Present the case against the anthropogenic causes of global warming Essay

Present the case against the anthropogenic causes of global warming - Essay Example This phenomenon is termed as global warming. There can be many negative consequences of global warming including growing risk of human survival on this planet (Maslin, 2007, p.9). One impact of global warming is melting of ice in the north and south poles which includes glaciers and ice sheets over West Antarctica and Greenland. There is also the risk of rising of the sea level that will result in inundation of the low-lying areas. Many species of the earth like penguins and polar bears are rapidly decreasing in number due to the melting of ice caps. Due to increased precipitation, there has also been an increase in rain and snowfall around the world. There is also damage of coral reefs because of warming of sea water; almost one third of coral reefs have already been severely damaged (Effects of global warming, n.d.). The concept of man’s impact on global warming has currently become a controversial issue because of the various difficulties faced by scientists while studying climate change. This paper argues against the anthropogenic factors of global warming and presents the natural and scientific factors responsible for this phenomenon. Greenhouse effect Greenhouse effect is the phenomenon of increased temperature of the earth’s surface and lower level of atmosphere due to emissions of various gases. Similar to a glass house where heat enters but some of it is retained and is prevented from going out, the earth’s surface too absorbs two-thirds of the sun’s radiation and expels one-third of the heat. In order to maintain balance of the solar heat the earth has to give back equal amount of heat to the atmosphere. Since the earth is colder than the sun, it reflects back heat in longer wavelengths than the sun’s radiation. A large part of this thermal energy emitted by land and water bodies is absorbed by the atmosphere and also by clouds that result in rainfall and cooling of the earth’s surface. This entire phenomenon is known as the greenhouse effect (What is the greenhouse effect? 2007, p.1). The most important greenhouse gas is water vapour followed by carbon dioxide which is the second most important greenhouse gas. Some of the other greenhouse gases present in the atmosphere are methane, ozone and nitrous oxide (Montzka, et al, 2011, p.43). If there would been no greenhouse effect then the surface of the earth would have been colder than the present temperature. The estimation is that without greenhouse effect the temperature of the earth’s surface would have been 330 C, and the earth would not have been appropriate for living beings to survive. The concern among scientists is that human activities may increase greenhouse gases to a high level which will lead to increase in temperature by 50 C within the middle of this century. However, the extent to which human life will be affected is still under controversy as it is still a matter of speculation how much the temperature change will affect the normal patterns of rainfall, drought, seasons and sea level (Schneider, 1990[1], p.13). The amount of thermal energy reflected back to space by the earth’s surface depends upon the temperature of the surface. A hot surface will radiate more thermal energy than a cold surface. The amount of radiation is also

Comparing Leadership in Military and civil work Place Essay

Comparing Leadership in Military and civil work Place - Essay Example It also discusses the leadership styles and how the followers can accept them as a leader, as well as the advantages and disadvantages of the two kinds of leadership opportunities. Leadership in the Military Vs Leadership in the Civil Service Bureaucracy According to Laver & Mathews (2008), military leadership involves persuading others to achieve the mission through provision of purpose, course and inspiration. Military leaders lawfully exercise authority over the subordinates based on grade or position in the organizational structure. They have a responsibility of ensuring that the mission is accomplished and that the welfare of the subordinates is maintained. The organizational structure of the military leads to bureaucratic leadership whereby significant procedures guide the military operations. There is a hierarchical structure from the top where the senior most staff is positioned to the bottom where junior officers are found. In other words, the structure represents a chain of command, which is a significant and most fundamental strategy for the accomplishment of organizational goals (McLaughlin & Osborne 2002). In bureaucracy, authority is distributed through statutes, bureaucratic systems as well as the positions of people in the hierarchy, which are defined by the particular office that the person holds. There are usually rules that govern the conduct of individuals at all levels, which are important in enhancing harmonious relations in the workplace and the maintenance of justice and equality not considering a person’s background. Lynn (1998) observes that consistency is maintained while on the other hand it is possible to avoid and deal with potential risks. People are safe guarded against injustices. However, bureaucracy in the contemporary civil workplace is slowly being displaced by the concept of new public management which focuses on the quality and effectiveness of service delivery rather than organizational structure. Military leaders may find difficulties in adapting to the new public management (Owen, 2003). Leadership Communication Leadership communication is significant for the accomplishment of the goals