Colonial america Essay Example | Topics and Well Written Essays - 500 words - 3

Pilgrim america - Essay Example seventeenth century however in 1664, the primary enactment for slaves was passed by Maryland that stated, all â€Å"Negroes or different slaves in the future brought into the territory will serve forever, as should their youngsters. It additionally expressed that any white lady who overlooked her status and wedded a slave would need to serve the ace of her significant other. All kids naturally introduced to such an association would be slaves too (Middleton, pg. 324). Around 1680, there was an expansion in the acquisition of slaves since there were less whites to carry out the responsibilities. Another explanation behind the expansion was the cancelation of the Royal African Company imposing business model of exchange. In this manner slaves were utilized to develop yields and vegetables, to keep up animals and furthermore utilized as specialty and modern laborers. The Quakers were the primary gathering to take up the issue on servitude and its codes. The current slave codes in the provinces denied the captives of their fundamental human rights while giving the chance to slaveholders to practice heartless and barbarous command over their slaves. Another progressive chief, James Otis, called this as â€Å"the most stunning infringement of the law of nature.† He also battled against subjugation and in 1807 the Federal government shut down the exchanging of slaves from Africa. Directly through history, the individuals who held force would in general divert minimize the individuals who don't have any force. Similarly, they never neglected to utilize the assets just as the advancements of the individuals they command, yet they have fail to give due credit to them or even recognize them. This is shared where Europeans and Indians are concerned. Before bondage was annulled, horticulture was the prevalent occupation during the frontier time frame. Blacks just as American Indian slaves were used to develop yields, for example, flax, apples and onions. They were additionally utilized in the creation of dairy items, fish and whale oil which were significant business items and henceforth exchange and trade

Role of Banks in Real Estate Financing in Saudi Arabia Research Paper

Job of Banks in Real Estate Financing in Saudi Arabia - Research Paper Example The land blast in the Kingdom of Saudi Arabia has pulled in banks to finance the ventures in this part. Banks financing land make a success win situation for the proprietors just as the banks. There are different lenders in land including the Saudi Arabia Government. The terms and conditions for the banks and other land lenders differ contingent upon the venture and area. Banks have been assuming a significant job in financing land segment in Saudi Arabia expanding the present blast in the area, loaning banks and the land proprietors benefit from this plan which might be influenced by monetary and political elements raising a few difficulties which can unfavorably influence the productivity to the two accomplices. The land Sector The land part is one of the quickest developing on the planet if not the quickest. It is the main area on the planet that has opposed the standard presently. In spite of downturn and financial lull in a large portion of the nations on the planet, the land part keeps on developing at a surprising pace. This has prompted expanded costs for both created properties and lacking area. A portion of the top hotspot markets for land on the planet today are: China: The most crowded nation on the planet has been getting popularity for lodging. Hong Kong, one of the quickest developing

