Selection of College Major

Purpose 1 is to generate a personal analysis of personal behavior based on the responses that I have formulated and gathered from the Self-Analysis Worksheet. Purpose 2 is to develop critical thinking skills with the use of the available data and information with an integration of the lessons that are discussed in class. Questions Question 1 is about the capability of this assignment to bring out the critical thinking skills that I posses. Question 2 is about the relevance of this assignment in the development of my critical thinking skills. ConceptsAccording to the assignments, concepts are ideas that we use in thinking to be able to make sense of something. In line with this one can generate three basic types of concepts, cognitive concepts, behavior concept and affective concept. Cognitive concepts are ideas that helps us to become aware of the things the surrounds us. Usually these ideas compose the things that we learn through the use of our sense-perception. For instance the co ncept of finishing college in four years is a standard cognitive concept among students taking a four-year baccalaureate degree.Behavior Concepts on the other hand is composed of ideas that makes sense of our habits or those that are formed through everyday experience. Behavioral concepts includes the ideas that one use to justify his/her action. One major Behavior concept could be the optimistic behavior that I have towards finishing college through going to class everyday and taking notes during lectures. Affective Concepts are those that make sense of our fears, goals and ambitions. Somehow, affective concept s is responsible for the purpose of ones actions.Such is the case that one does not do bad things because it generates bad Karma or because it makes one to become hated. Information Study I found out that when I study for two hours for a subject, I anticipate that I could get high grades. This is a cognitive concept since these are information I gathered from observing my ac tion through factual data available in the surrounding. In relation to studying, I turn into behavioral concepts that reflect my study habits, which are taking notes and studying in bulk once a week or before examination.Affective concepts in relation to study can be seen in the way that I sense relief after studying and sense of enjoyment I felt when studying with the music turned on. Motivation to Complete College I have learned that my motivation to complete college basically arise from the changes that college can bring to my life. The commitment that I have, to finish college in four years is actually the main reason why I am striving so hard to finish my studies on time. Mainly, the idea of completing college and enjoying the life that it could open to me motivates me everyday into looking forward to do my best.Selection of College Major In selecting my college major I believe that it will dictate the course of my life and my career. Nonetheless, it is only now that I learned that it also hinders me to study other things besides my major subjects. It somehow limits my horizon and cuts off my other potentials. Family Responsibility and Support I found out that I am not yet ready for any family responsibility. I still enjoy my life as a child and a teenager. My family is very supportive of me and I want to help them in as much as I can. Thus, I seldom ask for financial support if I can manage my own expenses.Support from Instructors or Counselors Instructors and Counselors can really help one out in his or her assignments and the topics that he or she cannot understand. I found out that I do not really ask help from my instructors and counselor as much as I should, especially when I do not understand the lessons. Assumption Assumption 1 is about the reason why I am in college. Before answering the worksheet, I assume that I go to college simply because everyone is in college. But through thinking about it in a deeper sense, I have realized that it is reall y a personal want to finish college and start a new life.Assumption 2 is about taking my major course. Before, I assume that I take the major because it seems fine and I find it easier than other majors, now I realized that there are so many things that I cannot do anymore because I need to concentrate on my major. Thus taking a major is actually a matter of priority rather than of luck or chance. Inference Inference 1 is about the fact that after completing the worksheet I would try to give some more time to my studies. With respect to this, I would try to asked questions to instructors and counselor/s when needed.Inference 2 is about making more appropriate decisions through critical thinking. That is that this assignment will be able to help me practice critical thinking in dealing with ideas and concepts. Implications Implication 1 is if do study on time and if I consult with my instructors, if I will be able to utilize my time more effectively, I would be able to have higher gr ades and I will be able to finish my college degree. Implication 2 is if I do not develop critical thinking during this assignment, I might as well repeat the assignment and find out what might be the reason why I cannot develop critical thinking.Point of View I view myself as a student who is ordinary, I mean someone who is neither a high profile intellectual nor a retard. I study for the sake of having a degree not because I love the major or I dreamed of being successful in the field. As a student I often look into things with lesser depth and with a practical point of view. This assignment has helped me sort out my behavior and my ability to reason. It gives me an idea regarding how I see myself. It develops a deeper and more profound type of thinking that makes one realize that there are reasons behind things. Reference Person. Lecture Notes and Assignments. 2008

Analysis the Motorbike Market in Vietnam

Vietnam by motorbike take 61% of the total and by 4 times comparing with people who use car as main vehicle. Thus, motorbike market is an important part of Vietnam economy and considerable contribution to economic growth in recent years of Vietnam. Therefore, in this report are going to analyze the Motorbike market in Vietnam in both aspects: microeconomic and macroeconomic and bring out some conclusion about this market. Microeconomics: In this section, it will be analyzed into three elements such as demand, supply and price. Demand of consumer: In recent years, the demand of motorbike always grows up.According to the Vietnam Registry Department, until a half of 2011 Vietnam has about 17 million registration motorbikes and became one of countries has the ratio of people who use motorbike highest on the world. Table 2: Number of motorbike was registered Source: Vietnam Registry Department, 2010 Following above table, it can be seen that number of registered motorbike is increasing dr amatically year by year. In 2006, Vietnam had 1. 5 million of motorbikes but 5 year later this figure increased twice with 3 million motorbikes in 2010.These figures are shown that demand of Vietnamese people in buying motorbike very large ND this Is a complex market for Investors to Invest their capital as well as extend production. The main reason leaded to growing up of motorbike is reduced price of this product. For example, 10 years ago, a Honda dream motorbike was 30 million VEND (equivalent 2,000 USED at the same time), however after 5 year Honda was opened a industry in Vietnam and now price of a Honda motorbike is just from 10 million VEND (equivalent KUDUS at the present time). Price of produce changes, therefore demand of consumers change too.On the other hand, the second factor making demand of consumer raise Is national Income. According to General Statistics Offer, average per capita income in 2010 was approximately 1000 SAID, increasing 2. 5 times compare with income in 2004. Slogan (2010) is mentioned that to normal goods when income increases, the demand about it increases. Motorbike is a normal goods. This is sigh to show that when income of people increases, their demand increase too and they will spend more money for necessary goods, such as Vietnam is one of countries where is the most of using motorbike in the world.Thus, Vietnam is a large market and more potential for motorbike brands. Honda is brand which has most of market share in motorbike market because Honda is leader of this market when they were the first production at Vietnam over 10 years ago and they are always on the top of choice of consumers. According to General Statistics Offer, until 2009 there are two industries of Honda in Vietnam and the total of productivity of those is 1. 5 million produces per year.However, in 2010 Honda has invested 70 million USED to expend these industries, and improvement productivity to 2 million produces each year. Look back on the table 2, the number of registered motorbike in 010 was 3 million produces. Therefore, Honda was taken over a half of share market of motorbike market in Vietnam. Yamaha, Suzuki, SUM, Pigging†¦ Are the rest of brands in the motorbike market. In these brands, Yamaha is the most competitor of Honda with productivity each year is 1 million produces.In first years when motorbike has Just come to Vietnam, motorbike brands have set a high price because at that time demand of consumer was increasing highly and the main reason that time was taste. In recent years, with expanding on industries of old brands and setting up new brands of domestic production makes competition violently in motorbike market. As a result, reduce price is the optimal choice of producers. Domestic brands have exposed new produces with lower price, conformity with people who have low income.Therefore, other brands must to reduce price of their produce to competitive if they do not want to lose share market. Producers emul ate reducing price make demand of consumer increasing significantly. However, at this present, the supply of producers is over than demand of consumer, making surplus through the years, so in the future the price of produce will be continue reduce. On the other hand, producers must be kept productivity stability and in next some years reduce productivity to avoid surplus by yearly.

Devotion of Love

Love is unreasonable. It makes us suffer and leads us to unexpected decisions. Love gives us enough power to fight, making us powerless against our desire to produce an impression on others. Whether we love our parents or our friends, we nevertheless feel the need to prove the relevance of our feelings to others. James Joyce’s Araby and D. H. Lawrence’s The Rocking Horse Winner teach us to be more attentive to what we usually call love.The two stories shape the two different visions of love: while Joyce’s love borders on arrogance, Lawrence’s feelings border on insanity, both leading to spiritual frustration and physical self-destruction. Love is always surrounded by illusions. In both Araby and The Rocking Horse Winner, love is associated with frustration, which comes as a result of dreams which never come true. â€Å"Every morning I lay on the floor in the front parlour watching her door. The blind was pulled down to within an inch of the sash so that I could not be seen.When she came out on the doorstep my heart leaped† (Joyce). Really, is there anything better than seeing a wonderful girl across the street and dreaming about her beauty? These dreams however, are shaped in ways that do not provide the protagonist with a single chance to make them true. The situation is similar with Lawrence’s boy Paul, who vainly tries to protect his mother from financial problems. â€Å"He went off by himself, vaguely, in a childish way, seeking for the clue to ‘luck’.Absorbed, taking no heed of other people, he went about with a sort of stealth, seeking inwardly for luck. He wanted luck, he wanted it, he wanted it† (Lawrence). In his trying to find consolation in gambling, Paul looks very similar to Joyce’s character. In the bazaar or during a horse race, both position love as the object of trade, and the success of their spiritual strivings depends on their ability to earn or purchase a certain amount of material values. That these materialistic strivings are initially doomed to failure neither Joyce, nor Lawrence can conceal.They turn these material sensations into an effective literary instrument with the aim to prove and confirm the eternal truth: love cannot be bought; nor can it be sold. The tragic mistake which Joyce’s impersonal character and Lawrence’s boy Paul make on their way to love is replacing the value of true feelings with the value of money. Their failures are not in that they cannot earn or buy enough to satisfy the material needs of others. Their failure is in that they initially agree to play this material game and silently accept the rules set by others.Their love makes them blind, and they obviously overestimate their strengths, efforts, and abilities to realize their dreams and hidden desires. â€Å"Paul’s mother touched the whole five thousand. Then something very curious happened. The voices in the house suddenly went mad, like a choru s of frogs on a spring evening. There were certain new furnishings and Paul had a tutor† (Lawrence). Not the tutor and not the new furnishings, but the inner voice was telling Paul that something was wrong – the voice which Paul consciously refused to hear.The same unknown voice might have been telling Joyce’s character to keep from making an unnecessary purchase. There, in the middle of the bazaar, the young boy is gradually realizing that love does have its limits – the social and material limits, which society has imposed on him against his will. Joyce and Lawrence are similar in a sense that they re-evaluate simple human feelings through the prism of social complexities. The latter make love impossible and unachievable to those, who do not have financial capital.Both characters are the victims of their own feelings. Regardless whether these feelings border on arrogance or on material insanity, they inevitably lead to moral or physical self-destruction. Conclusion For years and centuries, love was the source of literary inspiration. In case of Joyce and Lawrence however, love has become the mirror of the major society’s flaws. Limited and decreased to an object of social trade, in both stories love appears as the instrument of one’s spiritual and physical self-destruction.Both stories position love as the object of gambling, and those who love do not have any other choice, but to accept the rules of this tragic materialistic game. The two stories form the two different pictures of one feeling and teach us a good lesson: when replaced with materialism and combined with arrogance or material insanity, our feelings turn us into the prisoners of our own unbelievably unrealistic desires; and how virtuous these desires may seem, they do not give us a single chance to be loved.

