Blue Front Essay Example for Free

Blue Front Essay Martha Collins, the author of Blue Front lived in Cairo, Illinois. Blue Front is the fifth volume of poems that she has written. Blue Front relays the eye witnessing of his father when he was five years old and used to sell fruit in the front of Blue Front Restaurant in 1909. One day when he was working, he was attracted towards the crowd where a black man was being lynched. That Black man was accused of raping and strangling of a White woman by a mob of Whites. Later, when the Black man was still alive, he was dragged and shot and then buried. His body parts were cut as souvenirs. In the same event due to escalation a White man was also then hanged who was also accused of raping. This whole situation portrays the racing factors that were present in America at that. At one place she writes one verse in Blue Front (2006) as, â€Å"the victim hanged, though not on a tree, this was not the country, they used a steel arch with electric lights, and later a lamppost, this was a modern event, the trees were not involved† Throughout the poem Martha has made the reader to search for the main idea which she has tried to give in the poems. The poems are low in syntax settings and many grammatical mistakes, but still if the reader indulges himself he can get the theme quite easily. Martha has written the poems thinking her in the place of his father and has provided all the information keeping his father as an eye witness. She says that moment was terrifying as a young child. Starting to look at the racism is its peak was quite heavy for him to swallow. The verse free narration of the poem varies from page to page for its style and rhythm which sometime make abrupt changes in the mood of the poem. All the verses clearly state the hatred of the mob that was taking part in the lynching of the Black person. She tries to perceive the mentality of the mob, but she just thinks that those people didn’t want to know anything until the person they are lynching is a Black. She feels for the Blacks of that time when the racism was active in Southern parts of Illinois and in all other parts of the country. White people used to lynch the Blacks for small accusations. The lynching was made a custom at that time and Whites used to bring their children as well to teach them the ways of lynching and how they should treat Blacks. Martha also states in her poem that how she feels to be a part of this White nation who has a history of being racist and is still continuing to be so. Even her father after that incident was very careful in his dealings with the Blacks and stayed away from them all his life and went to settle at the places where the whole community is White. Martha feels sorry for herself on this treatment of human kind. She however, don’t lose hope and in the end she gives a message that the life can be made better if we all work collectively. She says that everyone has the right to live freely and no one should object this. She knows that America is still experiencing racism in various parts where the Blacks still don’t have the right to live free. It is our responsibility to make world better place for living. We should abolish this from the face of earth to make it a better place for living. Works Cited Collins, Martha. Blue Front: Poems. New York: Graywolf Press, 2006.

Philippine Attacks :: essays research papers

ZAMBOANGA, Philippines (AP) - Philippine forces launched attacks on three southern islands in an effort to wipe out the guerrillas who held a U.S. couple hostage for more than a year, military officers said Sunday. The assaults, which started Saturday after one of the Americans and a Philippine captive died in a rescue attempt, are aimed at the top three commanders of the Islamic militant group Abu Sayyaf, said Philippine Maj. Gen. Ernesto Carolina. Martin Burnham, 42, and Ediborah Yap, 45, died in a shootout Friday when government troops ambushed their captors in jungles of the main southern Philippine island of Mindanao. Burnham's wife Gracia was shot through the thigh but rescued. "We're now operating with greater ZAMBOANGA, Philippines (AP) - Philippine forces launched attacks on three southern islands in an effort to wipe out the guerrillas who held a U.S. couple hostage for more than a year, military officers said Sunday. The assaults, which started Saturday after one of the Americans and a Philippine captive died in a rescue attempt, are aimed at the top three commanders of the Islamic militant group Abu Sayyaf, said Philippine Maj. Gen. Ernesto Carolina. Martin Burnham, 42, and Ediborah Yap, 45, died in a shootout Friday when government troops ambushed their captors in jungles of the main southern Philippine island of Mindanao. Burnham's wife Gracia was shot through the thigh but rescued. "We're now operating with greater intensity. We will not let them get away with this," said Carolina, head of southern Philippine forces. He said no clashes were reported as of Sunday morning. Carolina said 1,500 and 1,800 soldiers would arrive in the next three days to back troops already hunting the Abu Sayyaf on the islands of Jolo, Basilan and the province of Zamboanga del Norte on Mindanao. "We will have to finish this war because terrorism is a scourge on the Earth," President Gloria Macapagal Arroyo said Sunday. All three mountainous, jungle-covered areas stand in a 60-mile stretch of the Sulu Sea in the southwestern Philippines. It wasn't clear how many troops were already involved in the operations, but thousands of soldiers have been in the area for months - since the military launched its offensive after the Abu Sayyaf seized the Burnhams and several other hostages in May 2001. Carolina said soldiers on Mindanao were hunting Abu Sayyaf leader Abu Sabaya, who fled into dense jungle with about 40 men after the army attacked them during Friday's rescue mission. (AP) Philippine President Gloria Macapagal Arroyo, right, extends her condolences to the family of slain.

