Immortality in Shakespeares Sonnets Essay Example

Immortality in Shakespeares Sonnets Paper The idea of immortality will either fascinate or scare you; fascinate you in the way that something could stay the same forever or scare you because nothing lives forever. Shakespeare felt true love was eternal despite anything and beauty was everlasting through his words. He believed Time was the taker of all things, but if his words and love were powerful enough, they could defeat Time. Sonnets 65,104,108, and 116 demonstrate how he has defeated Time with imagery, love, and admiration. Shakespeare gives credit to Time in these four sonnets by displaying it’s ability to make things decay, fade, and die. He says right away, â€Å"Since brass, nor stone, nor earth, nor boundless sea, but sad mortality o’ersways their power. † I imagine brass becoming rusty, stones perishing, the earth decaying, and the sea evaporating all with this first line. He then proposes a question we all might ask, â€Å"How with this rage shall beauty hold a plea, whose action is no stronger than a flower? † (65) A flower is delicate in every way. If held by the petal the petal will tear, if shaken the petals will fall, if stepped on the flower will die. A tone of despair continues though out this short sonnet while he contemplates ways to defeat Time. We will write a custom essay sample on Immortality in Shakespeares Sonnets specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Immortality in Shakespeares Sonnets specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Immortality in Shakespeares Sonnets specifically for you FOR ONLY $16.38 $13.9/page Hire Writer â€Å"O, fearful meditation, where, alack, shall Time’s best jewel from Time’s chest lie hid? Or what strong hand can hold his swift foot back,† Shakespeare has compared beauty to a jewel which would compare just as equal because jewels are rare and beautiful. I felt imagery was brought out as well because I imagined a huge grandfather clock ticking, but inside the clock a little man trying to stop it and failing each second. Then in a moment of clarity and brilliance, Shakespeare finds a way to beat Time! He is reminded and content in knowing that his verses can preserve youth’s beauty. â€Å"That in black ink my love may still shine bright† The beauty of his beloved can last forever now because of the beautiful words he has written to describe her. This last verse is ironic because it’s saying black will shine bright. Black isn’t really a color that shines brightly which makes that closing verse more powerful. Nothing can take away his words, including Time because everyone will have read them and will remember it. Just as his words can defeat Time, his memory and true admiration cannot be taken away either. Sonnet 104 is absolutely wonderful because it’s about a man who is just thrown by his friend’s beauty no matter how much time has passed since the last time they were together. Right away he confesses his admiration, â€Å"To me, fair friend, you never can be old, for as you were when first your eye I eyed, such seems your beauty still. † He then uses fantastic season imagery when writing about all the seasons. â€Å"Three winters cold have from the forests shook three summers’ pride; .. † It just perfectly illustrates a summer tree with no more leaves and only branches. These verses definitely take you back to each season. Shakespeare goes on to argue in the next couplet, if youth’s beauty has gone away: Beauty will never amount to youth’s face, nor will anything in the future be more beautiful than he. Youth’s beauty is immortal against Time because they met in â€Å"beauty’s summer† which was the boys perfect state. Shakespeare is saying his beauty is immortal because it doesn’t matter how long it’s been or who else comes into this world; I have seen what real beauty is so nothing can or will ever compare. Now that Shakespeare has proved beauty to be immortal with words and memories, he must prove that love is also part of immortality. Sonnet 108 is also written to a boy whom I am not sure who he is. Despite who he is writing to, he declares his love to be everlasting and eternal. In fact, he’s not quite sure how to express himself anymore so that he does not sound repetitive. â€Å"What’s in the brain that ink may character which hath not figured to thee my true spirit? † However, as many times as he has declared his love, he feels he must just as it is required to pray everyday. Time had no affect on this love no matter the wrinkles or age. â€Å"So that eternal love in love’s fresh case weighs not the dust and injury of age, nor gives to necessary wrinkles place, . . . † Time may have literally taken away his flawless face and youth, but love is stronger than Time. Love sees things in the purest form and from the first time it began. In this sonnet, Shakespeare somewhat lives in the past when thinking and describing the boy’s beauty. Beauty has still remained immortal in this sonnet as does his love for never changing. Continuing on Love, Shakespeare executes the idea of love being immortal in sonnet 116. â€Å"Love is not love which alters when it alteration finds, or bends with the remover to remove. † Now, this poem is exactly what love being immortal is all about. From the first verse to the last verse, it remains incredibly powerful and true. Time stands no chance against a love like this. â€Å"O no, it is an ever-fixed mark that looks on tempests and is never shaken; . .† Love cannot be shaken or unchanged, once you love someone it can never go away. It’s as if its’ been permanently engraved in your heart and soul and there’s no going back. Shakespeare begins to beat Time down by saying even Love is greater than beauty and you. â€Å"Love’s not time’s fool, though rosy lips and cheeks within his bending sickle’s compass come: Love alters not with his brief hours and weeks, but bears it out even to the edge of doom. † Time continues everyday leaving everything behind . . . EXCEPT Love. Shakespeare is so persistent is this theory that he is willing to put even his own reputation on the line. â€Å"If this be error and upon me proved, I never writ, nor no man ever loved. † An intense closing verse for someone who has so much riding on himself. If he believed wholeheartedly that Time could in no way defeat Love, it must be true. Shakespeare as usual does an excellent job illustrating imagery, passion, and complex ideas with his work. The sonnets I chose were chosen because they somewhat all linked. Shakespeare believed in immortality with beauty and love. He proved with these four sonnets, that Time surely was inevitable, but could be conquered. He preserves beauty and love with his sonnets making everything he’s seen and felt to be immortal until Time itself has finished.

Indian Citizenship Act of 1924

Indian Citizenship Act of 1924 The Indian Citizenship Act of 1924, also known as the Snyder Act, granted full U.S. citizenship to Native Americans. While the Fourteenth Amendment to the U.S. Constitution, ratified in 1868, had bestowed citizenship on all persons born in the United States- including former slaves- the amendment had been interpreted as not applying to indigenous native people. Enacted partially in recognition of the Native Americans who had served in World War I, the act was signed into law by President Calvin Coolidge on June 2, 1924. Though the act granted Native Americans U.S. citizenship, it did not ensure them the right to vote. Key Takeaways: Indian Citizenship Act The Indian Citizenship Act of 1924, signed into law by President Calvin Coolidge on June 2, 1924, granted U.S. citizenship to all Native American Indians.The Fourteenth Amendment had been interpreted as not granting citizenship to indigenous native people. The Indian Citizenship Act was enacted partly as a tribute to American Indians who had fought in World War I.While it granted Native Americans citizenship, it did not grant them the right to vote. Historical Background Ratified in 1868, the 14th Amendment had declared that all persons â€Å"born or naturalized in the United States, and subject to the jurisdiction thereof† were American citizens. However, the â€Å"jurisdiction thereof† clause was interpreted to exclude most Native Americans. In 1870, the U.S. Senate Judiciary Committee declared â€Å"the 14th amendment to the Constitution has no effect whatever upon the status of the Indian tribes within the limits of the United States.† By the late 1800s, about 8% of Native people had qualified for U.S. citizenship due to being â€Å"taxed,† serving in the military, marrying whites, or accepting land allotments offered by the Dawes Act.   Enacted in 1887, the Dawes Act was intended to encourage Native Americans to abandon their Indian culture and â€Å"fit in† to mainstream American society. The act offered full citizenship to those Native Americans who agreed to leave their tribal lands to live on and farm free â€Å"allotments† of land. However, the Dawes Act had a negative effect on Native Americans on and off the reservations. Native Americans who had not already done so by other means won the right to full citizenship in 1924 when President Calvin Coolidge signed the Indian Citizenship Act. While the stated purpose was to reward the thousands of Indians who had served in World War I, Congress and Coolidge hoped the act would break apart the remaining Native nations and force Native Americans to assimilate into white American society. Text of the Indian Citizenship Act of 1924 â€Å"BE IT ENACTED by the Senate and house of Representatives of the United States of America in Congress assembled, That all non-citizen Indians born within the territorial limits of the United States be, and they are hereby, declared to be citizens of the United States: Provided That the granting of such citizenship shall not in any manner impair or otherwise affect the right of any Indian to tribal or other property.† Native American Voting Rights For whatever reasons it was enacted, the Indian Citizenship Act did not grant Native people voting rights. Except for the 15th and 19th Amendments, which ensure African Americans and women the right to vote in all states, the Constitution grants the states the power to determine voting rights and requirements. At the time, many states opposed allowing Native people to vote in their states. As a result, Native Americans were forced to secure the right to vote by winning it in the individual state legislatures. Not until 1962 did New Mexico become the last state to guarantee voting rights for Native Americans. However, like black voters, many Native Americans were still prevented from voting by poll taxes, literacy tests, and physical intimidation. In 1915, the U.S. Supreme Court, in the case of Guinn v. United States, declared literacy tests unconstitutional and in 1965, the Voting Rights Act helped protect the voting rights of Native people in all states. However, the Supreme Court’s 2013 decision in Shelby County v. Holder dismantled a key provision of the Voting Rights Act requiring states with a history of racial bias in voting to get the permission of the U.S. Department of Justice before enacting new voter qualification laws. Weeks before the 2018 midterm elections, the North Dakota Supreme Court upheld a voting requirement that may have prevented many of the state’s Native American residents from voting. Native American Opposition to Citizenship Not all Native people wanted U.S. citizenship. As members of their individual tribal nations, many worried that U.S. citizenship might endanger their tribal sovereignty and citizenship. Particularly outspoken against the act, leaders of the Onondaga Indian Nation felt that forcing U.S. citizenship on all Indians without their consent was â€Å"treason.† Others hesitated to trust a government that had taken their land by force, separated their families, and brutally discriminated against them. Others remained adamantly opposed to being assimilated into white American society at the cost of their Indian culture and identity. Tribal leaders who supported act considered it a path to establishing a national political identity that would give their people a more influential voice in issues affecting them. Many Native Americans felt the government now had an obligation to protect them. They believed that, as U.S. citizens, the government would be required to protect them from white businessmen trying to steal their government-granted land. Sources and Further Reference NCC Staff. On this day, all Indians made United States citizens. National Constitution Center: Constitution Daily.. 1924 Indian Citizenship ActNational Park Service.Hass, Theodore H. (1957). The Legal Aspects of Indian Affairs from 1887 to 1957. American Academy of Political and Social Science.Bruyneel, Kevin. Challenging American Boundaries: Indigenous People and the Gift of U.S. Citizenship. Studies in American Political Development. . Letter of Onondaga Nation to Calvin CoolidgeThe Onondaga Nation and the Haudenosaunee.