The Berlin Blockade Research Paper Example | Topics and Well Written Essays - 1500 words

The Berlin Blockade - Research Paper Example This assignment will focus on the state of Europe and Germany after the Second World War, gaining understanding as to how Germany became split between the Eastern and Western powers, and what this meant to all who were involved. The tensions between the Soviet Union and the other Western allies will be examined in order to understand the events that led to the Berlin Blockade. The assignment will explore and analyze the Blockade itself, seeing how the Eastern and Western powers reacted to and countered one another’s actions. Finally, the aftermath of the Blockade will be looked at in order to determine what the consequences were for all who were involved and how it affected their relations in the years preceding the Blockade. 2. AFTER WORLD WAR II During World War ii, Britain, France, the United States and the Soviet Union banded together to form the allied powers in order to fight and overcome Germany. The war was brutal and left devastation in its wake. After the war, the ma in question was what to do with conquered Germany. The Soviet Union, Britain and the United States convened at Potsdam in Berlin for a conference which lasted from 16 July until 2 August. 1945. This was the third conference held by the allies after the war in which decisions were taken as how to restore Europe and deal with Germany. The leaders who attended were: Stalin of the Soviet Union, Truman of the United States and Churchill of Britain who was replaced by Attlee who had become the new Prime Minister of Britain. Already, tension was displayed between the Soviet Union who practiced Communism and the Western powers who had adopted Capitalism. The Potsdam Agreement was signed during the conference, which led to the creation of a four-power allied control council [ACC] to govern Germany. The allied council was made up of Britain, The Soviet Union, The United States and France. They were each given a zone in Germany to govern. Berlin, the capital of Germany, fell within the Soviet Union’s zone; fearing that The Soviet Union would gain an advantage by this, the other three powers insisted that Berlin too be divided into four separate sections. The Soviet Union’s zone was mainly made up of fertile agricultural land that produced most of Germany’s food; while, the British and the United States’ zones were more industrial in nature and had to rely on food stuffs from The Soviet Union. The allies planned to limit Germany’s industrial capacity in order to ensure that it would never again be able to achieve remilitarization. Britain, who occupied the zone least capable of conducting agriculture, disagreed with this resolution and fought for a greater industrial output by Germany, tightly controlled by the allies, so that Germany may become a major trading partner. Due to the lack of an agreement on this matter, each country administered its zone as it saw fit. For instance, the Soviet Union transferred all factories, equipment and technicians to Russia in order to weaken Germany and bolster Russia’s economy. [World War II Data Base, 2004] This lack of unity on the administration of Germany set the foundation for the events that would later lead to the Berlin Blockade. 3. EVENTS LEADING UP TO THE BLOCKADE The division between the Soviet Union’s Communist ideology and the Western powers Capitalist views became more pronounced over the next few years which heightened tensions within the ACC. These differences and tensions sparked off a

Fragile X Syndrome PowerPoint Presentation Example | Topics and Well Written Essays - 500 words

Fragile X Syndrome - PowerPoint Presentation Example Many of the people who suffer from the syndrome have some cognitive weaknesses in their cognitive development, including the processes of thinking, problem solving, concept understanding, information processing and overall intelligence. Their overall potential tends to be lower than that of their peers and siblings, but they can nonetheless have patterns of strength too in their development and do very well in certain aspects of learning and cognition. As many as 80% of males with the syndrome are described as "cognitively delayed". Older studies suggested that nearly all the boys or men with the syndrome have a moderate or severe mental retardation. Today there is more accuracy in the testing and in recognizing all those with the syndrome (not only those who were institutionalized, on which these previous studies were carried out), and only 10-15% of the males tested have the IQ that fits a borderline or mild mental retardation. There are a number of boys and girls with the full mutation of the syndrome. They are described as learning disabled, as their overall intelligence is at least at the low average range but they have specific strengths and weaknesses in their cognitive learning ("Cognitive Development Characteristics", 2009). Cognition is also affected by Attention Deficit Hyperactivity Disorder (ADHD), seizure disorders, anxiety, disorders in speech and language, sensory motor problems and other factors ("Cognitive Development Characteristics", 2009). In boys and men, there are several points of strength in cognition. These include verbal labeling, single word vocabulary and receptive (listening) vocabulary. Also, the vocabulary for subjects of interest may be higher than expected. Furthermore, visual matching and visual perception tasks with meaningful information (a familiar object, for example) are often performed well. Memory for situations and for favorite TV shows, song and videos is

Musical Multimedia Research Paper Example | Topics and Well Written Essays - 2000 words

Musical Multimedia - Research Paper Example This "Musical Multimedia" essay outlines and analyzes Madona's Material Girl music video. Representations of feminism and a combination of independence for women echo from Madonna’s song where she gained a place in the academic world. According to scholars, the singer emerged as a new voice in the post-modernist arena where composition was pegged on identities and images to reach out to an audience. The theorization of Madonna’s video equally demonstrates the role of the media in determining new perspectives while also influencing the traditions associated with musical harmonies. The incorporation of the aspects of love and money largely manifest a wider scheme in the performance of ballads while also connecting with varying models of multimedia. However, it is fundamental to acknowledge that songs and music videos have a disparity based on the message reflected to the listeners as compared to music videos as observed in Madonna’s Material Girl. There are three m odels that, according to Nicholas Cook, play an integral in defining the consistency of various forms of multimedia in the scheme of communications. The similarity test, for instance, takes into consideration the coherent and consistent metaphors that sometimes are identical to another. In using metaphorical expressions, Cook observes that varying emerging multimedia forms tend to communicate a message by associating meaning with the expected message as noted in Madonna’s song. This is complimented by the whirring sound found in the film production of Madonna’s song.... The similarity test, for instance, takes into consideration the coherent and consistent metaphors that sometimes are identical to another. In using metaphorical expressions, Cook observes that varying emerging multimedia forms tend to communicate a message by associating meaning with the expected message as noted in Madonna’s song. This is complimented by the whirring sound found in the film production of Madonna’s song that tells a story based on broken love and the essence of becoming rich to win women. According to Cook, the untraditional mode found in Material Girl espouses a new reception in the academic world whereby the song is connected to a love for money through the intertexual reference made in the creation of effect2. Elements of fragmentation and discontinuity are also apparent in post-modernist constructs whereby artists such as Madonna present visual imagery in recreating narrative models to suit a particular audience. This differs from the models that ba se their argument on coherence, consistence and similarity test. Additionally, the disintegration of the studio systems heralded numerous changes in Hollywood with emphasis on exhibition, creation and even distribution leading to the collapse of vintage film production. On that note, the songs and musical videos underwent a new revolution compounded by complicated technology that produced 3 dimension (3D) flicks for audiences with diverse beliefs and values. A difference also exists between a love story and romantic story in regards to the projection of identity and image. In a love story, for instance, imagery is critical during the representation of conventions that directly associated with

Microeconomics Essay Example | Topics and Well Written Essays - 250 words - 2

Microeconomics - Essay Example However, the situation is beneficial to the country in the long term. Currently, US citizens have to cope with high interest rates and high mortgage rates due to the country’s account deficit. The current situation may indicate that the country’s rate of investment is exceeding its GDP. Investment is not a bad thing for the country although it might cause short-term financial strains on the citizens and unfavorable trade balance (Barschel, 2007). However, long-term benefits may propel US to high levels of economic performance. None of the current economic solutions can be applied to reverse the situation. In order to contain the situation, the government needs to encourage savings and reduce borrowings among its people. This will involve giving people the right education in order to sensitize them on the importance of saving within the country. Increasing tax rates will also reduce borrowing and increase savings. The government also needs to cut the countries imports while it promotes exports. Oil accounts for $140 billion of the total US imports. The government should promote energy conservation and use of alternative energy in order to cuts oil imports and to promote favorable trade

8 short essays no more than 1000 words Essay Example | Topics and Well Written Essays - 1000 words

8 short essays no more than 1000 words - Essay Example The failure of a developed education system hinders innovations, decision-making processes and mismanagement of funds. Developed education will change the world since it will also provide equal opportunities for all due to globalization. Business will also benefit from developed education since the major players know what is best for the economy and the industries they are operating thus limiting exploitation. Education is the basic element for societal and industrial development. Acquiring a degree in an economic and business program is a huge step to help me change the world. This degree will equip me with analytical skills, leadership skills, better judgments and decision-making. These values are essential in formulating the best way to assist my government to develop a better education system that will equip the youths with important knowledge that will raise their living standards, make them more innovative knowing that improving their earnings will improve the economy of the country (Avery, Walker & Murphy, 2001). Lack of qualified personnel in major government offices is a major contributor of developing countries suffering during any global crisis. Acquiring this degree will be the first step towards being employed in the government finance office, treasury or corporation whereby I will use the acquired skills to prove to the government the need of changing and developing the educ ation system. I would help the government in major decision-making processes and ensure more funds are invested in developing education. In the next 10 years, technological changes will affect business in various ways both positively and negatively. The Internet is a major technological change that has shaped the current globalization strategy by easing communication thus ensuring that companies can sell or advertise their products via the internet. The companies thus lower advertisement costs. The buyers benefit from

HR and Leadership Essay Example | Topics and Well Written Essays - 3000 words - 1

HR and Leadership - Essay Example The paper tells that leadership can be defined as the way process is influenced by an organization by leaders who have visions and is determined to achieve the organizations set objectives at any cost. Management makes the programmed decision affecting organization day to day activities and is concerned with administrative duties rather than decision making. For HR to be leading the department should employ effective strategy and solution to resourcing and ensuring there are talent planning and development, service delivery is at its best with well-coordinated systems of communication which involves employee engagement and relations. Thus leading HR should be determined in performance and must reward employees for good work done. Above all the human resource management should be of credible personality, driven to deliver, decisive thinkers, role model and should have the courage to challenge actions in the organization. An organization is important to ensure delivery of services and attainment of objectives if structural changes are effectively managed. The organizational structure of any firms matters a lot as if it’s well organized it will be easy to effect changes because of the values, believes and attitudes set by an organization so there is well spelled out a procedure on how everything is coordinated in the organization including, communication systems and responds to the environment. Strategic human resource management relies mostly on the resource-based view of the firm which suggests human resource practices leads to high performance and sustained in the competitive environment. Top management should ensure high technology is employed in firms to enable HR practices to build up mentoring, give incentives to performing workers and also enable performance appraisal which encourages the development of working relationship.

