The Role of Scholarly Elites in Chinese History and Culture (Tang Essay

The Role of Scholarly Elites in Chinese History and Culture (Tang dynasty to the High Qing) - Essay Example They did this through their roles as active politicians in different dynasties, social reformers, philosophers and poets among other roles. The scholarly elites would compel people to practice certain things or to uphold new values for the society’s wellness. Some would also criticize the way some rulers were leading the Chinese dynasties and in most cases they would end up being the ambassadors of revolutionary changes in the political scene in ancient China. There are very many scholarly elites who lived in ancient China and their contributions to the history of China are still evident. This paper will focus on Lao Tzu, one of the most influential scholarly elite in the ancient China, who piloted the Chinese people to uphold the values of Taoism. Lao Tzu means old master in Chinese. Lao Tzu was a religious philosopher in ancient China who lived among other popular philosophers like Confucius. One of his most popular writing is the Tao-Te-Ching. The writing contained principles on the way to live in harmony in a community. Lao Tzu was born in the 7th century in Louyang in China. His real name was Li Erh. He worked for the King of Zhou as the custodian in the archives. He had several other names given to him by various people and religious leaders for his extensive wisdom. His wisdom can be attributed to his extensive study of the writings in the archives. He had access to a vast number of scholarly writings. Lao Tzu was a mentor to many other philosophers who would frequently visit him to get his point of view on contentious issues. He would always give them his counsel and most of them took it. When he reached 80 years of age, Lao Tzu decided to leave the kings place and he set out for the desert, citing that the experiences he had with the people was depressing since they had refused to follow the path of goodness. On his journey to the desert, a guard stopped him and asked him to record his wisdom. He wrote a book on all his wisdom and it

SLA Position Paper Assignment Example | Topics and Well Written Essays - 1750 words

SLA Position Paper - Assignment Example Human nature prompts one to deal with whatever is mysterious and restless. Researchers continue to knock at one theory after another, state all kinds of hypotheses and strive to prove them. Based on an overview of research in the nature of language and pedagogical systems, and with a few additions from my own experience, I shall make some observations about these issues in this position paper. Normally, man as a social being, has a desire to know more and more people and associate with them. This process begins with introduction and can proceed to all kinds of relationships ranging from mere acquaintance to wedlock. Knowing the new person does not stop with knowing his name, background and a few other details. Knowing him better means knowing everything about him, including his past life, future ambitions etc. He has his own social identity; he is a part of his culture, belongs to some religious community and shares some beliefs and attitudes. He speaks a mother tongue which is part and parcel of his personality. I believe that a person’s character is shaped by the place and community where he is born, his religion, culture, socio-economic background, and of course, his mother tongue. Just as all these factors shape his perception of the world and the people around him, his first language or MT also influences his personality. The language, its nature, the thoughts and concepts expressed in it, the lexis and structure, phonological structure, all shape his views, attitudes and insights into the world and human life. Thus, indirectly and to a significant extent, language has a contribution in the formation of character and personality. Language is embedded in culture. Culture implies a number of things and language is one of them. In other words, language is one of the elements of culture. Language and culture are firmly bound to each other. A human being is a product of his culture. His thoughts and attitudes are fostered by it. Culture nourishes the cha racter of an individual. If language is a part of culture, it follows logically that language lends social identity to the individual. An individual speaking a particular dialect is immediately identified as belonging to a certain geographical region, a social stratum, a cultural and linguistic community. One’s social status is decided by one’s language. I can thus say with some degree of conviction that personality of an individual revolves around two factors, language and culture. It is this understanding of the nature and importance of language that has led me to make a statement about language learning. Let us look at the whole issue of language learning from a different angle. An individual in the modern world is to be considered as a sum total of his character, views, opinions, beliefs, attitudes, socio-economic status, educational background and all other factors that make up his personality. This is chiefly shaped by his culture and language, which is his MT. I n changing times, he does not (and cannot afford to) restrict himself to his MT. Just as he tries to know, understand and acquire the new global culture, he simultaneously comes in contact with the individuals representing social identities of their own, speaking and using other languages which are their MTs. An entire understanding and acceptance of new culture implies contact, understanding and