Charles Chocolate case Essay Example for Free

Charles Chocolate case Essay Traelene beals â€Å"9am Friday† First, a formal case analysis – This should be written in a business style format using short paragraphs and sentences, self-explanatory headings, and any figures/tables that would facilitate reading. Reports are to be no longer than 2000 words (excluding appendices Issues to be addressed – No measures of productivity or efficiaency in the plant- no way of telling if the plant was doing a good job. Difficult demand forcasting due to seasonality of sales. 2 new stores had ok type sales. Best clients of Wholesale sales changed focus on cheaper items and also own products. Sales agents could be fired with 90 days notice. Other parts of US haven’t heard of us. Of the 221 wholesale customers purchase just $1000 worth of products. Other 125 purchase between 1000 and 2000 per year. Sales agents, don’t know how to represent the all products. Speculating future orders from wholesale clients to customize boxes and logos-waste of capital. 60% of the total online/phone orders were from existing customers. Online sales haven’t grown – orders processed within 3-4 days. Why ship internationaly(only 5%)—Antartica Really Summer problem at Sandwich heaven – why did staff leave? How to get new staff in this tight labour market. Marketing service – old fashioned — Undefined Target market? Packaging ? (tourists publicatins, seasonal print media and radio spots) How to increase awareness without diluting the brand. Leverage on solid search engine raankings to promote online sales Basic website, reminder service to customers-good/bad? Sales agents dint provide links to top accounts. Companies revenues had grown because of Sandwich heaven(franchising) High reliability on tourism. Corporate gift marketing – 25% discount – market was good – Explore boston ? ice cream sales Increase retail penetration? Acquire a niche chocolate company? What about the tradiotnal brand name? Internal capacity? Relocate factory? Background Charles produced high-quality, hand wrapped chocolates, Portland creams. Best quality, many loyal customers across the world. Huge factory(24000 sq foot)-owned-. Only 75 retail and 35 production employees, 20 in management. Working hours 7am-4pm(each day). – Leverage long shelf life Wholesale production required early planning and online sales required late production†¦ Production planning was completed by data distortions arising from out-of stock and over stock issues. – out of stock-over production – killed the pricing – by discount pricing. Special orders put the whole order on a stand still Retail stores provided 50% of sales. – Wholesale had 30% of sales – Charles is just used as an add on product. Online and phone – online 4% of total sales. –phone is 6% of total sales—60% of all these orders were from regular orders.. Avg sales $138 by phone and $91 from website†¦High growth industry†¦ Sandwich heaven – 10% of sales – Industry High demand for organic/dark chocolate- anti oxidant properties. Charles Chocolate case. (2018, Oct 13).

Managing Organizational Strategy Essay Example | Topics and Well Written Essays - 4250 words

Managing Organizational Strategy - Essay Example The company has been in operation since its establishment in the year 1911 and has had its 30% shares owned by the Thornton family. The company’s products mostly include chocolates, toffee and fudge, though it also deals in candies among other stuff (Smith, 2001). It has been committed to delivering quality products. It is led by Peter Burdon as the chief executive and boosts of at least 500 retail shops in over 568 countries across the globe. Part A: Strategic Position of Thornton External Environment: PESTLE Analysis Quite involved is the external environment of Thorntons Company which is associated with a number of activities. Its external business environment has suppliers, customers, competitors, as well as a number of regulations which are of direct influence to its business operations. The company has made efforts to ascertain that its ultimate role and purpose as regards its immediate environment enable it understand its position and place in the entire chocolate indus try (Treanor, 2000). The company has therefore acquired a stable position in its business environment alongside suiting its capabilities and resources. The company has also been able to align itself towards different needs form various governments. The same has been its case with regulations and legislations in its various markets in different countries within which it operates. In terms of economy, Thorntons Company has been stably placed in the market and it has been seen to be favored by trends in interest rates. Its employment is also well supplied and viable as far as its business operations are concerned along with reliable income distribution which is pinned on the same (Lee, 2001). The company has also been stable in it market amid inflations and recessions which have of late struck the entire global economy. In addition, Thorntons Company has been in the forefront in regard to corporate social responsibility. This is depicted as having positioned it well in terms of its rel ationship with the communities within which it does operate. Jenkins (2001) observes that this has also been the trend with people’s eating habits which have been seen to incline more and more to Thorntons Company products even in foreign markets. The company has therefore been able to influence a magnitude in its business environment. It has also adopted technological approaches such as in its products’ preservation and packaging. Its link to suppliers has also been electronically enabled hence efficiency (Cyert and Williams, 1993). The company also embraced internet sales and marketing of its products, as well as branding of the same. This has made easy and enhanced its operations especially following the fact that it is operating within a competitive market alongside helping in its management of data and information. Putting basis on environment and natural resources conservation, Thorntons Company has also been an advocate for green consumerism as have been identif ied with its operations and business activities (Edelman and Suchman, 1997). It has embraced recycling as well as environment sound and friendly packaging systems alongside energy efficient systems in its operations. Legally, the company has also been able to adhere to stipulated legislation requirements in various countries it has business in. this is evident in terms of health and safety requirements, in its planning systems and employment requirements. Strategy Capability Analyses: Using Value Chain to

How to Reduce Recidivism among Ex-Convicts Essay

How to Reduce Recidivism among Ex-Convicts - Essay Example This paper argues that incarceration alone is not enough to reduce crime rates, especially re-imprisonment rates, and that the best way to reform ex-convicts is to offer them education, rehabilitation, and employment opportunities that will help them re-integrate more successfully into public life. Background For the past twenty years, the costs of maintaining prison cells have expanded more swiftly than other spending categories of state budgets, except for health care expenditures (Sedgley et al. 498). In 2006, the incarcerated reached the population of 1.57 million, and the incarceration rate grew to 1.9% for five years, from 2000 to 2005 (Sedgley et al. 498). Recidivism is a costly problem, considering that out of more than 600,000 prisoners released every year, 5% returns after six months, while 25.4% are re-imprisoned within three years after release (Sedgley et al. 498). Supporters of imprisonment argue that incarceration serves an important deterrent purpose. If this is so ef fective, however, how come these people are re-imprisoned in as short as six months after their freedom? In this paper’s opinion, they are not prepared yet to become law-abiding citizens, who can find and maintain stable jobs and homes. They need something more than imprisonment to change them; they need society to educate them and to help them deal with their substance abuse problems, if present. Arguments Ex-convicts with substance abuse problems require long-term residential therapeutic system to help them change their attitudes and practices toward illegal drugs. Drugs change how people think, so it means they also need medical and non-pharmacological treatment to wash out these toxins and their effects on their thinking and actions. In â€Å"Recidivism among High-Risk Drug Felons: A Longitudinal Analysis Following Residential Treatment,† Belenko et al. studied the effect of participating in Drug Treatment Alternative to Prison (DTAP) program on ex-con’s rec idivism rate. They used a longitudinal quasi-experimental design that had an experimental sample of 150 offenders and a comparison sample of 130 offenders. Findings showed that diverting drug offenders to DTAP resulted to lower rates of recidivism; yearly arrest rates and the total number of months of new incarceration were considerably reduced; and the time before the first re-arrest was longer. Another study recommends the use of a drug court, so that drug offenders are not lumped with hard-core criminals through incarceration. In â€Å"Drug Court: An Effective Alternative to Incarceration,† Kalich and Evans study the effectiveness of the F.I.S.T Drug Court Program in decreasing the recidivism rates of participants, when compared to a control group. Drug courts respond to the â€Å"need for public safety by providing extensive monitoring of clients through frequent court contacts, group treatment sessions, and drug testing† (570). Findings showed that dependence on d rug court components is directly related to lower rates of recidivism (Kalich and Evans 587). The researchers also learned the importance of determining and utilizing suitable group comparisons in recidivism studies (Kalich and Evans 587). These studies provide compelling evidence that incarceration is not suitable for drug offenders. Instead, they should be coerced to take long-term residential treatment that will persist, until these offenders are fully