Iraq War Essay Example for Free

Iraq War Essay The American government took the controversial decision of waging a war against Iraq. The circumstances and the motives of the American government indicate that the war on Iraq was unwarranted and cannot be justified although the American government has put forward a few reasons for waging this war. The logic and evidence does not support such contentions by the American government. The American government has failed to justify its unilateral decision of declaring war against Iraq. In the year 2002, the American President revealed his plan of attacking the Iraqi regime as it was thought that Iraq was in the process of emerging as the greatest threat to the American security. This decision was apparently taken on the basis of the intelligence information that the US government obtained concerning Iraq’s nuclear program. However, it is interesting to note that this intelligence information was kept secret until 2002. The major reason for this war was the terrorist attack of the World Trade Center in the year 2001. Obviously, this attack had left Americans at a state of shock as the successful terrorist attack demonstrated to the whole world that American security is at stake and that American military and intelligence power is not that efficient. (Powers 1) The knee jerk reaction resulted in the decision to chalk out the proper plans to prevent the future attacks of the American territory. However, it is interesting to note that the American government could not obtain even the simple majority of the members of the UN Security Council. This clearly indicates that the United Nations did not wholeheartedly support the Iraqi venture initiated by the American government. The close allies such as France and Germany could not be convinced of the need for this war project as these countries felt that there was no need for any fresh attack on the Iraqi territory as after 1991 this region was left in almost depleted state. The President was able to only convince the United States Congress as the members of the Congress did not question the necessity of a war on Iraq. The Congress members did not even participate in the debate regarding the Iraqi war. This shows that the American government could not convince the world leaders that Iraq was up to some fresh mischief in the form of the production of armaments having the capacity to destroy the world population. These details indicate that the American government has been alienated by other important powers which have not accepted the evidence presented by America that Iraq was emerging as another center of terrorist activities. (Powers 2) The main argument of the proponents of war was that Saddam Hussein possessed various dangerous weapons such as nuclear arsenals and chemical weapons which could have been used to destroy the enemy countries. The proponents of war asserted that the past history of Saddam showed that he was an aggressor. Their another contention is that Saddam Hussein had connections with the Islamic terrorist organizations and the leaders such as Osama bin Laden who had played an important role in the WTC attack. (Mearsheimer and Walt 1) These are the three reasons given by war supporters to justify the US aggression on Iraq. However, the proponents of war are not able to prove that Hussein really possessed Weapons of Mass Destruction (WMD). The UN inspections did not reveal that Iraq actually possessed or had the potential of building huge base of WMD which could have been used for destructive purposes. The War mongers were aware of the fact that their action would lead to huge expenses to the American treasury and that this war would result in the alienation of America in the world politics. Even then they insisted that war was inevitable as one could not afford to ignore the possession of nuclear arsenals in the hands of the Iraqi leadership. In reality, the US had the power to contain the alleged Iraqi aggression. The argument that war was inevitable rests on the faulty logic. The war supporters are not able to come up with substantial proof to suggest that Saddam had seriously pursued the plan of destroying his enemy countries. (Mearsheimer and Walt 4) However, in this context one should remember that after the Gulf war the allied forces had obtained entry into Iraq and they had used their energy to reduce the military power of Iraq. The Gulf war debacle was sufficient to deplete the Iraqi resources. Perhaps the American government needed to make a strong statement against Islamic terrorists after the September 11 attack. This resulted in the declaration of war on Iraq. This can be considered as the face saving attempt made by the American government. The newspapers have reported information from CIA documents which contradicted the statements made by the President Bush who asserted that Iraq was trying to produce nuclear arsenals as the Iraqi officials had approached South Africa to obtain materials needed for producing nuclear weapons. However, CIA expressed doubt regarding this report that Iraq was trying to obtain nuclear weapon materials from South Africa. Another contention of the President was that the Iraqi officials refused entry of the weapon inspectors into Iraqi regions. However, there are evidences which refute this allegation. In reality, as the newspapers reported, the Iraqi government had offered their cooperation with the weapon inspectors. There is also evidence to suggest that even before the beginning of war the American government obtained the information that Iraq did not approach South Africa to obtain nuclear weapon materials. This shows that the Bush administration had deliberately misinterpreted the intelligence reports in order to obtain the support of the Congress members for this war. In spite of these contradictions Bush has defended his action of invading Iraq without any major reason. (Priest and Milbank A01) There are evidences to state that the US decision to attack Iraq has backfired and it has not contributed to the improvement of the US image in the international political arena. The Iraq venture has resulted in the protest by the governments and people belonging to different nations in the world which did not find any necessity for this war. (Martin 3) The main reason for this protest against the war is that this war was unjust. The extreme action taken by the US forces against the innocent Iraqi civilians has come under public criticism. This shows the world public opinion has not supported the idea of the US led campaign against Iraq. This war has enraged the Muslim nations and this may contribute to increase in the activities of the Muslim terrorist organizations leading to the loss of lives in different parts of the world. There is no evidence to state that the US government obtained the support of the majority of the Americans for this war. The Iraq war has contributed to the creation negative image of Bush not only in the world politics but also in the US. In this sense, this war has not benefited the US people. Instead of increasing the security of Americans, this war has increased the possibility of terrorist attack on the innocent American population. (Martin 4) Works Cited Bracknell, Major Rob. â€Å"Euro-bashing as Good Sport†. Naval War College Review. 58. 2, (2005): 139-142. Available at https://www.brookings.edu/

Case Study Of The Virgin Group

Case Study Of The Virgin Group Virgin Group is made up of more than 200 companies, which employ nearly 50,000 people all over the world. The business has witnessed continual growth since it was started. The revenues reached a record mark of 10 billion sterling pounds in the year 2006. This reveals the magnitude and level of business in which Virgin Group is operating. The nature of leadership in existence in Virgin Group draws many features from the personality of Sir Richard Branson. The business philosophy postulated by Sir Richard Branson believes that the ultimate results of customer satisfaction and shareholders gain is the responsibility of every individual. He believes that if the staffs are kept happy then the customers are going to be happy meaning that the shareholders will be happy too (Branson 1998, pp. 14). Consequently, the management of Virgin Group does not fall in to any particular model. It has a unique management structure whose characteristics do not fit those of the existing models. The amalga mation of concepts makes it distinctive. A critical review reveals that the success witnessed by Virgin Group can be attributed to the uniqueness of its management styles. Management Theorists like F Taylor first created the concept of scientific management. This scientific concept postulates that there are six main features of management, namely; experiment, observation, selection, standardization, and training. Scientific philosophy of management expects that rewards and employee compensation should be pecked on performance and co-operation. Although some facets of this theory are outdated, some of its features are still applicable in the business structure of modern times. As a good illustration, Virgin group may be having what appears as a relaxed working environment but some features of scientific management are in the application. Such aspects of scientific management used in Virgin Group include training, selection, and payment pecked on results. Some employees are compensated because of their outstanding entrepreneurial ambition and innovative thinking. Outstanding performance in Virgin Group is not only measure by the amount of financial input an employee has brought but also creativity and ability to think outside the box. Another model of management is bureaucracy, which sees the organization of business as one unit. The pioneers of this school of thought believed that family practices could not be delinked from the organization. Therefore, there a need to merge family goals with those of the entire organization. Organizational goals of Virgin Group cannot be dissociated with those of Sir Richard Branson. This is enough reason to conclude that the management style in the organization has some elements of bureaucracy in leadership. Max Weber first formulated this kind of management approach. The impact of the entire society is given considerable attention by the management. In this model, the organization forms an integral part of an amorphous society. Despite having some draw backs, this model has found its way in to the Virgin Groups management style. In a bid to meet the needs of the society it is serving, virgin management give priority to the impact, its strategies will have on society. This is the reason as to why Virgin Atlantic, an airline company under Virgin Group, has been on the frontline on the crusade for environmentally friendly jet fuel. Furthermore, there is an element of administrative theory in the management of Virgin Group. Propounded by Henry Fayol, administrative theory view management as a chronological process comprising of planning, organization, training, and coordination of functions. This model represents the transitional theory between the traditional and modern models. It is characterized by rigid and mechanistic tenets. Virgin Group has a little bit of these management principles. It has deviated from it by allowing liberalized management at departmental level. However, at the departmental levels, there is a need to advance the principles of management. The thoughts of employees should remain to be customized to suit these principles. The management of Virgin group with a heavy weight is contingency approach. The decision-making and plans executions are done with close reference to the problem at hand. This has seen the group attain notable milestones in streamlining its management, which eventually translates in to revenues. In this management model, the dynamics of business environments is appreciated. It recognizes the fact that different environments require different management approaches (Damanpour1996, pp 694). Concisely, it is true to argue that Virgin Groups success story of many years is a factor of many things including it optimal management model. The group has been able to amalgamate the presets of every model to suit its present needs. What is emerging vividly from this global organization is the fact that the efficacy of management is determined by its ability to move away from conventional and rigid requirements. Moving with the trends in the market has been proven beneficial in optimization of profits. From the descriptions given above, it is evident that Virgin Group leadership is a transformational. In transformational leadership the management looks beyond the compensation to employees. The model, which is in use at Virgin Group, explores the inner factors, which enhance performance of employees through motivation. On the contrary to the transactional model, which look at compensation alone, transformational leadership looks at the way of achieving high-level loyalty and commitment from the followers. The brand in the name of Virgin was founded in 1968. Since then it has grown beyond borders and become a worldwide product. Its venture into many different industries is a true reflection of the success. Sir Richard Branson is the present chairperson of the group. He is well known for his stylish but competitive leadership skills. Many analysts and scholars attribute the success of Virgin Group to the creative leadership skills of Branson. In the process of expansion, he took over several risky ventures in a more to diversify and improve his business. In most of his business plans, he focused on minute segment of a specific market and provided quality products or services. This approach allows for creation of small monopolistic markets with high profit margins. One major contributor to Bransons success story is his ability to lead people in exploring innovative and profitable ventures. Therefore, the leadership style depicted by Branson is a topic to be investigated in the following discussions. The kind of leadership philosophy advocated by Branson has been infiltrate into the entire company. Sir Richard Bransons leadership style falls in the category of transformational. He has an outstanding ability of bringing out the best out of humanity. Interpersonal and relational skills possessed by Branson are impeccable. He has close touch with the day to day activities of various companies within his group. The most common feature that has made him achieve great milestones in business development is the ability to motivate and rally fellow partners in pursuit of a business opening. If the recent acquisitions are taken as an illustration, he managed to convince fellow stakeholders in adoption of a new strategy. In his ventures, he looks for people who are outgoing and willing to start new businesses. His capacity building nature has made him an admirable leader of modern business. His focus spans beyond the orthodox perspective of employees where the management expects the workers to perform to deserve compensation. The interest of Branson surrounds asking the question as to whether a partner or employee is optimizing his or her capacity. He is interested also with people who are willing to take risks and the best in their tasks. For a long time, he has succeeded in bringing out the best out of his staff, a core character of transformational leader. There is no doubt about the fact that Bransons success since 1970s is attributed directly to his attitude towards management of a team. In his approach, the barrier existing between the employees and management is broken. In fact, many people working with him approaches business issues with a philosophy of achieving through innovative thinking and not adhering to the preset rules. Because of the ideologies propagated by Branson, all participants in the organization share similar values. He formulated his own style of leadership, priding himself on integrating the employees in to his style and seeking their thoughts on ways of improving value to customers. Employees are expected to internalize these values and respond in accordance to them. Integration of corporate values in leadership strategies means that there is little interference by external forces (Werdigier 2007, pp. 4). Nevertheless, Sir Bransons approach does not mean that the employees are entirely dependent on the chairpersons thoughts. They are equally accountable of their actions like fellow employees under transactional leadership. In order to motivate his employees, Branson and his management team, especially human resources management department have systems of enhancing commitment of employees through bonuses, stock options and profit sharing, and internal promotion wherever possible. Apart from Sir Bransons input in the success of the Virgin Group, there is a contribution of organizational culture in the company. Organizational culture existing in Virgin Group in fairly complex. The Group serves more than 100 companies operating separately in the industries which are not entirely related. The common feature within ever company in the group is the glamorous Virgin Brand. The brand remains unchanged in all companies operating in different businesses. This is a similarity, which puts a heavy responsibility on each department or division to positively represent the brand. The image reveals an overall image of quality and innovation inherent in the group. Through the creation of an exclusive brand, the company has been able to consolidate and maintain desirable loyalty levels among the customers. The diverse business portfolio evident in Virgin Group businesses is helpful in building and maintaining loyalty in various industries. This is the main reason as to why the company has witnessed high levels of success. The managers in the company employ the concept of creativity to encourage employees to enhance their contribution to the group in whatever level of hierarchy. They discourage the scenario where employees sit back to execute instructions. Employees have the capacity of producing cutting-edge products, which the whole company will be able to deliver to the market. They can also formulate ways of improving efficiency in the company. This is an outstanding feature of Virgin Group. Every individual has a say when it comes to products development. The management style in application at Virgin Group encourages members of staff to be competitive. This will eventually build a desire in the hearts of employees to see the company succeed so that they can be recognized as contrib utors to new and innovative business model. There is no clear cut between management and leadership within Virgin Group. Transformational leadership emanates from executives and top managers in the company. There are harmonized goals set by Sir Richard Branson and fellow company executives. Various companies within the group will work towards achieving those goals. These ambitious goals range from utilization of new technology, expansion in international markets, joint venture with other existing companies and loyalty among customers. Goals formulated at this level of management are communicated to every employee in the company. This is a beneficial strategy, which gives every employee a task to accomplish in fostering the groups mission. The senior management implores the employees to output their skills in such a way that they are going to complement the company (Virgin Group n.d.). The notion behind this effort is to advance the philosophy that the entire benefits of the group will eventually lead to individual gains for ev ery person involved. The contribution to the group will ultimately result in rewards for managers, employees, shareholders, executives, and customers alike. One desirable feature of Virgin Group is its organizational structure. Through its structure the company has succeeded in overcoming the challenges related to expansion. An expansive organization like Virgin Group must explore ways of handling the massive information within the company. Through its flat organizational chart, Virgin Group Limited has been able to handle it expansive business portfolio with much ease. The reduction of horizontal chain of command means that interdepartmental communication is enhanced. As the level of hierarchy moves down, the lower levels of management tend to concentrate more keenly on the management of the company. Although leadership is always encouraged among the managers, it requires some levels of strict management to make sure that the task has been accomplished. Different divisions within the company have different management function. At Virgin Group, managers have several goals of wide scope. Because of the fact that different divisions of the company are specialized in their operations, well-trained and qualified mangers are required to manage it effectively. In most cases, managers employed by the company have a firm background in their sector of specialization. They must also prove that they are capable by showing a successful record of accomplishment. It is the sole responsibility of managers within Virgin Group to ensure that day-to-day operations needed to keep the division running are executed effectively. Organization is a vital ingredient in the success of Virgin companies. Since the group in an amorphous company comprising of several companies, organization is very critical in putting together the processes (Human Resources Magazine, 2003). To start with, the company has many goals to be achieved like expanding the global presence and building of customer loyalty. The top executive are responsible for determining these goals and making them available to the entire company. The same executive must ensure that these goals are achievable for them to be received well by employees. However, caution should be exercised to ensure that the employees are not underutilized. Challenging goals are important for employees to feel that they are engaged in meaningful tasks. Organization of these goals within the division will ensure that specific targets are made. Every division has separate and specialized goals aimed at increasing market share and improvement of product and services. As the hierarchy advances to the junior staffs, goals become more precise and short lived. The targets set at implementation levels are easily achievable because they are very specific. These specific goals are formulated by division managers with close reference to those of the entire group. This system of information transfer enables the company to remain on track on the journey to meeting the targets set by executives. Virgin is a living evidence for the fact that this kind of organization is a major prerequisite for business success. Breaking down of general goals in to actionable points is a desirable feature revealed in Virgins organization. A healthy and workable organizational structure witnessed in Virgin Groups businesses is attained with many varying strategies. Transformational leadership is one of these strategies that have seen the company attain great heights of success. This strategy enables people of diverse backgrounds and ability to share a common goal. Through working together, a team can combine its members efforts and work towards achieving a common goal. Transformational leadership gives everyone an equal chance to output his or her ability without reservations. A critical review of Virgin Group business reveals that its versatile and innovative workforce is due to the transformational leadership in place. This is in contrast with transactional leadership in which employees are compensated according to performance. The draw back with this kind of leadership is that it breeds greedy employees whose goal will be to amass rewards as much as possible (Gill 2006, pp. 63). Conclusion In conclusion, there are many things to be learned from leadership and management of Virgin Group Limited. The company has cut itself a niche in various industries. It has also proven that all things are possible with dedication and commitment. Through the able leadership of its Chairman, Sir Richard Branson, the management team has come up with a unique formula of managing large-scale businesses like Virgin Group. To a large extend, the success of Virgin Group is directly attributable to the input of Sir Branson. He has succeeded in opening a new chapter of management, which deviates from conventional methods (Robert 2000, pp.4). His liberal and all accommodating approach is desirable. There is a formidable blend between management and leadership. A critical review of these two elements reveals that there is no clears cut between the two: a feature that has worked well for the company.