39 Top Interviews with Entrepreneurs from Silicon Valley - Interview tour 2015

39 Top Interviews with Entrepreneurs from Silicon Valley - Interview tour 2015 INTERVIEWS WITH ENTREPRENEURS FROM SILICON VALLEY1. SoFi | Interview with its Co-Founder VP of Community Dan MacklinIn San Francisco (CA), we meet Co-Founder VP of Community of SoFi, Dan Macklin. Dan talks about his story how he came up with the idea and founded SoFi, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 2. Quantcast | Interview with its Co-Founder CEO Konrad FeldmanIn San Francisco (CA), we meet Co-Founder CEO of Quantcast, Konrad Feldman. Konrad talks about his story how he came up with the idea and founded Quantcast, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 3. Aquantia | Interview with its Co-Founder VP of Technology Ramin Farjad-RadIn San Jose (CA), we meet Co-Founder VP of Technology of Aquantia, Ramin Farjad-Rad. Ramin talks about his story how he came up with the idea and founded Aquantia, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 4. Skyhigh Networks | Interview with its Co-Founder CEO Rajiv GuptaIn Campbell (CA), we meet Co-Founder CEO of Skyhigh Networks, Rajiv Gupta. Rajiv talks about his story how he came up with the idea and founded Skyhigh Networks, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 5. PubMatic | Interview with its Co-Founder and CEO Rajeev GoelIn Redwood City (CA), we met with Rajeev Goel, Co-Founder and CEO of PubMatic, a leading marketing automation software company. Rajeev shares his story of what sparked the idea for PubMatic which he started with his brother, Amar, as well as how PubMatics business model has evolved since its founding in 2006. Rajeev also imparts his perspectives on the most prevalent trends in digital media and advertising, including the rapid shift to mobile platforms, and provides some crucial advice to aspiring entrepreneurs around mission, funding and stability. Please read the full transcript of the interview here. 6. Platfora | Interview with its Founder Executive Chairman Ben WertherIn San Mateo (CA), we meet Founder Executive Chairman of Platfora, Ben Werther. Ben talks about his story how he came up with the idea and founded Platfora, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 7. ClearSlide | Interview with its Co-Founder Board Member Al LiebIn San Francisco (CA), we meet Co-Founder Board Member of ClearSlide, Al Lieb. Al talks about how ClearSlide was founded, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 8. Map R | Interview with its CEO Co-Founder John SchroederIn San Jose (CA), we meet CEO and Co-Founder of MapR, John Schroeder. John talks about his story how he came up with the idea and founded MapR, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 9. Sumo Logic | Interview with its CTO Co-Founder Christian BeedgenIn Redwood City (CA), we meet CTO and Co-Founder of Sumo Logic, Christian Beedgen. Christian talks about his story how he came up with the idea and founded Sumo Logic, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 10. CrowdFlower | Interview with its Founder CEO Lukas BiewaldIn San Francisco (CA), we meet Founder CEO of CrowdFlower, Lukas Biewald. Lukas talks about his story how he came up with the idea and founded CrowdFlower, how the current business model work s, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 11. Ensighten | Interview with its CEO Founder Josh ManionIn San Jose (CA), we meet CEO Founder of Ensighten, Josh Manion. Josh talks about his story how he came up with the idea and founded Ensighten, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 12. Zoom | Interview with its Founder CEO Eric YuanIn San Jose (CA), we meet Founder CEO of Zoom, Eric Yuan. Eric talks about his story how he came up with the idea and founded Zoom, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 13. Centrify | Interview with its CEO Co-Founder Tom KempIn Santa Clara (CA), we meet CEO and Co-Founder of Centrify, Tom Kemp. Tom talks about his story how he came up with the id ea and founded Centrify, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 14. Addepar | Interview with its Founder Chairman Joe LonsdaleIn Mountain View (CA), we meet Founder Chairman of Addepar, Joe Lonsdale. Joe talks about his story how he came up with the idea and founded Addepar, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 15. ThoughtSpot | Interview with its Co-Founder CEO Ajeet SinghIn Palo Alto (CA), we meet Co-Founder CEO of ThoughtSpot, Ajeet Singh. Ajeet talks about his story how he came up with the idea and founded ThoughtSpot how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 16. NetBase | Interview with its Chief Innovation Officer Co-Founder Michael O sofskyIn Mountain View (CA), we meet Chief Innovation Officer and Co-Founder of NetBase, Michael Osofsky. Michael talks about his story how he came up with the idea and founded NetBase, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 17. GuideSpark | Interview with its CEO Co-Founder Keith KitaniIn Menlo Park (CA), we met CEO and Co-Founder of GuideSpark, Keith Kitani. Keith tells us his story, how he came up with the idea and founded GuideSpark and how the current business model works. He also provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 18. ShareThis | Interview with its Founder Chairman Tim SchigelIn Palo Alto (CA), we met Founder Chairman of ShareThis, Tim Schigel. Tim tells us his story, how he came up with the idea and founded ShareThis and how the current business model works. He also shares some advice for young entrepreneurs. Please read the full transcript of the interview here. 19. Apcera | Interview with its Founder CEO Derek CollisonIn San Francisco (CA), we meet Founder CEO of Apcera, Derek Collison. Derek talks about his story how he came up with the idea and founded Apcera, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 20. eSilicon | Interview with its Co-Founder, President CEO Jack HardingIn San Jose (CA), we meet Co-Founder, President CEO of eSilicon, Jack Harding. Jack talks about his story how he came up with the idea and founded eSilicon, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 21. Altiscale | Interview with its Founder CEO Raymie StataIn Palo Alto (CA), we meet Founder CEO of Altiscale, Raymie Stata. Raymie talks about his story how he came up with th e idea and founded Altiscale, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 22. Reputation.com | Interview with its Founder Executive Chairman Michael FertikIn Redwood City (CA), we meet Founder Executive Chairman of Reputation.com, Michael Fertik. Michael talks about his story how he came up with the idea and founded Reputation.com, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 23. BandPage | Interview with its CEO Founder J SiderIn San Francisco (CA), we meet CEO Founder of BandPage, J Sider. J talks about his story how he came up with the idea and founded BandPage, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 24. SignalFx | Interview with its CEO Co-Founder Karthik RauIn San Mateo (CA), we meet CEO and Co-Founder of SignalFx, Karthik Rau. Karthik talks about his story how he came up with the idea and founded SignalFx, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 25. Tipalti | Interview with its Co-Founder CEO Chen AmitIn Palo Alto (CA), we meet Co-Founder CEO of Tipalti, Chen Amit. Chen talks about his story how he came up with the idea and founded Tipalti, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 26. Cyphort   | Interview with its co-founder Chief Strategy Officer Fengmin GongIn Santa Clara (CA), we meet co-founder and CSO of Cyphort, Fengmin Gong. Fengmin talks about his story how he came up with the idea and founded Cyphort, how the current business model works, as well as he provides some advice for young ent repreneurs. Please read the full transcript of the interview here. 27. Highfive | Interview with its CEO Founder Shan SinhaIn Redwood City (CA), we meet CEO   and Founder of Highfive, Shan Sinha. Shan talks about his story how he came up with the idea and founded Highfive, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 28. Branch Metrics | Interview with its CEO Co-Founder Alex AustinIn Palo Alto (CA), we meet CEO   and Co-Founder of Branch Metrics, Alex Austin. Alex talks about his story how he came up with the idea and founded Branch Metrics, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 29. NatureBox | Interview with its CEO Co-Founder Gautam GuptaIn San Carlos (CA), we meet CEO   and Co-Founder of NatureBox, Gautam Gupta. Gautam talks about his story how he came u p with the idea and founded NatureBox, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 30. MemSQL | Interview with its CEO Co-Founder Eric FrenkielIn San Francisco (CA), we meet CEO   and Co-Founder of MemSQL, Eric Frenkiel. Eric talks about his story how he came up with the idea and founded MemSQL, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 31. Crittercism | Interview with its Co-Founder Andrew LevyIn San Francisco (CA), we meet Co-Founder of Crittercism, Andrew Levy. Andrew talks about his story how he came up with the idea and founded Crittercism, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 32. Chris Yeh talking about BlitzscalingIn Palo Alto we meet Chris Ye h who talks about how to blitzscale a company. Blitzscaling is very important for startups. Please read the full transcript of the interview here. 33. BetterWorks | Interview with its CEO Co-Founder Kris DugganIn Palo Alto (CA), we meet CEO   and Co-Founder of BetterWorks, Kris Duggan. Kris talks about his story how he came up with the idea and founded BetterWorks, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 34. Neo4j | Interview with its CEO Co-Founder Emil EifremIn San Mateo (CA), we meet CEO   and Co-Founder of Neo4j, Emil Eifrem. Emil talks about his story how he came up with the idea and founded Emil Eifrem, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 35. Peel | Interview with its co-founder CEO Thiru ArunachalamIn Mountain View (CA), we meet co-founder and CEO of Peel, Thiru Arunachalam. Thiru talks about his story how he came up with the idea and founded Peel, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 36. Nok Nok Labs | Interview with its founder FIDO Visionary Ramesh KesanupalliIn Palo Alto (CA), we meet founder and FIDO Visionary of Nok Nok Labs, Ramesh Kesanupalli. Ramesh talks about his story how he came up with the idea and founded Nok Nok Labs, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 37. Instart Logic | Interview with its founder CEO Manav MitalIn Palo Alto (CA), we meet founder and CEO of Instart Logic, Manav Mital. Manav talks about his story how he came up with the idea and founded Instart Logic, how the current business model works, as well as he provides some advice for young entrepreneurs. Please r ead the full transcript of the interview here. INTERVIEWS WITH VENTURE CAPITALISTS IN SILICON VALLEY Dear fellow entrepreneurs and readers of Cleverism!In autumn of 2015 we went for the second time to the SILICON VALLEY in order to interview leading entrepreneurs and venture capitalists! Here is the summary of our first interview tour. Below you will find the complete list of 39 insightful interviews with innovative and leading entrepreneurs from the Bay area who talk about how they started their business, they grew it, as well as they share their advices with early-stage entrepreneurs. If you know other leading entrepreneurs that we should interview, we would be happy for a short introduction (see contact).INTERVIEWS WITH ENTREPRENEURS FROM SILICON VALLEY1. SoFi | Interview with its Co-Founder VP of Community Dan MacklinIn San Francisco (CA), we meet Co-Founder VP of Community of SoFi, Dan Macklin. Dan talks about his story how he came up with the idea and founded SoFi, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 2. Quantcast | Interview with its Co-Founder CEO Konrad FeldmanIn San Francisco (CA), we meet Co-Founder CEO of Quantcast, Konrad Feldman. Konrad talks about his story how he came up with the idea and founded Quantcast, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 3. Aquantia | Interview with its Co-Founder VP of Technology Ramin Farj ad-RadIn San Jose (CA), we meet Co-Founder VP of Technology of Aquantia, Ramin Farjad-Rad. Ramin talks about his story how he came up with the idea and founded Aquantia, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 4. Skyhigh Networks | Interview with its Co-Founder CEO Rajiv GuptaIn Campbell (CA), we meet Co-Founder CEO of Skyhigh Networks, Rajiv Gupta. Rajiv talks about his story how he came up with the idea and founded Skyhigh Networks, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 5. PubMatic | Interview with its Co-Founder and CEO Rajeev GoelIn Redwood City (CA), we met with Rajeev Goel, Co-Founder and CEO of PubMatic, a leading marketing automation software company. Rajeev shares his story of what sparked the idea for PubMatic which he started with his brother, Amar, as well as how PubMatics business model has evolved since its founding in 2006. Rajeev also imparts his perspectives on the most prevalent trends in digital media and advertising, including the rapid shift to mobile platforms, and provides some crucial advice to aspiring entrepreneurs around mission, funding and stability. Please read the full transcript of the interview here. 6. Platfora | Interview with its Founder Executive Chairman Ben WertherIn San Mateo (CA), we meet Founder Executive Chairman of Platfora, Ben Werther. Ben talks about his story how he came up with the idea and founded Platfora, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 7. ClearSlide | Interview with its Co-Founder Board Member Al LiebIn San Francisco (CA), we meet Co-Founder Board Member of ClearSlide, Al Lieb. Al talks about how ClearSlide was founded, how the current business model work s, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 8. MapR | Interview with its CEO Co-Founder John SchroederIn San Jose (CA), we meet CEO and Co-Founder of MapR, John Schroeder. John talks about his story how he came up with the idea and founded MapR, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 9. Sumo Logic | Interview with its CTO Co-Founder Christian BeedgenIn Redwood City (CA), we meet CTO and Co-Founder of Sumo Logic, Christian Beedgen. Christian talks about his story how he came up with the idea and founded Sumo Logic, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 10. CrowdFlower | Interview with its Founder CEO Lukas BiewaldIn San Francisco (CA), we meet Founder CEO of CrowdFlower, Lukas Bi ewald. Lukas talks about his story how he came up with the idea and founded CrowdFlower, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 11. Ensighten | Interview with its CEO Founder Josh ManionIn San Jose (CA), we meet CEO Founder of Ensighten, Josh Manion. Josh talks about his story how he came up with the idea and founded Ensighten, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 12. Zoom | Interview with its Founder CEO Eric YuanIn San Jose (CA), we meet Founder CEO of Zoom, Eric Yuan. Eric talks about his story how he came up with the idea and founded Zoom, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 13. Centrify | Interview with its CEO Co-Founder Tom Kem pIn Santa Clara (CA), we meet CEO and Co-Founder of Centrify, Tom Kemp. Tom talks about his story how he came up with the idea and founded Centrify, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 14. Addepar | Interview with its Founder Chairman Joe LonsdaleIn Mountain View (CA), we meet Founder Chairman of Addepar, Joe Lonsdale. Joe talks about his story how he came up with the idea and founded Addepar, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 15. ThoughtSpot | Interview with its Co-Founder CEO Ajeet SinghIn Palo Alto (CA), we meet Co-Founder CEO of ThoughtSpot, Ajeet Singh. Ajeet talks about his story how he came up with the idea and founded ThoughtSpot how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 16. NetBase | Interview with its Chief Innovation Officer Co-Founder Michael OsofskyIn Mountain View (CA), we meet Chief Innovation Officer and Co-Founder of NetBase, Michael Osofsky. Michael talks about his story how he came up with the idea and founded NetBase, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 17. GuideSpark | Interview with its CEO Co-Founder Keith KitaniIn Menlo Park (CA), we met CEO and Co-Founder of GuideSpark, Keith Kitani. Keith tells us his story, how he came up with the idea and founded GuideSpark and how the current business model works. He also provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 18. ShareThis | Interview with its Founder Chairman Tim SchigelIn Palo Alto (CA), we met Founder Chairman of ShareThis, Tim Schigel. Tim tells us his story, how h e came up with the idea and founded ShareThis and how the current business model works. He also shares some advice for young entrepreneurs. Please read the full transcript of the interview here. 19. Apcera | Interview with its Founder CEO Derek CollisonIn San Francisco (CA), we meet Founder CEO of Apcera, Derek Collison. Derek talks about his story how he came up with the idea and founded Apcera, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 20. eSilicon | Interview with its Co-Founder, President CEO Jack HardingIn San Jose (CA), we meet Co-Founder, President CEO of eSilicon, Jack Harding. Jack talks about his story how he came up with the idea and founded eSilicon, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 21. Altiscale | Interview with its Founder CEO Raymie StataIn Palo Alto (CA), we meet Founder CEO of Altiscale, Raymie Stata. Raymie talks about his story how he came up with the idea and founded Altiscale, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 22. Reputation.com | Interview with its Founder Executive Chairman Michael FertikIn Redwood City (CA), we meet Founder Executive Chairman of Reputation.com, Michael Fertik. Michael talks about his story how he came up with the idea and founded Reputation.com, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 23. BandPage | Interview with its CEO Founder J SiderIn San Francisco (CA), we meet CEO Founder of BandPage, J Sider. J talks about his story how he came up with the idea and founded BandPage, how the current business model works, as well as he provides some advice for y oung entrepreneurs. Please read the full transcript of the interview here. 24. SignalFx | Interview with its CEO Co-Founder Karthik RauIn San Mateo (CA), we meet CEO and Co-Founder of SignalFx, Karthik Rau. Karthik talks about his story how he came up with the idea and founded SignalFx, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 25. Tipalti | Interview with its Co-Founder CEO Chen AmitIn Palo Alto (CA), we meet Co-Founder CEO of Tipalti, Chen Amit. Chen talks about his story how he came up with the idea and founded Tipalti, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 26. Cyphort   | Interview with its co-founder Chief Strategy Officer Fengmin GongIn Santa Clara (CA), we meet co-founder and CSO of Cyphort, Fengmin Gong. Fengmin talks about his story how he came up with the idea and founded Cyphort, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 27. Highfive | Interview with its CEO Founder Shan SinhaIn Redwood City (CA), we meet CEO   and Founder of Highfive, Shan Sinha. Shan talks about his story how he came up with the idea and founded Highfive, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 28. Branch Metrics | Interview with its CEO Co-Founder Alex AustinIn Palo Alto (CA), we meet CEO   and Co-Founder of Branch Metrics, Alex Austin. Alex talks about his story how he came up with the idea and founded Branch Metrics, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 29. NatureBox | Interview with its CEO Co-Founder Gautam GuptaIn San Carlos (CA), we meet CEO   and Co-Founder of NatureBox, Gautam Gupta. Gautam talks about his story how he came up with the idea and founded NatureBox, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 30. MemSQL | Interview with its CEO Co-Founder Eric FrenkielIn San Francisco (CA), we meet CEO   and Co-Founder of MemSQL, Eric Frenkiel. Eric talks about his story how he came up with the idea and founded MemSQL, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 31. Crittercism | Interview with its Co-Founder Andrew LevyIn San Francisco (CA), we meet Co-Founder of Crittercism, Andrew Levy. Andrew talks about his story how he came up with the idea and founded Crittercism, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 32. Chris Yeh talking about BlitzscalingIn Palo Alto we meet Chris Yeh who talks about how to blitzscale a company. Blitzscaling is very important for startups. Please read the full transcript of the interview here. 33. BetterWorks | Interview with its CEO Co-Founder Kris DugganIn Palo Alto (CA), we meet CEO   and Co-Founder of BetterWorks, Kris Duggan. Kris talks about his story how he came up with the idea and founded BetterWorks, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 34. Neo4j | Interview with its CEO Co-Founder Emil EifremIn San Mateo (CA), we meet CEO   and Co-Founder of Neo4j, Emil Eifrem. Emil talks about his story how he came up with the idea and founded Emil Eifrem, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the in terview here. 35. Peel | Interview with its co-founder CEO Thiru ArunachalamIn Mountain View (CA), we meet co-founder and CEO of Peel, Thiru Arunachalam. Thiru talks about his story how he came up with the idea and founded Peel, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 36. Nok Nok Labs | Interview with its founder FIDO Visionary Ramesh KesanupalliIn Palo Alto (CA), we meet founder and FIDO Visionary of Nok Nok Labs, Ramesh Kesanupalli. Ramesh talks about his story how he came up with the idea and founded Nok Nok Labs, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. 37. Instart Logic | Interview with its founder CEO Manav MitalIn Palo Alto (CA), we meet founder and CEO of Instart Logic, Manav Mital. Manav talks about his story how he came up with the idea and found ed Instart Logic, how the current business model works, as well as he provides some advice for young entrepreneurs. Please read the full transcript of the interview here. INTERVIEWS WITH VENTURE CAPITALISTS IN SILICON VALLEY38. TrueVentures | Interview with its Partner Jon CallaghanIn Palo Alto (CA), we meet Partner at True Ventures, Jon Callaghan. Jon talks about how he became a venture capitalist and what his major learnings for entrepreneurs are. Please read the full transcript of the interview here. 39. Venrock | Interview with its Partner Brian AscherIn Palo Alto (CA), we meet Partner at Venrock, Brian Ascher. Brian talks about how he became a venture capitalist and what his major learnings for entrepreneurs are. Please read the full transcript of the interview here.