Buyer and Seller Relationship in the retail industry Essay

1. Introduction For many years buyers and sellers in the clothing retail sector have been battling to answer the question as to why it is difficult to build a steady relationship with one another. This can be due to the knowledge gap that there is in a lack of understanding on the issue. We aim to thoroughly associate the concepts of Collaboration, Information Sharing, Joint Relationship Effort, Dedicated Investments, Commitment and Trust, Satisfaction and Performance with the different buyer – seller relationships that exist in the clothing retail sector. Thus the problem being investigated is the unsteady relationship that exists in the clothing retail sector between buyers and sellers. The study will be using a survey consisting of 37 questions that will be issued to buyers in the industry. A sample size of 500 clothing companies will be used in Cape Town, South Africa which was selected to answer the surveys. The research method is quantitative in nature. Thus the study aims to carefully examine how buyers and sellers interact within the supply chain relationship. Some papers have touched on supply chain relationship issues, but have not done the association with these particular concepts our study aims to use. The main objective of our research is to provide buyers and sellers with the necessary information to assist them as to why there are certain imperfections in the relationship. 2. Literature Review Some research has be done on the concepts collaboration, information sharing, joint relationship effort, dedicated investments, commitment and trust, satisfaction and performance, which gave an insight to how these variables develop, change and how they are maintained in the context of buyer-seller relationship. Therefore for the purpose of this study twelve (12) articles written in the context of buyer and seller relationship will be used to define and explain the above mentioned concepts and how it is used throughout our research study. Collaboration Collaboration can be defined as latest development in supply chain management which involves the process of working together with your suppliers, business partners or clientele in achieving a common goal that benefits all parties (McLaren, Head & Yuan, 2002). Ellinger, Daugherty & Keller (2000) observed what exactly links marketing and logistics within a company’s integration, as well as measures of performance that are both objective and subjective in nature. They found and identified collaboration as a variable that impacts a relationship in a progressive way in that it increases sharing information and ideas and leads to partners functioning together. Information sharing McLaren, Head & Yuan (2000) has identified information sharing as the exchange of important company information with your supply chain partner for purposes that would assist each partner in the future. McLaren et al. (2002) discusses how a partnership between the buyer and seller can be beneficial for both parties where information sharing is of key importance. Their findings were that, creating partnerships between buyers and sellers were beneficial for both parties and that the success of information sharing depends on the type and size of the company as well as which mechanism they used for information sharing. Joint relationship effort Joint relationship effort refers to the combined determination and drive that is put into collaboration between buyers and sellers. Monczka, Petersen, Handfield & Ragatz (1998) argued for example that when task organisation is performed between buyers and sellers, the buyer can then form a perceptive trust in their partner’s abilities which will later form a solid trust in their relationship. Dedicated investments Knemeyer, Corsi & Murphy (2003) defined dedicated investments as particular  resources and goods that are transferred to another party that is highly important towards producing services and products. They tried to prove that there are different levels of partnership development in logistics management by research done by previous researchers who have also done research on the existing topic and if there is in fact a difference between these levels. Their findings were that the more trust there is within the relationship, the more partners invest in the relationship which directly increases dedicated investment. Commitment and trust Commitment refers to buyers and sellers engaging themselves and maintaining a working relationship in a way that will benefit both their own organisation and the company they have an association with. Trust refers to the reliance, surety, confidence or ability in a person or thing. In this case, it is having the reliance, surety, confidence or ability in the working relationship of one or more organisations. Mohr and Spekman (1994) was the first to find that trust and commitment are of utmost importance in a buyer – seller relationship, and that these factors lead to the success of the relationship. Satisfaction and Performance Satisfaction can be defined as referred to Mohr & Spekman (1994) as the completion of a task by which the involved party is pleased with the quality and degree of work carried out and it meets the standard set by the partners. Performance on the other hand can be defined as the completion of a task by a degree higher than specifications set out by the individual involved. Mohr & Spekman (1994) argued that the buyer-seller relationship is a partnership which generates satisfaction when performance expectations have been achieved. A study had been conducted and showed that commitment and co-ordination are positively associated with satisfaction and an increase in profits would bring about satisfaction among those parties involved in the supply chain 3. Research Hypotheses The hypotheses are constructed with a purpose of assisting in answering the research question, which is seeks to find The Nature of Buyer-Seller Relationships in the Retail Sector. Based on the review of the relevant literature, our hypotheses are based on some of the important variables that exist in the supply chain relationships. The relationship variables focused on are: commitment and trust, performance, satisfaction, joint relationship effort and collaboration, and will be shown using the relevant hypotheses. These relationships form the basis of the research propositions that