategy in June 2002. Despite this, Motorola continued to lose its market share and analysts were skeptical about its continued dominance in the Chinese market The China telecom sector is witnessing plenty of competition nowadays, where excellent IT services management is becoming a critical advantage in the close competition, said Frank Zhou, General Manager of FrontRange China. Before deployment of our GoldMine solution, we analyzed the specific requirements and processes of the most successful enterprises like Motorola China, and finalized key elements in IT service management of these enterprises. We are sure the latest version of FrontRanges GoldMine can best manage customer relations with minimal operation costs, and help our customers in highly competitive markets. 3. Facing the expanding low-priced segment, how should Motorola, traditionally known as a brand for high-end mobile phones, position itself? By the end of October 2002, China became the largest cellular market in the world with a total number of 180 million cell phones in use. The number reached 220 million by the end of 2002. According to the data from China Mobile and China Unicom, the cumulative number of subscribers has increased by an annual rate of more than 50% from 1998 through 2002. The stereotyped image of cell phone owner â€Å"affluent boss† – has long faded. While this may describe one of the segments still targeted by cell phone manufacturers, today’s user symbolizes the blending of tastes, preferences and meanings associated with products crossing several demographics and psychographics boundaries. A discussion of the 4 market segments that defines today’s cell phone user follows. Heavy Users: They are successful entrepreneurs, businessmen/women, or professionals aged older than 30, with higher income. People in this segment view cell phones as a necessary tool for their jobs. Most of them are early adopters of mobile phone. It’s easy for them to stick to one brand because they are unwilling to spend time in getting used to new menus. Therefore, this segment is much more loyal in certain brands with reliable quality, compared to the other three segments. They are willing to pay extra money for high quality. Technology Enthusiasts: This segment is male dominated, highly educated, aged between 25 and 45. They are eager to try every hi-tech gadget, and always seek new cell phones with either cutting-edge technology embedded or unique functions. Consumers falling into this category are more likely to try some fantastic accessories connecting cell phone and other personal digital devices, such as laptop and PDA, as well as make advantage of the wide usage of cell phone like wireless access to the Internet. Fashion Seekers: Most consumers in this segment are young female aged 20 to 40 who love and can afford trendy apparel. They care more about the appearance of cell phone, such shape, size and color, than diversified functions. TV commercials featuring appropriate celebrities usually have a significant influence on the purchase behavior of this segment. Both this segment and Technology Enthusiasts have the propensity of changing their phones frequently. Therefore, products targeting these two segments have a relatively shorter life cycle. Social-Life Lovers: This is not a â€Å"richer† segment. Regarding demographics, these people are consumers with average income, either man or woman, without age limit. They like to make friends and care about their families. Cell phone is a perfect tool for them to keep in touch with both friends and family members. However, they may not be attracted to cell phones with comprehensive and sophisticated functions at relatively higher prices. People in these segments are much more price-sensitive than those in the above three segments. They’re usually patient to wait for sales promotions in order to get good deals. From this point of view, the profit margin of cell phones targeting this segment is the lowest in the four categories. However, with the increasing number of people owning a cell phone, this segment is expanding rapidly and makes more and more contribution to the growth of the entire market size. Covering all levels in mobile phone products, Motorola’s smart phones cover low-class, middle-class and high-class, with products prices from several hundred Yuan to six thousand Yuan. The fall in average prices allow smart phones to become the market mainstream, so Motorola’s lays its solid dominant position in middle-and low-end market. The low-end market of 2,000 Yuan and under phones is almost occupied by Motorola market share has improved slightly in 2008Q3, with its new middle-end products becoming popular among users. Motorola fifth largest brand in Chinas smart phone market. Consumers Motorola’s primary consumers can be broken down into four primary segments: ? Busy professionals for whom cell phones are a Heavy Users absolute requirement (high income). ? Primarily males 25 – 45, highly educated and Enthusiasts fascinated by the latest technologies. Accompli Fashion ? Young females 20 – 40. They tend to keep up with the latest trends and are fairly affluent. Seekers Social-Life ? Average income consumers, who love to socialize and make new friends. Family tends to Lovers be very important. Motorola’s Strategy Originally pursued a global marketing strategy in China. This strategy quickly met resistance and Motorola adjusted by changing to a more localized strategy. Localized strategy included: Adapting models and software to meet specified local demands. Sourcing through local suppliers. International mobile phone giants have suffered big market share declines in China, because the countrys two mobile operators, China Mobile Ltd. and China Unicom Ltd. , have collectively purchased more cell phones for rural locations and other emerging markets since the first half of 2007. They have purchased mainly low-end and mid-range handsets in which local brands enjoy comparative advantages. This has helped domestic handset manufacturers win a larger collective market share of 37. 