10 Facts About Spanish Adjectives

Here are 10 facts about Spanish adjectives that will be useful to know as you pursue your language studies: 1. Adjective Is a Part of Speech An adjective is a part of speech that is used to modify, describe, limit, qualify, or otherwise affect the meaning of a noun, pronoun, or a phrase functioning as a noun. The words we most often think of as adjectives are descriptive words]—words such as verde (green), feliz (happy), fuerte (strong) and impaciente (impatient). Some other types of words such as la (the) and cada (each) that point to nouns or noun substitutes are sometimes classified as adjectives, although can also be classified as determiners or articles. 2. Adjectives Have Gender Adjectives in Spanish have gender, and a masculine adjective must be used with a masculine noun, a feminine adjective with a feminine noun following the principle of noun-adjective agreement. Some adjectives change in form with gender, while others dont. Generally, a masculine adjective that ends in -o or -os (in the plural) can become feminine by changing the ending to -a or -as. But singular nouns that dont end in -o generally dont change form to become feminine. 3. Adjectives Have Number Unlike in English, adjectives in Spanish also have number, meaning they can be singular or plural. Again, following the principle of noun-adjective agreement, a singular adjective is used with a singular noun, a plural adjective with a plural noun. Singular adjectives become plural by adding an -s or -es suffix. The singular masculine form of adjectives is the one that is listed in dictionaries. 4. Some Adjectives Are Invariable A very few adjectives are invariable, meaning they dont change form among plural and singular, masculine and feminine. Traditionally, the most common invariable adjectives are macho (male) and hembra (female), as can be seen in the sentence Los animales macho en general proporcionan muchos menos atenciones parentales que las animales hembra (Male animals in general provide much less parental attention than the female animals do), although youll also see these words pluralized sometimes as well. Rarely, and then most often in journalese or phrases that have been imported from English, a noun can function as an invariable adjective, as web in the phrase sitios web (websites). Such cases of nouns as adjectives are the exception rather than the rule, and Spanish students should not freely use nouns as adjectives as can be done in English. 5. Placement Can Matter The default location for descriptive adjectives is after the noun they refer to. When the adjective is placed before the noun, it typically gives an emotional or subjective quality to the adjective. For example, la mujer pobre is likely to refer to a woman who has little money, while la pobre mujer is likely to suggest that the speaker feels sorry for the woman, even though both could be translated as the poor woman. In this way, the word order in Spanish sometimes eliminates the ambiguity of meaning that is present in English. Nondescriptive adjectives such as determiners come before the nouns they refer to. 6. Adjectives Can Become Nouns Most descriptive adjectives can be used as nouns, often by preceding them with a definite article. For example, los felices could mean the happy people, and el verdes could mean the green one. When a descriptive adjective is preceded by lo, it becomes an abstract noun. Thus lo importante means something like what is important or that which is important. 7. Suffixes Can Be Used The meaning of some adjectives can be modified by using diminutive or augmentative suffixes. For example, while un coche viejo is simply an old car, un coche viejecito might refer to a quaint car or an older car that someone likes. 8. Verb Use Can Affect Meaning In sentences of the type noun form of to be adjective, the adjective might be translated differently depending on whether the verb ser or estar is used. For example, es seguro often means it is safe, while està ¡ seguro usually means he or she is certain. Similarly, ser verde can mean something is green, while estar verde can indicate immaturity rather than color. 9. No Superlative Forms Spanish doesnt use suffixes such as -er or -est to indicate superlatives. Instead, the adverb is used. Thus, the bluest lake or the bluer lake is el lago mà ¡s azul. Context determines whether the reference has to do with more of the quality or the most of a quality. 10. Some Adjectives Are Apocopated A few adjectives are shortened when they appear before singular nouns in a process known as apocopation. One of the most common is grande, which is shortened to gran, as in un gran ejà ©rcito for a great army.