Customer Requirements And Product Characteristics

Customer Requirements And Product Characteristics One of the main roles of any manufacturing plant is to produce product that caters to the demands of the market, and the best way to understand the market needs is to distinguish what is important to the customer/consumer. This understanding of the customer gives the manufacturer a competitive edge, as he knows more or less what the needs of the customer is, when he sells his product in the market. This competitive edge can be distinguished into various factors, for e.g. Quality, Speed, Dependability, Cost, and so on. A particular way of distinguishing which factor gives us more competitive edge is to distinguish between what Prof Terry Hill calls as â€Å"order winners† and â€Å"order qualifiers†. (Pycraft et al 1997) [Online] But before we dive into categorising the various competitive factors into order winners and order qualifiers, it will be helpful if we knew where the products lie in the Puttick Grid. The Puttick Grid, devised by the Warwick Manufacturing Group, defines product market position with respect to the complexity of the product and the level of uncertainty in the market. A point to note about the Puttick Grid is that over a period of time, product tends to move around in the grid and hence may change after a period of time. The Specialist DBPs have a very erratic demand profile, they are basically manufactured either one by one, or if they is more demand they probably in batches of 10. There is a peak in demand during the spring and summer seasons as a lot of people get back to riding their bikes after the winter, and hence become desirable during these seasons amongst the people who own vintage bikes. Also since these are vintage bikes, they dont mind spending a bit for getting replacement parts. The Aftermarket DBPs have a rather subdued demand as compared to the Specialist DBPs. Since these are DBP that are no longer in standard productions, there are a lot of organisations that have come out with their own version of the DBP and hence the customer has more choice. So, in such a case, the customer will go by brand image, price and the quality of the product. The Original Equipment DBPs on the other hand, will have a very stable demand that will be known to Friction Materials well in advance. Quality and price become very important for such a product and hence they become more of a commodity. Hence according to the above discussion, the products have been placed in the Puttick Grid as shown below in Figure 1.1.1 Super Value Product Responsive/Jobbing/Fashion Specialist DBP Consumer Durables Commodities Original Equipment DBP Now that we have an understanding of where the product lies with respect to the Puttick Grid, we can distinguish which competitive factor is an order winner and which is an order qualifier. Characteristic Aftermarket DBP Specialist DBP Design Brand Name 60 60 Price 40 40 Speed (Lead Time) Q Dependability (Availability) QQ Q Quality (Fit to purpose) Q QQ Table 1.1.1: Order Winners and Qualifiers. (Adopted for Hill 2000) [Note: Order Winners are marked out of 100. Q: Order Qualifier; QQ: Order Looser.] Characteristics Original Equipment DBP Design 40 Brand Name 10 Price 40 Speed (Lead Time) 10 Dependability (Availability) QQ Quality (Fit to purpose) QQ Table 1.1.2: Order Winners and Qualifiers. (Adopted for Hill 2000) [Note: Order Winners are marked out of 100. Q: Order Qualifier; QQ: Order Looser.] 1.1.1 Design The links between design, operations and markets are the very essence of the business. The way that these integrate, therefore, is fundamental to sound strategy development and implementation. Both design and operations aim is to provide products according to the technical and business specifications. (Hill Hill 2009) In case of Aftermarket DBPs, the dimensions of the DBP are calculated from the equivalent OE component and then some changes are made so as to avoid patent infringement. So in this case, the design of the DBP is not very important as it is only reverse engineered from an existing product. In case of Specialist DBPs, the dimensions are taken from records if they exist or taken from existing component and then designed as a made-to-order item. So in this case too, not much work goes into the design of the DBP as they are already available to the manufacturer. Hence, design of the DBP does not give the product any competitive edge over other competitor products. In case of Original Equipment Manufacturer, initially specifications will be given by the motorcycle manufacturer. But if Friction is selected as the preferred OE for DBP, it will be expected to design the brakes to meet the requirements given by the manufacturer. Hence, if not initially, over a period of time the designing of brakes for the OE product range will become the one of biggest competitive edge that the company could get in winning the order. 1.1.2 Brand Name Through a variety of activities, companies try to establish a brand name for their products in the market. Where this has been achieved and maintained, companies will win orders partly due to the image that has been created in the market. (Hill Hill 2009) In case of Aftermarket DBPs and the Specialist DBPs, the brand name, â€Å"Stop-Rite†, play a major role in winning orders for the company. Since these parts are no longer in standard production by the OEM, there is a lot of competition in the market to win orders for these products. And hence the brand image, which Friction Materials Ltd has maintained for the last 20 years, becomes the biggest competitive edge in the market to win orders. In case of the OE DBPs, initially Friction Materials is trying to win orders and hence it does not have a brand name in the OE market as of now. But as they start to win orders and establish them in the market, their brand name will start to help them win orders and hence, as time will progress, brand name will become an order winner. 1.1.3 Price In many markets, particularly in the growth, maturity and saturation phases of the product life cycle, price becomes a very important order winner. When there is a range of products to choose from, price comparisons with alternatives becomes an integral part of the customers evaluation of the product and hence price plays a very important part in winning orders. (Hill Hill 2009) In case of the Aftermarket and the Specialist DBPs, since there are a lot of alternatives in the market, price eventually become one of the main reasons why the customer chooses to buy the product, as if there are two products meeting his criteria, they are bound to buy the cheaper product. Hence they become an order winner. In case of the OE DBPs, since the manufacturer is going to buy the product in bulk, he is going to want to buy them from a manufacturer who is able to produce them in the cheapest possible way and who also meets their requirements. Hence price in this case becomes one of the biggest factors for choice. 1.1.4 Speed (Lead Time) and Dependability (Availability) A company may be able to qualify for an order/win an order based on how quickly they are able to supply the product or if the product is already available for delivery/purchasing for the customer. Hence is it very important that the Operations Lead Time must be able to match the Customer Lead Time. (Hill Hill 2009) In case of the Aftermarkets DBPs, the ability to deliver the DBP faster than others may affect the spares stores to make an order to the manufacturer. This is possible if the lead time for the product is less and hence lead time becomes an order qualifier. With respect to the customers, the product being available on the store self become an order qualifier, i.e. they consider the product as a possible buy. But in case the product is not available on the shelf, means that even though their product is better than the competition, they will lose an order and hence this becomes an order looser. Similarly, in case of the Specialist DBPs, since these are mostly made-to-order items, the lead time does not give an influential competitive edge over the competition. But at the same time, availability/delivery of the product has to be on time and this becomes an important factor that the customer will take into consideration when he/she is looking to buy a DBP for his/her Vintage Motorbike. Hence availability of the product on time becomes an order qualifier in this case. In case of the OE products, the motorcycle manufacturer will be looking for a manufacturer who can produce the parts and deliver them in the shortest possible time. Hence speed or lead time becomes an order winner. Also, being a local supplier to the local motorcycle industry will give them a competitive edge over other outside competitors as they will be able to respond to the demand much quicker. But, in addition to this, being able to deliver the products on time is going to be a very important factor. So important that initially, some late deliveries may lead to the manufacturer going to an alternate supplier as you are not able to meet his demands on time. Hence dependability becomes an order looser. 1.1.5 Quality Quality or Quality Conformance can be defined as ability of a manufacturer to manufacture products according to the customers requirements. (Slack et al 2002) In case of the Aftermarkets and Specialist DBPs, no one is going to consider buying the product unless you are certain that the DBP is fit to use on their particular motorcycle model. Hence for both these product ranges, quality becomes an order qualifier. That is, only if the DBP is fit to use on a particular customers motorcycle, they will consider buying that DBP. In case of the OE products, since now they are trying to become suppliers of OE products for the first time, quality has to be bang on target. It has to meet all the customer requirements. Any lapse of quality may lead to a halt in the manufacturers assembly line and this is going to cost them a lot of money. Hence any lapse in quality of the OE suppliers part will give a bad impression and hence may lead to the supplier losing the order. Hence quality for the OE product range becomes an order looser. 1.2 Implications on Operations The Polar diagram (above) shows all the competitive factors for all the product range and their relevant importance for winning orders. Hence, in a way, the diagram also helps understand where Operations should concentrate more so that they will be able to produce more products that will be able to win the orders in the market. From the above diagram, we see that for all the three product ranges, Price, Quality and Dependability are the common performance objective that can help give them competitive edge in the market. Hence operations has to focus more on reducing the cost of the product and at the same time try to keep quality at a good level and always deliver the goods on time. Also, we see Brand Name is very important for the Aftermarket and Specialist market. But if operations is able to maintain price, quality and dependability; it will maintain and perhaps even built up the brand name of the product. Also, by concentrating on dependability, operations is going to keep the lead time (speed) of the product to as low as possible to meet the delivery times and hence speed is also taken care of. Hence by concentrating more on price, quality and dependability, operations will be able to cover all the order qualifier and winner factors of all the 3 product ranges. 2 Manufacturing Strategy for the OE product 2.1 Framework Hill, T. (2009) breaks down the process of developing an operation/manufacturing strategy into 5 simple objectives. 2.1.1 Defining the Corporate Objectives The recent future Corporate Objective of Friction Materials is to try and break into the OE product sector. This will help them isolate the financial burden that they have to carry due to the ever decreasing prices because of cheap Far Eastern Aftermarket DBP available in the market. Hence another Corporate Objective is to make them more stable financially by entering a highly profitable and long term contract product range. Other general corporate objective like Profit and Growth and ROI also apply to Friction Materials Ltd. 2.1.2 Defining the Market Strategies to meet these objectives As said in the Corporate Objectives, Friction Material Ltd. is now trying to enter the Original Equipment product market. Volumes initially (during sampling stage) will be low, to the order of 300. But once their samples get approved, they will start producing these products in very high volumes, to the order of about 3000 DBP/week. Keeping these facts in mind, the Marketing Strategy for the OE product range is to produce and deliver high quality low cost DBP on time, every time. 2.1.3 How do products win orders in the market place? As mentioned in Section 1, the major factors that win orders for the OE product is Price, Quality and Dependability (in terms of delivery). Once Friction Materials becomes the choice for OEM for DBPs, they will have to design the brakes themselves and hence Design also becomes an important order winner. 2.1.4 Establishing the most appropriate mode to manufacture these sets of products Process Choice We are in process of getting samples accepted for the new OE product range. Currently we are manufacturing only the Spares and Specialist product ranges and this is done in a batch process flow layout. This is ok for these ranges as they are in small quantities of about 300 DBP/week. But the new OE product range is going to require about 3000 DBP/week. Hence the Batch layout will not suffice to meet this quantity demand. The most appropriate process choice for such a huge demand is the Mass Layout or the Continuous Layout. But the continuous layout calls for a bigger investment in terms of the money involved. Since Friction Materials is only starting to try to establish itself in the OE market, it would not be wise to tie up a lot of the Companies money into something that might not work out to the magnitude expected. Hence the Mass Layout seems to be a more sensible choice. 2.1.5 Provide the manufacturing infrastructure required to support production Providing the infrastructure to support production of the new OE product is going to involve some amount of trade off in the sense of a balance between the various competitive factors that will affect the ability of the product to win orders. For instance, from the polar diagram (Sector 1.2) we see that dependability and cost of product play a very important role in helping the product win orders. In order to always deliver the product on time, we must always have enough stock with us to meet the demand. This can mean that we make-to-stock the product. But if we have a lot of inventory, it means that we have a lot of money held up as inventory and this may lead to increase in the price of the product to help insulate this cost. But this increase of cost may lead to loss of an order. Hence what amount of inventory would be sufficient to always meet customer demands and not hold a lot of money in inventory would be the trade off that we will be keen to look for. This process of trade o ff balance will help the manufacturing/operations to align itself with the corporate strategy. (Slack et al 2002) 2.2 Analysis of Current Operations System Before we can start formulating and making changes to the production system, we must first define what the current system is. We can do this with the help of various tools. We are going to use the SWOT analysis tool to do the same. Once we know where the current production capabilities are, we will be able to make decision taking into account the current scenario. 2.2.1 SWOT Analysis Strengths Weakness The brand name â€Å"Stop Rite† Established producer of aftermarket DBPs in the UK and Western Europe Competency in making the brake pad mixture * Good liquidity and turnover * Bad production planning system even though a MRP system is in place for the same Opportunities Threats OE market will lead to more opportunity in the EU market. OE market will help insulate the competition and market share because of the Far Eastern Competition * Growing to a medium scale company will help in being capable of handling more customers * Competition for cheaper Far Eastern Competition Table 2.2.1: SWOT Analysis Tool The brand name â€Å"Stop-Rite† is one of the main strengths of Friction Materials Ltd. This is what is helping them win orders in the Specialist market and the aftermarket market. This brand name that they have, they have been able to establish it because of being one of the main trusted DBP manufacturer in the UK and Western Europe market. This is also one of the strengths that they should exploit. They have a competency in creating their own mixture for the DBPs, which helps keep the cost of the product down. Also, as we can see from the financials, their Quick Ratio is about 1.03 and their Current Ratio is about 1.8, both of which are very near the acceptable values and hence the company is doing very well financially. And as they say â€Å"Cash is King†, this is their main strength. But even though they are strong in these areas, their production planning system is not very good, or up to industry standards. Even though they have a MRP II system in place, the Planning Controller has to fire fight situation that should not arise because of the system. This shows one of the two situations, either the Planning Controller is not familiar with the system or there is something wrong with their planning system. This can cause a lot of problems if they are to start production for about 3000DBP/week for the OE product. Opportunity wise, the OE product can help gain more market share in the Western European market and hence improve their brand name even further. Also, since this will be a more steady market, this will help insulate some of the market share loss due to the cheaper Far Eastern Competitor products in the Spares market. This will help the company grow financially which is always the main aim of any organisation. Once the organisation has more market share and money, they can easily transition to a medium scale company and hence cater to more customers. The only threat that the company faces is due to the Far Eastern products. They are almost as good as their DBPs, but they are far cheaper than Frictions DBPs and hence this sometimes leads to loss of market share. Entry to the OE product market will help them to insulate this loss. Now that we are clear on where the organisation current strengths and weakness lie, we can develop our manufacturing strategy to complement the strengths and negate the weakness of the organisation. 2.3 Elements of Manufacturing Strategy Miltenburg (2005) divides manufacturing strategy in six main sub-systems and terms them as Manufacturing Levers to reflect the concept that each sub-system can be adjusted to align according to market demands and corporate mission. 2.3.1 Sourcing Current list of all the suppliers to Friction Materials Ltd. are largely UK based. This is good as this help in decreasing the manufacturing lead time of the component. Since currently, their production demands are very low, to the order of 300DBPs/week; they were unable to convince their suppliers to deliver Just-in-Time. But now since they are looking to produce to the order of about 3000DBPs/week; they should be able to convince the suppliers to deliver Just-in-Time. Along with this, they should bring the list down in number and probably sign long term contracts with their most reliable supplier as the demand for the OE market is very stable and this long term contracts will help with the demand and also improve relations with their suppliers. But care should be taken when such contracts are framed, so that if the supplier does not make the delivery, then Friction Materials is free to buy that demand from another supplier. (Quinn and Hilmer 1995) In terms of the product range, since making DBPs is their main expertise, I feel that they should continue to produce all their existing product range so that they do not lose their current market share and customer base. The level of vertical integration should be kept to a minimum and Friction Materials should concentrate on its main competency of making the DBPs. Smaller parts of the product like the packing materials should be bought from an external vendor. 2.3.2 Process Technology Hill (2009) uses a profiling method to help decide what kind of production process is good for a particular type of product depend on the profile of the product. We will use this profiling approach to decide the type of process that we will implement for the OE range of product. Relevant Aspects Characteristics of Process Choice Product Job Batch Line Type Special Standard Range Wide Narrow Order Size Small Large Level of Change High Low Rate of NPD High Low Order-Winner Del. Speed Price Process Technology G.P. Dedicated Flexibility High Low Volumes Low High Key Tasks Meet Spec. Cost Investment Low High Table 2.3.2.1: Hills Profiling Approach (Source: Hill and Hill 2009) For the OE product range, we know the following: The order volume is going to be very high; hence the product is going to be standardised. Since the product is standardised, it is logical to have machinery dedicated to the product so that it can churn out more product and help meet the high demand. This in turn will decrease the flexibility of the process, but that is a trade-off that has to be taken to meet the high demand. We are going to produce only a certain types of DBPs, hence range is very narrow. The variations in the design of the DBPs are going to be minimal. New designs will only be developed when there is a requirement for it, hence the rate for new product development is also low. Order-winner for the OE product as discussed above is a balance between delivery speed and cost. Hence the key task for the process is bringing the cost of the product down. Hence we see from the above table, most of the profile of the OE product fits the Line Process choice. Hence in our case, for the OE product range, it is advisable that we go for a Line process. Currently, the Spares and Vintage DBPs are being produced in a Batch Equipment Paced Line Flow. They are currently running operations with 3 machining centres, each consisting of a pair of inter linked CNC machines with magazine feed. But even with a demand of only 300 DBPs/week compared to a demand of 3000 DBPs/week, the 3 machining centres are running at full capacity and often require overtime to meet the demand. Hence it is only logical for Friction Materials to in some new machining centres for the new OE production line that will be mainly be used for OE production, as they will find it very difficult to cope up with the demand with the existing infrastructure available. In fact, Friction Materials should look to start to invest into some of the other machines that they require for the production of DBPs to help cope up with this new OE demand. It is also advisable to make this new investments into the shop floor as the OE market is a profitable market which has a very stable demand and this demand will be there for quite a few years and hence this investment can be easi ly recovered during the life cycles of not OE product, but probably two or three OE products. The current manufacturing process layout should be adopted for the OE production also. The process has been setup taking into consideration the capacity of the mixer, setup time on the presses and stock levels and hence they are designed to give the whole process a flow. But setting up a completely new production line demands a lot of capital being invested and it will take quite some time before you will be able to break even for this investment. Hence the logical thing to do for Friction would be to invest in some new machining centres, so that they would be able to able to cope with the demand. But these new machining centres should be dedicated to only for the OE products. And over time, with increasing profits from the OE business, they can keep adding more machining centres to create a separate line for the OE product. 2.3.3 Production Planning and Control The production of DBPs has been broken down majorly into two process; namely Pressing and Finishing. The Pressing team takes care of making the brake pads; the Finishing team takes care of machining the DBPs to ensure consistency of the physical dimensions of the pad. Since both these processes are independent of each other, they are connected to each other with some decoupling or WIP inventory (Miltenburg). In our case, the baking process is the decoupling process. The two bin system can be used for inventory control for raw materials. In this system, the buffer stock in kept in the second bin and the current stock in kept in the first bin. Once the first bin is emptied and the buffer stock is brought into use, the purchase team should place orders to the respective material supplier for replenishing the material. For quality control, the organisation is already running on Statistical Process Control charts for the Spares and Specialist market. But this is acceptable for these products as their production volumes are not very large. The OE volumes are going to be very huge and hence SPC may not be the right choice for quality control. SPC looks at maintaining the quality of the products that the processes inside the organisation. Since OE is such a big market and where it is always important to â€Å"get things right the first time, every time†; it is better that Friction Materials looks into implementing Total Quality Management (TQM). TQM not only looks into the quality of parts being produced inside the organisation, but it takes the whole supply chain into account and sees to it that not only are the part being produced are up to quality standards, but also parts entering into the system are of optimum quality as it is unlikely to product good quality parts out of sub-standard part s. (GE Systems). Also in TQM, each worker becomes responsible for keeping the quality of their output up to standard. Hence this virtually removes the requirement of a quality control team in the organisation. 2.3.4 Human Resources The major machines, that require training in the whole manufacturing process at Friction Materials, are the press machines and the machining centres. The current workforce employed at Friction Materials is very well trained and are flexible enough to work on any process within their block. But we see that there is considerable time that goes into the setup of the presses when there is a need to change the design of the pad. So the employees can be further trained in how they can reduce the set up time for the presses. Regular maintenance is being carried out at Friction Materials by the current