Molson Canadian Beer to China Essay Example for Free

Molson Canadian Beer to China Essay This paper will analyze a products potential to enter a foreign market. The product, Molson Canadian, is a well known and reputable Canadian beer with a rich history. For our purposes, we have attempted to formulate a plan for Molson Canadian to enter the Chinese beer market. Utilizing empirical data, statistics and research on the Chinese beer market, we have gathered significant information regarding entry into this market. After analyzing China as a country, their beer market and relevant business information, we developed an effective way for Molson Canadian to be introduced into the Chinese market. In addition, we have highlighted some potential opportunities and threats associated with this plan, thereby rationalizing the entry mode we have chosen. After all the information was presented, we concluded that the most effective way to introduce Molson Canadian to the Chinese market was to export the product, utilizing distributor and import contacts to have the beer sold at on-trade sites such as upscale bars and eateries. The following information provided explains our direction and reinforces our decision to enter the market in this fashion. Introduction. The beer brand Molson is one of Canada’s oldest consumer brand names and one of North America’s oldest brands. John Molson established Canada’s oldest brewery in 1786 near the St. Lawrence River in Montreal, Quebec. The Molson company has a range of beer selection including: Molson Canadian, a lager beer containing 5% of alcohol per volume, Molson Canadian Light contains about 2% of alc/vol, Molson Canadian 6. 0 Cold Shots (6% of alc/vol), Molson Canadian Sub Zero (it can served at temperatures below freezing through innovative technology) and its new Molson Canadian 67 (contains only 67 calories). Along with the Molson brand of beverages, Molson also owns the rights to other brands such as the various Rickards brands as well as distribution rights of popular imports such as Heineken from Holland. Molson Canadian is the company’s signature beer, using freshwater from Canadian lakes and the best quality barley in the recipe. Molson’s brewing methods do not utilize preservatives in order to maintain crisp, clean and fresh taste. Instead, they use traditional best methods along with skilled brew masters to ensure best quality from suppliers to retailers. As a result, Molson has received numerous awards in the past, including the gold for â€Å"North American Style Lager† in 2008. In 2005 Molson Brewery merged in equal parts with American brewing company Coors, forming the Molson Coors Brewing Company. The purpose of this report is to introduce a marketing plan for Molson to enter the Chinese consumer market. The main objective is to analyze and determine possible ways to successfully distribute Molson’s signature beer (Molson Canadian) to the Chinese consumer market. The next sections provide country and business analysis as well as the marketing mix in order to construct an effective and efficient marketing plan. Also, an action plan will be prepared to consider implementation of strategies and their associated budgets. Country Analysis China is located in eastern Asia and is the fourth largest country in the world. It borders a number of countries including Vietnam, North Korea, India and Pakistan. China also has the largest population in the world with more than 1. 3 billion (1,338,612,968) people. China also has several languages and dialects spoken throughout the country, but the major ones are mandarin and Cantonese. (CIA Fact book 2010) China is a communist state, however in the last 30 years the nation has gradually changed from a centrally planned economy to a more market oriented economy. This transition has benefited China because it opened its’ boarders to international trade, increasing the countries import/export figures dramatically over the years. In addition, the more open economic system allowed for an influx of foreign direct investment into the country. China’s rampant growth in the past 30 years is evident in the country’s economic statistics. 2009 country GDP numbers place China as 3rd overall worldwide in total GDP with $8. 791 Trillion (US$), only second to the European Union and the United States. (CIA Fact book 2010) This figure can be put into perspective however when analyzing GDP per capita where China places 128th worldwide with only $6,500 (US$), a figure which has been improving throughout the years. Although china is one of the fastest developing countries in the world, its’ government still faces several challenges including reducing corruption, sustaining adequate job growth rates and environmental concerns such as pollution. In addition, China has long been perceived by other nations as a country not up code regarding certain policies such as human rights and intellectual property rights. However, their inclusion into the World Trade Organization in 2001 has vastly improved their global standing and many joint and domestic initiatives have been undertaken to improve the perception of China globally. Rationale for Choosing China There were several key reasons for choosing China as our target market. China’s vast population was an influence because it provided a large potential consumer base. Another reason is the large demand for beer which continues to grow as middle and upper class income levels continue to rise in the country (Datamonitor 2004). In addition, several international beer brands have not managed to effectively penetrate the Chinese market. Therefore, if an international beer company in china survives an initial tough few years, it has the potential to make significant profits going forward. The beer industry in China will be analyzed in more detail in the following sections. Other important reasons for the selection of China was that its’ healthy trade relations with Canada throughout the years. China is Canada’s 2nd largest trading partner, only second to the United States of America with bilateral trade between China and Canada reaching over $50 billion(CAN) in 2009 (Statscan, 2010). Finally, notion that China is the fastest growing nation in the world and is predicted to be the world’s largest economy by 2025 had a significant impact on our selection. (Foreign affairs and international trade Canada, 2005) (See Appendix A) Environment of the Beer Industry in China â€Å"China is one of the world’s largest alcohol producers in the world and in the next few years it is expected to go surpass the United States as the largest alcohol producer in the world† (Newman, Ian 2006). China has a very large beer market worth around $6. 154 billion (USD$) and produced more than 26,244 million litres in 2004 (Datamonitor 2004). Both of these figures are significant increases from the previous year 2003. For the majority of brewers around the world, the Chinese beer market is too large to ignore and at times, too hard to grasp because of its complicity. China is viewed as the next big opportunity in the beer industry because its large population and its high economic growth is unmatchable elsewhere. However, many international brewers have failed to penetrate the Chinese beer market. This could be due to unfamiliar market dynamics and the presence of too many domestic beer brands in the Chinese market. Although many international brands have failed, some like SAB Miller have succeeded. It is believed that focus on quality brands and long term entry plans were contributors to the success companies like SAB Miller have had in the Chinese market. Some of the leading brewers in China include Tsingato brewery, SAB Miller, Fosters Group Limited and Noble China Inc. (Datamonitor 2004) Threats and Opportunities Having looked at the general environment of the beer industry in China, our focus will now shift to the threats and opportunities in the market. First, one of the main threats is the other large beer companies and breweries that we are going to be competing with, both domestic and international. Chinese domestic beer accounts for a large percentage of consumption in the country, and as an international product, we will be facing stiff competition from other international companies already present in the market. A less concerning threat is that the older demographics in China prefer to drink more wine than they do beer. This however is contrasted by the increasing popularity of beer in the nation. The biggest opportunity is the fact that the China has largest population in the world and also that it is the world’s fastest growing country. Another opportunity is that there is steady growth rate predicted in the next few years for the beer industry (Datamonitor 2004). Another key opportunity is that Chinese consumer’s value taste and reputation in their beverage products, we believe that Molson Canadian can cater to this need with our product implementation. (Industry Digest, 2005) On the technological side, the Chinese market has several domestic brewing companies in the nation. This could be very useful because the technology to produce beer in China is readily available. On the negative side, China incorporates strict restrictions on content through various media. For example, internet censorship is common in the nation, leaving marketers with limited when choosing which type of media to use for marketing purposes (Human Rights Watch, 2006). Socially, alcohol plays an important role in Chinese tradition and Chinese society as a whole. Alcohol is used in a lot of Chinese traditional festivals and celebrations, as well as it is also a very important part of Chinese religions. Alcohol can also be found in traditional Chinese medication and also used for cooking (Newman, Ian 2006). Market Buyer Characteristics Many of the beer buyer characteristics in the Chinese market are similar to those of Canada. First, gender plays a large role in that the majority of beer consumers are males. However, the female segment of the market has steadily continued to increase as china develops further, mainly due to increased spending power of Chinese women. However, this gender bias cannot be overlooked as the female segment of the buyers is very important because in some major cities like Beijing, women make up to around 30% of beer drinkers in the city. Most of the buyers of beer in china are between the age groups of 25 to 44, similar to the demographics found in Canada (Industry Digest, 2005). Another important aspect about buyer behaviour in China is that it varies according to the region or province. The same applies for the beer market in China, for example people from the southern regions of China drink more beer at bars an pubs and banquets whereas people in the northern regions are more likely to drink beer while dining because they believe that it ads flavour to their dining. Also in the south of China the climate is very hot so casual drinking as a means to cool down is common similar to Canada in the summer months. (Industry Digest, 2005) Furthermore, reasons why people buy beer in China are important aspect for marketers. For consumers in China, value and good taste are important characteristics that consumers tend to look for. These qualities of beer products precede the importance of other factors such as price and brand reputation. Brand loyalty to domestic brands is more common in certain locations such as Beijing, but brand loyalty overall in general is not a decisive factor for many consumers in the Chinese beer industry. â€Å"People between the ages of 16 to 44 who live in Guangzhou and shanghai, switch brands on a regular basis† (Industry Digest, 2005). Selection of and Rationale for Chosen Mode of Entry into the Target Country The entry mode that we have chosen for entering into China will be exporting through an import contact that will then use local distributors to sell our product. The reason that we have selected this option is that although there is a huge potential for companies to succeed in the Chinese beer market, there are still many risks of doing business in China. By choosing exporting as our first step, it allows us to reduce financial and investment risks. Many studies have shown that having a good relationship with the Chinese government and business owners is a significantly important factor for foreign companies to success in China (Owen, 2010). Therefore, before moving into further actions such as partnerships and joint ventures, we want to have Molson establish a good working relationship with the Chinese government. At the same time, this entry mode will also give Molson ample time to develop the relationship with potential Chinese partners, as well as get better understanding about the government regulations for foreign ownership of land building resources. Last but not least, comparing this mode of entry to partnerships and joint ventures, exporting requires less finical investment. For example, Molson does not need to build factories or set up mass manufacturing operations right away which will save a significant amount of money right from the get go. In addition, if anything goes wrong initially, this entry mode allows us to withdraw the business from China much easier than if we had already established manufacturing operations in the country. Objectives. Due to the risks that beer companies are facing in expanding into the Chinese market, Molson Canadian wants to move slowly into the Chinese market. In other words, the company wants to test the environment first and then take the necessary steps to further the expansion process. First of all, Molson Canadian will establish the mode of entry which is the exporting strategy, and then the company will choose a well known Chinese beer company such as Tsingtao as our distributor, because this will reduce the uncertainties. While working with Tsingtao, Molson Canadian wants to ensure distribution networks are reaching desired locations for sale of product and look for other possible distributors and partners as well in order to get it prepared for our future development purposes such as joint ventures or partnerships. The next objective that we suggest is gathering forecasting information for potential future margin and feedback from consumers. This step will help us to make sure if the Chinese market is really worth to investing in and develop strong indicators to our customers’ preferences, in order to better serve our customers. During this stage, Molson Canadian will also be able to get more familiarized about the Chinese regulations related to the beer companies, especially for foreign companies. After the completion of this stage, the company will be able to develop plans for future operations based on the information that it has collected from before. If the information does not support the expansion, then Molson Canadian should stop developing, and possibly withdraw the business from China. If everything goes well, the company will pick the right distributors and partners that have been evaluated before to start the joint ventures or partnerships with local Chinese companies. The reason that we decided to do joint ventures or partnership eventually is that based on information from the Euromonitor International, which states by doing a joint venture it will allow foreign companies to gain local market knowledge â€Å"These joint ventures should provide foreign companies with a necessary foothold in the market which can, in the future, be exploited by their own products† (Euromonitor International, 2004). The last objective is to work towards generating steadily increasing profits in the future, which will be in more details in our action plan. Limitations There are also limitations that could affect Molson Canadians entry into the Chinese market. As we mentioned before, the uncertainty of the Chinese market is a huge concern. First of all, the government regulations and standards are different from what we have seen in the North American market. Based on the article written by Owen, issues included the â€Å" Chinese top-down approach to standards and conformance, Openness and transparency, Low confidence in private-sector standards setting and conformity assessment, and Inconsistent implementation creates