of leadership. It involves eloquence in expressing the ideas of the leader to the subordinates. In a military organization, effective leadership communication determines the relationship between the leader and the subordinates (Hersey et al. 2007). Helps the leader to effectively persuade his/her subordinates to adopt new ideas for the accomplishment of tasks. Efficient communication in the military enhances interactions between leaders and the subordinates, which is significant in the identification of problems and finding viable solutions especially due to the risky tasks involved in the military. Military leaders communicate the needs of their subordinates to those in higher ranks thereby generating confidence amongst the subordinates especially with the realization that their needs have been put in to co nsideration. A leader who effectively communicates with the officers in the lower cadres generates loyalty and enthusiasm in the force. Loyalty is fundamental in the success of the military (Laver & Mathews 2008). Similarly, effective leadership communication in the civil service is significant in maintaining credibility and ability to generate positive perception amongst workers. The leader is capable of establishing useful links with important stakeholders, which is necessary for building strong collaboration for

Audit program design part ii Essay Example for Free

Audit program design part ii Essay With the exception of cash sales, every transaction and amount is ultimately included in one of two balance sheet accounts, accounts receivable or allowance for uncollectible accounts. There are eight business functions for the sales and collection cycle. The first four processes are for recording sales, while every other class of transactions includes only one business function. The four sales transaction functions are necessary for getting the goods into the hands of customers, correctly billing them, and reflecting the information in the accounting records. The remaining four functions involve the collection and recording of cash, sales returns and allowances, write-off of uncollectible accounts, and providing for bad debt expense. Classes of TransactionsBusiness Functions SalesProcessing customer orders Granting credit Shipping goods Billing customers and recording sales Cash ReceiptsProcessing and recording cash receipts Sales returns and allowancesProcessing and recording sales returns and allowances Write-off of uncollectible accountsWriting off uncollectible accounts receivable Bad debt expenseProviding for bad debts (Arens, 2012, p.443) The direction of testing for sales is as follows: Customer orders; Shipping Documents; Duplicate Sales invoices; Sales Journals; and General Ledger. (Arens, 2012, p. 455) Tests of Controls For each control, there should be at least one test of control, but there can be more than one. We will gather evidence for internal controls by: Documentation; Observation; Inquiries of the client; and Re-performance. The tests create audit evidence that support the common assertions for the business cycle: ïÆ' ¼Existence and Occurrence: to ensure that sales are recorded for shipments to genuine customers; ïÆ' ¼Completeness; All existing sales transaction are recorded; ïÆ' ¼Accuracy: to ensure that amounts of sales for quantities shipped is recorded and billed accurately, is summarized appropriately and is traceable to accounts receivables master file; ïÆ' ¼Presentation and disclosure/ Classification: Sales transaction are appropriately classified; and ïÆ' ¼Cut-Off: The sales are recorded in the accounting period in which these were incurred. We propose the following tests of controls for Sales and Collections: ïÆ' ¼Examination of purchase orders from customers for evidence of customer approval; ïÆ' ¼Inspection of sales invoice for supporting documentation; ïÆ' ¼Tracing Sale invoice figures to bill of lading and customer order; ïÆ' ¼Inspection of batch control file for initials of data control clerk authenticating sign off; ïÆ' ¼Follow up on the sequential pattern of Shipping documents; ïÆ' ¼Examination of file for batch totals and initials of data control clerk; ïÆ' ¼Inspect the internal verification documentation package; and ïÆ' ¼Re-perform reconciliation of customer debtors master file totals to general ledger balance. Substantive Tests of Transactions For each transaction, there should be at least one substantive test, but there can be more than one. We will gather evidence for internal controls by: Documentation; Inquiries of the client; Re-performance; and Recalculation. The tests create audit evidence that support the common assertions for the business cycle: Existence and Occurrence, Completeness, Accuracy, Presentation and disclosure/ Classification, and Cutoff. We propose the following substantive tests of transactions for Sales and Collections: ïÆ' ¼Ensure that the sales invoices are serially numbered; ïÆ' ¼Review master file and sales journal for unusual transactions and abnormally high or low amounts; ïÆ' ¼Trace the sample of selected sales journal entries to its supporting documents like , bill of lading and sales order inter alia , also check duplicate sales invoice issued (if any); ïÆ' ¼Trace information as per shipping documents to the sales journal; ïÆ' ¼Trace sales journal ledger entries to sale invoices on sample basis; ïÆ' ¼Verify amounts on the sale invoice by re-computing price and extension on the same; ïÆ' ¼Trace amounts of sales from Sale invoices to customer orders, sale order and shipping documents like bill of lading etc.; and ïÆ' ¼Trace selected invoices from journal to the Trade debtors’ master file and test amount, date, and invoice number for valuation