Stop Literary Censorship Essay -- Argumentative Persuasive Essays

Stop Literary Censorship      Ã‚  Ã‚   Censorship is becoming more and more common all over the world today. The online Encarta Encyclopedia defines censorship as, "supervision and control of the information and ideas that are circulated among the people within a society. In modern times, censorship refers to the examination of books...for the purpose of altering or suppressing parts thought to be objectionable or offensive." Henry Reichman from the Education World website defines it as, "the removal, suppression, or restricted circulation of literary, artistic, or educational materials . . . on the grounds that these are morally or otherwise objectionable in light of the standards applied by the censor" (Cromwell). Definitions aside, great literature is being banned by many people for a number of reasons and shouldn't be.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The First Amendment to the Constitution states that: Congress shall make no law respecting an establishment of religion, or prohibiting the free exercise thereof; or abridging the freedom of speech, or of the press; or the right of the people peaceably to assemble, and to petition the government for a redress of grievances (Daniels 9-10). This means freedom. . .freedom for whatever reasons, but it's freedom. People are trying to take the freedom of choosing, choosing what books we each want to read, away.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Stephen Gottlieb states that, "censors tend to fall into three groups: 1) Parents who hear about or see material that troubles them; 2) Community members or parents who react to a book without having read it; and 3) Local, state, and national organizations, some of which have specific lists of titles which they consider objectionable." Encarta En... ...ry   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2002. http://www.education-world.com/a_curr/curr031.shtml. Daniels, Walter M., ed. The Censorship of Books. New York: The H.W. Wilson   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Company, 1954. Dunne, Diane. "Challenges are Widespread." Education World. 20 February 2002.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.educationworld.com/a_admin/admin157.shtml. ENCARTA Encyclopedia. 18 February   2002.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://encarta.msn.com/index/conciseindex/1F/01f74000.htm?z=1. Gottlieb, Stephen S. "The Right to Read: Censorship in the School Library." 10 February   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   2002. http://www.indiana.edu/~eric_rec/ieo/digests/d53.html. Staples, Suzanne Fisher. "What Johnny Can't Read: Censorship in American Libraries."   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Jersey City State College.   20 February 2002.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://scholar.lib.vt.edu/ejournals/ALAN/winter96/pubCONN.html.