Geometric Morphometrics Analysis of Fish

Geometric Morphometrics Analysis of Fish Use of Fish Geometric Morphometric Markers for Characterizing Shape Variations of Selected Fishes: Family Leiognathidae in the Marine Waters of Zamboanga City, Western Mindanao, Philippines Roldan T. Echem Abstract [AU1] In this investigation, geometric morphometric analysis was used to determine the extent and degree of morphological diversity within and among four species of fishes under Family Leiognathidae and one out-group under Family Menidae collected in the marine waters of Zambonaga City. A total of 200 of fish samples, these include Leiognathus equulus, L. fasciatus, L. bindus, L. daura and one out-group Mene maculata which showed evolution and diversification of L. fasciatus, were subjected to various geometric morphometric analyses. Fish samples were scanned at uniform 400 dpi and the resulting images were binarized using SCIONIMAGE, an image analysis and processing software. The x and y coordinates of a total of 15 landmark points were collected from around the contour of the fish samples. For the landmark analyses, the 15 landmark coefficients were used as morphometric variables for multivariate and cluster analyses in order to assess its shape. Procrustes fitting of the landmark points allowed for the comparison of the various shapes of the fish samples. The resultant shape variables were analyze to determine differences in form, contour and profile of the fishes using geometric thin-plate spline grids (TPS), partial warps (PW) and relative warps (RW). Results of this study showed variations in the various species of fishes under Family Leiognathidae and within each species. Significant differences were found among species and these shape changes are probably related to differences in habitat and feeding habits among the species. Keywords: Biology, Leiognathidae, Geometric morphometrics, Partial-warp scores, Multivariate  Analysis, Western Mindanao, Philippines Introduction [AU2] Leiognathids are schooling, bacterially bioluminescent fishes abundant in coastal bay and estuarine environments throughout the Philippine Islands (Borja, 1978)[AU3]. The family is readily divided into three genera namely; Gazza, Leiognathus and Secutor, but due to the wide geographical distribution of the family and morphological similarity of the species within genus, much confusion presently exists over identification of the 20 to 30 species (Borja, 1978; James, 1985)[AU4]. Menidae (moonfishes) are a morphologically distinctive group represented by a single recent and numerous fossil species. Members of this family are easily recognized by their laterally compressed disc-like bodies, dorsally oriented mouth large, distinctly shaped maxillae and long ascending processes of the premaxillae, anteroposteriorly elongated dorsal and anal fins with relatively short rays, and narrow pelvic fins with a compressed and greatly elongated second ray. This unique morphology is conserved over th e known fossil history of this group, and characterizes the only extant member of Menidae, Mene maculata (Bloch and Schneider, 1801)[AU5]. This recent form is found throughout the Indo-Pacific, ranging from the eastern coast of Africa, India, the Philippines, northern Australia, and Japan. The phylogenetic affinities of Mene have been the subject of some historical debate. Morphological characters have been commonly used in fisheries biology to measure discreteness and relationships among various taxonomic categories (Bookstein, 1991). However, the major limitation of morphological characters at the intra-specific level is that phenotypic variation is not directly under genetic control but subjected to environmental modification. Blake (1983) stated that the phenotypic plasticity of fish allows them to respond adaptively to environmental change by modification in their physiology and behavior which leads to changes in their morphology, reproduction or survival that mitigate the effects of environmental variation. Such phenotypic adaptations do not necessarily result in genetic changes in the population, and thus the detection of such phenotypic differences among populations cannot usually be taken as evidence of genetic differentiation. According to Sparks (2004) that environmentally induced phenotypic variation may have advantages in the stock identif ication, especially when the time is insufficient for significant genetic differentiation to accumulate among populations. A fundamental problem facing systematists and comparative biologists is that of deciding just how two separate phenotypes are different. Geometrics morphometric analyses can thus be a first step in investigating the stock structure of species with large population sizes of Leiognathids and Menids. No study so far has examined the relation of body form in these groups of fishes using the methods of geometric morphometrics analyses of landmark data. Morphometric studies are based on a set of measurements which represent size and shape variation and are continuous data. The geometric morphometric analysis covers the entire fish in a uniform network, and theoretically should increase the likelihood of extracting morphometric differences within and between species (Rohlf, 1990). There is evidence that geometric morophometric analysis is much more powerful in describing morphological variation between closely related fish taxa than traditional measurements (Turan, 1998). When combined with multivariate statistical procedures, they offer the most powerful tool for testing and graphically displaying differences in shape (Loy et al. 1993, Rohlf and Marcus 1993, Rohlf et al. 1996). The main objective of this paper was to use geometric morphometric analyses to determine the extent and degree of morphological diversity within and among four species of fishes under Family Leiognathidae and one out-group under family Menidae collected in the marine waters of Zamboanga City. Second, to determined patterns of significant differentiation and its biological implications, and third, to analyzed the taxonomic classification of the four species fishes belonging to family leiognathidae and one out-group under family menidae based on their morphological characters. Method [AU6] A total of 200 of fish samples, these include Leiognathus equulus, L. fasciatus, L. bindus, L. daura and one out-group M. maculataan evolution and diversification of L. fasciatus, were subjected to various geometric morphometric analyses (Figure 1). Figure 1. Fish samples under family Leiognathidae and family Menidae. Geometric morphometric methods usually begin with digitized images. The fish samples were scanned at uniform 400 dpi and the resulting images were binarized using SCIONIMAGE, an image analysis and processing software. The x and y coordinates of a total of 15 landmark points were identified and collected from around the contour of the fish samples (Figure 2). Figure 2. Relative positions of all landmarks assigned on the body of the fishes. landmark’s  description (Leiognathus equulus in the example): (1) snout tip; (2) nostrils;  (3) anterior and posterior;(4) insertion of the dorsal fin; (5) insertion of the second  dorsal fin;(6) origin of the caudal fin;(7) middle of the caudal fin;(8) insertion of the  caudal fin;(9) insertion of the anal fin;(10) origin of the anal fin;(11) origin of  Ã‚  the pelvic fin;(12) origin of pectoral fin;(13) posteriormost margin of the  operculum;(14) junction between maxilla and upper lip;(15) middle of the eye Then contours of the fish samples were then summarized as chain codes. For the landmark analyses, the 15 landmark coefficients were used as morphometric variables for multivariate statistical analyses and hierarchical cluster analyses in order to assess the shape. To remove all information unrelated to shape, a generalized orthogonal least-squares Procrustes (GPA) superimposition (translation, scaling and rotation) described in Rohlf and Slice (1990) was conducted on the sets of landmarks. Procrustes fitting of the landmark points allowed for the comparison of the various shapes of the fish samples. Consensus configurations of each species were subjected to thin-plate spline (TPS), partial warps (PW) and relative warps (RW) to determine variations in shapes through examination of the deform shape of the grids. The extent and degree of variability within and between species belonging to the same family leiognathidae including the out-group were also assessed using the method of Principal component analysis. PCA is a discriminant function analysis to confirm size and shape variations. PCA involves the calculation of the eigen value of the data and the results of a PCA are usually described in terms of component scores and loadings. Discriminant function analysis is used to determine which variables discriminate between two or more naturally occurring groups. Canonical analysis are obtained to performed a multiple group discriminant analysis and automatically determine some optimal combination of variables so that the first function provides the most overall discrimination between groups, the second provides second most, and so on. The uniform components were tested for significant differences among species by multivariate analysis of variance MANOVA: (Neff and Marcus 1980). Multivariate anal ysis of variance was performed to test for significant differences in shapes between species, a multivariate was obtained F value (Wilks lambda) based on a comparison of the covariance matrix. Results and Discussion [AU7] Table 1 revealed that there was a high significant difference between the x and y components (p = 0.0001) of the landmarks on the contours of the fish. Table1 Analysis of variance of the x and y uniform components Sum of squares df Mean of square F P Groups: 2.52 9 2.79 1.41 0.0001* significant Columns: 2.58 29 8.89 4.51 Interaction: 3.55 261 1.36 Within: 1.12 5700 197.2 Total: 3.19 5999 The extent and degree of variability within and between species belonging to the same family Leiognathidae including one out-group under family Menidae were also assessed using the method of Principal component analysis. The result of PCA shows largest component scores at 96.9%. The first principal component showed high significance and accounts for as much of the variability in the data, and each succeeding component accounts for as much of the remaining variability (Table 2). Table 2 Principal Component Analysis (PCA) of the 5 Groups of Fishes Species Sex Eigen Value Variance 100% Leiognathus equulus Male 28.81 69.45 Female 25.52 39.61 Leiognathus fasciatus Male 32.89 96.9 Female 17.5 83.78 Leiognathus bindus Male 11.14 57.6 Female 18.9 40.43 Leiognathus daura Male 13.82 37.17 Female 15.69 50.58 Mene maculata Male 30.9 78.61 Female 18.9 85.17 Figure 3 shows that the canonical analysis was performed to automatically determine some optimal combination of variables that provides overall discrimination between groups. Results showed that the shape variations can be attributed to changes in the upper lip, caudal fin and pectoral fin and dorsal fin as shown in the deformation of shapes of the grids. The 1st relative warp extracted from the matrix of the partial-warp scores accounted for about 69.45% of the total nonaffine shape variation, whereas the 2nd relative warp explained 39.61% of the total variation. The 1st relative warp is characterized by shape changes along the upper lip between the male and female Leiognathus equulus. The specimens with highest scores on the 1st relative warp is between male and female Leiognathus fasciatus which accounted 96.9% variation and is characterized by shape changes along the dorsal fin. Biological meaning of these partial shape variations can be explained in the change in fin morphology and position, the central component of the evolutionary transformation of functional design in leiognathid fishes. Documenting phylogenetic patterns in the structure of the dorsal fin, caudal fin and pectoral fin, and interpreting the functional significance of such patterns, has been the subject of ongoing study by systematists (Breder, 1996). There is significant anatomical variation because of hydrodymic significance of evolutionary transformation in dorsal fin and the important similarities in patterns of diversity in fishes seem to indicate competition for food resources that may cause diversity in jaw apparatus among fish (Lauder, 2000). [AU8] Figure 3. Transformation Grid and Warps of the Five Species Including the Out-Group, Deformations of Grids in the Anteriormost Tip Or the Upper Lip, Dorsal Fin  and Caudal Fin. Table 3 shows that the canonical vector analysis indicated the existence of large and highly significant among group differences. The first discriminant variable is the caudal fin and highly significant (Wilks Λ = 2.0, F = 1.76, P= 0.002), the second variable that provides discrimination between groups is the pectoral fin and displayed high significance (Wilks Λ =1.0.35, F = 0.75, P= 0.81), and the snout tip (Wilks Λ = 0.51, F = 2.60, P= 0.002) and dorsal fin (Wilks Λ = 0.35, F =1.89, P= 0.002). Table 3 Canonical Vector Analysis Variable Var.N LambdaA P F Caudal fin 7 2 0.002 1.76 Pectoral fin 12 1 0.75 0.81 Upper tip 1 0.51 0.002 2.60 dorsal fin 4 0.35 0.002 1.89 Prosanta (2006) reported that the family Leiognathidae, commonly known as ponyfish or slip mouth, comprises three genera, each being characterized mainly by mouth morphology. The relationships allowed phylogenetic analyses of mouthpart structures and light organ systems. The results suggested that the morphology of the mouthparts is ancestral in the family. The results also suggested that internal sexual dimorphism of the light organ system was present in the common ancestor of a sister clade to L. equulus, whereas external sexual dimorphism seems to have evolved subsequently in two monophyletic subgroups. The evolution and diversification of L. fasciatus to other group Mene maculata under family menidae support the result of this study that the out-group exhibited similarity of morphological features from L. fasciatus. The analysis of the shape differences depicted in the fish species sampled mainly according to their systematic relationships. This agrees with the findings of Loy et al. (1993) and Rohlf et al. (1996), that the shape components may contain more taxonomic information than the uniform components of shape variation. The shape variation using geometrical analysis of landmark data can describe and locate differences of form in organisms more efficiently (Bookstein 1991). This approach has been shown to yield the most accurate information in fish morphological studies (Walker 1996; 1997), [AU9]and is expected to find increasing applications in the near future. As reported by Loy et al. (2001) shape differences between 3 sparids of the genus Diplodus juveniles appear to be related to ecological differences in their ecology. Webb (1984) [AU10]showed evidence that body shape is a reliable indicator of the swimming behavior and the ecology of fish. The link between morphology and diet in fish is provided by feeding performance (Norton 1991; Wainwright 1991; Motta and Kotrschal 1992). [AU11]As suggested by Wainwright and Richard (1995),[AU12] morphology and shapes is influence on a fish’s feeding capability. A major challenge in fish ecology is to establish the linkage between morphology and diet. Functional morphological, biomechanical, and physiological analyses may be used to determine the expected consequences of morphological variation on feeding performance (Wainwright 1988).[AU13] Conclusion and Recommendation[AU14] In this present study, the findings reveal the potential power of the use of geometric morphometric markers for characterizing shape variations in several species of fishes under family Leiognathidae for identifying phenotypic stocks. The geometric system can be successfully used to investigate stock separation within a species that allows, in a long term, a better and direct comparison of morphological evolution of stocks, while using the same set of measurements. Results of this study revealed variations in shape of the selected species of fishes under Family Leiognathidae and within each species and one out-group under family Menidae. Significant differences were found among species with respect to caudal fin, pectoral fin, upper lip and dorsal fin. These shape changes are probably related to differences in habitat and feeding habits among the species. This present study concluded the usefulness of the geometric morphometric system as a fisheries management tool and it is capable of examining large numbers of samples in a short time. It is also effective in identification of stocks and improving the biological basis of management of fishes. References Bookstein, FL. (1991). Morphometric tools for landmark data. Cambridge Univ. Press, p 435. Blake, R.W. (1983). Functional design and burst-and-coast swimming in fishes. Can J Zool, 61  (11):2491–2494 Breder, .CM. (1996). The locomotion of fishes. Zoologica, 4:159–297. Sparks, J.S. (2004). Phylogeny and biogeography of cichlid fishes (Teleostei: Perciformes: Cichlidae)  Cladistics, 20 (6), 501-517. Loy, A.; Bertelletti, M.; Costa, C; Ferlin, L. Cataudella, S. (2001). Shape changes and growth  trajectories in the early stages of three species of the genus Diplodus (Perciformes,  Sparidae). J Morphol, 250:24–33. Prosanta, C. (2006). Evolution and diversification of a sexually dimorphic luminescent system in  ponyfishes (Teleostei: Leiognathidae), including diagnoses for two new genera. Cladistics,  20 (6), 501-517. Rohlf, F.J. (1990). Rotational fit (Procrustes) methods. In FJ Rohlf, FL Bookstein, eds. Proceedings of  the Michigan Morphometrics Workshop. Special Publication No. 2. Ann Arbor: Univ. of  Michigan Museum of Zoology, pp. 227-236. Rohlf, F.J. (1993). Relative warp analysis and an example of its application to mosquito wings. In LF  Marcus, E Bello, A  [AU15] Rohlf, F.J. (1995). Multivariate analysis of shape using partial-warp scores. In KV Mardia, CA Gill, eds.  Proceedings in current issues in statistical shape analysis. Leeds: Leeds Univ.Press,  pp. 154-158. Rohlf, F.J. (1996). Morphometric spaces, shape components, and the effects of linear  transformations. In LF Marcus, M Corti, A Loy, G Naylor, DE Slice, eds. Advances in morphometrics. NATO ASI Series A: Life Sciences, 284.[AU16] Rohlf, F.J.; Loy, M. Corti (1996). Morphometric analysis of Old World Talpidae (Mammalia,  Insectivora) using partial-warp scores. Syst. Biol. 45: 344-362. Rohlf, F.J. Marcus, L.F. (1993). A revolution in morphometrics. Trends Ecol. Evol. 8: 129-132. Rohlf, F. Slice, D.E. (1990). Extensions of the Procrustes method for the optimal superimposition of  landmarks. Syst. Zool., 39: 40-59. Turan, C. Basusta, N. (2001). Comparison of Morphometric Characters of Twaite Shad (Alosa fallax  nilotica, Geoffroy Saint-Hilaire, 1808) among three areas in Turkish Seas. Bull. Fr. Peche  Piscic. ; 362/363 : 1027-1035. Smith, P.J. (1990) Protein Electrophoresis for Identification of Australian Fish Stocks. Aus. J. Mar.  Fresh. Res., 0; 41: 823- 833. [AU17] [AU1]  236 words Ok [AU2]  598 words OK [AU3]  Not found in the References. [AU4]  Not found in the References. Use the more recent work. [AU5]  Not found in the References. If possible use their more recent work. This is very very old source. [AU6]  485 words OK [AU7]  944 words – Add some more. The Results and Discussion (combined) should be at least 1, 200 words in length. [AU8]  Not found in the References [AU9]  Not found in the References [AU10]  Not found in the References [AU11]  Not found in the References. [AU12]  Not found in the References. [AU13]  Not found in the References. [AU14]  178 words only – Add some to make the length at least 300 words. [AU15]  NOT cited in the text. Recheck and complete the information items. If book, add place of publication publisher [AU16] Not found in the text [AU17]  Not cited in the text.