uncertainty†(Owen, 2010) are all the concerns that Molson needs to pay attention. The second uncertainty is that the intense competition will be created by both local and foreign beers companies in the crowded industry. As represented by Euromonitor International, there are several foreign breweries doing business in this market now. Many of which have found that the market is more difficult to operate than they expected before entering the Chinese market. Problems included comparatively high production costs and a fragmented market, combined with oversupply, has caused a market slowdown which led many companies to cut their prices. Many of the companies have already chosen to exit the market and cut their losses (Euromonitor International, 2004). Criteria In terms of the time frame, we estimated that will take one year to complete the objectives from 1 to 3, which is also considered to be our primary expansion. As mentioned above this includes the establishment of the entry mode- exporting, develop appropriate distribution networks, and collecting forecasting information and feedback from consumers. The secondary expansion includes the envelopment future operating plans such as joint ventures or partnerships; after everything has been created our final goal will be work towards generating steadily increasing profits in the future. We estimated that will take 1 or 2 years to finish framing the joint venture or partnership structure. Segmentation For our segmentation we decided to focus on 5 main demographic criteria’s. We obtained basic secondary data based on the past buying patterns of Chinese and other Asian consumers. From that data, we sorted and decided upon with segments of the market we would test for. We based the selection of the criteria on hypothesis testing and concluded that only traits that that appeared consistently within two standard deviations (95%) of each segment’s sample would be counted; these demographics being on age, region, ethnicity, financial capacity and lifestyle within the 18 – 45 age range. For this analysis we have ranked them in order of popularity and difference in cost relative to other premium beers; from this analysis we have distilled this ranking system. * Molson Canadian Subzero is loved for its flash and fancy appeal * Molson Canadian Lager is popular for its strong distinct flavour * Molson Canadian Light beer is popular for its smoother taste and lack of a strong after taste * Lastly Molson Canadian ‘67 is the least preferred. This is due to the misconception that diet beers are more diluted than regular beers and that consumers are getting less for their money. From our demographic analysis of Chinese consumers of a certain demographic tend to prefer certain tastes to be present in their alcohol and while these preferences are not as potent in affecting purchase decisions as they would be in north America, never the less they are significant to warrant analysis and attention. Characteristic| Characteristic Related| Price| Westernized | Stronger Alcohol| More expensive| Traditional| Smoother Alcohol| Less Expensive| Sichuan | Stronger Alcohol| Less expensive| Han| Smoother Alcohol| Less expensive|. Tibetan| Stronger Alcohol| Less expensive| Southern| Smoother Alcohol| Less expensive| Northern| Stronger Alcohol| More expensive| Old | Stronger Alcohol| average| Young| Smoother Alcohol| Less expensive| (Data Extrapolated from Chinas beer consumption and Barley imports) From our analysis we can conclude that as you move up north and become more westernized the taste for alcohol becomes steadily stronger and that people value alcohol more. We have found that there are many cultural factors that the affect the purchasing characteristics of each segment. Age: Age is a significant factor when incorporating this model, with younger generations preferring relatively cheaper products than the older generation. As China’s socialistic society progress, legislation has greatly altered the spending habits of consumers. Such like the 1 child policy has left a significantly smaller working force to support the country. With most average working couples supporting 3 generations simultaneously (Adams, 2008), this can impact greatly on the decisions regarding the purchase of the luxury items such as premium foreign beer. Region: In regards to region, there are smaller difference in the tastes and spending habits of northerners vs. southerners. While the South has a higher pay-grade than those of the north, historically the south has always been a more crowded and competitive place (Trent, 2009). Thus those living there adapt to have a more conservative outlook in regards to consumption and purchases. Contrary, while the average northerner earns significantly less money they are more likely to spend extra for what they want (Trent, 2009). Also cities along the coast tend to adopt more western ideals than those located on the interior of China. Ethnicity: While china’s population is 87% Han (Doan, 2008) there is a small population of minorities that also live in china. Though living in the same country this minority have significantly different tastes from your average Chinese. These Minorities include Tibetans, Wiggers and Manchus. Lifestyle: Since China has opened its doors to international products and cultures, there have been many Chinese that have adopted a more western-lifestyle. With Western styles often come more western tastes (Qingbin et at, 1998), in contrast to the smoother taste western-styled Chinese prefer a stronger tasting alcohol. Marketing Mix This section presents strategic alternatives that Molson Canadian should take into consideration, recommendation of the suitable alternative and implementation of marketing plan through the use of the controllable elements of marketing mix. Strategic Alternatives There are two strategic alternatives that Molson Canadian can use to expand its beer brand to Chinese consumer market. Molson Canadian can expand its beer brand to Chinese consumer market by exporting its product line on trade or off trade. Alternative 1: The first alternative for Molson Canadian is to export its product line on trade, meaning that their target locations for sale are establishments which serve alcohol. For our product, we want to target specifically high end restaurants, pubs and bars. High end restaurants, pubs and bars would offer high quality products; therefore the best quality beer would also be expected from customers. One of the main strengths of Molson Canadian is that they utilize high quality ingredients as well as a team of brew masters that make sure the beer follows the high quality standards, qualities that Chinese consumers would be drawn to. Additional strengths of Molson Canadian is that it offers product differentiation such as best quality barley and no use of preservatives for its production. Also, the products country image is perceived as good quality product since it is North American which means that the products symbolize Western civilization, status and modernity (Zhou Hui, 2003). A weakness that should be taken into account is that Molson Canadian is not well known in the Chinese market, so it may be difficult to find consumers initially. However, opportunities in Chinese alcohol industry should be considered regarding this matter. For instance, an opportunity encountered is that there is an increasing demand for better tasting and premium products, meaning that premium beer sales will be more likely to increase in upcoming years (Euromonitor International, 2010). Also, another significant opportunity is that as consumers’ disposable incomes increase, consumers will be able to spend on leisure time such as going out to pubs and bars. In fact, there is a strong development of the consumer foodservice market, as well as, an increase of premium beer in forecasted years which accounts for 70% of total value growth from 2008 to 2013 in local currency (Euromonitor International, 2009). In addition to the above points, Chinese consumers are not price sensitive regarding on-trade places, indicating that premium and standard beer will become popular among the consumers (Euromonitor International, 2009). Lastly, a major threat towards this alternative is that the rise of prices for materials such as oil and energy can affect transportation cost. The National Development and Reform Commission (NRDC) had reported a price increase of RMB 1,000 per tonne for oil which is approximately equivalent to US$ 170 in 2008 (Euromonitor International, 2009). This means that there will be a need for adjustments in terms of price of beer to circumvent export costs to China. Alternative 2: The second alternative for Molson Canadian to export in China is to sell its product off trade. For this alternative, Molson Canadian beer should be sold in small grocery stores and/or hypermarkets. In order to better analyze this alternative for better profitability of the company, a mini SWOT analysis should be established. A major strength for this company is that the beer could be sold as standard lager beer to Chinese market with product differentiation. For example, the beer could be differentiated towards its high quality ingredients used in the production such as barley and hops and its high quality control standards. A weakness encountered in this option is that Molson Canadian is not a well known beer brand among Chinese market. An opportunity for selling Molson Canadian beer off trade is that this is main channel of sales accounting for 68% of volume sales in 2008 (Euromonitor International, 2009). Also, small independent grocery stores in rural areas account for 66% of total volume sales in 2008 (Euromonitor International, 2009). However, threats should also be taken into account for this alternative. A major threat there is high competitive market between domestic and foreign beer brands. In fact, the three top companies China Resources Enterprise Co Ltd, Tsingtao Brewery Co Ltd and Beijing Yanjing Brewing Corp accounted for 41% of total volume sales in 2007 (Euromonitor International, 2009). There are also two leading international companies participating in Chinese beer market which are InBev and Anheuser-Busch. Another threat encountered is that consumers are price sensitive towards beer in off trade channels as they have a range of beer selection as well as prices that differ from different brands issues (Euromonitor International, 2009). Recommendation. The best alternative for Molson Canadian is to target on-trade businesses, especially high end restaurants, pubs and bars. The main criterion for choosing this alternative was based on willingness to pay for high priced product. Also, Molson Canadian should consider the high competition with domestic and foreign beer brands in off-trade markets. In order to reach Chinese consumers, we have weighed the pros and cons of this alternative and believe that Molson Canadian would have the best chance for success by initially focusing on selling to high end restaurants, pubs, bars and so on. The first reason for this chosen alternative is that customers will pay for high quality at any price. The customers will pay for a product that provides better taste, healthier and premium packaged products (Euromonitor International, 2010) since their disposable income allows buying better quality products. In fact, according to China Alcoholic Association, beer volume production has increased 6 % in the first half of 2009 (Euromonitor International, 2010). Also, when beer is sold in high end restaurants, its price will be set much higher price than at grocery stores, so Molson Canadian can generate profit using this method. According to Euromonitor International (2010), standard and premium beer account for only 10% of total sales volume, but generate around 50% of total profits in China’s beer sector. One of downsides towards marketing on-trade is that it may be difficult to break into the market since Molson Canadian is not recognized publicly in China. Also, Molson Canadian may face fierce competition in Chinese on-trade markets. For example, Budweiser, Heineken, Tiger, and Carlsberg are the main multinationals that have majority of the premium beer sales on trade. This alternative is preferable to the other option since it provides the means to generate long term profit and on-trade customers will favour buying high quality product as their preferences change. Another reason for choosing this alternative other than off-trade is that grocery stores will offer a variety of beer brands that are cheaper and domestic Chinese brands, therefore consumers will have more general knowledge of the products available to them. Once the strategic alternative is implemented, there will be opportunities and challenges that should be relevant to Molson Canadian. A potential opportunity for Molson Canadian is to introduce Molson Canadian 67 which is a type of beer that contains only 67 calories. This is a significant advantage for this company since Chinese people are becoming more concerned about their health and wellness. In terms of challenges that Molson Canadian may face is that there will be competition within foreign beer brands such as Heineken that could affect Molson Canadian’s profitability. Implementation In order to execute the marketing strategy of exporting Molson Canadian beer to Chinese market in high end restaurants, pubs and bars, the company should consider the 4P’s of the marketing mix. First, the product provided is Molson Canadian lager beer by Molson Coors Brewing Company which is a high quality Canadian brand which Molson Coors will be able to sell its beer as premium brand because of it offers clean, crisp and fresh taste as well as the no use of preservatives. The price for Molson Canadian beer lager is planned to be high since most of target market in China is represented by medium to high income consumers. Consumers in high end restaurants, pubs and bars will able to buy a bottle of Molson Canadian lager beer for more than 20RMB or $3US(Eumonitor International, 2009) since high end restaurants will place their price three times its market price. For the promotional aspect of our product, Molson Canadian attempt to use practices similar to those found in the North American markets. The use of commercials and posters display the refreshing qualities of a Canadian lager beer will be a major focus of the promotional ads. However, unlike the Canadian and American markets where beer commercials incorporate sexual messages to sell their products, ads in China will mirror those of beverage companies already operating in the country. To do this, the sexual appeal found in North American type commercials will be replaced with the quintessential Chinese humor found very often in Chinese advertisements. In addition, another promotional campaign will be launched in China based on the current public relations department knowledge of Molson Coors regarding drinking and driving programs. This program will be shared with the government of China to increase awareness since drink driving is one of major factor causing traffic accidents. In fact,† according to the Ministry of Public Security, the number of road traffic accidents reached 107,193 during the first half of 2009, with the number of fatalities and injuries reaching 29,866 and 128,336 respectively† (Euromonitor International, 2010). This promotional tool will be helpful to reduce barriers that the government may place for Molson Canadian. Finally, another way to promote the beer brand is to provide an event marketing strategy since ‘international sporting, economic and cultural events are strong drivers for beer consumption† (All China Marketing research, 2008). For instance, Molson Canadian can potentially sponsor the 16th Asian Games in China which is taking place from November 12th to 27th, 2010 (Guangzhou Asian Games Organising Committee ,2010). Therefore, this sponsorship will bring brand awareness. Molson Canadian may have a backup plan if the sponsorship does not work out through donating a certain amount of money to the Asian Games event so then there will be also the brand name out there for consumers. A last marketing mix factor is place which could be achieved by utilizing the same distributors of Coors Light to d.