The Death Of The Cathedral By Eliot - 1544 Words

In the play Murder in the Cathedral, Eliot depicts the controversial return of Thomas Becket to Canterbury and his subsequent murder. However, the Chorus conveys most of the play’s drama in their speeches. The Chorus narrates Becket’s journey in Part I of the play and comments on their concern his return will likely have on their own lives. After Becket declares he is prepared to be a martyr as willed by God at the end of Part I, his murder in Part II loses the element of surprise. Instead, Eliot pursues the dynamic development of the Chorus in Part II. When the Chorus bears witness to Becket’s murder, they come to terms with their involvement in his sacrifice and are tasked with validating his martyrdom. Although Becket’s journey is essentially complete with his murder, Eliot’s Part II follows the transformation of the Chorus and their acceptance of the spiritual order in response to Becket’s martyrdom; they recognize their limited gratifica tion in life, assume their responsibility in confronting the world, and elicit Becket’s help to make themselves instruments of God. To begin with, the Chorus recognizes the threat Becket’s looming martyrdom poses to their limited gratification in life. In Part I, the Chorus expresses their preference for a life that is â€Å"living and partly living†, a life of concern only for their earthly survival. However, Becket’s readiness to for self-sacrifice threatens to destroy their complacency. Elliot opens Part II with the Chorus’s speech inShow MoreRelatedRelationship Between The Church And The State1709 Words   |  7 Pagesreligious landscape of societal leadership structure. This research article discusses the political argument and discourse of T.S Eliot as depicted through the pilgrimage of Thomas Becket in his play, Murder in the Cathedral, and also demonstrates how the death of Thomas Becket mirrors the political thinking of the day. The work of T.S. Eliot in Murder in the Cathedral is an artistic attempt to unearth and display the political undertones that historically define the relationship between the secularRead MoreSymbolism and Religious Drama: T.S. Eliot’s Murder in the Cathedral2754 Words   |  12 PagesMurder in the Cathedral By T. S. Eliot In 1163, a quarrel began between the British King Henry II and the Archbishop of Canterbury, Thomas Becket. The men had been good friends, but each felt that his interests should be of primary concern to the nation and that the other should acquiesce to his demands. Becket fled to France in 1164 in order to rally support from the Catholic French for his cause and also sought an audience with the Pope. After being officially (although not personally) reconciledRead MoreThomas Stearns Eliot Essay examples1159 Words   |  5 PagesThomas Stearns Eliot T.S. Eliot was a poet, critic, and an editor. He was a major figure in English poetry, famous for works such as The Waste Land, and The Sacred Wood. His critical essays helped to start a movement of literary modernism by stressing tradition, along with objective discipline. Eliot, along with the help of William Butler Yeats, and Ezra Pound set new poetic standards by rejecting the English romantics. Thomas Stearns Eliot was born in St. Louis, MO. on September 26thRead MoreT.S.Eliot Murder in the Cathedral1975 Words   |  8 PagesT.S. Eliots Murder in the Cathedral tells the story of Thomas Beckett, a man who reigned as Archbishop of Canterbury during the 12th century in England until his death in 1170. In order to tell Becketts story, Eliot creates a series of equally interesting characters that each play a crucial role thought the play. The most unique rolefound within the play is the Women ofCanterbury, or the Chorus. Throughout the piece, the Chorus delivers seven choral odes. These choral odes, when looked at as aRead MoreBiography of TS Eliot Essay1599 Words   |  7 PagesThomas Stearns Eliot was born on September 26, 1888, in St. Louis, Missouri, the seventh and last child of Henry Ware Eliot, a brick manufacturer, and Charlotte (Stearns) Eliot, who was active in social reform and was herself a not-untalented poet. Both parents were descended from families that had em igrated from England to Massachusetts in the seventeenth century. William Greenleaf Eliot, the poets paternal grandfather, had, after his graduation from Harvard in the 1830s, moved to St. Louis, whereRead MoreEmily Dickinson Essay1254 Words   |  6 Pagespoems, and that was why only seven of her poems were published in her lifetime. The later part of her life was spent in mourning because of several deaths in a few years time. Emily’s father died in 1874, both her mother and Wadsworth in 1882, and her nephew in 1883. Over those years due to the amounts of deaths she encountered, the theme of death became more prevalent in Emily’s poems. Emily Dickinson died on May 15, 1886. As a result of her life of solitude, it is said by some that she isRead MoreJohn Donne : A Medieval Man But A Metaphysical Poet2279 Words   |  10 Pagespoetry is beyond the natural; it takes something physical and pushes the meaning from natural to something philosophical. T.S. Eliot argues that the term metaphysical was only used for Johnson to describe John Donne’s difficult imagery, and therefore we should reconsider using the term so loosely to describe a larger group of poets (Eliot 249). Whether one agree with Eliot or not, upon delving solely into Donne’s poetry, one will see that his work is in fact metaphysical. What John Donne does in hisRead More Futility of Life Exposed in T.S. Eliots The Hollow Men Essay1973 Words   |  8 PagesFutility of Life Exposed in T.S. Eliots The Hollow Men      Ã‚   The Hollow Men, by T.S Eliot, is a reflection on the emptiness, futility and misery of modern life. It is also a reflection on the problems involved in human communication, and on the meaning (or lack of it) to life. Eliot uses religious and desert symbolism, biblical and literary allusions, repetition, parody and deliberately sparse, controlled language to convey the themes of the poem. The poem opens with two epigraphsRead MoreEliot as Dramatist1935 Words   |  8 PagesT.S. Eliot as a dramatist Introduction American-English poet, playwright, and critic, a leader of the modernist movement in literature. Eliot was awarded the Nobel Prize for literature in 1948. His most famous work is THE WASTE LAND, written when he was 34. On one level this highly complex poem descibes cultural and spiritual crisis. The point of view which I am struggling to attack is perhaps related to the metaphysical theory of the substantial unity of the soul: for my meaning isRead More Compare And Contrast Thomas Be Essay2014 Words   |  9 Pages The archetypal hero journey, Joseph Campbell states, is a typical series of heroic actions. Four stages form the hero journey: departure, trials, epiphany, and return (the stages do not necessarily occur consecutive with the listing). Death and resurrection of lifestyle and beliefs, spiritual journey, and finally rebirth form hero journeyamp;#8217;s motif. An archetypal hero pattern is the transformation of the characteramp;#8217;s conscience through trials and revelations. Lust, fear, and social

What Everyone Else Does When It Comes to College Research Paper for Sale and What You Need to Do Different

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Organizational Behaviour Designed Programmatic Activities