and cut off. Analytical Procedures Because analytical procedures are substantive tests, they reduce the extent to which the auditor needs to perform detailed tests of balances, if the analytical procedure results are favorable. Our audit team performs analytical procedures for the entire sales and collection cycle, not just accounts receivable. When we perform analytical procedures for sales, we obtain evidence about both sales and accounts receivable. We propose the following analytical procedures for Sales and Collections: Analytical Procedure Possible Misstatement Compare gross margin percentage with previous Overstatement or understatement of sales years (by product line). and accounts receivable. Compare sales by month (by product line) Overstatement or understatement of sales over time. and accounts receivable. Compare sales returns and allowances as a Overstatement or understatement of sales percentage of gross sales with previous years returns and allowances and accounts (by product line). receivable. Compare individual customer balances over a Misstatements in accounts receivable and stated amount with previous years. related income statement accounts. Compare bad debt expense as a percentage of Uncollectible accounts receivable that have gross sales with previous years. not been provided for. Compare number of days that accounts Overstatement or understatement of receivable are outstanding with previous years allowance for uncollectible accounts and and related turnover of accounts receivable. bad debt expense; also may indicate fictitious accounts receivable. Compare aging categories as a percentage of Overstatement or understatement of accounts receivable with previous years. allowance for uncollectible accounts and bad debt expense. Compare allowance for uncollectible accounts Overstatement or understatement of as a percentage of accounts receivable with allowance for uncollectible accounts and previous years. bad debt expense. Compare write-off of uncollectible accounts as Overstatement or understatement of a percentage of total accounts receivable with allowance for uncollectible accounts and previous years. bad debt expense. (Arens, 2012, p. 524) Payroll and Personnel Cycle The personnel and payroll cycle of Apollo Shoes Inc. must be audited with the inclusion of tests of controls, substantive tests of transactions, and analytical procedures. Tests of account balance details are not required considering the balance sheet accounts regarding payroll are not of a material nature (Arens, Elder, Beasley, 2012). Transactions within the payroll cycle have the potential for materiality and are therefore far more important when designing the audit program. Test of Controls Internal control over the payroll and personnel cycle is significant to the accuracy of each payroll transaction. In order to properly test controls regarding each of the audit objectives listed above the design for test of controls includes several review and examination factors, as well as discussion with employees. Substantive Test of Transactions Tests of transactions may happen during the testing or internal control or may happen after the internal control has been tested depending on the most efficient way to conduct the audit program. Tests of transactions for the personnel and payroll cycle are of high importance because of the volume of transactions throughout the accounting period. Transaction testing allows for identification of irregularities and potential misstatements in payroll. Apollo Shoes Inc. uses an internal form known as a â€Å"take home sheet† that indicate gross pay, each deduction, net pay, and year to date totals for each employee (Louwers Reynolds, 2007). Examination and comparison of this form, the corresponding payroll register, and the corresponding canceled checks will make up a large portion of the tests of transactions. 1.Compare canceled checks with payroll register 2.Compare canceled checks with take home sheets 3.Compare payroll change documents to payroll employee files 4.Recalculate register entries and take home sheets 5.Recalculate hours worked from time records (Arens, et al., 2012) 6.Compare payroll register and take home sheets with vouchers paid 7.Examine employee records for all unclaimed checks 8.Compare â€Å"paid† register and vouchers with master payroll file 9.Examine time cards and time clock Analytical Procedures Analytical procedures as a part of the audit program allow for the relatively quick comparison of specific account details that may lead to identifying possible misstatements that require additional detailed testing (Arens, et al., 2012). Analytical procedures involve the use of current and historical information to make comparisons. If the comparison result differs from the expected then additional testing will be necessary. Compare salary expenses to those from last year in order to determine if the expected increase in salary expense is reasonable (Louwers Reynolds, 2007). Compare total payroll expense to previous years accounting for pay and volume increases to establish whether or not there are misstatements in payroll expenses (Arens, et al., 2012). Compare sales to last year and review these in order to determine if the changes in payroll and sales are relative from one year to the next. Increased sales with a decrease in payroll for example may indicate a misstatement. Compare payroll tax expense as a percentage of salaries and wages to previous years to determine potential misstatements in payroll tax expense (Arens, et al., 2012). Review executive salaries and determine if they correspond to the salaries authorized in the board minutes (Louwers Reynolds, 2007). Acquisition