5 percent, up from 25 percent in 2007. At the same time, Nokia and Samsung, major competitors of Motorola in China, have been trying to secure larger market shares. Nokia, with its advantages in product diversity, sales channels, product promotions and packaged sales, saw its first-quarter sales continue to increase and its market share reach 37. 4 percent. Samsung has invested substantially in the Chinese market in the past year by introducing more products, adjusting its product portfolio and pricing and distribution strategies, strengthening its marketing efforts and expanding its cooperation with mobile operators in customized handsets. As a result, its share of the Chinese market outpaced Motorolas by 6 percentage points in the first quarter of 2008. By contrast, Motorolas product portfolio is thinner. The company failed to introduce more innovations after it started marketing its hot-selling RAZR series handsets in August 2004. This has prevented the company from winning more customers, said Yang. Motorola only introduced 13 new mobile phone models in China in 2007, while Nokia introduced 55, the majority of which were low-end handsets. With an 80-year history of technological innovation and branding behind it, all Motorola needs is a rejuvenation plan. The company will start by launching more diversified products designed for Chi nese customers, Ren told the Beijing Morning Post. Motorola also has failed to introduce more handsets to cater to the Chinese market since the rollout of its MING handsets, a Linux-based smartphone, Ren said. The company came to realize that this has been one of the reasons for its unsatisfactory performance in China in the past two years, he added. Motorola launched a new model in its ROKR handset series-the ROKR E8-as a music phone, on April 30 and is about to debut seven or eight new models in China in the coming three months. 4. Is the company’s current branding strategy effective in penetrating this segment? †¢ If not, what kind of marketing strategy should Motorola follow? Motorola wants to be a purely Chinese company. We want to be more Chinese than local companies. Lai Bingrong, Senior Vice President Motorola Inc. President Motorola (China) Electronic Co. , Ltd. in 2000. China is one of our most important crucial markets and we are still the first and largest US business in operation there. Fred Harburg, President, Motorola University, in June 2002. There is a lot of trust on the Chinese side because Motorola has put a lot of investment into the country. Crag W atts, Analyst Norson Telecom Consulting, in January 2003 Five Point plan for winning branding strategy 1. Winning People Persistent enhancement of the management team and work environment. 2. Winning Financials Aggressive focus on strengthening the balance sheet and cash flow. . Winning with Customers Relentless pursuit of cost competitiveness, quality and customer satisfaction. 4. Winning Innovations Growth through profitable innovative products, systems, software and customer relationships. 5. Winning Strategies Continuously reassess and improve our business strategies and portfolio. Motorola follow this market strategy to penetrate in the market With increasing competition and declining market share, Motorola announced a new five-year 2+3+3 strategy, in June 2002. The new strategy was announced by Tim Chen (Chen) who took over as president of Motorola China in 2002. +3+3 strategy – 2: to turn China into both a global production base and a R base of Motorola – 3: An annual output value of US$10B, a total investment of US$10B in China, and US$10B purchasing of accessories and services from China – 3: To lay emphasis on the development of digital trunking, semiconductors, and broadband Utilized joint-venture partners to focus on its expertise in developing and distributing cell phone technology and products This strategy aimed at strengthening the companys position in China as it had become a strategically important market for Motorola. Analysts reported that while Motorola experienced declining sales in the other markets across the world, in China, its sales were on the rise. According to company sources, Chinas share in Motorolas global revenues was increasing over the years Growth in Subscriber: 350 million subscribers is only 13. 