Canadian Confectionery Market

Within the confectionery industry, the chewing gum segment (Standard Industrial Classification 1082) consists of establishments primarily engaged in the manufacture of chewing gum and candy gum preparations. The sugar and chocolate confectionery segment (Standard Industrial Classification 1083) consists primarily of firms engaged in caramelizing, syrup kneading, extruding, compressing, stamping or otherwise manufacturing starch goods (jelly candies of all kinds); hard sugar candy; cocoa powder; and chocolate confectionery and cooking chocolate products, unsweetened and sweetened. Introduction Prior to the mid 1980s, the confectionery sub-sector had, primarily, focussed on serving the domestic market. In 1988, less than 12% of shipments were exported, whereas imports accounted for about 24% of the domestic market (see table). However, changes in the structure and performance of the Canadian confectionery industry occurred with the global integration of economies that began to intensify in the late 1980s. These changes, stimulated by global trade liberalization, were formalized in the Canada-United States Free Trade Agreement (FTA), the North American Free Trade Agreement (NAFTA), and multilateral negotiations that led to the formation of the new World Trade Organization (WTO). The initial impetus for change came in response to escalating competition from imports (particularly European chocolates and hard candies), but the industry also became more aware of the potential for exploiting emerging export opportunities. At the same time, the domestic market was exhibiting limited growth. By 1997, exports represented about 32% of confectionery shipments. Historically, many Canadian confectionery manufacturers have faced scale disadvantages compared with American and European firms. At the same time, Canadian exporters, including subsidiary operations of multinational enterprises with product â€Å"mandates† for the U. S. market, have enjoyed a relative production-cost advantage in a key ingredient, sugar. Canadian sugar refiners are unique among those of other industrialized countries in that they purchase most of their raw sugar on the world market. Prices on the world market are normally low and are reflected in lower prices for refined sugar in Canada. Other competitiveness factors relate to global brand-ownership rights and taste differences that necessitate special formulations for the domestic market. These characteristics have helped separate the U. S. and Canadian markets to some extent. The growth of retail gourmet candy shops, such as Laura Secord in the late 1980s pointed to a new consumer trend toward purchasing high-quality, specialty products at premium prices. Many retail shops sell imported merchandise; however, domestic producers also began to supply the market for quality chocolates and their products, too, have been accepted by consumers. Overall, the confectionery industry has adapted well to the more open global trading environment through a series of rationalizations which have resulted in more efficient and specialized operations. Significance As with many other industries in the Canadian food and beverage processing sector, the manufacturing of confectionery products progressed from what was, essentially, a cottage industry in the 19th century to a modern, concentrated industry by the middle of this century. Today, confectionery manufacturing is a growing and dynamic segment of the food and beverage processing sector, representing 3-4% of the total value of shipments, number of establishments and number of employees. The confectionery industry shipped product valued at more than $1. 9 billion in 1997. About $1. billion of this was sugar and chocolate confections (25% sugar and 75% chocolate) and about $0. 37 billion was chewing gum. Value-added in confectionery manufacturing is approximately 51% of the total value of shipments, considerably higher than the food processing sector average of 36%. Structure There are 106 establishments (plants) in the sugar and chocolate industry and in the chewing gum segment, employing app roximately 10,411 people, (latest statistics, 1997). Confectionery production is located mainly in Ontario, but the industry has representation in all regions of Canada. Production facilities range in size from small, one- or two-person, seasonal operations, to large plants employing up to 1,000 people. The confectionery industry in Canada is highly concentrated. The leading eight enterprises produce close to 87% of the value of shipments. Foreign ownership of the confectionery industry is high since multi-national enterprises have a major position in the industry. An estimated 60% of industry shipments are accounted for by foreign-controlled enterprises located in Canada. Within the confectionery industry, characteristic distinctions can be made between sugar candy operations and chocolate operations. Most sugar confectionery companies are small or medium in size and produce a wide variety of products, such as hard candy, gummy bears, licorice, jujubes and toffee, as well as an assortment of hard and soft candies for specialty and novelty markets. Most chocolate operations, on the other hand, are larger and dedicated to three product categories: boxed chocolates, chocolate bars and/or seasonal novelties. Boxed or novelty chocolates are sold, primarily, as gifts for birthdays, anniversaries, Christmas, Valentine's Day and Easter. The chocolate bar market tends to be steady year-round, but is highly fragmented – a bar that can capture 4 or 5% of the market is considered successful. Gaps between the top-selling bars are measured in tenths of a share point. Packaging materials represent a significant input cost in the confectionery industry, estimated at 20% of the cost of raw materials (1998). The primary ingredients used and their approximate percentage of the overall cost of raw materials are cocoa products (20%), sugar (5%), dairy products (7%) and nuts (6%). Firms in the confectionery industry compete on the basis of brand name, advertising and promotion, specialty products, quality and cost. Because confectionery products are usually discretionary and high-impulse purchases, promotion plays a significant role in establishing brand presence in the various regional markets of Canada. In 1998, the Confectionery Manufacturers Association of Canada (CMAC) estimated that advertising and trade-promotion costs for its member companies totalled $55 million, or 2. 6% of sales. In years when there are many new product launches, confectionery firms spend more on advertising and promotion. In 1997, for example, advertising expenditures for CMAC firms were $57 million. The chocolate and chewing gum components of the confectionery sub-sector tend to be more highly brand-sensitive and advertising-oriented than the sugar confectionery component. The medium- and large-sized firms in the confectionery industry are generally considered to be capital-intensive, technologically modern and efficient. Entry into the sub-sector, however, can be gained by firms with low levels of technical sophistication. Smaller firms making niche products often use older equipment and run labor-intensive operations because they do not have sufficient sales volumes to warrant investment in some of the newer, high-speed, high-capacity machinery. Performance Performance in the confectionery industry is influenced by a number of factors, including market conditions that compromise the ability to maintain high rates of capacity utilization, competition from imports, the fluctuating cost of some imported raw materials, the value of the Canadian dollar and brand name rivalry. Throughout the 1990s, as part of its adaptation to various international trade agreements, the confectionery manufacturing industry has continued to undergo rationalization while making needed investment, particularly in new machinery and equipment ($105 million in 1997). The number of manufacturing establishments decreased from 110 in 1988 to 87 in 1994, but rose again to 106 in 1997. Commensurate with plant rationalization, the value of confectionery shipments increased 24% between 1992 and 1997. (see Figure 1) Correspondingly, employment increased by about 5% between 1992 and 1997. During the same period, labor productivity, measured by real sales per employee, also improved substantially, rising about 24%. Approximately 32% of the growth in shipments was attributable to exports, which increased 390% between 1988 and 1997. Figure 1. Total Shipments and Employment, 1988-1997 In 1997, $599 million in confectionery shipments were exported (Figure 2). Ninety-five percent of exports go to the U. S. A significant part of Canadian international trade relates to product mandates achieved by Canadian operations of multinational enterprises headquartered in the U. S. Canada's confectionery exports comprise about 69% chocolate, 27% candy and 4% gum, by value. In 1998, 95% of Canada's sugar candy and chocolate exports went to the U. S. and about 5% to Japan, Australia, Mexico, the U. K. Hong Kong, the Philippines and South Korea. Figure 2. Imports, Exports and Domestic Shipments, 1997 The majority of chewing gum exports (83%) also go to the U. S. , based on multinational corporate trade. However, the U. K. , Chile, Belgium, France, Japan, Australia, Hong Kong, the Netherlands and South Korea represent other export markets for chewing gum, each accounting for roughly 1-3% of exports in this category. In 1997, Canad a imported about $766 million in confectionery products; this comprised $742 million in sugar and chocolate confectionery products and $23. million in chewing gum (Figure 2). Canada's confectionery imports are made up of approximately 74% chocolate, 23% candy and 3% gum, by value. About 54% of sugar and chocolate confectionery imports are from the U. S. , a further 46% from the U. K. , Germany and Italy. A good deal of this trade is in branded products that are globally recognized. These goods are imported by brokers or retailers, or directly by Canadian-based operations of multinationals to round out their product lines in the Canadian market. In the chewing gum category, approximately 60% of imports are from the U. S. , about 40% from Mexico, Brazil and Japan. The confectionery industry's export orientation increased from 12% of factory shipments in 1988 to 32% in 1997, while import penetration increased from 24% of the domestic market to 37% during the same period. Overall, the negative trade balance, measured in current dollars, has changed dramatically since 1988, from a negative trade balance of $166 million in 1988 to $0. 1 million in 1999 (see table on page 11). Figure 3 also indicates that the gap between exports and imports narrowed significantly in 1998 and 1999. Figure 3. Trade Performance, 1988-1999 It is estimated that the confectionery industry operates at about 75% of full production capacity. This is partly because, in some segments of the industry, specialized equipment is only used for seasonal product lines. While the rates of capacity utilization may vary among countries, the same impediments are faced in varying degrees by all global competitors. In the late 1980s and early 1990s, two confectionery firms in Canada made significant investments in new plants. Generally, investment in buildings and construction has been less intensive since then. In the sugar and chocolate segment, consistent with cost-cutting and rationalization efforts, gross margins (value-added less wages) rose steadily from an average of 37% in 1988 to 41% in 1992, but by 1997 declined to 37% (margins in the chewing segment are somewhat higher). In 1995, confectionery companies engaged in fierce rivalry for market share – many promotional deals were evident in reduced prices at the retail level. Nevertheless, gross margins in both the chewing gum and the sugar and chocolate confectionery segments are higher than in the food and beverage processing sector overall (27% in 1997). Figure 4. Capital Investment, 1992-1997 Profits tend to be higher in the sugar confectionery industry than in the chocolate industry. Return on sales in the chocolate bar industry in Canada is less than that in the U. S. and U. K. , for example. Canada is the only country in which the four major multinational chocolate bar companies, all essentially equal in size, co-exist in the same market. The intensely competitive market conditions caused by this unique situation keep profits low. In recent years, the confectionery industry has demonstrated significant real growth in shipments, employment and productivity since 1988. Furthermore, sustained growth in exports is an encouraging sign that Canadian firms can compete in the global market. Issues, Challenges and Opportunities – Toward the Next Century As the confectionery industry adjusts to market drivers, such as globalization, demographic changes and general economic conditions, it must address a number of issues to remain viable and enhance its competitiveness in both domestic and international markets. Functioning within a globalized environment Globalization is an economic phenomenon driven by a range of influences, including the development of more efficient means of transporting goods, the internationalization of food product demand, the establishment of information networks that facilitate trade in goods, services and capital, and a more international perspective in marketing and investment activities by industry. To a great extent, globalization has already reshaped the structure and attitude of the Canadian confectionery sub-sector, as noted earlier. However, many issues must be addressed to keep pace with change. Cost and competitiveness Confectionery companies in Canada are in a somewhat unique position among food processors in that they use only small quantities of Canadian agricultural inputs (other than dairy). Production costs in the confectionery sub-sector are sensitive to even small increases in world sugar, cocoa, raisin or nut prices. The prices of these globally traded commodities are often volatile. When prices increase significantly, processors have no easy way of passing them along to consumers while retaining their traditional share of the snack market. Canadian firms that export products are less competitive when world commodity prices, particularly for sugar, rise. Generally, Canadian confectionery manufacturers enjoy a cost advantage over American manufacturers when they export to the U. S. The U. S. maintains a high domestic price for sugar, while Canadian processors derive a significant benefit from their ability to purchase refined sugar at world prices, which are normally about 25-30% lower. Some of this benefit is, however, offset by transportation costs incurred by Canadian firms in getting their products to the U. S. market. The playing field is levelled for U. S. processors that export their products (to Canada). Refined sugar at the world price is available to U. S. industrial sugar users under the U. S. Sugar Re-Export Program. Canada and the U. S. had a difference of view over the validity of the application of this program to Canada because of conditions that were negotiated under the NAFTA. However, an agreement (effective October 1, 1997) was reached which took into account Canada's concerns about the substantial U. S. reductions in market access for sugar and sugar-containing products when the U. S. implemented its WTO commitments in 1995. In return, Canada agreed not to pursue NAFTA dispute settlement procedures with respect to the U. S. Sugar Re-Export Program, but will monitor the use of the program in Canada for changes that may have an impact on Canadian interests. For confectioners making chocolate, another important competitiveness issue is the price of dairy ingredients. Canadian dairy prices are considerably higher than those in most other developed countries. Until recently, this situation put milk-chocolate producers at a cost disadvantage relative to imports. Competitive dairy prices have now been negotiated with the Canadian Dairy Commission for confectionery products destined for both domestic and export markets. It is hoped that this initiative will encourage investment in the construction of new facilities in Canada for manufacturing milk-chocolate ingredients such as chocolate crumb, which are now predominantly imported. Managing costs and other factors related to competitiveness, as well as taking advantage of export opportunities, are often easier for larger companies than for smaller ones. Larger firms are more adept at purchasing commodity ingredients and can afford to dedicate personnel to monitoring markets from which they purchase in large volumes. For small- and medium-sized confectionery companies, managing ingredient costs, competing with branded products and gaining access to high-caliber distribution channels are often the toughest hurdles to overcome. Access to a large number of retail locations is a key advantage of global firms. Their distribution networks can carry many related products to both central and outlying stores. Some high-quality chocolate and novelty products are sold, primarily, at a few special times during the year. Managing production, full-time employees, inventory, marketing and cash flow (on a yearly basis) can thus be particularly challenging, especially for smaller