and Payment Cycle With the acquisition and payment cycle, there are three main transactions in this cycle, which entail: ïÆ' ¼Attainment of merchandises and amenities, ïÆ' ¼Cash distribution, and purchase returns, and ïÆ' ¼Allowances and buying reductions. The first assessment goal is to check for existence by confirming that acquisition demand, purchase order, receiving report, payment transactions and merchant statements are attached to the coupon. It needs to be confirmed that the level of credit authorization is accurate, entrance of acquisitions are from approved merchants only, and that each transactions are appropriate. Then the, papers are studied for existence, merchants are certified, and payable records are reviewed for uncommon accounts. The fixed assets that are attained are observed too. The next audit goal is to check control for extensiveness by testing that the transactions are renumbered and in sequence order. Transactions are outlined to coupons and journals. Additionally is to assess controls for correctness by validating that the calculations are accurate and are associated to summary reports. The journals and reports are paralleled for correctness. The goal of the assessment is to check controls for arrangement by validating account grouping and inspecting the chart of accounts and processes by linking the grouping through the chart of accounts as they mention to the merchant’s statement. The audit goal is to assess the controls for timing by validating periods and observing and witnessing unrecorded merchant statements and transactions. These are confirmed on the inside. The dates of acquiring these reports and statement are then paralleled with dates of acquirement and payment transactions. The assessment platform is intended to let the business to comprehend how the auditors will be testing internal controls. This sequence of exams and methodical processes are intended to demonstrate the worth and rationality of the sales and collection cycle, payroll and personnel cycle, and acquisition and payment cycle. The exams center on existence, wholeness, and correctness. Once the exams are done, we will have a better indication on how to continue with the remainder of the assessment. It will help to regulate how long the assessment might be and what the price could be. References Arens, A. A., Elder, R.J., Beasley, M.S. (2012). Auditing and assurance services: An integrated approach (14th Ed.). New York, New York: Pearson. Louwers, T. J., Reynolds, J. K. (2007). Apollo Shoes Casebook. New York, New York: McGraw-Hill.

Open Cycle Regenerator Gas Turbine Power Plant Engineering Essay

Open Cycle Regenerator Gas Turbine Power Plant Engineering Essay A performance analysis and optimization of an open cycle regenerator gas turbine power-plant is to be performed. The analysis is performed by considering the eight pressure-drop losses within the open cycle during the calculation of the power output which is not considered in classical thermodynamic analysis. The power output can be optimized by adjust the mass flow rate and the distribution of pressure losses along the flow path. The power output also can be optimize by having the optimum fuel flow rate or any of the overall pressure drops as well as the overall pressure ratio. A computer program is to be produced to allow user to obtain the performance analysis based on the parameter entered by the user. Keywords Open cycle regenerator gas turbine power plant, pressure drop, pressure ratio. 1. Introduction The gas turbine is unquestionably one of the most important inventions of the 20th century, and it has changed our lives in many ways. Early gas turbines for power generation applications were of low power and their thermal efficiency was too low to be competitive. By the end of the 20th century, however, gas turbines were capable of output up to 300MW with thermal efficiencies of 40 per cent and the gas turbine became widely used in power generation. The power plant usually consists of an air compressor, a heat exchanger, a combustion chamber and a gas turbine. First, the air is being compressed by the air compressor and then being raised its temperature by the heat exchanger before being combusted in the combustion chamber. The air then undergoes expansion in the gas turbine and finally being channel back to the heat exchanger before being released to ambient environment. The gas turbine is used in a wide range of applications. Common uses include power generation plants and military and commercial aircraft. In Jet Engine applications, the power output of the turbine is used to provide thrust for the aircraft. Gas turbines operate on the principal of the Brayton Cycle, which is defined as a constant pressure cycle, with four basic operations which it accomplishes simultaneously and continuously for an uninterrupted flow of power. The Brayton cycle is a thermodynamic cycle that describes the workings of the gas turbine engine that can be used in both internal combustion engines (such as jet engines) and for external combustion engines. It usually consists of a compressor, a combustion chamber and a turbine. The four steps of the cycle are: (1-2) Isentropic Compression-Ambient air compressed in the compressor (2-3) Isobaric Heat Addition-Pressurized air heated in the combustion chamber (3-4) Isentropic Expansion-Expansion of heated pressurized air in the turbine (4-1) Isobaric Heat Rejection-Heat rejection to the atmosphere Pressure ratio Thermal efficiency of a Brayton cycle Isentropic relation 2. Literature review Every gas turbine has three fundamental elements in common, an axial compressor, a combustor and a turbine. These elements work together to produce usable energy. First it converts fuel energy into heat energy and then it harness as much of that heat as possible and converts it into mechanical energy. The more heat it produces, the more energy it can extract. However, basic cycle gas turbine can only achieve maximum efficiency of less than 50%. Thus element such as regenerator, intercooler or reheater can be added to increase its thermal efficiency and the power output. 