The Sugarbusters Diet :: Science Scientific Medical Essays

The Sugarbusters Diet History of the Sugarbusters Diet One of the Authors, H.Leighton Steward, began eating "bad" foods such as steak, lamb, and cheese after fifteen years of obstaining and found that his cholesterol dropped by fifteen percent and triglycerides by fifty percent. Baffled by this, steward talked to his doctor about the possibility that insulin must have been provoking the liver to produce cholesterol. His doctor, Bethea, another author of the book enthusiastically agreed. He sighted proof by explaining that insulin injections in diabetics tend to elevate cholesterol levels (Steward,Andrews, Bethea & Balart, 1995). Pledge of the Sugarbusters Diet. The diet will allow for most foods to be eaten in normal quantities or possibly larger ones. One will be able to eat many foods which have been considered "non-diet", such as meat, cheeses, and eggs. The foods to be avoided will be any foods which stimulate large amounts of insulin to regulate blood sugar. Sugar is targeted, not fat, as the culprit for extra pounds (Dawson, 1997). "By simply doing this, one can get slimmer and healthier simultaneously" (Steward, 1995). One author, Dr. Balart, even states that the diet is easy. He believes that after two to four days on the diet the desire for sweets will disappear and after ten to fourteen days they will be intolerable(http://www.sugarbusters.com:80/balofe.html). Following the Diet The basis of the sugarbusters diet is to trim fat by eliminating extra sugar. Sugarbusters states that lowering extra sugar is achieved by avoiding white rice, white bread and refined pastas. Other foods to be avoided are carrots, beets, and bananas. Dieters should instead eat foods which are high in protein such as nuts, steaks, eggs and also some fruits, vegetables and whole grain cereals and breads (Steward, 1995). The discerning factor between which foods can be eaten and which can not depends on the particular glycemic index of the food. Glycemic Index The glycemic index is the classification of food based on their blood glucose response relative to a starchy food, usually white bread. "A glycemic index is calculated as the weighted mean of the glycemic index value of the individual carbohydrate food, with the weighting based on the the proportion of the total carbohydrate contributed by each food"(Wolever, Nguyen, Chiassen,& Hunt, 1994). In total there are nearly six hundred separate entries including values for most common Western foods, yet these are not available on the Sugarbusters web site.