Post Traumatic Stress Disorder :: Post-traumatic stress disorder, PTSD

The Post-traumatic stress disorder is a mental illness that may develop in people after a horrible experience. This is a big reaction to extreme stress. There are many causes, symptoms, and treatments for the post-traumatic stress disorder. There are many causes this disorder has, and this includes: coming out of war, being raped, or attacked, child abuse, natural disasters, car accidents, and even people who witness traumatic events could develop this disorder. A person who has experienced a bad traumatic event has a better chance of developing this disorder than a person who experienced a less traumatic event develops. This works the same way with people who witness something horrible. Some people also have biological or psychological problems that make them more likely to develop this disorder. Or having anxiety disorders in their families that may have inherited genetics to react more severely to stress and trauma than other people. Persons early childhood experiences that made them feel that events are uncontrollable have a greater chance of getting this disorder. Some people are kind of like protected from this disorder by having a strong social network with their friends and family. In war veterans they call this disorder shell shock or combat fatigue. People with this disorder "relive" the event again and again though nightmares and memories during the day. They will sometimes have flashbacks where they will fall into their own world and relive images, and sounds from the trauma. Because of their extreme anxiety and distress from the event, they will try to avoid anything that would happen to remind them of it. They may seem emotionally numb, detached, irritable, and easily startled. They may feel guilty about surviving a traumatic event that killed other people because they now think that they should have done something. Other symptoms include trouble concentrating, depression, and sleep difficulties. Symptoms of the disorder usually begin shortly after the traumatic event, but some people may not show symptoms for several years. If left untreated, the disorder can last for years. Post-traumatic stress disorder can ruin someone's life. The emotional pain of reliving the trauma, the symptoms of the disorder may cause a person to think that he or she is "going crazy." People with this disorder may have angry outbursts at family members. At other times, they may seem to have no affection for their loved ones. Some people try to mask their symptoms by abusing alcohol or drugs. Others work very long hours to prevent any down periods when they might relive the trauma. Such actions may delay the onset of the disorder until these individuals retire or become sober.

The Farm Essay -- Personal Narrative Writing

The Farm In the summer, the creek bubbles and the leaves are in bloom. In the winter that same creek is frozen and everything around it is blank and barren. The memories for me in this part of the world are unforgettable, even though some are happier than others. I can still remember a particular dreadful event on the farm like it was yesterday. I was walking through the house on a hot summer day. I dare not go outside because I knew I'd die of heat exhaustion. In the house alone were my sister and I. My mother had run into town to do some errands, and my dad was out on the farm doing some chores. The phone rang and I casually picked it up. It was my dad. â€Å"Adam,† he said, sort of anxiously, â€Å"I need you to come down the lane and give me a hand.† My sister was listening in on the conversation as usual, and my Dad dared not to give me any specifics because he knew of this. As I apathetically told him yes, I went on to the porch, grabbed some shoes and wondered what on earth he could possibly need help with. I stepped outside and the burning sun immediately attacked me. I had no doubt that if my Dad needed a hand with some hard work it would be dreadful. Just two weeks earlier he needed me to help him put some barbed wire on some fence posts. It was an awful job, and may have been the worst two hours of my life. I had helped my Dad on the farm throughout my childhood, and I knew by the particularly terrible jobs I had to help him with before, that I should always fear when he asked for help. I hopped into my steaming hot truck and started back down the lane. As I drove down further back, I remembered the terrifying tornado that had struck our house, and had ripped an entire line of trees out of the ... ...m high school here. I had also spent times playing make-believe with my brother during my elementary years. I had even gone as far as attempting to raft down the little flooded creek. What a great place, how could I ever forget it? We dug a hole right under some old, dried up looking trees. We threw her down about three feet and buried her. The one animal that had been important throughout my entire childhood was now gone. The one place that was important my whole childhood, I was about to leave. The trees, the grass, the creek and the lane, so important, yet it was time to leave them. As I had left Patch, I had left the farm. I haven’t been on the farm behind my house for the two years since Patch’s death. I guess it was time for me to grow up. I miss my dog, and I miss being young. But life goes in circles, and it’s always time to start anew.