will be tested in the duration of this study. H1: Commitment and trust has a positive impact on collaboration. Since committed partners make an effort to achieve the goals of their business relationship, high levels of commitment are most likely to produce a good collaborated relationship. H2: Performance has a positive impact on collaboration. The strength of collaboration in a supply chain relationship depends on the power of the chain performance: short-term (performance within one year), medium-term (performance over one to three years) and long-term (performance over two to five years). H3: Satisfaction has a positive impact on collaboration. The extent to which the buyers and sellers in the supply chain relationship are satisfied, determines the strength of their relationship. Thus, when both parties are satisfied with the collaboration, their relationship will produce good results. H4: Joint relationship effort has a positive impact on collaboration. By engaging in a joint relationship effort that involves sharing resources and capabilities, buyers and sellers can achieve a profitable collaboration that they cannot create alone. 4. Research Methodology An exploratory-descriptive study was conducted to write this research report. The context selected for this study focused on the clothing retail sector. The unit of analysis in this study was the nature of buyer and seller relationship in the clothing retail sector. We focused on the buyer’s perceptions of the relationship as we were unable to collect data from both buyer and seller. Even though having data collected from both parties would have been more beneficial, time and finances were a constraint and had to be taken into consideration; therefore it resulted in focusing on one side of the relationship. Internet searches of various clothing companies were compiled. Each company was contacted by telephone so that we would be able to speak directly to a clothing buyer. They were notified beforehand as to the purpose of this study and that their participation would be fundamental in completing this research report. The clothing buyer had the choice as to receiving the questionnaire via email or an interview. Most questionnaires were sent via email as buyers had other commitments as well and preferred this form of communication. A sum of 500 questionnaires was sent to various companies within the clothing retail sector, of which, only 106 (response rate of 21%) responses were received that was used for analysis. This response rate was lower than we had anticipated but we had to work with the data provided and continue the process as it was a busy period for most buyers at that time. The surveys were coded and then uploaded on a spreadsheet as it was simpler to analyse the data and descriptive statistics had been implemented to construct the necessary graphs that would conclude the findings. The following chart was designed to illustrate the response rate of the survey. Figure 1: Percentage of Responses Coded 5. Data analysis and Findings In this section of the report there will be a detailed discussion on the data collected in the survey as well as a representation of the findings. There will be a detailed analysis of the hypothesis tested and also an explanation of how the findings were derived. To complete the report 500 surveys were distributed to companies across South Africa. Only 106 of the companies responded but there were a number of biases. With regards to the nature of the relationship with supplier 5 respondents didn’t answer, under the sections joint relationship effort, dedicated investments and commitment and  trust there was 1 respondent who didn’t answer the questions. Under the satisfaction section 7 answers were left blank and 2 of the questions were answered with incorrectly. Under the performance section 8 answers were left blank. The following table was designed to displaying the mean, median, mode and range. Below is the table 1 showing all the data. MEAN MEDIAN MODE RANGE 1. NO. YEARS AT COMPANY 8.738095 7 5 38 2. NO. YEARS IN CURRENT POSITION 6.629482 4 1 37 3. NO. YEARS WITH SUPPLIER 12.016 10 10 60 Table 1: Mean, median, mode, range, standard deviation The first row in the table 1 above illustrates the number of years the respondent has been with the company. This information shows that the average amount of years a respondent has been with the company is 8.738095 years, the middle frequent response was 7 years, the most frequent response was 5 years and the difference between the respondent who has been with the company the least amount of years and most amount of years is 38 years. Since the respondents have a number of years with the company it means that they are familiar with the company’s way of business, how they deal with suppliers, who all the suppliers are and also the type of relationship they have with the suppliers. The second row illustrates the number of years the respondents have been in the company. It shows that the average amount of years a respondent has been with the company is 6.629482 years, the middle frequent response was 4 years, the most frequent response was 1 year and the difference between the respondent who has been with the company the least amount of years and most amount of years is 37 years. The high number of years that some of the respondents have been in their current positions gives an indication the information given is reliable and that it will aid in answering the question at hand. The third row depicts the number of years the company has spent with the supplier. It shows that the average amount of years a respondent has been with the company is 12.016 years, the middle frequent response was 10 years, the most frequent response was 10 years and the difference between the respondent who has been with the company the least amount of years and most amount of years is 60 years. The high number of years with same supplier shows that the information collected depicts a mature relationship between the buyer and the seller. Seeing that the relationship is matured the main focus of both the buyer and the seller would then be to continue to build on the relationship so that they can be in business for even more years to come. The following chart illustrates the position of the respondents which in turn goes with the number of years the respondents have been in their current position. It shows that 5% are CEO’s, 1% COO’s, 