firms. Finally, participating in the export market is often a more difficult option for smaller firms, which face high entrance costs associated with advertising to establish brands, finding brokers and distributors and dealing with the risks involved in selling a product under special credit arrangements. Regulations There are two major issues that have been raised by the confectionery industry as concerns. One, which affects the relative cost of confectionery and other snacks, relates to the federal Goods and Services Tax (GST). This tax applies to all single-serving snack products sold at retail. However, for multi-serving packages, the GST applies to confectionery products but not competing snack foods like cookies and donuts. This continues to be a serious concern of confectionery manufacturers. The confectionery and snack market is highly competitive and the industry contends that even small price differences â€Å"make† or â€Å"break† the consumer's choice. The equitable enforcement of Canadian labelling requirements on products that fall under the Consumer Packaging and Labelling Act and Food and Drugs Act is another issue of concern to confectionery manufacturers. The industry continues to view the problem of mislabelled imports as a threat to its overall competitiveness because firms that do not comply do not incur substantial labelling costs. Technology and innovation As with most segments of the food and beverage processing sector, technology is an issue that is extremely important to confectionery manufacturers. Most firms are well informed of international developments in processing equipment through industry journals or attendance at trade shows. The vast majority of new technology is available off the shelf, usually from machinery manufacturers in Germany and the U. S. Proprietary process improvements, new product formulations and ingredient improvements occur regularly, especially within larger multinationals. These advancements are often shared with Canadian subsidiaries. The manufacture of confectionery products can be highly technical, requiring considerable understanding of food technology, including hardware (processing machinery and computers), software and formulation technology. Technical know-how is required to integrate these elements in an effective production system that is efficient and results in a high-quality, innovative product. Artificial sweeteners and natural flavouring systems are fields in which technology advances at a rapid pace. Sugar-free confectionery is one of the fastest-growing market categories. Although still most popular in chewing gum products and mints, the trend is also growing somewhat toward sugar-free hard candies, as well as sugar- and fat-reduced chocolate products. Sugar-free gum now has a majority share of the chewing gum market. Candies are more difficult to manufacture in sugar-free form because sugar itself is the primary bulking ingredient. Chocolate products, which have both sugar and fat as main ingredients, are also difficult to manufacture in reduced-sugar or reduced-fat form without sacrificing quality and taste. New ingredients are key drivers in the innovation of sugar-free and fat-reduced confectionery formulations. While regulatory approvals for new ingredients can take time to obtain, many ingredients, particularly those for use in the manufacture of sugar-free candies, have been approved and are currently in use. Examples include low-calorie bulking agents, polyol sweeteners and high-intensity sweeteners. Investments We do not have a subject on â€Å"Investments†, our apologies. Employment We do not have a subject on â€Å"Employment†, our apologies. Capturing New Markets Opportunities in the domestic market The real value of the Canadian market for confectionery products rose approximately 24% between 1992 and 1997. In 1997, the average Canadian spent about $60 on confectionery items, purchasing about 10. 3 kg of products (6. 7 kg of chocolate, 2. 9 kg of candy and . 68 kg of other confectionery products, such as chewing gum). The chocolate category has shown the strongest performance in that period, growing from $1. 1 billion in 1993 to $1. 4 billion in 1997. The chocolate category is by far the largest category, over three times larger than the second largest category, sugar confectionery and nearly four times larger than the gum category. Consumer preferences are changing. Children nowadays have more disposable income. They like licensed products and interactive toys that are sold together with confectionery. Consumers are more indulgent and are willing to pay more. Baby boomers in particular want quality over quantity. Opportunities in international markets There are opportunities for firms to gain market share in response to changing consumer demands. The U. S. market continues to present opportunities for the confectionery industry. In 1997, U. S. per-capita consumption of confectionery products reached 12. kg, representing a . 8% increase over the previous year. A tariff-free environment and lower sugar costs help Canadian products compete in the U. S. market, particularly in the large urban markets close to the Canada-U. S. border, where distance and resulting transportation costs are less of a factor. Opportunities also still exist in the mature Western European market for confectionery products, where gum is th e fastest growing category. In 1998, the market for confectionery products in Asia-Pacific declined from $16. 5 billion in 1996 to $12. 9 billion in 1998. Japan and Australia are currently the two biggest markets, but the highest growth potential is expected in China. Medium-term growth in the Asian region is expected to be about 5-8% a year. Double-digit growth is expected in Indonesia, South Korea, Thailand, Taiwan and China. Although massive in population and geographic size, the Asia-Pacific region has the smallest confectionery market of the world's three major regions. To succeed in the Asian marketplace, manufacturers may have to adapt their products to taste preferences and other consumer demands. For example, natural colours and flavours in hard and soft candies are popular with Asian consumers. Market growth has been stilted by the prevailing negative economic conditions in the Pacific Rim, especially the recessed economies of South Korea, Japan, Singapore and Indonesia. There were, however, two success stories in Asia-Pacific confectionery between 1994-1998. Both China and Vietnam experienced double digit growth. China's overall confectionery market grew from roughly $1. 7 billion to nearly $3. 0 billion from 1994 to 1998. The Chinese market, because of its sheer size, is becoming an increasingly important opportunity for Western confectionery products. Although per-capita consumption is still considerably lower than in Western countries, imports of confectionery products to China have increased dramatically in recent years, in relation to the growing disposable incomes and a general attraction to products that reflect Western culture. There is good potential for high-quality products. Brand image is important and there are opportunities for the establishment of new brands. Currently, retail distribution in China is inefficient because of a poorly developed system of roads, rail, telecommunications and refrigeration. Recently, however, there have been moves to allow commercial distributors (which have economies of scale and various subsidies), to compete with state operations. The distribution sector is thus starting to become more market-oriented and efficient. Manufacturers and importers are working together to set up their own networks, whereby they appoint a certain company to act as their sole distributor in a particular region. Exporters can penetrate the Chinese market by setting up a local office or by using the services of an agent in Hong Kong for advice on product positioning, navigating through the regulatory environment and bureaucracy, and avoiding misunderstandings due to cultural differences. Another important market in the region is Vietnam, whose overall confectionery market grew from $28 million in 1994 to $53 million in 1998. Consumption growth rates have been high especially in the chocolate category. Rising incomes and increased trade prospects under a potentially expanded NAFTA make Latin America another attractive market for confectionery products. There are notable growth opportunities in the Brazilian market for chocolate, the Chilean market for sugar confectionery and the Colombian market for chewing gum. Geographically, Brazil is the third largest country in the Americas, after Canada and the U. S. , and has the second largest population (160 million). Recent positive trends for business include economic stability, reduced inflation, privatization and freer trade. As the Brazilian economy moves forward, consumer demand for value-added products, including confectionery, is growing. The Brazilian chocolate products market is the largest and most dynamic in Latin America, and the sixth largest in the world, worth more than U. S. $4. 7 billion in 1998. The overall value of the Brazilian market is second only to the U. S. in North and South America. Challenges There are a number of challenges facing the confectionery industry in Canada if it is to continue growing, enhancing its competitiveness and taking advantage of new market opportunities. Multinational enterprises are expected to continue to have an increasingly important role. These firms establish a benchmark or standard against which smaller firms measure their success, both in relation to their ability to reduce costs and meet changing market requirements. Multinationals operating in Canada will have the challenge of maintaining or expanding their product mandates (mostly North American) within their corporate structures and seeking new export opportunities. Like all food processors, this industry is assessing how to deal with the emergence of E-commerce. The confectionery industry will have to determine if it can effectively use this medium to increase efficiencies through business-to-business solutions and the development of web-based marketing strategies. For small- and medium-sized enterprises, the challenge will be to exploit opportunities, particularly in areas where multinationals are not competitive and where flexibility and sensitivity to regional tastes may be important factors. Access to investment and the capital needed for technology and product development, as well as the ability to enter into strategic alliances (e. . , with other confectioners or distributors) in developing export markets will also be a challenge for these firms. More general challenges for the confectionery industry include: * developing a regulatory framework consistent with globalization (e. g. , working with government to address the issue of enforcing Canadian labelling requirements equally on domestic and imported products, and harmonizing standa rds with Canada's major trading partners); and * enhancing competitiveness through: * supply chain management (e. g. working with government and the dairy industry to ensure that the Special Milk Class Permit System for confectionery manufacturers keeps dairy input prices competitive); * fostering new product innovation (e. g. , sugar-free, low-fat and natural-flavouring technologies); and * enhancing technical, export and marketing skills. Industry Association Confectionery Manufacturers Association of Canada 885 Don Mills Road, Suite 301 Don Mills, Ontario M3C 1V9 Tel: 416-510-8034 Fax: 416-510-8044 E-mail: [email  protected] ca Agriculture and Agri-Food Canada Contact Bill Goodman Food Bureau Agriculture and Agri-Food Canada 930 Carling Avenue Ottawa, Ontario K1A 0C5 Telephone: 613-759-7548 Facsimile: 613-759-7480 E-mail: bill. [email  protected] gc. ca The Canadian Confectionery Industry SIC 1082/83, 1988-96: The Canadian Confectionery Industry http://www4. agr. gc. ca/AAFC-AAC/display-afficher. do? id=1171977485451&lang=eng Sample 2: http://www. canada. com/vancouversun/news/business/story. html? id=5f3e5232-fcad-4e6b-8c7f-1d62cb5dadd1 Chocolate market goes high-end OTTAWA — Last year, Gatineau chocolatier Gaetan Tessier turned 250 kilograms of raw, pure chocolate into delectable, high-end Easter treats. March 21, 2008Be the first to post a comment OTTAWA — Last year, Gatineau chocolatier Gaetan Tessier turned 250 kilograms of raw, pure chocolate into delectable, high-end Easter treats. This year, he figures he’ll be going through about three times that amount of chocolate, so strong is demand. â€Å"I’m afraid of running out,† he says. Chocolate has for decades been associated with Easter. But Easter chocolate is not just about creme-filled eggs and moulded bunnies anymore. Fancy chocolate confections aimed at adults represent a growing, and lucrative, market. The chocolate Easter bunnies are all still there (at least until their ears get nibbled off on Sunday), but all around the world, companies have realized there’s money to be made selling chocolate to adults year-round. Earlier this month, for example, international chocolate giant Nestle announced it was investing $20 million in a research centre in Switzerland that will develop new products to meet anticipated growth in demand for luxury and premium confections. Nestle said the $3. 7-billion market for luxury chocolate expanded by eight per cent annually between 2004 and 2006. The company added that it valued the potential premium chocolate market at about $14 billion and that it expects markets for luxury and premium chocolate to increase by more than 10 per cent in the next new years. â€Å"Premium chocolate continues to grow,† said Joan Steuer, the U. S. -based founder of founded Chocolate Marketing, LLC, a consulting firm specializing in the chocolate industry. Steuer says there are two sides to the growth. On the one hand, there’s the chocolate confections themselves — fancy artisan chocolates such as those produced by Tessier’s company, ChocoMotive. And then there’s there’s packaging. Steuer says she’s seeing chocolate confections being sold in â€Å"exquisite† packages that â€Å"push the envelope on pricing. † Steuer says the Easter holiday offers one example of how the chocolate market is becoming more adult-oriented. â€Å"I’ve seen a lot of really neat premium packaging that seems to be adult-oriented for Easter,† she said. But the fancy packaging is optional — people are more likely to buy it if the chocolate is a gift. A large part of the adult chocolate market is aimed at people who just want to indulge. It’s an accessible luxury item,† said Steuer, adding that chocolate is also a comfort food. â€Å"And targeting adults with some of these confections is really about the ‘time out,’ ‘escape,’ and ‘reward for me’ market,† she said. Tessier, a well-established chef and teacher based in Buckingham, Que. , said he’d been hearing for years that the Ottawa-Gatineau high-end chocolate market was under-served. His original intention was to create chocolate confections for bakeries, restaurants, hotels and pastry shops, but he figured he should have a retail outlet as well. He opened a first retail counter in Montebello, Que. , and demand led him to open a second counter in Gatineau last year. Now, he says, clients are urging him to set up shop in Ottawa, too. Tessier says he’s surprised not only by the demand, but also by how interested consumers are in the product. ChocoMotive uses fair trade chocolate from the La Siembra co-op. When he started out, Tessier said he thought fair trade chocolate would be a fad. Instead, it’s become such a hit that he stopped using regular chocolate. He said consumers are looking for high-end fair trade and organic products. From a macro point of view, there are some clouds on the horizon for chocolate, as there are for many agricultural commodities. All around the world, agricultural commodity prices are going up. That’s because of increasing global demand for food (people in newly industrializing countries are richer and are therefore eating better) and because more and more cropland is being used to grow biofuels instead of food. Cocoa prices, for example, have risen by 34 per cent in the last year. So have prices for such things as sugar and of course oil, which is used in transportation. Tessier says that so far, rising commodity price have not affected him greatly. He gets 100 pralines out of a kilo of chocolate, so even if the kilo costs more, the increase is spread broadly. Still, he says, not everyone is willing to pay premium prices for chocolate confections. He says he still has to explain why his treats cost so much more than, say, a moulded milk chocolate SpongeBob SquarePants at the local drug store. Tessier figures about half of his customers are regulars, coming back month after month for a chocolate fix. People come into the shop and they become like children,† said Tessier, adding that he’s had people ask â€Å"What can I get for $10? † in the same way a kid in a candy store might ask â€Å"What can I get for 50 cents? † Canwest News Service  © (c) CanWest MediaWorks Publications Inc. http://companycheck. co. uk/company/00650747 Godiva data Employee 2200 https://www. sochoklat. com/difference. asp http://www. oppapers. com/es says/Case-Study-Roger-s-Chocolates/373894? read_essay http://www. allfreeessays. com/essays/Rogers-Chocolate-Case-Study/218642. html