Question: Discuss about the case study Organizational Behaviour for Designed Programmatic Activities. Answer: Change of management Shareholders required a little bit more than expected earnings growth, for that reason, a lot of markets were either undeveloped or closed. In the chief transformation of the large venture, they and their consultants mainly focus on inventing the best strategic as well as calculated plans. But to accomplish something, they also need to have a warm understanding of the particular side of change management (Arvinen-Muondo and Perkins 2013). No single tactics fit every company, but there is a set of techniques that can be adjusted to a variety of situation, there are some principles for the change of management, involvement every layer Creating ownership, communicate the message also offers workers the right information at the right time. Change intervention The word intervention refers to all the designed programmatic activities intended to bring changes in an organization. In an organization, intervention is needed to provide feedback about the team, individual, task as well as other features of organizational activities and also to educate the employees and also to progress their skills as well as knowledge (Pugh and Mayle 2009). Thus, Focus on Intervention, Team Intervention, Role focused Intervention, Intergroup Intervention, Comprehensive Intervention, and Structural Intervention are some intervention that is used in an organization. Organizational development Organizational development is a ground of study and practice dedicated to enlarging the knowledge as well as the effectiveness of the people to achieve more flourishing organization as well as performance. It also improves their capability to solve problems and also handling future change. The science has changed into many approaches, but all had intended for the same purpose, to allow enormous improvements in organizational change through exact as well as designed intervention. Some regulatory interventions are action search, future search, appreciative inquiry, and whole system response. Planned versus unplanned change There are two types of changes that occur in an organization are Planned change, that happens when in a purpose decisions are made in an organization, whereas, Unplanned change is a result of unexpected happening. Thus, Internal and External factors can cause both these types of changes. External forces On an organization, an external force of change takes place from an outside sway. There is four external force of change, such as due to globalization of the capital, the company was compelled to many changes since twenty years (Dos Santos Paulino 2009). A very different workforce has also formed an enormous change for the company. The third external force of change is society's hope of conscientious behaviour, and the last external force of change in an organization is technology. Motivation in the field of Work Mainly, organizational development is meant for developing the organization totally; it is expected to improve the performance of the managers so that the aims may be accomplished in planned ways. The primary motivation in an organizational development focuses on improving the whole organization. An employees administration typically is manipulated by motivation as well as the work environment. Cultural differences An organization always needs to maintain an active cultural environment. In an organization, culture offers a structure concerning the behaviour of the employees in their place of work. The employees are considered an integral part of the growth process of an organization, their aims as well as objectives is required for the overall well-being of the organization (Leege 2002). Although, in an organization, where managers are not spurred other than a taskmaster, employees live their life with fear as well as disbelieve and work is nothing but a boring job. Why are motivation important- relationship with job performance and other work-related behavior Motivation is important in a relationship with job performance and other work-related behaviour because motivation is the most important parts of executive functions. Motivation is important means that guides the organization in profitable operations. It also contributes to improving working competence of employees (Pasmore and Woodman 2007). The change is essential to regulate an organization. Lastly, it is known that a motivated and constant labour force is possible of the organization. Content theories of motivation and Process theories of motivation The study of motivation has two major programs, content theories and process theories of motivation. Content theories mainly focus on the aspects within a person that sustain, energize as well as stop behaviour. They look at the specific requirements that motivate people, whereas, process theories offer an explanation and analysis of how behaviour is directed, energized as well as stopped. Therefore, the process theories are expectancy, reinforcement, equity and goal setting. The facts of Attitude, Emotions and Ethics The attitude of the employees the organization control how the culture is in the company, how the public sees the work position will change their behaviours. The employ also shows the attitude towards the standard of work (Long 2005). Emotions of an employee play a large function in the organization. Positive emotion helps in achievement, job hiring and social perspective whereas negative emotion such as fear, anger stress; sadness can have an effect on the employers. If an employee has a positive emotion, then it is right for the benefit of the organization. Ethics is also crucial for an individual. Ethical behaviour is essential for the employee to work with full honesty and reliability (Pasmore and Woodman 2007). The ethical employees have values for quality in their work, which helps to exceed in company's reputation for worth products and services. Factors that influence emotional response Emotional intelligence can be described as examining of the other people and individual's ability. It is important for the employees to create a conducive service environment that contributes to customer fulfilment and loyalty. Factors affecting job attitudes Job satisfaction of an employee helps to make the work environment positive and carry out the tasks that they have been consigned. Factors include working conditions, relationship with the supervisors, respect from co-workers and profit. Relationship between job attitude, job performance, and other tasks related behaviour All these are connected to one another for the development of the organization. Job position is important for an employee to get better jobs and performance makes the employer succeed ahead. Behaviour is also crucial for an employee to get excellent jobs (Rix,2013). Define the concept Cognition means the process that involves an understanding of knowledge, attitude, behaviour and decision making. It helps an employee to think, the way he feels in the organization. Stress and wellbeing at work Employers at some moment may feel stress due to work related or some other problems. They manage the organization, its work, product everything, and thus it leads to stress. They may face pressure due to the reduction of product, profit or loss, improved staff confidence. Employees sometimes may not capable of handling with work stress or the environment, and it can result in falling off the productivity and reduction in mental health. The costs to the organization are high regarding reduced productivity may cause stress. Causes of stress include unclear job specification, high workloads, ineffective management, lack of resources, decision making, threat and much more. Stress management involves stress reduction and well-being policy, the enable of employee contact support services, and the making of processes for dealing with employees not capable of working due to stress. Theory of factors and explanation People working overtime can lead to increased stress and poorer performance towards the organization. The employ order demands on hard- working people and complain about them, they suffer from stress. The employee should handle every situation and uphold the organization to release from stress (Thurlow, Moss and Forster 2004). Well-being at the workplace has motivated the program for the employees. Well, being is needed for the performance and usefulness of work. There is a link between physical and mental health that supports well-being at work. Inside or outside the organization well-being is needed for the employers to have respect and happiness. References Arvinen-Muondo, R. and Perkins, S. (2013).Organizational behaviour. London: Kogan Page. Dos Santos Paulino, V. (2009). Organizational change in risky environments: space activities.Journal of OrgChange Mgmt, 22(3), pp.257-274. Leege, D. (2002).The politics of cultural differences. Princeton: Princeton University Press. Long, R. (2005).Motivation. London: David Fulton Publishers. Pasmore, W. and Woodman, R. (2007).Research in organizational change and development. Amsterdam: Elsevier JAI. Pugh, D. and Mayle, D. (2009).Change management. Los Angeles: SAGE. Rix, D. (2013).External forces. Chicago: Dime Store Books. Thurlow, M., Moss, P. and Forster, R. (2004).Workplace. Sunderland: Art Editions North.

De-Colonization Abandonment Essays - Cultural Geography

De-Colonization: Abandonment De-colonization began with the British colonists in the United States who declared independence in 1776. Most of Latin America gained independence a few decades later. De-colonization continued through the mid-1970s, mostly in Asia and Africa, until almost no European colonies remained. Most of the newly independent states have faced tremendous challenges and difficulties in the post-colonial era. The stability and harmony of de-colonized countries are not guaranteed once the countries are left to the hands of indigenous people. Colonies were flourishing under the colonial administrative government which creates bureaucratic, legislative and educative filters that guarantees indigenous interest. Through law, politics, policy and culture brought by colonizers, the indigenous reproduce themselves while legitimizing and rectifying their origins. Along with an adequate and appropriate government system, both colonial and indigenous realities can contribute to the future shape and nature of the nation state. Economic investment by the administrating power directly benefits the inhabitants of a given region (Guarini n.p.). Suitable structures in the field of credit and savings have been set up successfully in colonies and this has managed to organize and support the production of goods necessary to the economic equilibrium of the region. By meeting the demands of the people, a higher standard of living is achieved. All citizens benefit from security arrangements when the territories host colonial security forces (Plunkett n.p.). It is guaranteed that the colony will be protected by the armed forces available if there ever is a case of war. This is possible as every state has a right and obligation to defend its colonies (Cunningham n.p.). The people of a majority of the territories no longer view, if they ever did, the activities of foreign economic interest or the presence of military installations on their territory as detrimental to their interest (Minton n.p.). Colonization powers help to promote economic development and social progress that facilitates economic and financial cooperation at an international level (Loi-Cadre n.p.). For example, the French Government had carried out reforms and taken measures to ensure the development of the territories under its jurisdiction. Modern methods of rural development were inaugurated and cadastral plans were established in which the customary rights of the autochthones were respected. Most importantly, education was generalized and standardized. De-colonization causes the people to build a nation with no background on how to govern a nation and this may lead to many political differences. Many countries face the threat of rushing it. Once the thought of a sovereign country ?catches on? as one of the foremost political issues of the day, many will demand immediate action, with belief that reflection and introspection are not worth the time and effort in the development of a new social order. Colonization powers make all useful arrangements to ensure on a permanent basis, that there is a coordination of economic and financial matters (Petersen n.p.). Raising the consciousness of indigenous people that the state in which they live in is the best and most effective way towards achieving sustainable development in the country (Green n.p.). A successful strategy is to expose the people to the positive contribution brought into the country by colonizers. The role and powers of administration and management of the general government can be modified to facilitate the access of native born civil servants. This provides experiences that instill a sense of purpose by involving the people and would help eliminate doubt in the colonizer's capability in governing the nation. If indigenous people had not undergone the influence of colonialism, they would not the exact same societies as those that existed at the time of initial contact. It is at this point that the indigenous person must learn to exist within a colonial environment in a de-colonized manner. Thus, it would be a fallacy to believe that colonized people is capable to lead the country by utilizing traditional philosophies and practices after de-colonization (Guarini n.p.). It would not be suitable and may cause differences and conflicts pertaining to how the country should be governed. Colonies should be put through a process of de-colonization whereby the nation is de-colonized in stages, which would enable the people to govern their own nation effectively and efficiently. It is during this phase where people colonized

Careers in law are open to all and the legal profession is sufficiently diverse. Discuss. The WritePass Journal