Character Essay

Hope, Tenacity, and Ingenuity are all important things everyone must have in order to survive in life, however, when you are placed in danger, these character traits can be the most valuable thing you can have. In the sport of rock climbing/ hiking, people put themselves in harms way in order for the thrill of the sport, but also to push their limits to reach the end. However, sometimes, these dangers you believe that could not happen strike and can change your life entirely. In Danny Boyle’s â€Å"127 Hours,† Aron Ralston is going on a little hike around a canyon were he slips and gets is arm stuck under a rock.Ralston is an excellent example of the 3 key character traits because he uses them all in order to help his escape. In the film, it showed many hallucinations Ralston would see because while he was stuck in the crevice with little to no chance of survival, he still hoped for a miracle and never gave up. His attitude to never give up, or his tenacity, was another important key element to his survival because whenever he would fail with one attempt, instead of getting depressed and giving up, he would think of another way to get out and stayed strong, even in the hardest times.The last element would be his ingenuity because he used all his knowledge of making a pulley, about amputation, and many other things, which aided him in his escape of the crevice. There is one scene where it shows a montage of images with Ralston attempting to throw rope over a ledge in order to make a pulley system, and it showed him fail many times but it showed him using all of the character traits because he never gave up, hoped for a way out, and used his knowledge of a good way to get out of the rock.In the myth of a Sisyphus however, the man stuck on the cliff has a bit of a different attitude then Ralston had. He man stuck on the hill, who is forced to move a rock to the top, only to fail and have to try again. Although all hope of him escaping has died, he st ill stays strong and attempts to achieve the goal. The man does not use any of these traits because he only does one thing; rather then find other ways that could help him achieve his goal.As you can see, the difference between with someone with these characteristics and someone without show completely different outcomes. This is just another example of why it is good to have these traits and shows the pain you will have to go through if you are stuck in a dangerous type of situation. The last example about how these traits are important would be in Krakauer’s story of â€Å"Into Thin Air. † This story is about a group of people venturing up Mt Everest, however on the decent down, a horrible storm hits and basically ends up killing most of the people on the hike.Although some people died in this story who showed good qualities and the character traits, it was not enough for the dangers that lurked in the novel. Even though all of the survivors were people who never gav e up, and hoped o get down, people like Krakauer did not have to much experience and his ingenuity was of not as much help as either fFcher or halls ingenuity would be. Without these traits, Krakauer may not have made it down because if were to of just given up, then he would have just died like the rest of his friends.

History of Minority Populations in the Child Welfare System

The child welfare system was created as the need to address the basic needs and provisions of poor children was more and more evident throughout the 19th century. Through the passing decades, the need to provide supportive services for these children's families was also a concern. Among the agencies responsible for providing these services are state and county child protective services as well as adoption agencies and foster homes. The main goal of these agencies is the protection of children who have experienced abuse from those who are responsible for their care such as parents or guardians. The ultimate goal is to have abused children reunited with their biological parents -when possible- once the danger of repeated abuse has been curbed. The decision to place children up for adoption is a measure of last resort. However, it is evident that children of minority groups are the ones most represented within the national child welfare system. The Relevant History of the Minority Populations Minority populations within the United States have always been at a significant disadvantage socially and economically. The roots of these disadvantages among minorities go back to the initial colonization and subsequent expansion of this country. For example, the African American and Native American populations were once the target of systematic, institutionalized racism. The literal and cultural destruction of Native Americans and the racially biased laws passed by federal, state and local governments against the African American population have subsequently resulted in a socio-economic breakdown within these groups (Martin, 2007). These disadvantages have caused a social stagnation among subsequent generations within these groups. Undeniably, the stresses of disadvantaged families trying to reach self-sufficiency have caused many to experience behavioral and emotional issues of which the result is many times the abuse of their children or children in their care. However, there has been a response to these issues within the Human Services community especially from the child welfare practice. The U. S. Child Welfare Response The resulting awareness that there is in fact a need to concentrate efforts in helping improve the quality of life among minorities and their children has caused the Human Services community to implement more comprehensive actions towards the social assistance of these children. In recent decades the preservation of the family unit has been the ultimate goal when a child protective services agency interferes. But other preventative measures have also been implemented many of which have seen positive results. Contemporary Efforts to Intervene With Child and Family Services Respecting Cultural Diversity The necessary interference from child protective services mostly results in temporary placement of abused or allegedly abused children in foster homes. As previously mentioned, the goal is eventual reunification of the child with his or her family but not until there is clear evidence that there have been efforts made by the biological parents to make behavioral improvements within their families to prevent any future abuses of their children. Programs available to parents of abused children range from counseling, parenting classes, treatment for substance abuse, anger management, employment services and housing services (Martin, 2007). Preventative measures have also been taken by social service agencies in the form of early intervention and prevention programs. These services can include family counseling, parenting training, household budgeting, stress management, and in some cases cash assistance (Martin, 2007). There is however another area of focus among the child welfare system in regards to the methods of providing services for children of American subcultures. Methods of Cultural Competent Practice in Child and Family Service Settings Cultural competencies are the methods developed for Human Services professionals that are designed to increase cultural awareness and sensitivity. The application of the principles learned with their application allow the child welfare worker to better serve minority children and their families. As the child welfare professional applies what he or she learns regarding the culture of the child and his or her parents, the worker will achieve the ability to respect the dignity of all people regardless of race, gender, age or sexual orientation (Martin, 2007)

Explore how perceptions of belonging and not belonging can be influenced by connections to place

Perceptions of belonging or not belonging can be influenced by the connections to places through memories, culture, beliefs and many other aspects. Personal connections to places are the links that are the strongest, as they have a first hand account of belonging or not belonging. Jane Harrison ‘Rainbows End’ play set in the 1950’s, shows belonging or not belonging to places, predominantly through connections with culture. Also, belonging and not belonging to places is evident in the film ‘The Blind Side’ directed by John Lee Hancock, released in 2009. The links to a place is enforced by the characters passion to a sport. ‘Looking for Alibrandi† the novel, published in 1992 written by Melina Marchetta, demonstrates through culture and background connections to places and how the characters belong or not belong. The individuals in these texts are enriched and challenged by society and others. In Jane Harrison’s play, ‘Rainbows End’ the play is centred around the aboriginals being assimilated into the white society and the hardships and struggles that came along with that transition. But, characters seem to still be isolated and rejected from the white society because of their aboriginal culture. Harrison shows the depth of their belonging to a place through feelings and physical disorientation when away from where they feel home is; this is evident after the flood when they are taken away from their safe place. In Act one Nan Dear wasn’t content but she had accepted that she was forced to live in a humpy on the riverbank, she would always refer to how happy she was at the Murray Darling, or what her culture calls Cummeragunja. The repetition of Nan Dear saying this symbolises her strong connection to a place. After the flood Nan Dear and her family are forced to move again because their house was destroyed. In Act two, scene seven, Nan Dear becomes sick from being away from her home, the place she feels she belongs. The strength of Nan Dears physical and mental connection to her home is so strong that being distanced from it has made her ill. Dolly leaves Nan Dear with Errol and she says â€Å"No way I’m going to fall off my perch in his company. † By Nan Dear saying this, it highlights the cultural differences and beliefs of that time. Nan feels as though she cannot be in a ‘white’ persons presence to pass. Errol offers to drive Nan Dear to Mooroopna or the Murray so she would feel comfortable and not displaced where she is. Errol’s offer shows that through the younger generations, the mind set of segregation and downgrading of aboriginals is changing in the eyes of the ‘white’ youth. This scene shows how people can have a physical, spiritual, emotional and mental connection with a place. Through these aspects, they help the responder to get a connection with the meaning of the scene and sense of change. Similarly, in the book, ‘Looking for Alibrandi† by Melina Marchetta, Josephine’s Nonna Katia is emotionally connected to a place in Queensland from when she first moved to Australia from Italy. Her husband was absent for extended periods and she was left alone in a foreign country, unable to speak the English language. This language barrier proved to be a challenge and struggle for not only Nonna Katia but for most immigrants from that era. Katia became friends with a man, who we learn is Christina Alibrandi biological father. This link strengthens the connection she has to her place in Queensland as it reminds her of love. Katia began to felt accepted and safe in her new place, she felt like she belonged to her home and her place. Language became less of an issue and Katia grew into a liberated, independent young woman. Although her home was dirty she felt like it was hers. She says, â€Å"It was old and the floor was dirt, but it was mine. † This quote gives a sense of ownership and pride in what she belongs to. It also shows the simplicity of the time and how so little meant so much in comparison to modern day values. In ‘The blind Side’ directed by John Lee Hancock, the lead character Michael experiences belonging to a family when Leanne Tuhey takes Michael in off the street and treats him with respect and love, like no one else had ever done for him. Hancock shows Michaels differing emotions of belonging and not belonging through image flashbacks and colour changes. Hancock uses black and white images to represent his past where he did not belong and how it was a darker time for him. He then contrasts this by using colour to represent the present and how he belongs and is happy. The colour symbolises hope, happiness and perseverance through the hard times. His passion to achieve greatness leads him into a lighter future. Michael had always felt isolated from the â€Å"white† society like Nan Dear, Dolly and Gladys because of their race and background. Leanne, like Errol, saw beyond the stereotype of their race and looked at the individual and what they had to offer. Leanne is from a wealthy family and provides Michael with a room of his own. He says: Michael: â€Å"I’ve never had one before† Leanne: â€Å"your own room? † Michael: â€Å"a bed† This scene showed the viewers and Leanne how different Michael and his society lives compared to them. Michael finally felt apart of something; like he had a family and he belonged to them. Education connects people to a place through emotional memories; it also plays a role in all three texts. In ‘Rainbows End,’ Nan Dear buys Dolly encyclopaedias because she wants Dolly to be educated so she can have a good career and future. Education is important to the Tuhey family also; Michael is told that he has to bring his grades up so he can be eligible to play football. Football is used as an incentive to achieve, for the Tuhey family sport is a privilege not a right, it has to be earned. He is provided with a tutor to help with his schooling. Football is Michael’s and the Tuhey’s passion as a family and its what Michael really feels he belongs to and can excel at. Josephine Alibrandi also values education in her life as her mother and father are educated and she is on an academic scholarship at her school. School can be a factor that influences individual’s perception of belonging or not belonging. Belonging or not belonging in a school environment starts from day 1 of schooling through social cliques and hierarchies, an individuals sense of belonging or not belonging can be linked to the place they were educated. Experiences, past memories and culture can hinder or assist an individual to belong in society and to groups, including school. Michael feels displaced and unsure of where he belongs when he goes back to his family home in the ‘hood. ’ His mother had been evicted and he feels a sense of loss and abandonment. Michael has an internal conflict of love and sadness, he chases the love of a mother but is saddened by her lacking involvement and presence in his life. He is seen sitting at his former front door sobbing and alone. A similar scene is created in Rainbows End, Dolly is by the river, unsure and confused about where she belongs and who she is, and she is also sobbing. Both of these scenes show an emotional connection to a place and how their perception of belonging is altered and influenced by memories, feelings and connections to place. Perceptions of belonging or not belonging are evident in all three texts. A range of influences such as memories, culture, society and other individuals can change or mutate an individual’s perception of belonging or not belonging. A change of feelings towards belonging or not belonging is evident in all three texts as characters grow and change over the duration of the texts. Belonging or not belonging may not be clear to start with but, through different influences the characters are shaped into what they belonged or not belonged to. Their own experiences gave them knowledge or barriers towards situations resulting in them belonging or not belonging.