The Interesting Narrative of Olaudah Equiano Book Review

Compare the 18th century African slave trade to a game of checkers. Played on a checkered board of 64 opposing colors, the object of checkers is to capture or block all the men of an opponent. Careful planning of attack and defense are key elements to winning. The Interesting Narrative of Olaudah Equiano does more than just detail the experiences of a former African slave, it sets forth the play sequence between the various players engaged in the slave trade, the emotions involved, the effects and consequences on the players, and the future of the game if it were allowed to continue. Equiano experienced life as a slave on several continents. He endured the torment of the Middle Passage and the various physical and emotional insults and tortures, which came as a result of bondage to another individual. These descriptions are important in establishing the primary players in the slave game. The first is the African player and the other is the White player represented by both Europeans and Americans. The beginning descriptions of Equiano’s tribal life are instrumental in understanding the nature of the African player. Equiano perceives the difference in the African way of life versus that of the European as merely one of time. The Africans have not had the time to learn and grow as the Europeans have. Equiano maintains the notion that existing in a different state of being does not give the European the right to take advantage of their situation in order to promote their own welfare. â€Å"Let the polished and haughty European recollect that his ancestors were once, like the African, uncivilized, and even barbarous. Let such reflections as these melt the pride of their superiority into sympathy for the wants and miseries of their sable brethren and compel them to acknowledge that understanding is not confined to feature or color. Equiano uses scripture to support his idea that all men were created the same and merely existed in different states of progression. The majority of Europeans did not share Equiano’s views. As a result the rules of the game changed for the Europeans who viewed themselves as superior to that of the African. These views were responsible for the horrors, which many Africans f aced in slavery. Even those Europeans who tried to treat slaves with respect could not escape the economic benefits slavery provided them. As a result the European was held captive by his own desire to win rather than to play fair. The European plan of attack was ruthless and he felt he had nothing to fear from the African. Equiano writes that these feelings on the part of the European ate away at the salvation of the European soul. Slavery affected not only the body of the African but also their hope. Equiano describes men in his company who would rather jump off a ship and perish in the sea than endure the atrocities of the Middle Passage. Even those Africans who were granted freedom still suffered the abuse of slavery. After a horrifying incident aboard the London slave ship the Zong, Equiano, a free man at the time, wrote of the courts â€Å"he saw no help in them, nor by the law. † Not only was the incident aboard the Zong an example of the horrors that existed when people were treated as property but served as an example of how the ideas of superiority on the part of the English served to strike a blow at the hope of the African. The recurring theme of religion in Equiano’s narrative is important in understanding that one’s actions cannot escape the judgment and eye of God. Equiano felt comfort and solace in the doctrines of Christianity. It was a force that comforted him when his duties of a slave almost destroyed him and his inability to be treated as an equal when free mystified him. In true Christianity Equiano also saw hope for the Europeans who were losing their souls to the slave trade. In an address of thanks to the Quakers in Grace Church Court, Equiano states that by lifting the burdens of the Negroes there might be in â€Å"some measure, be the possible means, under God, of saving the souls of many of the oppressors. In the checker game of the slave trade, the Europeans did not realize that their men were being lost. They felt they were winning the game in regards to economics. Equiano alerted the reader to the cost the European was paying for their grasp on wealth and prosperity. Equiano’s notion that men can only be saved through a combination of faith, works and grace is important in understanding the effects of the trade upon the future of the game. Equiano recognized that there were no lasting winners in the slave trade. The Europeans were losing the game because they failed to see the eternal consequences of their actions. Equiano believed that the European could still prosper economically without the slave trade if the right plan were to be put into effect. This plan would benefit all involved. Equiano fight for the abolishment of slavery was the tip of the iceberg in his quest. He called for a change of attitude in regards to race relations. He believed this would be the ultimate step in restoring the dignity of all involved. Equiano had seen first hand that many Europeans still viewed Africans as property even when they were free and treated them as such. Equiano knew that merely breaking the chains of slavery was not enough to make its effect disappear. Just as men needed all components of the faith – grace equation to be saved, those involved in the slave trade needed a change in attitude to prevail in order to restore hope and eternal relationships. Equiano wrote, â€Å"After all what makes any event important, unless by its observation we become better and wiser, and learn to do justly, to love mercy, and to walk humbly before God? . Equiano’s narrative teaches us that in order for individuals to truly win they must not compete against one another nor capture or enslave based on the notion of race. Instead they should look for ways to work together to find and enjoy the treasures of wisdom and salvation Equiano believed were available to all. I believe in Equiano’s message. It w as one of powerful humility and quite visionary for his time. He was no ordinary man as he claims. His insights into his experiences and encounters with both players of the slave trade reflected a depth of understanding no money could buy. His ability to shed light on the emotions of all players involved opened my eyes to the various sides of the slave trade of the time. His message is applicable not only to these aspects of slave trade of the 18th century but also to other concepts of World History past and present. It is important to recognize and understand the concept that when we fail to recognize the importance of others and try to dominate rather than cooperate the only winner of the game is disaster and heartache.