Careers in law are open to all and the legal profession is sufficiently diverse. Discuss. Introduction Careers in law are open to all and the legal profession is sufficiently diverse. Discuss. IntroductionBibliographyCasesRelated Introduction As a minority group, women have traditionally remained underrepresented within the legal profession. Whilst careers in law may, theoretically, be open to all, the reality is that due to the physiological make-up, maternalistic nature and historical suppression of women in society they have struggled to break entry into the traditionally male-dominated and elitist profession. This essay will argue that although efforts have and are continuing to be made to make a career in the law accessible for women, one could argue that the profession cannot yet be deemed sufficiently diverse as challenges continue to face women who elect to work with this profession. This essay will begin by summarising the history of the position of women in society, move to look to the challenges that face women and employers and finally, summarise steps that can be taken in an effort to eliminate such restraints. Women have fought a long battle against subordination. As late as the twentieth century, in England and Wales, women remained legally subordinate to men. In other cultures, this position remains in practice today. In England and Wales, coverture referred to the rights of women being subsumed by those of her husband through common law marriage. This legal doctrine left women without an identity and gave her husband control of her, her property and the custody of her children. Marital rape was not outlawed until R v R came before the House of Lords in 1992. Society saw women merely as objects of their husbands. It was not acceptable for women to study medicine or law or to engage in politics. Liberal ideals were quashed by the belief that women were irrational, temperamentally unfit to deal with such subjects and their place was in the home being a subservient wife and maternal parent. During the war effort, in particular, women proved that they were capable of holding down important r oles within the workforce and society more generally, and were seen as rational and intelligent in their thinking as their male counterparts. Women were granted suffrage in 1928 through the Equal Franchise Act and have since broken down the barriers into almost all professions. Despite, in theory, women having the ability to do everything a man can do, challenges remain that make it difficult to suggest that men and women are truly equal. Both society and the legal profession now support women embarking on careers within the industry. By 2008-9, 60% of all new admissions to the Roll were women and 52% of those called to the Bar in the same year were women. The Bar society indicated that in 2009, 34% of barristers were women. These figures demonstrate that women now make up over a third of all barristers, however, barristers are usually well educated and often from high socioeconomic standing, so this figure does not fully represent whether the legal profession is diverse for the average woman. Statistical evidence also proves that women still struggle to be appointed to the highest positions within the legal profession. Few women are promoted to Queen’s Counsel and the first woman to sit within the House of Lords was only appointed to this position in 2003. Women are traditionally paid lower than men. The Equal Pay Act 1970 has attempted to solve the disparity between the male and female pay gap, however, it is not uncommon for a case of this nature to arise. Recently, an employee sued her employer, Lewis Silkin, on the grounds that she was being paid lower than a male counterpart. Arguments suggest that due to the more emotional, sensitive and maternalistic nature of women in comparison to men, often women opt to specialise in different areas of law, such as family or personal injury law rather than male dominated specialisms, such as corporate or banking law. Family and personal injury law are also often less high-profile and do not hinge on lucrative deals so the specialisms are often not as well paid. To dismiss a woman for falling pregnant and wanting maternity leave is unfair dismissal. Pregnancy does, however, play an important role in this debate. Most employers would assume that a young woman will take a break to have a baby in the future and the fact that having a child is traditionally less disruptive to the work life of a man, it makes the male counterpart a cheaper and safer option in the long-term. A break in work is seen as disruptive and employers need to fill that position during the maternity leave, effectively causing the employer to pay twice for the same job to be completed. In a time when employers are facing tough economic times, having reliable staff that do not have to be replaced for extended durations appears, on face value, to be commercially viable option. Furthermore, there is a concern for the employer that childcare issues may cause disruption and lost working hours when the employee does return. Legal professionals who are self-employed, such as barris ters, can find the transition far more difficult in terms of covering their living costs and retaining clients during maternity leave and the stress of a new baby when they later return to work. In 2004, the Bar Council published policies that cover the issues of maternity, paternity and flexible working hours in an attempt to balance family life and legal practice. To actively reflect this aim, the policy has increased the time a barrister’s seat may be open rent free with Chamber’s expenses from three months to one year. In Heard and another v Sinclair Roche and Temperley (a firm) and others, it was ruled that the firm had unlawfully discriminated on the grounds of family status and combined with unlawful sex discrimination, constituted unfair treatment. This claim arose when the firm failed to promote or progress the individual. The firm had a total of 36 partners and only 6 were women. This case suggested that women are also less likely to be appointed to managerial positions, particularly if the dominating power is male. Other arguments suggest that women are more emotional than men and office politics are more present. Webley suggests that women struggle to progress in the profession for a variety of reasons including masculine office culture, the pressure of working long hours and high billing targets and dissatisfaction with commodification’s effect on work quality. In terms of the legal profession, lawyers represent the legal position of their client and to do so, must relate well and truly understand the situation of their client. If all lawyers were men, one could question whether women in society could ever be adequately represented by the legal profession. There is an argument to say that there is as much a place for women in the profession as men, as women solve problems in a different way, can be more compassionate and can balance an all-male work environment. Parliament has made attempts to allow greater access to the legal profession to minority groups by enacting legislation such as the Courts and Legal Services Act 1990. The main purpose of this enactment was to reform the legal profession after the findings of the Benson Commission in the 1970s. To the judiciary, in particular, important changes were made to appointments and pensions and significant changes were implemented towards the organisation and regulation of the legal profession. The Constitutional Reform Act 2005 later recommended that an independent body should be created to deal with the appointment of judges, which came after criticism from the Law Society regarding the old system. Such legislative and societal support towards the accessibility and diversity of the legal profession should instil a hopefulness into affected women that the profession is moving in the right direction. There have been several attempts by the profession itself to promote and encourage accessibility and diversity. The PRIME initiative saw 23 UK and Irish law firms come together to form a ground-breaking initiative to increase social mobility through a wide ranging work experience scheme. Whilst this initiative focused more on socioeconomic status rather than gender, the results suggest that real opportunities within the legal profession have been offered to those who are otherwise unlikely to have been given the opportunity. In conclusion, the legal profession is not yet sufficiently diverse. Both historical and contemporary statistics prove a bias towards men due to the maternalistic nature of women. Statistics demonstrate a trend that the profession is moving in the right direction in terms of equality, diversity and accessibility for women, however, the battle for truly equal treatment, rights and pay for both genders is an ongoing issue within the legal profession, as it is in society generally. Historically, women were refrained from having an identity and practicing within the legal profession because they were considered irrational and incapable. Whilst that perception has clearly disappeared, which is a positive shift, women still face challenges due to the physiological differences between men and women. These differences will never change and unless there is a shift in the mentality of employers’, these are likely to be challenges that remain for the duration. One could argue that the ba ttle between equality and diversity within the legal profession and commercial viability for business owners will never truly resolve. Bibliography Deborah, L. ‘Title of the article’ [2001] Women and the Legal Profession 156 Fredman, S. ‘Discrimination Law’ (New York, United States: Oxford University Press Inc, 2001) Leighton, P. ‘Discrimination and the Law’ (Camp Road, London: Short Run Press, 2004) Macdonald, L. ‘Equality, Diversity and Discrimination’ (Camp Road, London: Chartered Institute of Personnel and Development, 2004) McColgan, A. ‘Discrimination Law’ (North, America: Hart Publishing Co, 2nd edn., 2005). Roach Anleu, S. ‘Law and Social Change’ (City Road, London: Sage Publication Limited, 2000) Sargeant, M. ‘Discrimination Law’ (Essex, England: Pearson Education Limited, 2004) Sommerland, H., Webley, D., Duff, L., Muzio, D., Tomlinson, J. ‘Diversity in the Legal Profession in England and Wales: A Qualitative Study of Barriers and Individual Choices’ Suddards, H. ‘Sex and Race Discrimination’ (Camp Road, London: Chartered Institute of Personnel and Development, 2nd edn., 2002) Webley, L., Duff, L. ‘Women Solicitors as a Barometer for Problems within the Legal Profession: Time to Put Values before Profits?’ (2007) 34 Journal of Law and Society 374 Wilkins, D. ‘Rollin on the River: Race, Elite Schools, and the Equality Paradox’ (2000) 25 Law and Social Inquiry 527 Cases Heard and another v Sinclair Roche and Temperley (a firm) and others [2004] All ER (D) 432 (Jul) R v R [1992] 1 A.C. 599 Legislation Constitutional Reform Act 2005 Courts and Legal Services Act 1990 Equal Franchise Act 1928 Equal Pay Act 1970

Like water for chocolate Research Paper Example | Topics and Well Written Essays - 1500 words

Like water for chocolate - Research Paper Example e releasing of a newer version by replacing various charts (Gilly 23).The author sets this story at a time of Mexican Revolution that took place between 1910 and 1920 in Northern Mexico. It concerns a family where the youngest called Tita is an excellent cook and originator of various food recipes. The Mexican Revolution concerned redistribution of land and government reform to the various women and men who played a pivotal role in the revolution. The process involved restructuring the society to include women in the public sphere fully. The main objective of this revolutionary was to create a new constitution. The congress that took place in1916 and the number of Mexican women who attended the congress was seven hundred (Esquivel 29). This group had the intention of reforming the 1884 Civil Code. This Civil Code denied women a right to act in an independent manner from the male who are the leaders of household in all aspects which include child guardianship and inheritance. The feminist congress had concentrations in education, voting, and issues concerning the holding of various public offices. In 1917, the government drafted the revolutionary constitution and women acquired various rights (McLynn 19). They acquired the right to vote and started becoming active in politics. Despite the fact that Mexico was independent of Spain, the governments had internal and external conflicts. The revolution tore the country in the twentieth century. Madero who was a liberal leader led a revolt in 1910 after he lost a rigged election. This culminated in Diaz resigning and Madero replacing him as president in 1911. The Mexican revolution concerned different beliefs, different political parties, and how the country should be governed. All these disagreed with each other and fought for power and struggled to emerge as the ruler of the country. One finds the same observation in Tita’s family. Tita is not comfortable with Mama Elena’s traditions and disagrees with them. She