9% penetration! Motorola Optimistic about Chinas Market strategy Although Motorola, worlds second largest mobile phone supplier, reported US$206 million of deficits in first quarter, its China branch is still optimistic about Chinas market. Ning Suyong, manager of public affairs office of Motorola (China) Electronics said that Motorolas deficits in the first quarter were for a slowdown of American economy and global recession of mobile phone and semiconductor market, and high costs of Motorola mobile phones. Motorola is now undergoing business re adjustment, it is not very possible for it to see desired effect. Demand for mobile phone and semiconductors in China’s market are considerable which is quite different from that in America. Chinas market may boast 100 million mobile phones this year. Recently, Motorola developed T189 mobile phones; it will continue this year to tap GPRS (2. 5 G) market which will bring a great commercial opportunity. Motorola produces different types of mobile phones. So far, it has set up 18 R centers in China with total expenditure on research and development coming up to 1. 3 billion yuan. Its dedication to research and development in China has indicated the importance of Chinas market. Motorola still ranks No. 1 by its market share in China. Last year, Its China branchs sales volume topped US $ 4 billion. With exports up to US $ 1. 643 billion, it paid a total of 4. 6 billion yuan in taxes, topping all foreign investors in China. 5. What should Motorola do in order to effectively cut cost in developing a low-priced mobile phone? Motorola’s Strategy Originally pursued a global marketing strategy in China. This strategy quickly met resistance and Motorola adjusted by changing to a more localized strategy. Localized Low Priced strategy included: ? Adapting models and software to meet specified local demands. ? Sourcing through local suppliers. Motorola Introduces Dirt-Cheap Cell Phone For Developing Countries The handsets, wholesale-priced at under $30, are targeted for markets such as India, China, South Africa, Nigeria, Bangladesh, Thailand, the Philippines, and Yemen. Motorola introduced the new models at the 3GSM World Congress in Singapore when the GSM Association revealed the company had again won the tender to supply handsets to operators in emerging countries. The phones are targeted for markets as diverse as India, South Africa, Nigeria, Bangladesh, Thailand, the Philippines, and Yemen. To get below US$30 per handset is a milestone achievement,† said Craig Ehrlich, chairman of the GSM Association, the trade group for the world’s GSM mobile operators. â€Å"(This) cements the formation of a whole new market segment for the mobile industry and will bring the benefits of mobile communications to a huge swathe of people in developing countries. † The GSM Association fueled discussion about handsets for emerging markets earlier this year when it announced that the sub-$40 Motorola C114 phone had won its tender for an estimated 6 million ultra low-cost handsets from eight operators. At the time, the GSMA said it would have a follow-on bid in September in an effort to attract more handset makers and cover more emerging markets. Although other handset makers made bids, such as China’s TCL Alcatel (NYSE: ALU) Mobile Phones Ltd. , the GSM Association decided Motorola’s low-cost platform best fit the needs of difficult to reach emerging market users. Conway said important factors were after-sales support, local service, brand presence and a choice of low-cost handset models, including an exclusive product, the C113a. Motorola submitted two handsets in its proposal the C113 and the C113a, which was specifically designed for the Emerging Market Handset program. The C113a offers talk times of up to 450 minutes and up to 330 hours of standby, reducing the need for frequent recharging. Motorola recently developed plans to release the F3 model on the Local market, which sells for between US$30 and US$50. The product isn’t yet available on the Chinese market, mainly because Motorola isn’t sure if Chinese consumers will accept the super-slim handset. But at the same time, the Motorola â€Å"Ming† PDA Smart Phone, which was released by Motorola’s R center in China, has been very popular on the mainland, Taiwan, Hong Kong, Singapore and some other northern Asian regions. So popular, in fact, that it sold one million units in three months! Much of Motorola’s strength lies in the culture it has created. Technical innovations and open-mindedness are encouraged and, indeed, needed to ensure success. Motorola is willing to set up independent R institutions on the local market to support local demands. Like branches of other multinationals in China, Motorola’s facility is nothing special: employees compile programs in monotonous office blocks. Still, the company does have a few noticeable differences from other multinationals. One that immediately jumps out is its equal important status with the R center at Motorola’s headquarters. An exceedingly large number of multinational R institutions in China are focused on product localization based on their global platforms. Motorola, however, has taken a slightly different approach by unleashing its China R center and allowing it to operate independently. Knowing that consumer preference in the Chinese market is quite different from that in the U. S. market, Motorola started to localize its product development after the initial poor performance of pure â€Å"global† strategy. Now Motorola adapts its models to meet the specific demand from local markets rather than simply throw the current products into the market without any adjustment. The R center in China successfully developed software to show the menu in Chinese and input Chinese characters. In 1999, a combination PDA/phone, which was designed by Chinese engineers, was launched in China and spread to the US and European countries. Motorola’s localization strategy also includes local sourcing. The company takes initiative in establishing relationships with local suppliers. 