American Immigration History Essay

American immigration history can be viewed in four epochs: the colonial period, the mid-19th century, the start of the 20th century, and post-1965. Each period brought distinct national groups, races and ethnicities to the United States. During the 17th century, approximately 175,000 Englishmen migrated to Colonial America.[11] Over half of all European immigrants to Colonial America during the 17th and 18th centuries arrived as indentured servants.[12] The mid-19th century saw mainly an influx from northern Europe; the early 20th-century mainly from Southern and Eastern Europe; post-1965 mostly from Latin America and Asia. Historians estimate that fewer than one million immigrants—perhaps as few as 400,000—crossed the Atlantic during the 17th and 18th centuries.[13] The 1790 Act limited naturalization to â€Å"free white persons†; it was expanded to include blacks in the 1860s and Asians in the 1950s.[14] In the early years of the United States, immigration was fewer than 8,000 people a year,[15] including French refugees from the slave revolt in Haiti. After 1820, immigration gradually increased. From 1836 to 1914, over 30 million Europeans migrated to the United States.[16] The death rate on these transatlantic voyages was high, during which one in seven travelers died.[17] In 1875, the nation passed its first immigration law, the Page Act of 1875.[18] The peak year of European immigration was in 1907, when 1,285,349 persons entered the country.[19] By 1910, 13.5 million immigrants were living in the United States.[20] In 1921, the Congress passed the Emergency Quota Act, followed by the Immigration Act of 1924. The 1924 Act was aimed at further restricting the Southern and Eastern Europeans, especially Jews, Italians, and Slavs, who had begun to enter the country in large numbers beginning in the 1890s.[21] Most of the European refugees fleeing the Nazis and World War II were barred from coming to the United States.[22] Immigration patterns of the 1930s were dominated by the Great Depression, which hit the U.S. hard and lasted over ten years there. In the final prosperous year, 1929, there were 279,678 immigrants recorded,[23] but in 1933, only 23,068 came to the U.S.[13] In the early 1930s, more people emigrated from the United States than to it.[24] The U.S. government sponsored a Mexican Repatriation program which was intended to encourage people to voluntarily move to Mexico, but thousands were deported against their will.[25] Altogether about 400,000 Mexicans were repatriated.[26] In the post-war era, the Justice Department  launched Operation Wetback, under which 1,075,168 Mexicans were deported in 1954.[27] First, our cities will not be flooded with a million immigrants annually. Under the proposed bill, the present level of immigration remains substantially the same†¦. Secondly, the ethnic mix of this country will not be upset†¦. Contrary to the charges in some quarters, [the bill] will not inundate America with immigrants from any one country or area, or the most populated and deprived nations of Africa and Asia†¦. In the final analysis, the ethnic pattern of immigration under the proposed measure is not expected to change as sharply as the critics seem to think. — Ted Kennedy, chief Senate sponsor of the Immigration and Nationality Act of 1965.[28] The Immigration and Nationality Act of 1965, also known as the Hart-Cellar Act, abolished the system of national-origin quotas. By equalizing immigration policies, the act resulted in new immigration from non-European nations, which changed the ethnic make-up of the United States.[29] While European immigrants accounted for nearly 60% of the total foreign population in 1970, they accounted for only 15% in 2000.[30] Immigration doubled between 1965 and 1970, and again between 1970 and 1990.[31] In 1990, George H. W. Bush signed the Immigration Act of 1 990,[32] which increased legal immigration to the United States by 40%.[33] Appointed by Bill Clinton,[34] the U.S. Commission on Immigration Reform recommended reducing legal immigration from about 800,000 people per year to approximately 550,000.[35] While an influx of new residents from different cultures presents some challenges, â€Å"the United States has always been energized by its immigrant populations,† said President Bill Clinton in 1998. â€Å"America has constantly drawn strength and spirit from wave after wave of immigrants [†¦] They have proved to be the most restless, the most adventurous, the most innovative, the most industrious of people.†[36] An analysis of census data found that nearly eight million immigrants entered the United States from 2000 to 2005, more than in any other five-year period in the nation’s history; 3.7 million of them entered without papers.[37][38] Since 1986 Congress has passed seven amnesties for undocumented immigrants.[39] In 1986 president Ronald Reagan signed immigration reform that gave amnesty to 3 million undocumented immigrants in the country.[40] Hispanic immigrants were among the first victims of the late-2000s recession,[41] but since the recessionâ₠¬â„¢s end in June 2009, immigrants posted a net gain of 656,000 jobs.[42] Over 1 million immigrants were granted legal residence in 2011. ————————————————- Contemporary immigration Until the 1930s most legal immigrants were male. By the 1990s women accounted for just over half of all legal immigrants.[46]Contemporary immigrants tend to be younger than the native population of the United States, with people between the ages of 15 and 34 substantially overrepresented.[47] Immigrants are also more likely to be married and less likely to be divorced than native-born Americans of the same age.[48] Immigrants are likely to move to and live in areas populated by people with similar backgrounds. This phenomenon has held true throughout the history of immigration to the United States.[49] Seven out of ten immigrants surveyed by Public Agenda in 2009 said they intended to make the U.S. their permanent home, and 71% said if they could do it over again they would still come to the US. In the same study, 76% of immigrants say the government has become stricter on enforcing immigration laws since the September 11, 2001 attacks (â€Å"9/11†), and 24% report that they p ersonally have experienced some or a great deal of discrimination.[50] Public attitudes about immigration in the U.S. were heavily influenced in the aftermath of the 9/11 attacks. After the attacks, 52% of Americans believed that immigration was a good thing overall for the U.S., down from 62% the year before, according to a 2009 Gallup poll.[51] A 2008 Public Agenda survey found that half of Americans said tighter controls on immigration would do â€Å"a great deal† to enhance U.S. national security.[52] Harvard political scientist and historian Samuel P. Huntington argued in Who Are We? The Challenges to America’s National Identity that a potential future consequence of continuing massive immigration from Latin America, especially Mexico, might lead to the bifurcation of the United States. The population of illegal Mexican immigrants in the US fell from approximately 7 million in 2007 to 6.1 million in 2011 [53] Commentators link the reversal of the immigration trend to the economic downturn that started in 2008 and which meant fewer available jobs, and to the introduction of tough immigration laws in many states.[54][55][56][57] According to t he Pew Hispanic Center the total number of Mexican born persons had stagnated in 2010, and tended toward going into negative figures.[58] More than 80 cities in the United States,[59] including Washington D.C., New York City, Los Angeles, Chicago, San Francisco, San Diego,San Jose, Salt Lake City, Phoenix, Dallas, Fort Worth, Houston, Detroit, Jersey City, Minneapolis, Miami, Denver, Baltimore, Seattle,Portland, Oregon and Portland, Maine, have sanctuary policies, which vary locally.[60] ————————————————- Effects of immigration Demographics The Census Bureau estimates the US population will grow from 281 million in 2000 to 397 million in 2050 with immigration, but only to 328 million with no immigration.[77] A new report from the Pew Research Center projects that by 2050, non-Hispanic whites will account for 47% of the population, down from the 2005 figure of 67%.[78] Non-Hispanic whites made up 85% of the population in 1960.[79] It also foresees the Hispanic population rising from 14% in 2005 to 29% by 2050.[80] The Asian population is expected to more than triple by 2050. Overall, the population of the United States is due to rise from 296 million in 2005 to 438 million in 2050, with 82% of the increase from immigrants.[81] In 35 of the country’s 50 largest cities, non-Hispanic whites were at the last census or are predicted to be in the minority.[82] In California, non-Hispanic whites slipped from 80% of the state’s population in 1970 to 42.3% in 2008.[83][84] Immigrant segregation declined in the first half of the century, but has been rising over the past few decades. This has caused questioning of the correctness of describing the United States as a melting pot. One explanation is that groups with lower socioeconomic status concentrate in more densely populated area that have access to public transit while groups with higher socioeconomic status move to suburban areas. Another is that some recent immigrant groups are more culturally and linguistically different than earlier group and prefer to live together due to factors such as communication costs.[85] Another explanation for increased segregation is white flight.[86] â€Å"The lesson of these 236 years is clear – immigration makes America stronger. Immigration makes us more prosperous. And immigration positions America to lead in the 21st century.