2.1 Open Cycle Gas Turbine Gas turbines usually operate on an open cycle, as shown in Figure 1. Fresh air at ambient conditions is drawn into the compressor, where its temperature and pressure are raised. The high-pressure air proceeds into the combustion chamber, where the fuel is burned at constant pressure. The resulting high-temperature gases then enter the turbine, where they expand to the atmospheric pressure through a row of nozzle vanes. This expansion causes the turbine blade to spin, which then turns a shaft inside a magnetic coil. When the shaft is rotating inside the magnetic coil, electrical current is produced. The exhaust gases leaving the turbine in the open cycle are not re-circulated. 2.2 Closed Cycle Gas Turbine The open gas-turbne cycle can be modeled as a closed cycle as shown in Figure 2 by utilizing the air-standard assumptions Here the compression and expansion processes remain the same, but the combustion process is replaced by a constant-pressure heat-addition process from an external source, and the exhaust process is replaced by a constant pressure heat-rejection process to the ambient air. 2.3Principal irreversibilities and Losses In real gas turbine, the T-S diagram deviates from an actual gas turbine as a result of irreversibility. There are pressure losses due to fluid friction during compression and expansion. There are also pressure losses during heat addition and heat rejection due to fluid flow. Efficiency of compressor Efficiency of turbine 2.4 Open Cycle Regenerator Gas Turbine Regeneration involves the installation of a regenerative heat exchanger through which the turbine exhaust gases pass. In gas-turbine engines, the temperature of the exhaust gas leaving the turbine is often considerably higher than the temperature of the air leaving the compressor. Therefore, the high-pressure air leaving the compressor can be heated by transferring heat to it from the hot exhaust gases in a counter-flow heat exchanger, which is known as a regenerator. The highest temperature occurring within the regenerator is T4, the temperature of the exhaust gases leaving the turbine and entering the regenerator. Under no conditions can the air be preheated in the regenerator to a temperature above this value. Air normally leaves the regenerator at a lower temperature, T5. In the limiting (ideal) case, the air exits the regenerator at the inlet temperature of the exhaust gases T4. The thermal efficiency of the Brayton cycle increases as a result of regeneration since the portion of energy of the exhaust gases that is normally rejected to the surroundings is now used to preheat the air entering the combustion chamber. 2.5 Brayton cycle with regeneration Thermal efficiency of a Brayton cycle with regeneration: Degree of regeneration 3. Methodologies 3.1 Open regenerated Brayton-cycle for a gas-turbine power-plant Performance analysis will be based on the open cycle regeneration gas turbine power plant model shown above. The cycle consists of a compressor, a regenerator, a combustion chamber, and a gas turbine. 3.2 The temperature-entropy diagram and the flow resistances of the power-plant model The performance analysis will include the with considerations of the eight pressure-drop losses in the intake, compression, regeneration, combustion, expansion and discharge processes and flow process in the piping, the heat-transfer loss to the ambient environment, the irreversible compression and expansion losses in the compressor and the turbine, and the irreversible combustion-loss in the combustion chamber. 3.3 Procedure Perform theoretical analysis on the performance of an open cycle regenerator gas turbine power plant by considering the pressure losses. Write a computer program to analyze the performance of an open cycle regenerator gas turbine power plant with and without pressure losses. Compare the performance of the open cycle regenerator gas turbine power plant with and without pressure losses. 3.4 Expected results 4. Progress report based on Gantt chart Table 1 à ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬ Progress Report Task done July August September October Information research Preparing proposal Study on thermodynamic Study on related journal paper Study on Matlab Study on related mathematical formulae Attempt to plot desired graph Preparation of progress report 4.1 Current progress The above are some of the sample graph plotted that are similar to the expected results. However, the similarities are limited as the degree of regeneration of the regenerator in the expected results remains unknown. The remaining graphs are still in the progress as there are so difficulties encountered with the mathematical formulae. 5. Conclusion The project is going according to the timeline given. Further analysis on the turbineà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s temperature ratio and the regeneratorà ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s temperature ratio will help to create the program desired. 6. Recommendation Further study into thermodynamic will ease the progress of this project. There are one particular journal related to the project that is yet to be purchased. Purchasing this journal will solve most of the problem encountered.