7 years ago, 65% of components were imported, while 69% of components are purchased locally now. Local sourcing brings Motorola three major benefits: lowering manufacturing cost, reducing risks from currency fluctuation, and catering to Chinese government’s requirements. Motorola consists of three businesses low-priced model: Enterprise Mobility Solutions, Home Networks Mobility, and Mobile Devices. Enterprise Mobility Solutions This group includes the mission-critical communications offered by our government and public safety sectors and our enterprise mobility business. We design, manufacture, sell, install and service analog and digital two-way radio as well as voice and data communications products and systems. We deliver mobile computing, advanced data capture, wireless infrastructure and RFID solutions not only to clients in the public sector, but also to retail, manufacturing, wholesale distribution, healthcare, travel and transportation customers worldwide. Through innovative technology, we help people integrate, optimize and manage their networks to seamlessly stay connected as they move about their daily lives. Home Networks Mobility Operators today are being asked by their subscribers to deliver bandwidth-intensive, experience-based services — regardless of the network architecture. Motorola is uniquely positioned to capitalize on this trend, providing integrated, end-to-end systems that seamlessly and reliably enable uninterrupted access to digital entertainment, information and communications services over a variety of wired and wireless solutions. Motorola designs, manufactures, sells and services digital video system solutions and interactive set-top boxes; voice and data modems for digital subscriber line and cable networks; and, broadband access systems (including ellular infrastructure systems) for cable and satellite television operators, wireline carriers and wireless service providers. With these solutions, Motorola empowers consumers by connecting their homes — easily keeping contacts, content and services within reach. Mobile Devices As a pioneer in wireless communications, Motorola has transformed the cell phone into an icon of personal technology — an integral part of daily communications, data management and mobile entertainment. Motorola not only designs, manufactures, sells and services wireless handsets, but also licenses its vast portfolio of intellectual property. Our collection spans all cellular and wireless systems and includes integrated software applications as well as one a large complement of Bluetooth ®-enabled accessories. We offer customers innovative product designs that deliver must have experiences, such as mobile music and video — enabling seamless connectivity at work or at play.

Thomas Wyatt My Galley free essay sample

It is a ship struggling during a terrible storm at sea, a metaphor for depression — a mind struggling to right itself. The imagery is incredible, and it’s a beautifully written sonnet. Rhyme scheme is ABBA ACCA DEED FF. One analysis I read (linked below) said this poem was about a man who had rejected God, and this battery at sea was the consequence (because, of course, God controls the sea and the weather). It also said the author was contemplating suicide as the only way out of this misery. The word choices are violent and emotional: sharp seas mine enemy steereth with cruelness rain of tears cloud of dark disdain despairing of the port One line (â€Å"every oar a thought in readiness†) is beautiful to me because of the way the analysis below described it: That the author was trying to think his way out of this turmoil, like oars trying to right the ship, and yet he could not. We will write a custom essay sample on Thomas Wyatt My Galley or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Anyone who has ever been depressed or experienced hopelessness knows that trying to get oneself out of it using logical thought is useless. The end of the poem indicates that the author doesn’t even remember why he’s experiencing this trauma, and also that he has no guide (like the stars) for getting him to safety. My galley charged with forgetfulness Through sharp seas in winter nights doth pass Twene rock and rock; and eke mine enemy, alas That is my lord, steerth with cruelness And every oar a thought in readiness As though that death were light in such a case; An endless wind doth tear the sail apace Of forced sighs and trusty fearfulness A rain of tears, a cloud of dark disdain Hath done the wearied cords great hindrance Wreathed with error and eke with ignorance. The stars be hid that led me to this pain, Drowned is reason that should me comfort, And I remain despairing of the port. . Wyatt is talking about despair, and probably means religious despair (the sin of losing your faith in God). He uses the common