The Bell Jar Chapters 1 4 essays

The Bell Jar Chapters 1 4 essays The Bell Jar is about a young reporter, Esther Greenwood, and her life during an all expenses paid trip to New York in the 1950s. Esther won the month long trip in a fashion magazine, one of only twelve winners. She is jealous of all the rich girls staying at the all female hotel, especially since it is her first time out of her humble home in New England. In the presence of all the upper class girls, she feels out of place and unwelcome. While in New York, Esther meets Doreen, a social butterfly with no definite personality. While on their way to a party, they meet a man by the name of Lenny who invites them to have drinks they end up bypassing the party. Lennys friend is obviously into Esther, and Lenny is interested in Doreen. Lennys friends feelings are unwanted, and Esther spends most of the night trying to get away from him. Eventually Esther and Doreen are invited to Lennys house, and Doreen convinces Esther to go with her. As things begin to heat up between Lenny and Doreen, Esther feels out of place and wants to go back to the hotel, but is unable to because of Doreens insisting that she must stay to stop any funny business from ocurring. Eventually, Doreen invites the funny business and Esther walks all the way back to her hotel, on the other side of the city. After that night, Esther decides that she wont be close to Doreen and begins to focus her attention on a calmer person with higher goals Be tsy. After eating as much as possible at a banquet held by the magazine theyre interning for, Esther and Betsy become ill and vomit everywhere until they nearly passed out. When Esther wakes up, she finds out that everyone got food poisoning from the food at the banquet except for Doreen, who was socializing with Lenny at the time. Doreen tells Esther that the crab everyone ate had too much bacteria growing in it. ...

The Industries Where People Are Most Likely to Quit Their Jobs

The Industries Where People Are Most Likely to Quit Their Jobs People threaten to quit their jobs all the time. That doesn’t mean they do. But it is a common enough refrain- and a common enough occurrence. Turns out, however, it seems to be more common in certain fields than in others. Here are 10 fields most susceptible to losing personnel.1. HospitalityYou try waiting on grumpy people your entire workweek. Food service employees and people in the travel industry work crazy hours and are paid relatively little, which can be difficult to sustain. Plus, this industry draws young people supplementing their income and often loses employees to their forever careers.2. HealthcareHigh stakes, high stress. It’s not easy having people’s lives in your hands. Sometimes this field can be too much to take long term.3. Real EstateIt’s easy enough to get your license and start practicing. But this job is actually incredibly difficult in terms of achieving actual success. Almost half of aspiring agents quit after failing to make the ir first sale. Without the right negotiation skills and sales prowess, it can be incredibly difficult to stick out.4. Non-profitHard work, personal development†¦ no money. Unless you’re in a top management position, this can be a frustrating and unrewarding venture. Lots of non-profit sector employees tend to migrate into the private sector to make more money.5. Mining/loggingTalk about grueling, hazardous work. There’s a very high risk of fatalities in this field and the earnings are comparatively low. So when miners or loggers get a shot out, they almost always take it.6. ConstructionThis career choice is not terribly well compensated, and can be extremely dangerous.7. RetailMuch like the service industry, retail attracts younger employees who can suffer the low hourly wage and unpleasant, inflexible hours. But very few stick around if they can help it.8. Arts and entertainmentLots of people have dreams to be performers, actors, musicians, magicians, you name it . But the career is exceptionally challenging and paid opportunities are scarce. Given the difficulty in finding a stable career path, lots of artists end up finding other work.9. Trades/transportMany workers who quit this field move onto better opportunities, considering the skilled labor involved. Some, however, don’t- such as taxi drivers, truckers, freight haulers, etc. The work can be taxing and the pay relatively low.10. Transportation warehousing/utilitiesWith an even higher fatality rate than mining and logging, these workers are at a very high risk for workplace injury. And, again, the pay is often hardly worth the risk.

Aristotle Biography Essay Example for Free (#2)

Aristotle Biography Essay Aristotle Aristotle was a prominent figure in history that created many philosophies during his time. He is ranked among the greatest philosophers to ever live. He moved around to many different interesting places during much of his lifetime and loved to teach. In my opinion, the most well-known philosophy is his concept of logic. Because Aristotle’s philosophies and concepts of logic and reasoning have affected much of the past, his legacy will endure for many years to come. Aristotle was born in 384 B. C in Stagira, the small city in the Macedonian region of northeastern Greece. At the age of 17, he moved to Athens to attend Plato’s Academy where he remained there for almost 40 years. He journeyed around the world then for a little while continuing his philosophical activities. When in Lesbos, he married his first wife, Pythias, with whom they had a child also named Pythias. In 343, Aristotle was appointed to be the tutor of King Philip of Macedon’s son, Alexander. This thirteen year old boy eager to learn later became known as Alexander the Great. After two years of teaching, Aristotle’s works were no longer needed because Alexander was already serving as a military commander for his father. After teaching, Aristotle returned to Athens where he built his own school that taught botany, biology, logic, music, mathematics, astronomy, medicine, cosmology, physics, the history of philosophy, metaphysics, psychology, ethics, theology, rhetoric, political history, government and political theory, rhetoric, and the arts. While teaching at his school, Aristotle’s wife had died and they say he had married another woman, Heroyllis with whom they had children. In the year 323, Aristotle had retired his works in Athens and moved to Chalcis, where he died the following year of natural causes. Philosophy was in fact very important to Aristotle and he studied it for many years. Among the great achievements, the concept of logic was in my opinion the most important and well known. Aristotle’s objective of â€Å"the first logic† was to come up with a process of reasoning that would allow man to learn every conceivable thing about reality. The Stanford Encyclopedia of Philosophy clarifies this by using the example of As, Bs and Cs. They explain that first, all As are Bs. Secondly, they claim that all Bs are Cs. Therefore, all As are Cs. They also say that anything else taken from this form will be a deduction in Aristotle’s sense. A deduction is â€Å"an argument in which certain things are laid down something else follows of necessity in virtue of their being so†. But it has been proven that some of his concepts of logic are deductions and some are not. The Stanford Encyclopedia of Philosophy used the example of university students and the As, Bs and Cs to explain this. They say that all As are Bs; some Bs are Cs; so, all As are Cs. â€Å"They use the university students example by explaining that all university students are literate; some literate people read poetry; so, all university students read poetry†. This is not true so it clarifies the fact that some of his concepts are deductions while others are not. In his philosophical articles, Aristotle also discussed how man might obtain information about objects through deduction and inference. As you can see, Aristotle’s philosophy provided us with a system of logic that to this day is still used by philosophers. Aristotle’s legacy will live on for years to follow because of everything he had accomplished throughout his lifetime. After his death in 322 B. C, his works and philosophies were forgotten and revived about a century after. His works had influenced over seven centuries of philosophy. As it says on the biography. com website, â€Å"Aristotle’s work influenced ideas from late antiquity all the way through the Renaissance. Aristotle’s influence on Western thought in the humanities and social sciences is largely considered unparalleled, with the exception of his teacher Plato’s contributions, and Plato’s teacher, Socrates before him. The two-millennia-strong academic practice of interpreting and debating Aristotle’s philosophical works continues to endure. † Even today, philosophers still look to Aristotle’s work for guidance and inspiration when creating their own philosophies and simply studying philosophers of the past. As you can see, Aristotle’s legacy is still apart of us and will remain influencing others for many years to come. In conclusion, you can see that Aristotle did affect many lives through his philosophies and teachings. Many have studied his works, and added on from the philosophies and concepts he had developed. His legacy will endure on because of all he did and he will be remembered. I had great time learning about Aristotle and his philosophies for this research project. Works Cited: http://plato. stanford. edu/entries/aristotle/ Shields, Christopher. â€Å"Aristotle. † Stanford Encyclopedia of Philosophy. Stanford Encyclopedia of Philosophy, 25 Sept. 2008. http://www. biography. com/people/aristotle-9188415? page=1 â€Å"Aristotle Biography. † Bio. com. A&E Networks Television, n. d http://www. ucmp. berkeley. edu/history/aristotle. html Waggoner, Ben M. â€Å"Aristotle (384-322 B. C. E.). † Aristotle. UCMP, 9 June 1996. Aristotle Biography. (2016, Oct 28).