7% directors, 10% sales manager’s or supervisors, 12% other employee’s and 48% buyer’s. The fact that such a high number of the respondents are buyers displays that the questions answered are quite accurate since they have a good understanding of the relationship with the supplier. The buyer’s best understand the relationship with the supplier and since the study at hand is looking at the collaboration of buyers and sellers, the information gathered will have a great impact in answering the given hypothesis. Figure 2: Current position Commitment and Trust Figure 3: Degree of respondents to questions about commitment and trust Description The above data represents responses pertaining to questions about commitment and trust amongst buyers and their suppliers in supply chain relationships in the clothing sector. The graph illustrates whether the buyers agree or disagree to the extent of commitment they have with their suppliers. The x-axis of the graph represents the scales between strongly disagree and strongly agree. Meanwhile, the y-axis of the graph represents the response scores of the buyers. Analysis When assessing the data, it is evident that seven hundred and forty one (741) responses were obtained in the commitment and trust section of the questionnaire. Taking a closer look at the responses, it is evident that 4% of the respondents strongly disagree that commitment and trust have a positive impact on collaboration. Meanwhile, 6% of the respondents have a neutral opinion, and 90% of the respondents strongly agree to the questions. The low 4% might have been supported by the fact that their companies are in business on a short-term basis. Thus, they do not foresee the business relationship continuing for a long time, very little investment has been injected to their relationship, thus commitment is very low. The slowly rising 6% response rate could have been due to the fact that buyers are not certain where their loyalties lie with that certain supplier. Another factor could be because they are still in early business with the supplier, so the supplier’s commitment and trust to the buyer’s company have not reached maximum levels yet. The very high response rate of 90% can be influenced by various factors. The supplier is genuinely concerned that the buyer’s company succeeds; buyers expect the business relationship to continue for a long time; the buyers are committed to their supplier; effort and investment have been made to build their relationship; they expect the relationships to strengthen over time, etc. These factors prove that these buyers support the hypotheses stated, that commitment and trust have a positive impact on collaboration. Therefore, this data proves Mohr and Spekman (1994) correct when they found that trust and commitment are of utmost importance in a buyer – seller relationship, and that these factors lead to the success of the relationship. Performance Figure 4: Degree of respondents to questions about performance Description The graph depicts the responses of clothing buyers to four questions relating to performance being a factor of a successful collaboration among buyer and seller relationships. The horizontal axis(x – axis) illustrates the Likert scale from 1 – 7 which ranges from strongly disagree to strongly agree. The vertical axis(y – axis) depicts the score, which is the cumulative responses received from the clothing buyers. The above graphical representation shows the movements of responses to a set of questions aimed at performance and just by glancing at the graph; one can already notice that most respondents (about 74%) strongly agree that performance has a positive impact on collaboration. Analysis When assessing the data it can be seen that four hundred sixteen (416) responses were received that answered this section of the questionnaire. However on a scale of 1 – 3, 12% respondents strongly disagreed with the notion of performance enhances collaboration, 14%(scale 4) were neutral and 74 %( scale 5 – 7) strongly agreed on most of the questions that had been asked. The reasons that may have led to a 12% response rate could be that the buyers never had one focal supplier or were not in a long business relationship to determine if the relationship affected the business’s overall performance. Furthermore, the 74% response rate may have led to buyers agreeing with H2: performance has a positive impact on collaboration, as their relationship with the seller may have contributed to the increased performance of the overall relationship and company. Other factors contributing to the 74% response rate might have been that the relationship, reduced cycle times, improved order processing accuracy as well as punctual delivery of goods, this in turn increased the accuracy of forecasts that may have been conducted. According to Ellinger, Daugherty &Keller (2000) performance may be conceptualized as the extent to which the firm’s goals are achieved, and as illustrated in the above graph the percentage of respondents that strongly agreed already indicates that performance aids in positive collaboration which in turn would allow firms goals to be met effectively. Joint Relationship Effort Figure 5: Degree of Respondents to questions about joint relationship effort Description The above bar graph describes the number of respondents (clothing buyers) that disagree or agree that joint relationship plays an important factor in the buyer and seller relationship in the clothing sector. Respondents had to choose between a scale of 1 till 7 by which 1 stipulates strongly disagree and 7 refers to strongly agree. Thereafter the data was grouped together according to the number of individuals that did choose between the scales of  1 till 7. Respondents were asked three questions relating to joint relationship effort. These were as follows , whether the firm and supplier has: 1) joint teams 2) conduct joint planning to anticipate and resolve operational problems and whether they make 3) joint decisions about improving overall cost efficiency. When looking at the results, one can see that 49 respondents had a neutral view regarding joint relationship and 74 of the respondents strongly agrees that joint relationship plays an important role in the buyer and seller rel ationship. Analysis When assessing the data it can be seen that 307 responses were received that answered this section of the questionnaire. However