Inustry Competitor Analysis-Casino Hotel

Executive Summary The center of our industry and competitor analysis research is MGM Mirage, the second largest casino hotel operator in the world with $7. 2 billion in revenues in 2008. The only company that surpasses MGM Mirage by revenue and scale is Harrah’s Entertainment Inc. with $10. 8 billion in revenues in 2008. Other competitors that should be considered are Las Vegas Sands Corp. and Wynn Resorts Ltd with respectively $1. 7 and almost $1 billion in revenues in 2008. Our group focused on researching the degree of threat and the likely future competitive moves that Harrah’s Entertainment, Las Vegas Sands Corp. nd Wynn Resorts Ltd will undertake in short (next 3-6 months) and long term (next 1-3 years). In order to be able to consider the competitors’ degree of threat and future moves we completed a pair-wise two-step competitor analysis that included research and comparison of market commonality, competitive asymmetry, resource similarity, intentions, bel iefs, relative resource differences, past moves, and counter moves for all abovementioned competitors versus MGM Mirage. After the completion of our research, we concluded that presently, MGM Mirage is in a direct competition with only one of its competitors-Harrah’s Entertainment Inc. The other two competitors, Las Vegas Sands Corp. and Wynn Resorts Ltd, do not represent a direct threat to MGM at the moment; however, their strategic moves should not be overlooked, because of their similar product offerings, geographic expansion plans and targeted consumer base. In order for MGM Mirage to be ahead of its competition, the company should focus not only on geographic expansion in US, but also on international expansion including through cooperative arrangements with other industry players, improved operational efficiency to minimize costs and technological advancement to maximize revenue. Focal Firm MGM Mirage, the focus of our research, is one of the leading companies in the casino hotels industry. The firm emerged from the consolidation between MGM Grand and Mirage Resorts in 2000. Some of its most recognized brands are MGM Grand, Luxor, Bellagio, and The Mirage. The company became the largest by revenue within its category after acquiring Mandalay Resort Group for $7. 9 billion in 2005, however was surpassed by Harrah’s after the acquisition of Caesars. The firm owns 16 properties in Nevada, Mississippi, and Michigan and has 50% investments in four other properties in Nevada, New Jersey, Illinois, and Macau, China. MGM acts mainly as a holding company and the majority of its operations are conducted through its wholly owned subsidiaries1. MGM’s strategy is to develop and maintain its competitive advantage through strong portfolio of resorts; â€Å"in-house† resorts operations to ensure outstanding customer service and to allow for maximum revenue and profit generation; execution of sustainable growth strategy; and leverage of brand name and management assets1. The time line of our research study is 2008-2011. The company owns, invests, and manages resorts in different market segments and it focuses on premier resort ownership in each geographic market. The largest segment is Nevada; however, the company is looking as well for new markets with growth potential. Some of the risks associated with the current strategy are linked to limitations in geographic diversifications-all major resorts are concentrated in Las Vegas and some of MGM’s largest competitors operate in the same geographic area. MGM’s revenue for 2008 was $7. 2 billion. Competitors The world’s largest competitor in the casino hotel industry Harrah’s Entertainment Inc. founded in 1937 in Reno, NV. The company owns, operates, and manages over 50 casinos in US and UK in different industry sectors. Its operations include casino hotels, riverboat casinos, Indian casinos etc. This firm, as well as other major competitors in the industry, expands primarily through mergers and acquisitions. A recent example of this strategic behavior was Harrah’s acquisition of Caesars Entertainment, which made the company the largest one in the world by revenue, followed by MGM Mirage. In 2008, two private firms – Apollo Advisors and TPG Capital, acquired Harrah’s. Since the beginning of 2009, the company has had some major difficulties with revenue generation. The firm’s facilities boast more than 3 million sq. ft. of casino space and 39,000 hotel rooms and suites. The company obtains more than 70% of its revenues from gambling. Its US properties are located in Illinois, Indiana, Iowa, Louisiana, Mississippi, Missouri, Nevada, New Jersey, and Pennsylvania. Harrah's also owns and operates the World Series of Poker tournament and brand, and manages casinos on Indian reservations. Globally, the firm owns or manages casinos in UK, Egypt, South Africa, and Macau, China. The company’s revenue for 2007 was $10. 8 billion. Las Vegas Sands Corp. founded in 1988 is another well known company that operates in casino hotels and development niche. It is headquartered in Las Vegas, Nevada. Some of its well known brands are The Venetian Resort Hotel Casino, The Palazzo Resort–Hotel–Casinos, the Sands Expo and Convention Center, and Venetian Macao Limited, a developer of multiple casino hotel resort properties in Macao, China. The company is expanding further with the opening of Sands Casino Resort in Bethlehem, Pennsylvania in 2009. The firm’s revenue for 2008 was $1. 7billion. Wynn Resorts Ltd was formed in 2002 by a former Mirage Resorts chairman and CEO Stephen Wynn. The company has two casinos in Las Vegas-â€Å"Wynn Las Vegas† and â€Å"Encore at Wynn Las Vegas†; one in Macau, China and another one, scheduled for completion in 2010, in Macau, China. Wynn Resorts’ revenue for 2008 was a little less than $1 billion. Industry predictions for future attractiveness and implications for MGM Mirage; Research question The casino hotel industry is sensitive to changes in the consumers’ disposable income; domestic and international travel volume; proximity to consumer base; as well as government regulations. The total gross revenue from gambling was $90. 9 billion in US in 2006-an increase of 7. 7% in comparison with the previous year. In 2009, the Casino Hotels industry is estimated to generate $42,324 million in revenue. The competition in the industry is very high and will probably continue to increase. Around 95% of casino visitors are local2. The casino hotel industry is in its mature life cycle stage. The industry shows signs of slow revenue growth. Lower profits triggered consolidations in the mid 2000’s amongst the major industry players- Harrah's merged with Caesars and MGM merged with Mandalay. These two players account for a third of the total industry revenue. Due to the saturation in the domestic market, some of the large industry operators are expanding internationally, mainly to UK and China, which further increases the competition in these countries. The downturn in the economy will most likely lead to continuous slow growth in the near future. The industry structure has shown that with high barriers to entry, moderate rivalry that is limited to 4-5 main competitors, and limited bargaining power of buyers, near-term profitability should be obtainable. There are growing negative social, political, and economic forces that will additionally impact the growth aspects of the industry. Approximately 70% of industry growth is related to these external forces, while 30% of industry growth is related to changes in industry structure. The negative consequences of the external driving forces outweigh the positive consequences of the industry structure. MGM Mirage accounts for approximately 14% of the total market capitalization of the industry and 15% of the total industry revenues and it will most likely follow the industry trends during the next one to three years. Therefore, the casino hotel industry appears unattractive for MGM Mirage. Keeping in mind these industry and competitor characteristics our group focused on researching the degree of threat and the likely future competitive moves that Harrah’s Entertainment, Las Vegas Sands Corp. nd Wynn Resorts Ltd will undertake in short (next 3-6 months) and long term (next 1-3 years). Pair-Wise Two-Step Competitor Analysis Model A pair-wise two-step competitor analysis model was utilized in order to understand and analyze MGM Mirage and its competitors’ future moves. The model consists of researching and evaluating the following aspects of rivals comp ared to the focal firm: market commonality, competitive asymmetry, resource similarity, intentions, beliefs, relative resource differences, past moves, and viable counter moves. The model provides a comprehensive understanding of the focal firm, the focal firm’s competitors, the rivals intentions, and facilities the extrapolation of feasible strategies for the focal firm (See Figure 1) 3. The first step of the model is to identify the degree of threat a competitor poses to the focal firm by defining the competitors and evaluating the focal firm and each one of the competitors as a pair in terms of market commonality, competitive asymmetry, and resource similarity. Competitors are identified as â€Å"firms operating in the same industry offering similar products and targeting similar customers†4. Competitors in this evaluation are limited to Casino Hotels, NAICS code 72112, which are classified by the US Census Bureau as an â€Å"industry that consists of establishments primarily engaged in providing short-term lodging in hotel facilities with a casino on the premises. The casino on premises includes table wagering games and may include other gambling activities, such as slot machines and sports betting†. Market commonality is defined as â€Å"the degree of presence that a competitor manifests in the markets its overlaps with the focal firm (multi-market competition)†5. Throughout this analysis, geographic regions as well as product types or offerings percentage contribution to gross revenue are utilized to analyze market commonality. Resource similarity is defined as â€Å"the extent to which a given competitor possesses strategic endowments comparable in terms of both the type and the amount to those of the focal firm (value chain)†6. The primary resources utilized to contrast organizations engaged in the Casino Hotels industry are financial strength, image, brand, product offerings, number of years in operation, number of casinos, and expansion plans. Identifying resource similarity of competitors is crucial because firms with analogous resources tend to implement comparable strategies, possess similar strengths, and suffer from similar weaknesses. The final phase of the first step in the competitor analysis model is to explore competitive asymmetry, which defines â€Å"What are the differences in market share across markets? Who has more market power? Where? †7 Competitive asymmetry helps to rank the degree of threat of competitor to the focal firm. The second step of the model consists of deriving competitor’s future moves and strategy from the information compiled in step one and their beliefs, intentions, and past strategic moves. Competitor’s beliefs consist of beliefs about their organization’s position in the market, the industry prospective, the focal firm, and the organization’s mission. Competitor’s beliefs provide a window into their intentions. The second phase is to infer competitor’s intentions such as primary objective, target market, attitude towards risk, and ownership objectives. The model used to analyze MGM Mirage’s competitors focused on debt to determine attitude towards risk, expansion focus to determine target market, and brand image to determine ownership intent. In order to reinforce the inferences made about a competitor beliefs and intentions, a timeline of the competitors past strategic actions are analyzed. Past actions of a competitor consist of changes in pricing model, product mix, promotions, and target market. In addition to the competitor’s past actions, the duration, frequency, and reason for past actions require additional analysis. Implementing the pair-wise two-step competitor analysis model provides estimations about a rivals future moves, when the moves will occur, how a rival will respond to the focal firm’s strategic moves, and what types of strategic moves to which the competitor is vulnerable. Understanding the focal firm’s competitors and their competitor’s future strategies and responses can be used to provide the focal firm with an edge in creating a sustainable competitive advantage. Methodology The group first looked to identify our research objectives, which primarily consisted of identifying the competitors to MGM Mirage who operate Hotel Casinos, analyzing the competitors using the pair-wise two-step model of competitive advantage to predict future strategies that would create a competitive advantage for the focal firm. Secondary research was conducted to determine the extent of research on consumer attitudes towards gaming, consumer demand for gaming, gaming consumer demographics, gaming statistics, and information pertaining to competitors of MGM Mirage who operate Hotel Casinos. A plethora of information was available on these topics from individual publications to industry overviews, and even more recently a casino hotel study, which helped to lay the foundation. Secondary research helped to focus the research questions and to provide general information about U. S. gaming consumers. The U. S. Census Bureau provided information and classification codes to help narrow down the research and potential competitors. Secondary data consisting of annual reports, public filings, news articles, business publications, analyst projections, and industry associations provided a magnitude of statistics and information. Harrah’s Entertainment Inc. Overview Harrah’s Entertainment is the world’s largest casino operator. The firm has long history and operates more than 50 casino hotel and golf facilities around the world. It went public in 1971. In 2008 the firm went private after its acquisition by Apollo Advisors and TPG Capital. It has more than 85000 employees and it focuses on first class facilities, services, operational efficiency, and technology leadership. Intentions Harrah’s intention is to be the number one or two casino operator in almost every major market in the US. The company is living up to their intention. There are only two major domestic markets where the company is noticeably absent Colorado and Detroit. In 2008, Harrah’s purchased Casino Windsor and rebranded it as Caesars Windsor. Although Windsor, Canada is across the river from Detroit, the company does not consider it to be part of the Detroit market. Harrah’s vision statement states the company strives for â€Å"each of our brands to be the overwhelming first choice for casino entertainment of its targeted customers†8. This statement suggests the company is committed to the entire brand portfolio and that brands are not used to merely fill the gap between price points. The statement also suggests the company is not satisfied with being the first choice but strives to be the overwhelming first choice. Harrah’s intentions are focused on the company being the best in the industry. Beliefs Harrah’s believes that their â€Å"differentiated and highly efficient business model provides competitive advantage†9. The company describes their strategy as a circular flow chart in which a strong brand portfolio builds customer loyalty which the company uses their decision science capabilities to further improve their brand portfolio thereby repeating the process. Harrah’s believes this business model will lead to same store gaming revenue growth and cross-market play. Harrah’s also believes their recent cost cutting initiative will provide tremendous operating leverage once revenue growth returns. The majority of the cost cuts have been in labor and benefits followed by marketing. Since Harrah’s was taken private, the company has substantially improved productivity. The company believes similar operational excellence will repeat itself in their recent cost cutting initiative. Past moves, countermoves, and timing Harrah’s has almost never been a first-mover to a new market. The firm did not enter Las Vegas until 1980, about 43 years after opening their first casino in Reno, Nevada. Even then, Harrah’s did not enter the market on its own. The firm gained a Las Vegas property when the company was acquired by Holiday Inns, which already owned a property in Las Vegas. In a similar sequence, Harrah’s entered also late to Atlantic City and was nudged into the market by their parent company, Holiday Inns. It was actually MGM Mirage that first proposed to build a property in Atlantic City in 1979. Despite having blueprints, the MGM Mirage property was never built, which opened the door for Harrah’s to enter Atlantic City a year later with a Holiday Inns project. In 1992, Holiday Corporation spun off their casino business from their hotel business and it wasn’t until 1995 that the casino segment was renamed Harrah’s Entertainment. Again, Harrah’s was a second-mover in another market. This time it was the international market. Harrah’s opened their first international property in New Zealand, almost a full year after MGM Mirage purchased their first international property in nearby Australia. More recently, Harrah’s has continued to take a conservative approach to international development with their wait-and-see attitude with regards to Macau, China and Singapore, the two regions driving international efforts at other casino operators. Harrah’s has even followed quickly behind MGM Mirage in acquisitions. In June 2004, MGM Mirage announced the purchase of Mandalay Bay for $7. 