Is It Important To Be Civilized Essay Example | Topics and Well Written Essays - 500 words

Is It Important To Be Civilized - Essay Example Is It Important To Be Civilized? The use of civilization and connected notions are contentious because they may mean inferiority and superiority, and may also mean directionality to social transformations that may or may not be desirable or realistic. A civilized individual is one who has respect for other people, have an open mind, and treat others as he would expect of others. This paper will discuss if it is essential for an individual to be civilized. The paper will agree with Mark Rothko’s statement in relation to civilization. For a person to be successful in any field, he or she should be civilized. The individual should be well conversant with subjects from a number of fields. Nevertheless, civilization does not only mean to be educated. This is because a large number of individuals are not open minded or are not mindful of others. On the other hand, if a person is educated in a number of disciplines, for example, Sociology, Anthropology, Literature, Theology, Philosophy, Mythology, and Archeology, he or she would have a significant prospect on what it entails to be civilized. These subjects concentrate on the understanding that dissimilar cultures have their sole ways of how a person is civilized. Also, every nation and subcultures within nations contain specified techniques of teaching and defining what it entails to be civilized. For instance, the novel technologies introduced in 1994 contained tremendous promise for interdisciplinary subjects and specifically for American studies.

Reading assignment Example | Topics and Well Written Essays - 750 words

Reading - Assignment Example While some support the banning of sex offenders from SN sites, this paper takes the stance that these are private entities and the government has no businesses meddling in their affairs. In addition, court decisions banning sex offenders’ membership in these sites infringe on their First Amendment rights and freedoms (Wynton, p. 1878). Such trends in the judiciary are likely to lead to former offenders’ freedoms of speech being regulated in similar manner. Hence, U.S. citizens’ freedoms of speech and association will be infringed. There are quite a number of policies and practices that vulnerable SN site members may enforce to ensure the presence of sex offenders in these sites does not endanger their lives. The Government should not Regulate SN Membership At the forefront in banning sex offenders from SN sites are the federal courts with, reportedly, many law courts banning sex offenders from the internet via SN sites as a requirement for supervised release or p robation (Wynton, p. 1861). In today’s SN sites, members post and share quite a lot of personal information. Due to the private nature of this data, the government spares no effort in its drive to protect vulnerable members from harm emanating from criminals and former offenders who may want to use such data to harm others (Wynton, p. 1877). Thus, restricting membership is a by which the government seeks to protect individuals from threats to lives and personal privacy found in the online world. Nonetheless, given that social network sites are private entities and people join at their will, it is imperative that members take the responsibility to protect their privacy and safety without the government restricting the membership of others. To this effect, there are several personal strategies that members can implement to ensure they do not fall victim to sex offenders and other criminals. Mostly targeted by sex offenders are children or the youth who must then implement some, if not all of the following practices. First, real-world judgment is the most effective policy to help one avoid being a victim of sex offenders on SN sites, virtual worlds, and blogs and chart rooms. In this regard, the users should not share a lot of private information or post many photos, videos, and comments as these may be used by an offender to target them, hurt their feelings, and reputation. Besides, reminding users that their actions online have consequences, the government and parents should tell users that what they share should be limited. In essence, online manners should be emphasized. Authorities should also talk to users about their activities online. In fact, for young children, it is necessary that parents limit access to the sites and their kid’s profiles. Users should also not impersonate others in their online activities as this may make them to be targeted by sex offenders. Although a child’s site may have restricted access and highly-set privac y, a broader audience than the parents accesses the profile. Hence, children and other users should be encouraged to consider the language they use online and the videos and pictures posted. Stakeholders such coaches, teachers, employers, college admissions officers, and the police should also be involved in children’s and the youth’s SN profiles and communication. All these stakeholders should talk to

Government Accounting Essay Example | Topics and Well Written Essays - 500 words

Government Accounting - Essay Example Such aspirations had a significant impact on the reporting formats and methods resorted to by not-for-profit organizations and government organizations and institutions. The latest accounting standards elaborately lay down the norms and principles that the administration and auditors in the government and not-for-profit organizations are required to follow. The government and not-for-profit entities are required to satisfy the appropriate authorities that they are pursuing the acceptable and valid accountability standards for the purposes of financial disclosure and reporting (Granof, 2002). In addition, they are required to chalk out and promulgate specific, discernable and quantifiable goals and performance targets. The government and not-for-profit organizations are well aware of the fact that with this rise in public scrutiny, there has been an unprecedented increase in the need for placing the people and organizations managing public funds under stringent accountability norms.

Karl Marx and his Philosophy Coursework Example | Topics and Well Written Essays - 2500 words

Karl Marx and his Philosophy - Coursework Example The observations of Marx and Engels led to their work, which is a critique of capitalism. Karl Marx is the most erudite socialist thinker to emerge in the 19th century. Although he was greatly involved with social, economic and political ideology gained rapid recognition in the socialist movement after his death in 1883. While in Brussels Marx devoted him to an extensive research on the history and elaborated what came to be known as the materialist conception of history He developed in a manuscript (published posthumously as the German Ideology), of which the basic thesis was that "the nature of individuals depends on the material conditions determining their production. Marx pointed out the history of the various modes of production and predicted the abolition of industrial capitalism and its replacement by communism. He devoted himself to the study of political economy in order to determine the causes and conditions of this crisis. Marx discovered the law of development of human history. The simple fact is that mankind must first of all eat, drink, have shelter and clothing, before it can pursue politics, science, art, religion, etc. Therefore, the production of the immediate material means, and consequently, the degree of economic development attained by a given people or during a given epoch. By laying the foundation upon which the state institutions, the legal conceptions, art, and even the ideas on religion, of the people concerned, have been evolved. Karl Marx discovered the special law of motion administering the present-day capitalist mode of production, and the bourgeois society that this mode of production has created. The unearthing of surplus value abruptly threw light on the problem, in trying to solve which all previous investigations, of both bourgeois economists and socialist critics, had been groping in the dark. Marx authentic mission in life was to contribute to the overthrow of capitalist society and of the state institutions, which it had brought into being, to contribute to the liberation of the modern proletariat.

Current event write up Essay Example | Topics and Well Written Essays - 500 words

Current event write up - Essay Example Perhaps this is because the couples are law enforcers: in the Orange County city of Yorba Linda. As the chief of Orange Countys Human Relations Commission, Kennedy tracks crimes touching the Black people who makeup only 2 % of the countys populace, "but they are the most frequently targeted victims, year after year after year," (Banks, par 4). The story of the Yorba Linda folks hints on an unknown truth. With the intention of not showing the case on hate crime list, shows that the police had handled case as a normal harm. (Banks, par 6). What followed was the formation of small circles by black people who shared their personal stories of discrimination and the pains they went through. Most of the stories were about problems and the brutality they had with the police. Remember, these are the people they expect to protect them from harm. For instance, Bettys grandson for skateboarding in an empty parking lot was detained by the police. A police officer who said, â€Å"I have not seen you around here before," blocked a man new to Brea near his home. Jona Knight-Hall said she was pulled more than three times in 2007, in her new Mercedes. It was always something like â€Å"Your passenger is not wearing her seat belt properly. She rarely stopped in her old car. Nevertheless, you cannot think of driving an expensive car. People look at you like What is she doing with that? "(Banks, par 13). "I felt totally helpless," she said. She once attempted to file a grievance, which was alleging racial profiling. "However there is nothing that you can about it. People act as if you are imagining things that do not happen in the real world. There have been a lot reported cases on police brutality particularly to black guerilla family gangs. These gangs by no means should not be tolerated. The gangs are made up young black American boys who are very young. The issue is the way police treat the gang members when they catch them. Most of the gang members die in

Why I Want to Become a College Student Essay Example | Topics and Well Written Essays - 500 words - 1

Why I Want to Become a College Student - Essay Example People that complete a college degree have better higher paying jobs. During my tenure in high school, I demonstrated the ability to work with other classmates and provide support to my teammates during group assignments. I always pay close attention to the lectures provided by the teachers and I take good notes that help me study for exams. The most important aspect of education is the knowledge gained from the lessons by the students. It is important for me to obtain a college degree. My parents have always helped me with my studies and they fully support me in my college aspirations. Both my parents attended college and I want to follow in their footsteps. Today getting a college degree is imperative because the new wave of jobs in the knowledge economy of the 21st century requires people that are well trained and have advanced knowledge. I am fully committed to starting a new stage in my life where education becomes the primary focus of my day to day routine. Students in college have to attend class as well as countless hours in the university surrounding studying, reading, and performing research in the library. I have always been a good student. To me, education is very important. I also believe a lot in the value of helping others. During my high school years, I spend a lot of time volunteering for different activities and community service. I worked in homeless shelters and other community initiatives. I liked providing a helping hand to others in need. As a student, I also on many occasions helped my classmates with their studies by providing tutoring sessions. Upon acceptance into a university, I plan on getting involved in the alumni community by volunteering my time. College is a tremendous experience that goes beyond the time spent in class.  Ã‚