Reflection Essay Example | Topics and Well Written Essays - 500 words - 44

Reflection - Essay Example Indeed, as an international student from UAE, my school allocated me a class that comprised of students from other countries. Although most students came from U.K and U.S there were a significant number of students from other countries like Nigeria, Japan, and Mexico. Most uniquely, I was the only student from UAE and this posed a great challenge to my social and academic life. It was clear from the onset that most of the students came from different cultural, religious, economic, and social backgrounds. I was surprised how the differences among the new students will allow us to succeed in our academic pursuit. However, upon settling down in class, one of the administrators explained the organizational culture of the school and the need to adopt diversity in our class. The administrator defined the school’s policy and advocated for the cultural diversity and respect to the code of ethics. Indeed, he stated that English is the official language of communication and studying at the school and that all students should respect the cultural and religious backgrounds of all students. With this, the administrator guaranteed good cohesion and unity of purpose in our studies and relevant extra curriculum activities. The administrator stated that the school’s policy respects all religions and disregards any discrimination based on social and economic status. He also stated that all students have a right to interact with any students and noted that our studies will include group discussions, which will include students from different backgrounds. He therefore encouraged us to share our cultural values for purposes of adopting the cultural values that will boost our academic pursuit. This experience taught me the need to adopt cultural diversity in my studies. It also taught me that I cannot exist in isolation and that it requires the