Iago in William Shakespeares Othello Essay examples -- Shakespeare Ch

Iago in William Shakespeare's Othello Iago has many motives for destroying the other characters in the play. One of these is jealousy. Iago is jealous of Othello, Desdemona, Cassio and even his own wife, Emilia. He is jealous of Othello for many reasons. Iago wants the power and the respect that Othello has. We see this in Act 2 scene 1 where Iago says ‘the moor- howbeit I endure him not- is of a constant, loving, noble nature’ which hints that he wants what Othello has as they are both opposites and these attributes may be the ones he will need to gain power. Iago is jealous of Othello’s marriage with the senator’s daughter as it gives Othello even more power and an attractive wife- he envies Othello for his wife as he states ‘I do love her too’ which suggest that Iago may have feelings towards Desdemona making him more jealous of what Othello has. Also Iago is crude and racist and always calls Othello the ‘moor’ which is a racist term. This could be the reason for his jealousy as he finds the fact that Othello is above him quite unnatural. In his soliloquy, Iago states ‘he’s done my office’ referring to Othello, which means Othello has slept with his wife making him even more jealous, even though he does not know if it is true or not. Iago is also jealous of Desdemona. He wants to be in her place- he wants to be an influential person to Othello- he wants to be closer to him thus closer to power. He twists the fact that Othello is passionate and obsessed with Desdemona to his own advantage. We see this when Iago states that he will ‘put the moor at least into a jealousy so strong that judgement cannot cure’ meaning that Iago will use... ...om Cassio) with his words and need not use them anymore. We are left to make our own minds up about why Iago did it. There are hints here and there but still we do not know him well enough to conclude what his reasons were from the evidence we receive throughout the play. We cannot even be sure that Iago was telling us his true thoughts in his soliloquies about Othello and Cassio having slept with Emilia. May be he is motiveless: he just invents reasons to be bad. We do not hear of the affair situation anywhere outside Iagos soliloquies. He does say himself ‘I am not what I am’ so does this not mean that anything he seems to be he is not and everything he says is a lie. I believe that Iago is the character with the most depth that I have ever encountered- so much depth that it becomes almost impossible to analyse him.

Andrew Jackson Essay example -- essays research papers fc

Andrew Jackson was born in 1767 and died in 1845. He was also the seventh president of the United States. As Encarta Encyclopedia states, Jackson fought his way to leadership and wealth in a frontier society, and his success established a bond between him and the common people that was never broken. Small farmers, laborers, mechanics, and many other Americans struggling to better themselves looked to Jackson for leadership (1). Jackson moved his way up the chain of the military before becoming president. From an idea in Encarta Encyclopedia, Jackson was a Democrat that was also a hermit. The Democrats considered the opposing party, the National Republicans, later known as the Whigs, aristocrats (1). As McDuffie, Piggrem, and Woodworth stated, Andrew Jackson set many principles such as the spoils system, and the expansion of the electorate. He helped spread the electorate system to the west, and expanded it so not only white property owners could vote, but so whites that didn’t own property. All blacks could not vote and were excluded at all costs. (53). Although blacks and women were still left out of the picture, it helped set the basic properties for later on. The way he did it was not the best for common people, but he was still considered a great president by most people. As in Encarta Encyclopedia, three years before Andrew Jackson was born, his Scotch-Irish parents, emigrated to America from Northern Ireland. They had two sons at the time. Andrew’s Father took up farming, and died three days before Andrew was born. The widow Jackson moved her family into the home of a nearby relative, where Andrew spent his days growing up. He learned how to read, and was often called upon by the community to read the Philadelphia Newspaper. (3) Andrew Jackson held many military and other job positions while working his way up through the government chain. As in Encarta Encyclopedia, he started off by studying under Spruce Macay who was a lawyer in Salisbury, North Carolina. He started his own practice in 1787. He then was elected to the U.S. House of Representatives. After one year in the House, Jackson was elected to fill out an unexpected term in the U.S. Senate. He served for over a year and then retired to his private life (3). As Robert S. Summers posted, in Tennessee, Jackson was appointed to judge of the