on a scale of 1-3, 25% respondents strongly disagreed with the notion of joint relationship that enhances collaboration, 16% (scale 4) were neutral and 62% (scale 5-7) strongly agrees on most of the questions that had been asked. The reason that has led to a 25% response rate can be due to buyers and suppliers does not have joint teams and thus do not plan together as a team. Therefore they do not know the benefits of having joint teams. Therefore this data show case a broad view regarding joint relationship effort as being an important variable as the graph has an upward trend. Furthermore, the response rate of 62% may have led to buyers agreeing with H4: joint relationship effort has a positive impact on collaboration, as their effort and commitment in creating joint teams and planning together might have improved collaboration between buyer and supplier. Satisfaction Figure 6: Responses to Satisfaction in the Clothing Industry Description The above graph describes the number of respondents (clothing buyers) that disagree or agree that satisfaction plays an important factor in the buyer and supplier relationship in the clothing sector. Respondents had to choose  between a scale of 1 till 7 by which 1 stipulates strongly disagree and 7 refers to strongly agree. Thereafter the data was grouped together according to the number of individuals that did choose between the scales of 1 till 7. Respondents were asked eight (8) questions relating to satisfaction. The questions were as followed: whether the buyer was satisfied with the relationship in terms of 1) coordination of activities 2) participation in decision making, 3) level of commitment 4) level of information sharing 5) management of activities 6) profitability 7) market share and 8) sales growth. When looking at the results, one can see that 153 respondents had a neutral view regarding satisfaction and 448 of the respondents strongly agrees that satisfaction plays an important role in the buyer and supplier relationship. Analysis When assessing the data it can be seen that 1508 responses were received that answered this section of the questionnaire. However on a scale of 1-3, 6% respondents strongly disagreed with the notion of satisfaction enhances collaboration, 10% (scale 4) were neutral and 84% (scale 5-7) strongly agrees on most of the questions that had been asked. The reason that led to a 6% response rate can be due to buyers and suppliers having a young business relationship and thus not reaching satisfaction levels as yet. When looking at the data, the response rate of 84% may have led buyers agreeing with H3: satisfaction has a positive impact on collaboration. This can be due to respondents identifying market share and sales growth as being two of the most important factors being satisfied by the supplier. This relates to a study done by Mohr & Spekman (1994) as they identified the completion of a task by which the involved party is pleased with the quality and degree of work carried out and it meets the standard set by the partners, market share and sales growth being the standard set by the buyer. 6. Conclusion As mentioned above the problem being researched was the knowledge gap between buyers and sellers perspective of the nature of the supply chain relationship. The research study conducted on the nature of buyer-seller  relationship in the clothing industry was a lengthy procedure that involved plentiful of consultations and analysis of the data obtained. However, we have concluded that our data findings have committed to the hypotheses mentioned in the research report. As previously mentioned time and finances were major constraints for the duration of the study hence the weak response rate of 21%. Some of the other constraints were the buyers having their own responsibilities because of the short time frame given in which to complete the survey. In addition, 50% of the buyers were reluctant to answer some of the questions as they contained confidential company information. Furthermore, the report only focused on the buyers’ perspective of the relationship. The sellers’ perspective was not taken into account therefore a future study using this report in combination with conducting a survey of the sellers’ point of view can lead to a better understanding of the buyer – seller relationship. Bibliography Cannon, J.P. Doney, P.M. 1997. An Examination of the Nature of Trust in Buyer-SellerRelationships.Journal of Marketing, April, pp.35-51. Dahlstorm, R. McNeilly, K.M. Speh, T.W. 1996. Buyer – Seller Relationships in theProcurement of Logistical Services.Journal of the Academy of MarketingScience, 24(2), pp.110–124. Disney, S., Holweg, M., Holmstrom, J. &Smaros, J. (year unkown). Supply chaincollaboration: Making sense of the strategy continuum. Ellinger, A., Daugherty, P., Keller, S., 2000. The Relationship BetweenMarketing/LogisticsInterdepartmental Integration And Performance In U.S.Manufacturing Firms: AnEmpirical Study. Journal Of Business Logistics, 21(1),pp.1-22. Handfield, R., Monczka, R., Petersen, K., &Ragatz, G., 1998. Success Factors inStrategic Supplier Alliances: The Buying Company Perspective. DecisionSciences, 29(3) pp.553-577. James, A.E. et al., 2004. An Assessment Of Supplier – Customer Relationships. JournalOf Business Logistic, 25(1), pp.25–62. Kauser, S. & Shaw, V. 2004.The influence of behavioural and organisationalcharacteristics on the success of international strategic alliances.InternationalMarketing Review.21(1): 17-52. Knemeyer, A. M., Corsi, T. M. & Murphy, P. R. 2003. Logistics outsourcing relationships:Customer perspectives. Journal of Business  Logistics.24 (1), pp.77-109. McLaren, T., Head, M. & Yuan, Y. 2002. Supply chain collaboration alternatives:Understanding the expected costs and benefits. Internet Research: Electro nicNetworking Applications and Policy. 12 (4), pp.348-364. Moberg, C. R. &Speh, T. W. 2003.Evaluating the relationship between questionablebusiness practices and the strength of supply chain relationships.Journal ofBusiness Logistics.24 (10), pp.1-19. Mohr, J. &Spekman, R. 1994. Characteristics of partnership success: Partnershipattributes, communication behaviour and conflict resolution techniques. StrategicManagementJournal.15 (1): 135-152. Simatupang, T.., Sridharan, R. 2002. The Supply Chain: A Scheme for InformationSharing and Incentive Alignment. The International Journal of LogisticsManagement.1, pp.1-32.