Omo Detergent In Nigeria

Omo Detergent In Nigeria Omo is manufactured and distributed by Unilever Nigeria Plc, which is a subsidiary of the multinational food and vitality company, Unilever whose corporate mission is to add vitality to life. They are manufacturers and suppliers of consumer goods in the foods, home care and personal care divisions. Unilever Nigeria Plc was incorporated on 11th April, 1923 as the Lever Brothers (West Africa) Ltd (OceanicPearl 2009). The company began as a trading organisation founded by Lord Leverhulme in Nigeria and West Africa. It started as a soap manufacturing organisation and has remained over the years to become one of Nigerias oldest surviving manufacturing organisations. The company has over the years diversified into the manufacture of foods, personal care products and non-soapy detergents. This was done through mergers and acquisitions, some of which include the acquisition of Lipton Nigeria Ltd in 1985 and Cheesebrough Pond Industries Ltd in 1988 (UnileverNigeria 2010a). In line with the ot her parts of the multinational group, the companys name was changed in 2001 to Unilever Nigeria Plc. It was listed on the Nigerian Stock Exchange in 1973 and 49% of its equity are owned by Nigerians at the moment while 51% is held by Unilever Overseas Holdings BV (OceanicPearl 2009). KEY MARKET SEGMENTS AND SIZE OF MARKET Unilever Nigeria Plc is involved in three main market segments and they are: Foods The brands of Unilever in this segment are Blue Band margarine, Lipton tea, Knorr and Royco food seasonings. Blue band margarine dominates the margarine market with only few strong competitors. Lipton tea is also the dominant brand in the Nigerian tea market, with relatively little competition from local manufacturers. However, the Nigerian tea consumption is very small due to the hot climate and the fact that consumers prefer chocolate drinks to tea. Knorr and Royco are different brands of a glutamate-based food seasoning. Although they possess a considerable market share, they have very stiff competition from the Maggi brand of Nestlà © Nigeria which is the dominant seasoning brand in the market. Home care This segment of the fast moving consumer goods market is dominated by multinational companies like Unilever, Procter and Gamble and PZ Cussons although there is competition from other local manufacturers. This dominance is due to the large amount of capital assigned to marketing by the multinationals, which most local manufacturers ignore either due to lack of capital or ignorance. The key Unilever brands in this segment are Omo and Key. Omo comes in a powder form while Key is a green bar soap. The Omo detergent comes in various pack sizes while the bar soap come in two sizes. These products are mainly produced for hand washing although Omo may be used for machine wash. Personal care division Currently, Nigerian households spend US $5 billion annually in the personal care category (Tura 2010). It is a very competitive segment of the Nigerian market and boasts a lot of local manufacturers. Investors are drawn into this segment because of the low barriers to entry and exit. Also, government policies favour the establishment of small-scale factories in this segment with tax incentives granted the organisations. However, multinational organisations such as Unilever and PZ Cussons still control large portion of the segment. Unilevers brands in this segment include Lux, Pears and Sunsilk. Pears is a petroleum jelly brand while Lux and Sunsilk are brands that cover body and hair care products although Sunsilk is cheaper and was created to cater for the low income segment of the Nigerian society. Size of market Because food, home care and personal care are essential to all humans, the market for most of Unilever Nigerias products including Omo can be seen as the entire population of the country. The household consumer goods segment has been growing steadily due to the increased marketing by companies, stimulated by growing demand. Detergents for hand washing have not been left out. The unsteady power situation in Nigeria favour hand washing rather than machine washing and so most of the washing detergents produced in the country are made for hand-wash applications. With a population of over 140million people and an annual population growth rate of 1.999% according to the 2009 estimates (Indexmundi 2009), Nigeria presents a large market for powder detergents. With an urban population percentage of 48% (2008 census) and 97% of the population below 65years (Indexmundi 2009), the market potentials are huge. The Nigerian population is made up of an upper wealthy class that only constitutes about 10% of the population. The middle and lower class make up the remaining 90% with the lower class having the lion share. The chart below shows the Living Standard Measure (LSM) of the adult population in 2008. The Living Standard Measure is a wealth proxy calculated based on the ownership of certain goods and degree of urbanization and ranges from 1 (indigent and rural) to 10 (affluent and urban) (Ladipo 2008). PRODUCT DESCRIPTION AND KEY DATA Omo is a white detergent powder that is used for washing clothes. It is produced specifically for hand washing although it can be used for machine washing as well. Omo is a chemical-based detergent with excellent stain removal properties. It comes in 35 and 50grams sachets and also in 200, 400 and 900grams packs. Because of the relatively low income level of the average Nigerian family, the small product sachets have been favoured over the years. Omos brand colours are white, blue and red, with the word Omo written in blue and as uppercase characters on the packaging, which carries the brands colours. Omo is one of the oldest brand names in the household care category in Nigeria. For a long time, Omo was the generic name for non-soap detergents, in most parts of Nigeria. However, increased competition has changed this. MARKETING DATA OF OMO The turnover for the powder detergents segment and Omos market share are given in the table below. NGN represents the currency of Nigeria, the Nigerian naira. The overall sales volume/turnover decrease from 2008 to 2009 was due to fall in demand caused by a high inflation rate. The increase in sales value is as a result of higher product prices rather than an increase in sales volume. However, though there was a decrease in sales volume of powder detergents in 2009, turnover has increased greatly over figures from the early 90s due to the introduction of the more affordable economy-sized sachets of product and improvements in road network across the country which made rural markets more accessible. The turnover for Omo has experienced a gradual decline over the years as consumers now see it as an old and ineffective product and hence prefer the competitions products. The volume and value share of Omo also decreased over the year due to the wrong perception of the product by the consumers and very stiff competition in the segment with several players like Eko Resources Ltd., introducing cheaper alternatives into the market. Main competitors The ability to constantly innovate and make exciting offers to customers is a very important attribute needed to survive and excel in a competitive market (Jobber 1998) like the Nigerian detergent market. Detergents purchase has a low level of involvement and so consumers are quick to try something they perceive better. There are several products that compete in this market segment, their large numbers being due to the low barriers to entry and exit for this market segment. Of the many brands that exist, the three main competitors of Omo are: So Klin washing powder This is a leader in the mass market category of the powder detergents market. It is manufactured by Eko Supreme Resources Ltd., jointly owned by Nigerian and Asian investors and was introduced into the market in 1995. The manufacturers spotted a gap in the market since prior to this time, Omo and the other detergents did not come in economy packs (products came in packs of at least 200grams) and were beyond the reach of the greater populace. They introduced sachets of 15grams and 30grams to cater for the low income earners. This caused them to take over much of the competitors market share. Also, on entry, the white colour of the powder strengthened its claim to provide superior cleaning with just small amounts, at a time when the other players including Omo still came as blue powders. After gaining grounds with its economy-sized products, it also ventured into the realm of the existing main players of the industry by introducing products in 200g, 400g and 900g packs to cater for hig h-end customers. At the end of the 2008 retail year, So Klin emerged second in the powder detergent category mainly the 13 to 35kg segments but still undisputedly remain the first in the sachet (15 and 30grams) segment, which accounts for 50% of the powder detergent business in Nigeria (The Nation 2009). Ariel washing powder This product is manufactured by Procter Gamble Nigeria, which started operations in Nigeria in 1992. It also comes in the form of a white powder and occupies a sizeable share of the detergent market although it is a sort of premium detergent. It was introduced in comparatively large sized packs and cost on the average more than its other competitors for same-sized products. This greater price premium was perceived by most of the AB and C1 groups (using British social classification as given by White (2000)) as a sign of higher quality and became popular especially among Nigerians who knew of their operations outside the country. Procter Gamble Nigeria undertakes aggressive advertising and has over time gradually increased its market share. With the introduction of their economy sized products (15 and 30grams), their customer base increased making them the second major competitor of Omo. Elephant detergent This detergent is manufactured by PZ Cussons Nigeria, a company that commenced business in Nigeria as a West African merchant. Elephant detergent is the third major competitor of Omo in the detergents category. Prior to the entry of the Procter Gamble brand Ariel, it was the main competitor of Omo and together with Omo, occupied more than 40% of the detergents category. Elephant detergent over the years has grown into an umbrella brand that has several detergent products under it such as the Elephant Gold and Elephant colour. It started out as a blue detergent packaged in 200g packs but has transformed into a white detergent following the change in the Nigerian consumer preference. On the wake of the So Klin revolution, brands like Omo tried to quickly reposition while Elephant dawdled resulting in a severe loss of market share. It now comes in economy packs although its strongholds lie in the large sized packs (200grams and above). LIFECYCLE OF OMO WASHING POWDER Omo detergent powder is in its mature phase at the moment. It was introduced over 40 years ago and its early stage was marked with great acceptance as the market had very few players predominantly Elephant detergent. This established the brand and led to a very rapid growth phase through the 80s and early 90s. By the late 90s, the product entered its mature phase. Its market share has since been fairly constant with slight increases or decreases yearly depending on marketing activities. This is evidenced by the gradual fall in market share (from 17.4percent in 2008 to 16.3percent in 2009) as seen in Table 1. Unilever Nigeria constantly undertakes several activities to extend the life of the product. These include repackaging, resizing of packs, introduction of improved formulas and constant advertising. SWOT ANALYSIS FOR OMO DETERGENT Strengths Weaknesses Opportunities Threats Strong customer awareness of the brand Crowded and very competitive market Government vision 20/20 developmental policies Entrance of cheaper substitutes like Bonux (by Procter Gamble Nigeria) and Good Mama detergent (by Eko Supreme Resources Nigeria Ltd.) into the market. Large skilled marketing force Price sensitivity of product Improved road network in rural areas Re-launch of Ariel Enzymax as Ariel Prozim by Procter Gamble Nigeria Plc (M2weekly 2010) Access to home companys resources/technology Small brand product range offering specific advantages to different customer segments Increasing income of middle class Difficulty in accessing credit from local banks in the light the restructuring of the banking sector and global financial crisis. A large number of loyal nationwide distributors Improved electricity supply reducing production costs. Fall in local raw materials production Large local production capacity Growing population and market Increase in import duties on imported raw materials Wide product packaging size range High inflation rate(12 per cent in December 2009) (FreshPlaza 2010) Clear brand positioning Low entry barriers into business FUTURE TRENDS IN THE MARKET Nigerian consumers increasingly want more variety, freedom, quality and want to remove the hassle from washing and save time. With an annual population growth rate of 1.999% from 2009 estimates (Indexmundi 2009), the market for household care products is growing. In 2008, the Fast Moving Consumer Goods sector in Nigeria of which detergents are a large share grew by over 15% to a market size of around 130 billionNGN ( £552 million) (TradeInvestNigeria 2009). Also, with the increase in the income of the middle class and the percentage of the population that constitute this class, the average disposable income per family is increasing at a steady pace. Therefore, over the next few decades, there will be a shift of demand from economy sized goods (15 and 30grams) to family sized goods (200grams and above) as the younger, more educated portion of the population, which form a greater part of the population, with a median age of 19years (Indexmundi 2009) grow older and establish families. Although infrastructural development (especially power supply) is slow on the average, it is quite faster in urban areas like Lagos, Port Harcourt and Kano. These cities make up a large portion of the entire market. In addition, a larger proportion of married women now take up jobs in the private and public sectors, leaving very little time for activities like hand washing. For these reasons, there is a gradual growth in the market for machine wash powders and this is expected to continue over the next two decades. Finally, with government rigorously executing various projects and making policies in line with its plan for Nigeria to be among the first 20 economies in the world by the year 2020, a rapid growth in the infrastructural development especially rural roads is opening up the rural market thereby adding to market growth. ADVERTISING PHILOSOPHY Omo is advertised with a catch phrase Dirt is good, built around the belief that allowing children explore their environments ensures they grow and develop properly. The advertising of Omo is focused on the mother as the target considering she is the main decision maker for the purchase of household care products like detergents. From personal communication with Unilever Nigeria (February 2010), the primary target consumer description is given below. She is a mother in LSM 5 8, aged 23 45yrs. Her children are central to her world and she wants them to develop and explore the world. Laundry is an important part of her life she takes great pride in seeing her family looking good and wearing clean clothes. She cares about great laundry results and her childs development She lives in the urban and semi-urban parts of the country. Unilever Nigeria employs the television, posters and radio advertising to market Omo, each media used to a different degree. Television Omos main advertising is done on television since their target audience always watch television especially in the evenings. The adverts are run during a soap opera and a family breakfast show which run on Thursday (8-10pm) and Saturday mornings (9-10am) respectively weekly. These shows are almost religiously watched by most families and so have a great impact rate for the target audience. Posters These are the other most used media for advertising Omo. Posters are placed on billboards in markets and major roads all over the country. Since the target audience is the woman, and women are the ones who go to markets to do the family shopping, this is a highly effective method. Markets tend to be centralised and most women go shopping at least weekly and so are always exposed to the advert each time they go there. Using posters offers three main advantages for the marketing of this product. Firstly, since power is not constant in the country, posters present an ever visible advert, always present unlike television adverts that will not be seen if there is no power supply during the time when the advert is supposed to run. Secondly, posters also allow the message of the product to be passed to consumers who do not own television sets considering this is the case in certain parts of the country. Thirdly, posters are also made in the major languages of the different states in the cou ntry as Nigeria has over 200 indigenous languages. This is a very big advantage of using posters, as it reduces the cost of advertising which would be ridiculously high if TV commercials of the different languages were to be made. It ensures that the message of the advertising is effectively communicated to the consumers even if they are not very good in English language. Radio Local radio is also employed in the advertisement of Omo. However, it is used to a much lower extent than television and posters. It is mainly employed in the semi-urban and rural areas where most consumers do not watch much television but own radio sets. The adverts are made in either English language, Pidgin English or the major language of the region. The print media is normally not employed in the advertisement of Omo because very few of the women who are the target audience regularly read the dailies and magazines. ADVERTISING PLAN Current consumer perception of brand Most consumers see Omo as an old school (outdated and ineffective) product. believe detergents powders degrade the colours of clothes. Advertising objectives To alter perceptions about Omo. To reassure customers of product quality. To raise impulsive brand awareness from 75 percent to 85 percent. To raise the proportion of consumers describing the brand as effective and value for money to 75 percent. Selected media: Posters (on billboards because of its high perception-altering potential via repetition). Poster advert description The poster will carry a picture of a smiling woman (30-35years old) in brightly coloured Nigerian attire (attire will be changed to match the cultural and religious attire of women in different regions so as to cause the consumers in the region to identify with the advert) on a white background, carrying the brand colours (red, blue and white) on the left portion of the picture. Brand colours will be bold on poster to enable easy identification of the brand even before seeing its name. The right side of the poster will contain a picture of a large amount of colourful clean clothing folded in a stack (wide range of bright colours to be chosen to emphasize colour caring and preserving qualities of Omo). The woman in the picture will be holding an Omo 15grams sachet in her right hand next to the stack of folded clothing (to emphasize that a small amount can clean many clothes) while the products in their different sized packs are displayed at the bottom left of the poster (to show the c ustomer the range of choices available). The brand name Omo will be placed in the poster in large print, second in size only to the phrase Brilliant results always (to highlight the excellent cleaning and colour-preserving ability of Omo)which will run across the centre of a major part of the poster (but does not overlap the clothes). Response/what we want them to believe: Omo has super stain removing ability, A small amount washes a large quantity of clothes Omo does not deteriorate colours Languages to be used in adverts English, Pidgin English and the three main national languages (Hausa, Yoruba and Igbo). Where adverts will be displayed State capital city centres, major markets and roads in the cities and select towns. Timing Six months. Media scheduling Periodic over six months. Results expected Brand to come first in their mind when they think washing To establish the brand and position it in the market as the best for washing Criteria by which success will be judged Change in market share and turnover. Budget A budget of 250millionNGN ( £1.07million) is proposed for this advert. This is justified by the increase in revenue the advert will generate. A 10% increase in revenue (which is 969.2millionNGN from Table 1) will cover the advert and marketing costs and give a reasonable profit. CONCLUSION Omos strong brand presence has kept it over the years. However, a selling concept rather than a marketing concept has been employed for Omo over the years resulting in loss of market share. Constant research should be carried out to keep up with changes in consumer needs. With new emphasis on what consumers want from the product, effective marketing and product promotion, a turnaround can be expected.