metaphor of a ship in trouble at sea (remember that England is a seafaring island nation, so a lost ship is a powerful metaphor for the English). My galley charged with forgetfulness Thorough sharp seas in winter nights doth pass Twene rock and rock; Wyatts ship [his life] is weighed down [charged] with forgetfulness [he cannot remember what the point of life is, he cannot remember what it feels like to know God]; it is adrift on a stormy sea, at night, between rocks (and is therefore in great danger). and eke mine enemy, alas That is my lord, steerth with cruelness Wyatt feels that God is master of the ship, and that God has deliberately withdrawn Himself from Wyatt; God is steering the ship cruelly (God is deliberately hurting Wyatt) and has become Wyatts enemy, as well as being his Lord. And every oar a thought in readiness As though that death were light in such a case; A sailing ship which can no longer rely on the wind (when there is no wind, or the wind is blowing the wrong way) will sometimes use oars as an emergency solution. Wyatt is trying to think himself out of his despair (using the oars of his thought), but he is in such despair that when he thinks he only thinks of suicide as an escape from his misery (as though that death were light :: as if death was not a problem). An endless wind doth tear the sail apace Of forced sighs and trusty fearfulness A rain of tears, a cloud of dark disdain Hath done the wearied cords great hindrance Wreathed with error and eke with ignorance. Wyatt thinks of his own moaning and tears (because he is so unhappy) as the winds that are driving his ship toward the rocks (of suicide). His tears are the rain beating on the ship, and his despair and lethargy are loosening the rigging which holds the sails in place (heavy rain could loosen rigging on a sailing ship; then the sails would become loose, and a bad problem would become much worse) The stars be hid that led me to this pain, Drowned is reason that should me comfort, And I remain despairing of the port. Wyatt says he cannot see the stars (he cannot remember the reasons that once led him to believe in God), so his boat does not know where it is going to (at night a sailing boat travels by reference to the stars). Reason (Wyatts ability to understand the world he lives in) is drowned (dead; the world makes no sense to Wyatt now). And Wyatt just cant see the way out of this. The poem leaves us unsatisfied, confused, directionless; like Wyatt is.

Trauma Development and Spirituality Essay Example

Trauma Development and Spirituality Essay Example Trauma Development and Spirituality Essay Trauma Development and Spirituality Essay Trauma, Development, and Spirituality 1-Explain how trauma can affect development, most specifically neural development. 2-Discuss how spiritual development can counter the effects of trauma. 3-What elements influence how much trauma will impact a child? 4-Give details on the prevalence of different types of trauma and if they differ among different cultures. (at least 600 words and at least 2 academic journals from the Liberty Online Database) Include a subheading per discussion question to keep the paper organized. Follow the â€Å"APA Cheat Sheet† in the course closely!

To be Determined Essay Example | Topics and Well Written Essays - 1750 words - 1

To be Determined - Essay Example ’s grand architecture, the roads that traversed forty thousand kilometers of rugged terrain, thousands of provincial installations†¦or the government designed to manage the whole affair† (D’Atroy 3). However, such a large civilization could not be completely wiped out, and in modern day Peru there are still remnants of the old Inca culture and customs. While the empire does not exist in the ways it did from the thirteenth till sixteenth centuries, the influence of the Inca empire is undeniable. It is often times difficult to discern between myth and legends while researching the history of the Incas as their oral tradition often wove these together with facts: â€Å"None of Peru’s ancient cultures used the written word. They depended upon oral tradition, ceramics, painting† (Starn 15). While it is not certain exactly how much truth there is surrounding, it is generally believed that Manco Capac helped found the city of Cuzco after 1200 CE. Cuzco would grow to be the center of the entire Inca empire, but it grew rather slowly for several centuries. As far as the myth behind the origins of the Incas, Tici Viracocha is the creator god. Inti is the sun god, the son of Tici Viracocha. The sun was worshipped above everything else in Inca culture, and Inti was their highest god. The other gods included Mamaquilla, the moon goddess, Pachmama, the Earth goddess, Mamasera, corn goddess, Mamaqocha, and the ocean goddess. Tici Viracocha was supposed to have emerged from Lake Titicaca and destroyed the inhabitants of the surrounding regions of the lake after angering him. Tici Viracocha then populated the region with his own descendants. Nature was also worshipped in general, and more specifically animals such as jaguars and locations such as mountains were also worshipped. Sacrifices of food and animals were made to the gods, and human sacrifices were rather seldom in Inca culture, especially when compared to other empires such as the Aztecs. Inti, the