Porters Five Force Analysis for Paint Industry

1. Concepcion-Carrier Air Conditioning Company Formed in January 1998, Concepcion-Carrier Air Conditioning Company (CCAC) brings together two leaders in the air conditioning industry: Carrier Corporation of the United States and Concepcion Industries, Inc. of the Philippines. In just a few years, CCAC expanded from manufacturing window room air conditioners to becoming the market leader in virtually all categories of Heating, Ventilating and Air Conditioning (HVAC) equipment and services in the country. CCAC brings to the Philippine market Carrier Corporation's long tradition of innovation and product excellence.It has the Philippines' largest air conditioning facility that makes an wide range of products of outstanding quality, and is recognized by customers abroad, who source from it products proudly Philippine-made. Carrier products are designed in engineering centers and manufacturing facilities located worldwide. Spread across six continents, Carrier's global operations make it the largest manufacturer of air conditioning, heating, ventilation and refrigeration products. It is supported by a vast network of distributors, dealers, retailers, and technicians who sell, install and service Carrier products in over 170 countries.A heritage of technological innovation. Leadership in responsible environmental stewardship. Carrier Corporation and CCAC – creating environments for life. Worldwide. * Concepcion Industries, Inc is a maker of electrical appliances such as air conditioning equipment and refrigerators. The company is based in the  Philippines  and was founded in the 1960s. The company is known for its several notable brands that include  Carrier,  Condura, and  Kelvinator. * Carrier in 1902, Willis Haviland Carrier designed the world's first air-conditioning system.This single achievement made it possible for people to live, work, study, shop, travel, or play in worry-free indoor comfort. Today, Carrier continues to build on the pioneeri ng spirit of its founder. With manufacturing, sales, and service operations in more than 170 countries, Carrier is the world's leading heating, ventilation and air-conditioning company. It leads in developing a constantly growing array of innovative products – all designed to meet the exacting needs of its customers around the world, while leading the rest of the industry in forging higher standards of stewardship over the environment. . Panasonic Manufacturing Philippines Corporation (PMPC) A manufacturer, importer and distributor of electronic, electrical, mechanical, electro-mechanical appliances, other types of machines, parts and components, battery and related products bearing the brand name, â€Å"Panasonic†. At present, the primary products manufactured by PMPC are refrigerators, air conditioners, washing machines, electric fans, dry cell batteries and flashlights.Consequently, through its sales division, Panasonic Philippines (PPh), PMPC Continually strives to expand its sales, service and distribution networks to make Panasonic products and service conveniently available to its consumers. In October 2003, PMPC ceased using â€Å"National† Brand and Unified the branding of all its products under the Panasonic brand. PMPC, formerly known as Matsushita Electric Philippines Corporation, changed its corporate name to Panasonic Manufacturing Philippines Corporation and officially started using it on April 1, 2005 along with its continuing commitment to customer satisfaction and service to society.Since an enterprise uses society's resources – people, capital, real estate, community services – PMPC believes that it started out and remains indebted to society. Along this premise, the company recognizes that the primary role of its business is to serve society in return for the use of its resources and thus devotes its business activities to the progress and development of society and the well being of the people. This commi tment serves as guidance for PMPC in carrying out its operation and corporate activities. 3. Koppel, Inc. 957 marked the year when the company started manufacturing splits and packaged type air-conditioners. The years that ensued saw Koppel as the preferred brand of choice among industry consultants and the undisputed market leader in the industry. The company continued its growth and maximized its sales volume, growing its products and improving its services, making Koppel the by-word in all air conditioning requirements across the country. In January 2000, Koppel was acquired from Asea Brown Boveri (ABB) by Fedders Corporation.By then, the company has expanded its product line-up to include not just the commercial and industrial segments, but to tap the growing retail market through  residential air conditioners. Last September 2008, the company has been acquired by KPL Inc. , a local company which is keen on tapping the dynamic aircon market. As Koppel, Inc. , the company is fo cused in strengthening its core competency in the packaged business and advancing its technological capability by sourcing strategic products in the projects and industrial applications.To date, Koppel is the second largest aircon manufacturer in the Philippines, servicing aircon requirements across the country for over 50 years. Its rich heritage in providing high-quality and reliable aircon products is a testament to Koppel’s commitment to service all its customers nationwide, from its centrally-located office in Paranaque to its full-service branch  offices  in Cebu and Davao. For 2009, Koppel, Inc. has expanded its product range to include eco-friendly products that dramatically reduce our  energy consumption.The company continues to challenge itself with ways to help reduce our  carbon footprints and in the long run, protect our fragile environment. 