state superior court. He was at that position for a... ...d or supplies. Instead of disbanding as ordered, he led his troops back to Tennessee without a scratch. They called him old hickory because he was a tough as hickory wood. And lastly, Jackson was the only president to have been a prisoner of war. He was thirteen when he joined the South Carolina militia to fight in the Revolutionary War. After his capture, he was ordered to clean the boots of a British officer. Jackson refused, so the officer drew his sword and slashed Jackson across the forehead and arm, which left a scar. This is the story of an amazing man who led the country to bigger and better things. He was a down to earth guy who made good decisions, and was tough and earned everything he got the hard way. Andrew Jackson is a class act that is as tough as an old hickory! Works Cited Jerome McDuffie, Gary Piggrem, and Steven Woodworth. AP History Guide. Piscataway, NJ: REA Publishing â€Å"Jackson, Andrew.† Encarta Encyclopedia. 1999. â€Å"Jackson, Andrew.† Britannica Encyclopedia. 1995. Summers, Robert S. â€Å"The Internet Public Library-Andrew Jackson.† <a href="http://www.ipl.org/ref/POTUS/ajackson.html">http://www.ipl.org/ref/POTUS/ajackson.html. 10 February 2000.

How P&G Brought the Diaper Revolution to China Essay

When Procter & Gamble set out to sell Pampers in China more than a decade ago, it faced a daunting marketing challenge: P&G didn’t just have to persuade parents that its diapers were the best. It had to persuade many of them that they needed diapers at all. The disposable diaper — a throwaway commodity in the West — just wasn’t part of the cultural norm in the Chinese nursery. Babies wore cloth diapers, or in many cases, no diaper at all. And that, says Bruce Brown, who’s in charge of P&G’s $2 billion R&D budget, is why China presented — and still presents — such a huge opportunity. Today, after years of exhaustive research and plenty of missteps, Pampers is the No. 1-selling diaper in China and the company, in many ways, is just getting started there. The diaper market in China is booming. It stands at $1. 4 billion — roughly a quarter the size of the U. S. market — and is projected to grow 40 percent over the next few years, according to research firm Datamonitor. P&G’s success in China has helped CEO Bob McDonald set some bold goals. Last October, he laid out a plan to add one billion customers over the next five years by promoting P&G brands throughout some of the poorest corners of the world. How will P&G go about doing that? To get a sense, just look at the way it cracked — and to a large degree created — the market for disposable diapers in China. Learning From Failure When P&G first launched Pampers in China in 1998, the effort flopped. Instead of developing a unique product for the market, P&G made a lower-quality version of U. S. and European diapers, wrongly assuming that parents would buy them if they were cheap enough. â€Å"It just didn’t work,† Brown says. Chinese split-pants, or kaidangku. Photo by The Wu’s Photo Land on Flickr It didn’t help that Chinese families had always gotten along just fine without disposable diapers. There, potty training often begins as early as six months, and children wear what’s called kaidangku — colorful open-crotch pants that let them squat and relieve themselves in open areas. Pampers’ pitch wasn’t compelling people to try something new — and neither was the product itself. â€Å"We scrimped on the softness in the earlier versions,† says Kelly Anchrum, director of global baby care, external relations, and sustainability. â€Å"It had a more plasticky feel. It took us awhile to figure out that softness was just as important to moms in a developing market. † P&G had tried a similarly watered-down approach earlier in the decade, when it launched laundry and hair-care brands in several emerging markets. Those products also failed, Brown says. After these experiences, the company in 2001 came up with a new approach to product development: â€Å"Delight, don’t dilute. † In other words, the diaper needed to be cheap, but it also had to do what other cheap diapers didn’t — keep a baby dry for 10 hours and be as comfortable as cloth. So P&G added softness, dialed down the plastic feel, and increased the absorption capability of the diaper. To bring down the cost, the company developed more efficient technology platforms and moved manufacturing operations to China to eliminate shipping costs. The revamped diaper, Pampers Cloth Like & Dry, hit retail shelves in China’s largest cities in 2006, selling for the equivalent of 10 cents in local currency, less than half the cost of a Pampers diaper in the United States. The Universal Pitch P&G had the right diaper and the right price point. Now it faced the bigger challenge. â€Å"You have to convince someone that they need this thing,† says Ali Dibadj, an analyst who covers P&G at Sanford C. Bernstein & Co. For Frances Roberts, global