† President Obama, July 4, 2012 A stronger GDP means a better standard of living for Americans.Immigrants start small businesses.Immigrant-owned businesses create jobs for American workers.Immigrants boost demand for local consumer goods. More than 40 percent of Fortune 500 companies were founded by immigrants or a child of immigrants. According to thePartnership for a New American Economy these companies employ more than 10 million people worldwide and generate annual revenue of $4.2 trillion. Immigrants innovate as scientists and engineers.Immigrants develop cutting-edge technologies and companies.Immigrant scientist and engineers positively impact wages.Fixing our broken immigration system is critical to bilateral trade and U.S. exports. Fixing our broken immigration system will help increase international travel and tourism to America. merica’s immigration system is broken. Too many employers game the system by hiring undocumented workers and there are 11 million people living in the shadows. Neither is good for the economy or the country. Together we can build a fair, effective and common sense immigration system that lives up to our heritage as a nation of laws and a nation of immigrants. The President’s plan builds a smart, effective immigration system that continues efforts to secure our borders and cracks down on employers who hire undocumented immigrants. It’s a plan that requires anyone who’s undocumented to get right with the law by paying their taxes and a penalty, learning English, and undergoing background checks before they can be eligible to earn citizenship. It requires every business and every worker to play by the same set of rules. The Know Nothing movement was an American political movement that operated on a national basis during the mid 1850s. It promised to purify American politics by limiting or ending the influence of Irish Catholics and other immigrants, thus reflecting nativismand anti-Catholic sentiment. It was empowered by popular fears that the country was being overwhelmed by German and Irish Catholicimmigrants, whom they saw as hostile to republican values and controlled by the pope in Rome. Mainly active from 1854 to 1856, it strove to curb immigration and naturalization, but met with little success. Membership was limited to Protestant males. There were few prominent leaders, and the largely middle-class membership fragmented over the issue of slavery. The most prominent leaders were ex-President Millard Fillmore (the party’s presidential nominee in 1856), Massachusetts Congressman Nathaniel P. Banks,[1] and former congressman Lewis C. Levin. Social Irish immigration was opposed in the 1850s by the nativist Know Nothing movement, originating in New York in 1843. It was engendered by popular fears that the country was being overwhelmed by Irish Catholic immigrants. In 1891, a lynch mob stormed a local jail and hanged several Italians following the acquittal of several Sicilian immigrants alleged to be involved in the murder of New Orleans police chief David Hennessy. The Congress passed the Emergency Quota Act in 1921, followed by the Immigration Act of 1924. The Immigration Act of 1924 was aimed at limiting immigration overall, and making sure that the nationalities of new arrivals matched the overall national profile. After the September 11 attacks, many Americans entertained doubts and suspicions about people apparently of Middle-Eastern origins.[citation needed] NPR in 2010 fired a prominent black commentator, Juan Williams, when he talked publicly about his fears on seeing people dressed like Muslims on airplanes.[127] Racist thinking among and between minority groups does occur;[128][129] examples of this are conflicts between blacks and Korean immigrants,[130] notably in the 1992 Los Angeles Riots, and between African Americans and non-white Latino immigrants.[131][132] There has been a long running racial tension between African American and Mexicanprison gangs, as well as significant riots in California prisons where they have targeted each other, for ethnic reasons.[133][134] There have been reports of racially motivated attacks against African Americans who have moved into neighborhoods occupied mostly by people of Mexican origin, and vice versa.[135][136] There has also been an increase in violence between non-Hispanic Anglo Americans and Latino immigrants, and between African immigrants and African Americans.[137] A 2007 study on assimilation found that Mexican immigrants are less fluent in English than both non-Mexican Hispanic immigrants and other immigrants. While English fluency increas es with time stayed in the United States, although further improvements after the first decade are limited, Mexicans never catch up with non-Mexican Hispanic who never catch up with non-Hispanics. The study also writes that â€Å"Even among immigrants who came to the United States before they were ï ¬ ve years old and whose entire schooling was in the United States, those Mexican born have average education levels of 11.7 years, whereas those from other countries have average levels of education of 14.1 years.† Unlike other immigrants, Mexicans have a tendency to live in communities with many other Mexicans which decreases incentives for assimilation. Correcting for this removes about half the fluency difference between Mexicans and other immigrants.[138] Religious diversity Immigration from South Asia and elsewhere has contributed to enlarging the religious composition of the United States. Islam in the United States is growing mainly due to immigration. Hinduism in the United States, Buddhism in the United States, and Sikhism in the United States are other examples.[139] Since 1992, an estimated 1.7 million Muslims, approximately 1 million Hindus, and approximately 1 million Buddhists have immigrated legally to the United States. Os Imigrantes e as Religià µes A maior religià £o dos EUA à © o cristianismo, cerca de 78,4% da populaà §Ãƒ £o à © cristà £. Tradicionalmente a maioria dos americanos eram majoritariamente protestantes, mas pela primeira vez em 2011 o grupo atingiu porcetagem menor que metade da populaà §Ãƒ £o. Ainda assim os americanos continuam sendo de maioria protestante somando 48% ou ainda ma maioria crentes 51% somando afiliaà §Ãƒ µes mà ³rmons. O cristianismo foi introduzidos durante o perà ­odo da colonizaà §Ãƒ £o europeia. O cristianismo à © uma das religià µes que mais cresce nos EUA. Isto se deve, entre outros fatores, pelo elevado nà ºmero de imigrantes latino-americanos e filipinos que o paà ­s recebe a cada ano. A regià £o com a maior concentraà §Ãƒ £o de catà ³licos à © o Nordeste, que apesar de ter sido colonizada por puritanos, recebeu grande nà ºmero de imigrantes catà ³licos europeus (principalmente alemà £es, irlandeses e italianos) a partir da segunda metade do sà ©culo XIX. O Norte, à ¡rea de forte influà ªncia da Igreja Batista, por outro lado, à © a regià £o com a menor porcentagem de catà ³licos. Os  Ingleses, Alemà £es, Escoceses, Holandeses, Noruegueses entre outros do norte europeu introduziram o Protestantismo, enquanto os franceses, espanhà ³is e irlandeses trouxeram o Catolicismo. Apesar de seu status de religià £o mais difundida e mais influente nos EUA, o Cristianismo està ¡ num declà ­nio relativo contà ­nuo. Quando o nà ºmero absoluto de cristà £os foi levantado de 1990 a 2001, a porcentagem cristà £ da populaà §Ãƒ £o caiu de 88.3% para 79.6%. O Judaà ­smo à © a quarta maior preferà ªncia religiosa nos EUA. Os judeus atuais està £o presentes nos EUA desde o sà ©culo XVII, embora a imigraà §Ãƒ £o em grande escala nà £o tenha ocorrido atà © o sà ©culo XIX, em maior parte por causa das perseguià §Ãƒ µes na Europa Oriental. O CIA Fact Book estima que 1% dos americanos pertencem a esse grupo. Aproximadamente 25% dessa populaà §Ãƒ £o vive em Nova York. O Budismo entrou nos EUA durante o sà ©culo XIX com a chegada dos primeiros imigrantes da à sia Oriental. O primeiro templo budista foi estabelecido em San Francisco em 1853 pelos chineses-americanos. Ao longo do sà ©culo XIX, missionà ¡rios budistas do Japà £o vieram aos EUA. Simultaneamente a estes processos, certos intelectuais dos EUA ficaram interessados pelo budismo. O sà ©culo XX foi caracterizado por uma continuaà §Ãƒ £o das tendà ªncias do sà ©culo XIX. A segunda metade, pelo contraste, viu uma emergà ªncia de correntes principais do movimento budista que tornou-se uma massa e um fenà ´meno religioso social. Estimativas do nà ºmero de budistas nos Estados Unidos variam de 0.5% a 0.9%. No que diz respeito a histà ³ria do Islà £ nos EUA, ainda que muito pequena, a populaà §Ãƒ £o muà §ulmana aumentou extremamente nos à ºltimos cem anos. Boa parte do crescimento foi por causa da imigraà §Ãƒ £o e pela conversà £o. Atà © um terà §o dos muà §ulmanos americanos sà £o africanos que se converteram ao Islà £ durante os à ºltimos setenta anos. A imigraà §Ãƒ £o muà §ulmana aumentou em 2005, assim como mais pessoas de paà ­ses islà ¢micos se tornaram residentes legais permanentes nos EUA do que qualquer ano, nas duas dà ©cadas anteriores. A estimativa de muà §ulmanos nos EUA à © de 2,35 milhà µes (0,8% do total da populaà §Ãƒ £o). A primeira vez que o Hinduà ­smo entrou nos Estados Unidos nà £o està ¡ claramente identificado. No entanto, grandes grupos de hindus emigraram da à ndia e de outros paà ­ses asià ¡ticos desde o Ato pela Imigraà §Ãƒ £o e Nacionalidade de 1965. Durante as dà ©cadas de 1960 e 1970, o fascà ­nio pelo Hinduà ­smo contribuiu para o pensamento New Age. Atualmente, as estimativas de hindus nos Estados Unidos sugerem um nà ºmero de quase 800.000 pessoas, ou cerca de 0.4% do total da populaà §Ãƒ £o. A religià £o hindu està ¡ em crescimento nos Estados Unidos, nà £o sà ³ graà §as a imigraà §Ãƒ £o, mas tambà ©m devido a conversà £o de muitos ocidentais. Place of birth for the foreign-born population in the United States Top ten countries| 2010| 2000| 1990| Mexico| 11,711,103| 9,177,487| 4,298,014| China| 2,166,526| 1,518,652| 921,070| India| 1,780,322| 1,022,552| 450,406| Philippines| 1,777,588| 1,369,070| 912,674| Vietnam| 1,240,542| 988,174| 543,262| El Salvador| 1,214,049| 817,336| 465,433| Cuba| 1,104,679| 872,716| 736,971| South Korea| 1,100,422| 864,125| 568,397| Dominican Republic| 879,187| 687,677| 347,858| Guatemala| 830,824| 480,665| 225,739| All of Latin America| 21,224,087| 16,086,974| 8,407,837| All Immigrants| 39,955,854| 31,107,889| 19,767,316|