4. Hitachi Air Conditioning Philippines, Inc. Established on March 02, 2000 with a capital fund of 20,285,000 pesos . Mainly engage on the manufacture and sale on wholesale basis of Home Appliances and air conditioners. nvestment for Hitachi Air Conditioning Sales is 85% financed by Taiwan Hitachi Co. ,Ltd. and 15% by Hitachi Life and Solutions, Inc. Hitachi Air Conditioning Sales (Phils. ) Inc. ells air conditioning products like the Self-Contained Air Conditioners,Air-cooling Chiller Unit, Room Air Conditioners, Packaged Air Conditioner,Fan Coil Unit, and Dehumidifier, washing machines and refrigerators which are distributed in the domestic market. The merger between the two companies, Taiwan Hitachi (Subic), Inc. and Hitachi Air Conditioning Sales (Phils. ), gave way to better opportunities for Hitachi air conditioning products and home appliances to be introduced to a wider range in the market both domestic and global. . KOLIN Philippines International, Inc. A consistent major player in the industry, that is committed to produce, innovate, and distribute world class home appliances and servic e, molded by competence and dedication to quality after-sales-service, guided by moral and ethical business principle. Contributes to the development, growth and upliftment of the welfare of its employees, shareholders, customers and suppliers. Genuinely committed in supporting community endeavors in the preservation of the environment.

10 High-Paying Vocational Jobs to Consider

10 High-Paying Vocational Jobs to Consider Education is very important and is instrumental towards furthering your career. But that doesn’t mean you have to complete a traditional four-year degree to find job satisfaction and career success. Here are 10 of the highest paying vocational careers- most of which require only an associate’s degree, or some certification or degree from a technical school. If any of these sing to you, you might be able to bring home a good deal of bacon without having to go get an expensive and time-consuming bachelor’s degree. So think about looking outside the traditional box and expanding your earning potential- and getting a leg up on all of those Humanities majors who are working in retail and underemployed!1. Electrical RepairmanMaintain and repair electronics and electrical equipment in both household settings and at companies, and make a median annual salary of over $57k.2. Commercial PilotEver wonder what it’s like to fly planes? This job requires a bunch of hard work and training- FAA accredited flight school certification in addition to your associate’s- but the paycheck speaks for itself. The median annual salary is well over $57k, and you’ll see nothing but blue skies ahead! Fly passengers or cargo. Plus, the benefits are great!3. Nuclear Medicine TechnologistYou’ll need a specialized associate’s degree in nuclear medicine, but you can earn over $62k per year (median salary) working alongside radiologists or physicians.4. Fashion DesignerHave an eye for fashion? Talent with a sewing machine? Get your associate’s or some specialized training at a fashion school and you could net a median annual salary of over $62k.5. PlumberThis noble career is always in high demand. The median annual pay is around $50k, but top paid plumbers can make almost $90k. There’s also great growth in this field- about 12%.6. Dental HygienistYou need very little schooling to make an annual median salary of over $72k clean ing teeth, educating patients, and assisting dentists. And with a growth rate of 19%? No brainer.7. Registered NurseRegistered nurses are always in demand. With only an associate’s degree, you can help provide essential care for patients in any number of health care settings. And you can make median salary over $67k- but top earners can make over $101k.8. Nuclear TechnicianWith an associate’s degree in applied sciences, you can make up to $65,500 in median annual pay managing and operating equipment in the nuclear power field.9. Computer SpecialistGood with computers? Take your associate’s degree- or simply some specialized training at a technical school- and put your skills to work fixing and managing hardware, software, and other systems. The more skills you have, the more companies you’ll appeal to! And the median annual salary is over $68k.10. Web DeveloperIf you have, or think you might have, a knack for building websites- an eye for design and good skill with computer software- then you might do well as a web developer. Median pay is nearly $65k per year, but top pay can be over $116k. And the growth rate is an insane 27%.