brand franchise leader for Pampers, every trip to China was (and still is) an opportunity to learn more about Chinese nursery habits. It’s part of the P&G ethos that brand leaders visit consumers in their own homes — something Roberts has done in dozens of countries, including Germany, Russia, and Jakarta. The goal is to uncover the nuances of each market, and early on in its diaper research P&G discovered a universal need. â€Å"Moms say the same things over and over,† Roberts says. Their cry: We want more sleep. With the help of the Beijing Children’s Hospital’s Sleep Research Center, P&G researchers conducted two exhaustive studies between 2005 and 2006, involving 6,800 home visits, and more than 1,000 babies throughout eight cities in China. Instead of cloth, the research subjects were tucked into bed with Pampers. The results: P&G reported that the babies who wore the disposables fell asleep 30 percent faster and slept an extra 30 minutes every night. The study even linked the extra sleep to improved cognitive development, a compelling point in a society obsessed with academic achievement. P&G then put its marketing machine into motion. Pampers launched the â€Å"Golden Sleep† campaign in 2007, which included mass carnivals and in-store campaigns in China’s biggest urban areas. A viral campaign on the Pampers Chinese web site asked parents to upload photos of their sleeping babies to drive home the study’s sleep message. The response was impressive: 200,000 photos, which P&G used to create a 660-square-meter photomontage at a retail store in Shanghai. The ad campaign boasted â€Å"scientific† results, such as â€Å"Baby Sleeps with 50% Less Disruption† and â€Å"Baby Falls Asleep 30% Faster. No diaper brand, not even rival Kimberly-Clark, maker of Huggies, has come close to spending as much on advertising in China, according to CTR Market Research, the China-based division of American media researcher TNS Media Intelligence. Since 2006, Pampers’ measured media spend topped 3. 2 billion yuan, or about $476 million — more than three times as much as any other brand. In 2009 alone, P&G spent $69 million, compared to Kimberly-Clark’s $12 million spend for Huggies. Ruling the Nursery — in China and Around the World Today, Pampers is the top-selling brand in China, a country where about a decade ago the disposable diaper category hardly existed. P&G does not release sales figures for specific countries, but Datamonitor estimates that the company has captured more than 30 percent of the $1. 4 billion market. Karl Gerth, an Oxford professor who researches the spread of consumerism in China, says P&G’s marketing campaigns strike the right tone. â€Å"You don’t want to come off as paternalistic,† says Gerth, who wrote the book â€Å"China Made: Consumer Culture and the Creation of the Nation. â€Å"The idea that Pampers brings a scientific backing and gives children an edge in their environment — that’s a brilliant way to stand out from the competition. † You could argue that it’s easy being No. 1 when the market is still small. But P&G still has a lot of work to do. The company faces challenges from private-label and domestic brands, including the No. 2 market leader, Hengan International Group, which has steadily grown its market share to 20 percent. Local brands, meantime, are catching up with better products, marketing, and distribution. Chinese consumers are going to want to root for the home team,† Gerth says. And there’s still the challenge of making disposables a habit. On average, diaper use still amounts to less than one a day. â€Å"We’ve only just begun to scratch the surface [in China],† Dimitri Panayotopoulos, vice chairman of global household care, told investors in a 2008 analyst meeting. There’s even bigger potential in India, where the birth rate is almost double that of China but the diaper market remains tiny at about $43. 4 million. (Pampers is the top-selling brand there, too. So now, P&G plans to take the sleep argument throughout rural and poor areas in India and elsewhere. The company also makes its case by positioning itself as a baby-care educator. Pampers sponsors healthcare-outreach programs such as a rural immunization program in China and mobile medical-care vans in Pakistan and Morocco. In India, there’s a door-to-door program that offers baby-care tips and diaper samples for moms. Of course, P&G tweaks the sales pitch to fit different markets; that’s what the company is known for. In India, for instance, the convenience of disposable diapers doesn’t resonate with parents. The company’s consumer research found that many Indian mothers think that only lazy moms put their babies in disposable diapers that last a full night. As Pampers brand manager Vidya Ramachandran reported in an internal video shown to employees, â€Å"We really had to change that mindset and educate [mothers] that using a diaper is not about convenience for you — it’s about your baby’s development. †