Overseas M&A of Chinese Enterprises Essay

The purpose of this article is to summarize the problems related to the overseas M&A of Chinese firms and to propose suggestions on its corresponding improvements. It firstly describes the brief history of China’s overseas M&A in three phases and its current status including the growth trend, the location preference and the sector distribution ; iand illustrates one succesussfulrvived case of Lenovo and two failed cases of Chinalco and SAIC. Then Seondly it analyzes the factors contributing to the success: economy growth, exchange rate, foreign currency reserve and proper management; points out the reasons of failure: political resistance, strategy error, integration difficulty and cultural difference. After that it refers to the practice of Japanese enterprises on image making, strategy selection, management localization and relation maintaining. Finally it provideoffers recommendations to improvebetter the execution of China’s overseas M&A including regarding public relationship, strategic thinking, management enhancement and cultural communication and ; draws a conclusion that whether the overseas M&A is ‘cake’ or ‘trap’ depends on what we choose to do. Overseas M&A of Chinese Companies: Cake or Trap? Introduction On 26th February 2013, China National Offshore Oil Company (CNOOC) announced in Beijing that it successfully completed the 15. 1 billion US$ acquisition of a Canadian oil and gas company Nexen Inc NXY. TO, which was China’s largest-ever foreign takeover. This was exactly the epitome of the ‘Great Leap Forward’ of overseas M&A of Chinese companies. Along with the economic boom in more thanof 30 years, encouraged by the ‘go-out’ strategy of the government, Chinese companies have madeseen robust strides in international investment markets. However, wereas most M&A cases closed as successfully as the case of CNOOC’s acquisition of Nexon? The answer must be negative should you pay attention to many failures such as Chinalco1’s acquisition of Rio Tinto2. Did every successful starting reach a happy ending? Neveror the answer would be affirmative since the bloody costs Chinese companies have paid in overseasabroad m markets. The aim of this article is to raise a critical question to the overheated enthusiasm on international acquisitions of Chinese enterprises: would it bring a worthy return or rather a bottomless pit? Serving this purpose, the article will firstly draw a brief portrait of the history and the present situation of China’s overseas M&A and summarize its characters, experiences and lessons. Then it will analyze the reasons for the successes and failures and compare China’s performance with the practice of its international peers. FinallyIn the end, t, he authorit would like to propose some recommendation on the improvement of the M&A operation of Chinese enterprises. Status quo The overseas M&A of Chinese enterprises started in the 1990s and could be roughly divided into three phases. The first phase was from the 1990s to the year 2001, when Chinese enterprises just entered the international market and tried to ‘cross the river by feeling the stones’ and to discover acquisition opportunities. The annual amount figure of transactions at that time was below 0. 1 billion US$. The second stage was after China joined the World Trade Organization in 2001 when the volume of overseas purchase takeovers reached 1 billion for the first time and till 2005 when the amount climbed to about 5 billions. The third period was fromafter 2006 till now especially after 2009 afterwardswhen global financial crisis seriously grilled struck the world’s major economies. During this period, the scale of China’s abroad overseas acquisitions exploded and each year it saw a total deal of tens of billions of dollars. In 2010, it was up to the height of 38 billion dollars, occupying 11% of the world’s transactions amount of that year3. There were some trends underlying the wavesis of overseas acquisitions waves. In terms of the quantity of deals, it was climbing climbed constantly with a number of 27 in 2003, 45 in 2005, 61 in 2007, 97 in 2009 and arrived at the record-breaking 147 in 20104. Meanwhile, the size of one transaction increased remarkably and the significant example was the abovementioned takeover of NEXON by CNOOC in 2013, a single deal of 15. 1 billion US$, overpassing exceeding the annual total of many previous years. With regard to the areas where China’s enterprises invested, American,USA Europe and Asia were their top 3 priorities, making up 27%, 21% and 15%5 respectively of the abroad acquisition volumes in 2010. About the sectors where they were interested in, the energy and mining fields were undoubtedly their first choice since 65%6 of the transactions occurred in this industry in 2010. Nonetheless, compared with the general traits, the individual cases are worth researching more carefully. A perfect example is the caseTake the story of China’s giant PC producer Lenovo7 as example, i. In December 2004 Lenovo acquired the PC department sector of IBM at the price of 1. 75 billion US dollars. After almost 10 years’ development, it was impressive that IBM became a super brand of business laptops and PCs and Lenovo had successfully enhanced its brand value and market share during the integration of two firms. It was this deal that made Lenovo a world PC giant. Conversely, the majority of Chinese buyers tasted the bitter flavor of defeats. According to the statistics of Mckinsey8 published in 2010, in the past 20 years, the success rate of international M&A was less than 50% while the failure rate of China’s overseas acquisitions was more that 67%9. In 2008, the total loss of China’s multi-national deals was nearly 35 billion US$10. For instance, in June 2009, Rio Tinto Group unexpectedly announced to breach the acquisition agreement with Chinalco and although Rio Tinto paid 0. 195 billion US$ break-up fee to Chinalco, the latter had to must pay multifold btimes of breaching compensation to China’s state-owned commercial banks and assume tremendous losses resulted from the dropping share price of Rio Tinto. Another perfect example is the case SAIC Motor11 took over SsangYong Motor12 which illustrated a failing integration after a triumphant acquisition. SAIC invested 0. 5 billion US$ to buy 48. 92% shares of SsangYong Motor in 2004 and increased its to 51. 33% in 2005. However, a smooth deal did not forecast a disaster of cultural integration. Neither SAIC achieved the aim of technology importation nor the new management team solved the annoying strikes and salary disputes so that the new enterprise staggered till 2009 when the local court approved the bankruptcy protection of SSangYong Motor, indicating the death of this acquisition. Analysis Based on the facts and cases revealed in previous chapter, we could can not help wondering that what was inside the box? In other words, what experiencepoints we can summarizecould summarize from the successful cases and what lessons we should learn from the failed ones? On one hand, the significant development of China’s overseas M&A might be generated by the following contributing factors. Firstly, the rapid economy growth drove solid requests forof the raw materials such as oil, gas or mining but subject to the limited domestic resources, Chinese enterprises turned their attention to global markets by active merging and acquiring. Secondly, since the exchange rate reform starting from 2005, the Chinese Currency RMB was appreciating gradually, for example the rate of US$ to RMB was 1: 8. 2 in 2005 but is 1: 6. 1 in 2014. In addition, the global financial crisis resulted from the subordinated debts storm in the USA remarkably dropped the share prices of listed companies in global capital markets. Both factorsThis change considerably lowered the costs of international acquisitions in recent years and created realistic opportunities for Chinese companies. Thirdly, holding the massive foreign currency reserve, for instance, 3820 billion US$ in the end of 201313, the central government of China broadened the control of foreign exchange and launched a ‘go-out’ policy to stimulate the internationalization of domestic enterprises, creating a relatively loose macro surroundings for Chinese companies. Fourthly, some Chinese companies were playing games in global markets more and more expertly. They adopted correct strategy to obtain global assets and products, executed it in accordance with international conventions, gained the advanced technology and sales networks, expanded the market share, established competitive edge and moved forward to the aim of multi-nationalization. On the other hand, it is indeed necessary to figure find out what caused the noticeable failure of Chinese acquirers. From my point of view, the reasons could be explained in four aspects. Political resistance:Political factors bear the brunt of the failure of China’s overseas acquisitions. Most Chinese enterprises engaging in international M&A were state-owned enterprises, which in the westerners eyes were regarded as the representatives of Chinese government. Although they emphasized the independence status and commercial orientation when doing business in other countries, the host governments were as prone to link them to the Communist Party of ChinaChinese government. Even if they were not state-owned, the public media often mislabeled them as Chinese SOEs because it was hard for the foreigners to distinguish the nature of one Chinese firm from the other. This was truly an extra risk of Chinese firms and constituted one fundamental obstacle toof China’s overseas acquisitions. Unfortunately, in most cases, Chinese firms had no say and did not know how to communicate with the local government or the public, only to accept the destiny of defeat. For example, the government of USA denied the 18. 5-billion-dollars acquisition of UNOCAL14 by CNOOC for the reason of state security. The failure of Chinalco’ acquisition of Rio Tinto was also attributed to the concern of economic safety of Australia. Strategic error:The core value of enterprise M&A probably is increasing the critical competitive advantage and sustainable development capacity thorough obtaining the essential resources of acquired firms, which requires thorough and appropriate strategies. Nevertheless, most Chinese enterprises, when operating international M&A, did not have a complete and clear strategiesy or did have a strategiesy but lost control of the operation and could not survive the ever-changing global markets. Some of them failed to properly evaluate their overall strengths and to completely understand the rules of international acquisitions therefore executed rush transactions blindly just catering for the individual preference of the boss or following the ‘going-out’ fashion of ‘going-out’. TheA lack of strategiesy must not realize an anticipated results. After a series of losses in international acquisitions, TCL15 admitted that the insufficient strategic preparation was the major reason contributed to its failure16. Another relevant case is the bidding for Hummer17 by Tengzhong18. Although had published an official industrial planning aiming at developing new energy vehicles in 2009, Tengzhong announced a bid for Hummer, the producer of large displacement vehicles, which completely contradicted its strategy of energy saving and emission reduction. Integration difficulty:After applause, flowers, champagnes and wines in the signature ceremony, the real challenge just starts because of the integration or management difficulties of Chinese firms. Though more and more Chinese enterprises enlarged tremendously in recent years, for example, 100 Chinese firms were listed on the Fortune Global 500 Rankings 201419, taking up one fifth of the world’s biggest companies. But compared with international giants such as Exxon Mobile, BP or Shell, Chinese firms are weak on management issues such as corporate governance, business operations, management communication skills, international reputation and marketing channels and internal integration etc. Multi-national acquisition and integration is so complicated that Chinese companies are short of not only managers who could communicate professionally with their counter-parts and standardize the operation with global horizon but also experts who are familiar with international market operations from legal, financial or managerial background20. Take TCL’s acquisition of Thomson21 for instance, after the deal was done, in less than three years, all the former executives of Thomson left the ‘new’ company22 and it fell into a crisis of management resulting in huge profit losses in the following fiscal years. It was truly a failure of team integration due to managerial incompetence. Even worse, Chinese firms were used to manage the integration after acquisitions with domestic management styles and most of them were caught in serious internal frictions, causing which caused productivity declining and profit dropping. Moreover, Chinese firms were merely accustomed to employ Chinese workers no matter where they were doing business, which exerted extensive concerns in the host country. For example, when Chinese firms acquired a local mining, a railway or harbor construction project in Africa, thousands of Chinese workers were hired to work there. It maybe impressive for many when we watched TV that more than 30,000 Chinese workers retreated from Libya after the civil war following the collapse of the Gaddafi regime in 2010. In the countries with tight policies on foreign labors, the employment patterns of Chinese acquisitions were controversial. Culture difference:Cultural is an indispensible influential factor in international M&A yet ignoring its significance is a common failing of Chinese acquirers. Many host countries complained that Chinese firms were mining robots or money machines, developing business simply on their own without incorporating themselves into the local communities and respecting the unique cultural backgrounds. The failure of SAIC’s acquisition of SsangYong, discussed mentioned in previous episode, could cast light on how the culture conflict ruined a takeover. It seems that the primary reason was SAIC’s insufficient acknowledgement of culture difference. Korea is an island country and its people have tremendous national pride therefore when SsangYong was acquired by SCIA which is from an undeveloped country of China, its employees were reluctant to accept the reality of control change and to co-operate well with the new boss. That was why they behaved negatively in the integration and apparently SAIC failed to figure out a proper strategy to deal with this issue. Moreover, SAIC underestimated the power of Labor Union and the complexity of labor disputes while paid more attention to enhance the relationship with the governmental authorities, which is anan exact reflection of Chinese culture, not suitable in Korea. The result of ignoring it was remarkable. Comparison After the analysis of what caused Chinese firms’ poor performance, before giving advice on how to improve it, it seems necessary to catch a glance at how the international peers did their M&A deals. Japan, one neighbor of China, is a perfect model we could refer to. Similar as today’s China, Japan is a country short of natural resources, from the 1960s when Japanese economy began to soar, Japanese enterprises invested massively in overseas markets to pursue a steady resource supplies. In the 1970s and 1980s, they also encountered various barriers and obstacles but Japanese firms gradually diminished the hostility and cautiousness and successfully took initiatives in global investment sectors23. Image-making:Japanese firms laid emphasis on image-polishing via the ‘think tank’ and the news media. In the 1980s, in response to the increasing hostility, Japanese firms implemented diverse strategies to turn them acceptable to the American society. Since most official critics were from the Congress, major Japanese companies established or enlarged the representative offices in Washington, DC. They tried to create the mainstream opinion via the cooperation with the think tanks, journalists orand former governmental officials and in return the think tanks held periodically forums on Japanese investments and published reports arguing that Japanese investments were beneficial to the USA economy. In most cases, Japanese firms sponsored or funded the researches or cooperated with the scholars in this field. Sustainable strategy: Japanese firms focused on a long-term effect of investments, pursued a resource-preferred acquisition strategy and did not deviate from the aim easily even if confronting temporary losses or missing profitable opportunities. As a result, the investment terms of Japanese firms were longer than those of Chinese firms. In addition, Japanese companies coordinated well with each other and avoided internal malicious competitions (which often happened among their Chinese peers) to maximize their coalition strength. Differing from Chinese acquirers in Australian market, Japanese companies were used to form an acquisition group of 3-4 firms to optimize the bargaining potential and profit margin. Local management: Unlike Chinese companies which preferred to appoint Chinese executives in overseas subordinates, Japanese investors trusted localAmerican managers and appointed them as executives. Besides, they tried to localize material supplies as much as possible. According to the report published in 2002 by the Bureau of Economics Analysis24, USA, from 1982 to 2002, the number of American suppliers of Honda25had climbed from 40 to 55026. Likewise, when negotiating with partners for acquisition deals, Japanese companies seldom requested to participated in the business operation so that they could avoid the employment, salary or land disputes, which considerably reduced the management risk and integration failure. Community relation: When investing in overseas countries, Japanese firms endeavored to integrate themselves to local culture and contribute to the construction of local communities. For example, sponsoring a baseball team or funding a cancer research center, Japanese firm had donated millions of dollars for local charity. All of these merits of goodness conveyed the information that Japanese firms respected local culture and put high value on local development. This is a sharp contrast to Chinese firms’ behavior in that they were only keen on making money but were indifferent to the lives of local residents. Recommendation Corresponding to the problems figured out discussed and the comparisons analyzed above, I would like to share my view on how to improve the overseas M&A operations of Chinese enterprises. Firstly, we should reduce the role the state plays in international acquisitions and create effective communications with stakeholders. To be honest, many overseas M&A cases illustrated the economic targets of Chinese government, which is the most controversial issue and the biggest concern in foreign markets. As the government, it must be aware of its duty and the boundary of public power, decrease the interference to micro economic operation and liberate the creativities of Chinese enterprises in overseas markets. On the other hand, Chinese government should provide necessary supervision and guidance of overseas acquisitions, reform improper and complicated formalities of abroad transaction and facilitate the currency flow by loosing strict exchange control. However, to eliminate political obstacles, the majority of the tasks are at the shoulder of Chinese enterprises themselves. It shouldmay be necessary for them to put public relationship management top of their agenda. For example, learn to communicate with the public media and the local communities in the language and style they could understand, find spokesmen in think tanks and sponsor local research academies or educational institutions are all constructive measures to enhance the soft powerimage of Chinese enterprises. In principle, we must try to let the host country, the local public, the local staff and other stakeholders believe that Chinese acquisitions are not only a business but also a kindness, not a threatens but an opportunitiesy, to all of them. Secondly, it is essential to break the spell of speculation and to adopt strategic thinking. Acquisition is not gambling but rather implementation of strategy, hence before initiating offers Chinese buyers must set up definite targets and strategies. In short, what do we exactly want? Every overseas acquisition case must have a clear strategic demand: to enhance the buyer’s weight in the value chain; to extend the brand reputation; to expand the production line or to extend the market share? We should not launch an acquisition merely because the target company is cheap or the acquisition is an eye-catching advertisement. Nothing would be more surprising than the news that a Chinese Millionaire Chen Guangbiao, whose business is recycle resourcing, announced a plan to buy New York Times. After the aim is set up, Chinese enterprise should establish and hold a firm strategy, draw an feasible plan in details to implement the strategy step by step and unless the market surroundings changes fundamentally, do not give up the fixed strategy easily. Thirdly, it could be urgent for Chinese firms to substantially enhance their management strength to survive the integration difficulties after takeovers. It is desirable for the acquirer to keep the previous management team of the acquired firm as much as possible and to pursue a ‘win-win’ target by satisfying both the requirements of the buyer and the demands of the seller as well asand its employees. Plus, they also should build a thorough management systems in accordance with international convention, enhance overall managerial strengthability, perfect internal corporate governance and establish rational incentive mechanism, to achieve a smooth integration and a sustainable development. Fourthly, it is not exaggerating to say that the failure of an overseas acquisition is actually the failure of cultural communication, which reminds Chinese buyers to take care of the cultural difference. Currently, most of the targeted firms are matured western enterprises which have built their own tradition and culture and hope to maintain rather than change it. In the contrary, Chinese firms have not developed a systematic and matured cultures. That is, China buyers have to absorb the advanced elements of the existing cultures and mix them in the formation of a new culture. Under some unique circumstances it is necessary to give up or reform the unreasonable parts in our own cultures that iare s unacceptable to the host country. Conclusion To summarize, overseas M&A is an effective way for Chinese enterprises to realize the hyper-normal development in global markets. But every opportunity could also be seen as a crisis and vice versa. It is a cake or a trap merely depends on what areis our choices. Friendly market, clear strategy, efficient management and proper communication may bring you a bright perspectives while hostile surrounding, blind expansion, poor administration and cultural conflict could catch usyou in a deep traps. For the better preparation to survive international M&A competitions, it is high time for Chinese enterprises to sum up the successful experiences and to learn from the costly lessons. If this article could provide some advisable suggestions on this topic, it would be my greatest pleasure.