Maybe You Can Learn to Say Maybe in Spanish

Maybe You Can Learn to Say Maybe in Spanish Spanish has several ways of saying maybe, perhaps, or possibly. Most of the expressions of possibility are frequently used with a verb in the subjunctive mood. Uses of Quizs  or Talvez to Express Possibility Quizs or, as it is also spelled, quiz, is typically used with verbs in the subjunctive mood, although it is not unusual to hear it used with a verb in the indicative mood. Quiz(s) can be used interchangeably with ​talvez, also spelled tal vez. These words are typically placed at the beginning of sentences.   Puede  que, literally meaning it can be when it is the subject of a sentence, is an alternative phrase for expressing possibility. It is normally followed by a verb in the subjunctive mood. Spanish Sentence English Translation Quizs te cases, o quizs no. Perhaps you will get married, or perhaps not. Quiz en otra vida t y yo fuimos amantes. Perhaps in another life you and I were lovers. Quizs ms tarde. Perhaps later. Quiz no venga nadie. Maybe nobody will come. Talvez yo te pueda ayudar. Perhaps I can help you. Tal vez maana sea solo un recuerdo. Perhaps tomorrow will be only a memory. Tal vez no pensaron en esto. Maybe they didnt think about it. Puede que debas cambiar por otro medicamento. Perhaps you ought to switch to another medication. Su plan dental puede que no cubra el costo total de su cuenta. Your dental plan maybe wont cover the total cost of your account. Puede que estemos equivocados. Perhaps we are mistaken. Using Posible The Spanish adjective  posible, meaning possible, can be used to form the adverb  posiblemente, and  can be used in much the same way as  quizs and tal vez, although it is less common than its English counterpart, possibly.   Es posible que, literally meaning it is possible that, can also be used as an alternative to one of the other ways of expressing possibility, and in standard Spanish, it is followed by a verb in the subjunctive mood. Like the English phrase it stands for, es  posible  que often expresses a greater degree of doubt than maybe. For example, Es posible que hoy te vea  translates to, It is possible I will see you today. Spanish Sentence English Translation Posiblemente Cuba no participar en campeonato. Maybe Cuba wont participate in the championship. Posiblemente sea mi imaginacin. It could be my imagination. Si presenta sntomas en primavera, posiblemente sea alrgico al polen. If symptoms appear in the spring, you may be allergic to pollen. Colloquial Way of Expressing Possibility A lo mejor is a more colloquial way to express possibility than quiz and tal vez. Although its literal translation is at what is best, it isnt used that way.  Do  not use the subjunctive mood with a lo mejor. Spanish Sentence English Translation A lo mejor soy imbcil. Perhaps I am stupid. Hay tres cosas que a lo mejor no sabes de m. There are three things that perhaps you dont know about me. A lo mejor nos estn haciendo un favor. Maybe they are doing us a favor.

Economic issues for a country in Africa Annotated Bibliography

Economic issues for a country in Africa - Annotated Bibliography Example They further stated that the nation’s credit ratings have been decreased by both S&P and Moody’s rating agencies and this has happened for the first time since the apartheid ended. S&P stated that they have decreased their ratings as a feedback to the strikes and the uncertainty of the political conditions of South Africa. The article further asserts that a huge part of the workforce and in accordance to the findings of the Deutsche Bank, 30% of the total mining workers are at strike. The Bank has even made a calculation of decline in the GDP that is targeted to decline by 2.5% if the strikes continue. The mining industry happens to be the backbone of South Africa and it is a huge producer and exporter of minerals such as palladium and platinum. These strikes pose a very significant issue to the economy of South Africa as the 50% of the exports gained by South Africa are backed by mining industry. These strikes are not only impacting the nation in a negative manner, the effect has been experienced by nations that import minerals from South Africa as an example of Anglo American company has been stated that has experienced reduction in production as a result of these strikes. South Africa’s strikes in the mining sector has increased concerns for people all over the world as these strikes have entered different areas of mining such as coal, gold and metal. The most interesting point of this article is that issues that are caused in one nation do not only impact the nation in a negative manner, they even impact other nations around the globe. For example: in this article the strikes conducted by the South African miners have negatively impacted industries that acquire minerals and commodities from South Africa. If the South African strikes continue to exist, they will not only impact the South African economy, they will