9billion. Not to be outdone, a month later, Harrah’s announced the purchase of Caesars Entertainment $9. 4billlion. The past actions of Harrah’s suggest the company will not be the first into new a market. Relative resource position As the largest and most diverse casino operator, Harrah’s has greater resources relative to MGM Mirage. Based on total assets, Harrah’s is nearly a third larger than MGM Mirage. Harrah’s operates 56 properties in 6 countries where as MGM Mirage operates 20 properties, all but the company’s Macau property are located in the US. Despite being larger in total size, the size of each of Harrah’s properties is considerably smaller than each of MGM Mirage’s properties. 10(See Figure 2) Harrah’s also has the industry’s leading customer loyalty program alled Total Rewards. Total Rewards allows players to earn cash, comps, and other benefits for playing at the company’s casinos. There are over 40 million members in the program and the company tracks approximately 80% of all gambling. Approximately 45% of all tracked play is cross-market play (guests who visit more than one Harrah’s property)11. The company considers the Total Rewards program â€Å"the engine† to generate same store gaming revenue growth and cross-market play through superior marketing and technological capabilities12 . The information in their customer database allows Harrah’s to profit by allowing them to monitor the play of all members and to focus marketing efforts on the highest return uses. Total Rewards benefits Harrah’s by driving revenue, optimizing costs, and maximizing profitability. Predictions Short-term In the short-term, Harrah’s actions will be determined by their financial position. Currently, Harrah’s has a large debt overhang, which will reduce the amount of further debt the company is willing and able to take on. Harrah’s is not expected to make big capital spending projects however; the company will remain focused on their intention of being the number one or two casino operator in almost every major market in the US (See figure 4). Harrah’s is predicted to increase non-gaming revenue by utilizing information gleaned from their Total Rewards program. As mentioned earlier, the Total Rewards program is one of the company’s largest relative resource advantages. In terms of product mix, Harrah’s has one of the lowest percentages of non-casino revenue to gross revenue of the four major casino operators. When further analyzing non-casino revenue, one will notice that Harrah’s has the lowest percentages of Entertainment, Retail, & Other revenue to gross revenue. The firm can use the Total Rewards Program to increase the non casino revenue mix. Its members will use their cards at stores, restaurants, and events in a manner similar to how they scan their cards while gambling. Harrah’s can encourage them to start scanning their cards at places other than the slot machine or the blackjack tables by providing discounts on purchases. Harrah’s could also count retail points in a method similar to the metrics used for gambling points like time spent gambling, amount wagered, etc. This information would show which restaurants, shops, or events are truly desirable to their customers and it could be mined from the Total Rewards database. Since the majority of Harrah’s customers are local, this strategy would not be a national strategy it should be tailored to specific properties (See Figure 3). Additionally, Harrah’s will seek a partner to continue construction on their Margaritaville property in Biloxi, Mississippi. The property is a $700 million project, which already includes the singer-songwriter and Mississippi native, Jimmy Buffett, as a partner13. Plans for the project were first announced in 2007 and a year later, the company announced construction will be delayed citing a poor economic environment. The primary reason for the desire for an additional partner is due to mounting financial costs but a partner should also provide experience in property construction and development, an area where Harrah’s is relatively inexperienced due to their focus on growth through acquisitions. Harrah’s should continue construction on the property because the economies of Gulf Coast region have held up relatively well due to higher reliance on the energy industry, which has benefitted from rising energy prices in the past year or so and is predicted to do well in the near future. Harrah’s has reaffirmed their commitment to the project and has received interest from prospective partners. Moreover, Harrah’s should continue with its regional expansion as legislation and financing permits. The past actions of the industry indicate that casino operators enter a state immediately after legislation allows slot machines and video table games like poker and blackjack. Once casino operators establish a presence in new markets, they strongly lobby for expansion of operations, which is typically successful in permitting full casino operations including table games. This sequence has recently repeated itself in Pennsylvania, West Virginia, and Indiana. It is predicted the next states will be Ohio, Rhode Island, and Massachusetts. Harrah’s already has a presence in Ohio when they purchased a bankrupt, horse-racetrack outside of Cleveland earlier this year. Since a bill was just passed in Ohio to allow slots, we believe Harrah’s will start to add slot machines to their new property outside of Cleveland. In repetition of the usual sequence, legislation was recently proposed to allow four full-service casinos in Ohio. This domestic expansion strategy will not risk cannibalizing sales from their other properties because the typical Harrah’s customer is local and the company does not have any properties east of Indiana except for Atlantic City and outside of Philadelphia. Long-term In contrast to short-term strategies based on domestic projects, Harrah’s is predicted to focus on international efforts in the long-term. During the past four years (2004-2008), the US casino and gaming sector experienced compound annual growth of 3. 7%, which includes a growth rate of -1. 3% in 2008 and is on pace for a decline of 8. 4% for 200914. Estimates of future growth are not very optimistic either. Growth is not anticipated to occur until 2011 at which time, it is expected to be gradual. Over the next 5 years (2010-2014), the domestic industry is estimated to grow at an annual rate of 4. %15. On the other hand, international growth has been much greater and is anticipated to continue. During the same year period (2004-2008), the international casino and segment industry experienced a compound annual growth rate of 7. 0%. Recent performance has also been strong including growth of 6. 2% in 2008. Future international estimates include a compound annual growth rate of 5. 8% from 2008-201316. Harrah’s will focus internationally given the attractive growth opportunities. As the figures suggest, growth in the casino industry is anticipated to be in the international market. Harrah’s has relatively lower percentage of gross revenue derived from outside of the US, only 10%, versus their three largest competitors who average 48%. Harrah’s actions acknowledge a focus on international expansion. A month ago, Harrah’s hired Peter Murphy, an executive from Disney, to oversee strategy and development because of his international efforts at Disney. One of the first areas Murphy will be asked to expand will be Macau, China, which passed Las Vegas as the largest casino gambling region in 2007. Harrah’s is also predicted to partner with a casino operator that already holds a gaming license in Macau. Currently only six operators have gaming licenses in Macau including Las Vegas Sands, Wynn, Galaxy Entertainment, Melco Crown Entertainment, STDM, and a partnership between MGM Mirage and Chinese casino mogul, Pansy Ho. It is most likely that Harrah’s will partner with Melco Crown Entertainment (Melco). Melco is an Australian-based company that focuses on the mid-market customer like Harrah’s. Harrah’s first international expansion effort in 1996 was in nearby New Zealand. Despite not having a gaming license, Harrah’s already has a presence in Macau. The company owns a 5-star golf center, which includes a golf school led by Butch Harmon, the number one golf instructor in the US. Perhaps more importantly is the land Harrah’s owns in Macau, including the 175 acres of their golf center. The location of the land is also beneficial as it is adjacent to one of only two bridges into Macau from China. Earlier this year, Michael Chen, Harrah’s Asia president, said, â€Å"as the largest gaming operator in the world, we have an interest in the largest gaming market in the world†17. Harrah’s is also predicted to develop online gaming operations for the UK market. Harrah’s, along with MGM Mirage, are the two largest proponents to legalize online gambling. Earlier this year, Harrah’s established a subsidiary in Montreal to formulate an online gaming strategy. Mitch Garber, the former CEO of online gambling giant PartyGaming, was selected to lead the operation. Despite being headquartered in Montreal, Garber’s hometown, the UK market is the most probable future market. Also in the past couple of months, online gaming was approved in the UK. Harrah’s is familiar with the brick-and-mortar casino operations in the UK as well. In 2006, the company acquired the London Clubs International. Establishing online gambling operations in other countries may also provide inroads to the online gambling in the US. As mentioned earlier, Harrah’s is a strong proponent of legalizing online gambling and has been lobbying to have legislation introduced. Harrah’s lobbying efforts appear to have started to bear fruit based on the introduction of a bill that proposes that online gambling be legalized and regulated in the US by Representative Barney Frank18. Additionally, Harrah’s will acquire The Lodge Casino and Hotel outside of Denver. This move is consistent with Harrah’s intention to be the number one or two casino operator in almost every major market in the US. In 1991, casino gambling was legalized in Colorado. Harrah’s entered this market with two casinos in 1993 through Eagle Gaming, which Harrah’s owned 1/6th. In 1996, Harrah’s sold the Colorado properties due to limited growth and uncertainty about taxes. Except for Isle of Capri, a $33M market cap company, no major casino operator has operations in the Colorado market. Most large casino operators are hesitant to enter this market because bets are limited to $5. Harrah’s focus on slot machines and low-rollers will suggest that the company will reenter the market. Las Vegas Sands Corp. (NYSE: LVS) History Las Vegas Sands is a casino resort company based in Las Vegas, Nevada. It is the world's leading casino based company with a market capitalization of 9. 72 billion as of August 2009. At one point in 2007, it had a market capitalization of $43. 7 billion, making its majority shareholder, Sheldon Adelson, one of the world's richest men. The company owns and operates The Venetian Resort-Hotel-Casino, The Palazzo Resort-Hotel-Casino, and the Sands Expo and Convention Center in Las Vegas and the Sands Casino Resort Bethlehem(TM) in Eastern Pennsylvania. It also owns and operates The Venetian Macao Resort-Hotel and the Sands Macao in the People's Republic of China (PRC) Special Administrative Region of Macau. In addition, LVS owns the Four Seasons Hotel Macao and is also developing the Marina Bay Sands(TM) integrated resort in Singapore. Furthermore, LVS is developing the Cotai Strip(R), a master-planned evelopment of resort-casino properties in Macau. At completion, the Cotai Strip will feature approximately 21000 rooms from world-renowned hotel brands such as St. Regis, Sheraton, Shangri-La, Traders, Hilton, Conrad, Fairmont, Raffles, Holiday Inn, and InterContinental. While the company's flagship property, The Venetian, is in Las Vegas, less than a third of LVS' total revenues came from Las Vegas by 2008. Macao gamin g industry revenues increased every year for a decade until 2007 and then fell in 2008. In January 2009, the revenues had dropped more than 30% from their levels in January 2008. Nevertheless, Las Vegas Sands’ three Macao properties generated 69. 6% of total revenues during 2008. After incurring a net loss of $164 million in 2008, LVS has set aside $3 billion in cash reserves as a cushion for its debt obligations. Perspectives The company's primary business objective is to provide a premium destination casino resort experience in order to drive superior returns on invested capital and to increase asset value. To achieve this objective, the company operates a â€Å"must-see† destination resort at a premier location in the heart of the Las Vegas Strip. LVS captures premium room rates through a differentiated superior all-suites product. It drives hotel occupancy and casino utilization through the link to the Expo Center and the Congress Center. LVS caters to a higher-budget customer mix by offering a unique combination of assets and facilities. The firm leverages the casino resort's premium co-branding strategy to drive revenues and targets premium gaming customers. Culture of Las Vegas Sands (Big risks and big rewards) Experienced Las Vegas operators have historically been richly rewarded for taking big risks. For example, Adelson, LVS Chairman and CEO, constructed the $105 million Sands Expo & Convention Center in 1990-the largest privately owned building of its kind in the country. When it opened critics viewed it as a foolhardy expenditure for a gambling town that had a publicly funded convention center. With the $1. 5 billion Venetian, which opened in 1999 next door to the Sands convention center, Adelson raised the stakes, betting that his flourishing trade show business could fill an upscale megaresort. He lured convention goers to the Venetian with bigger rooms and more hotel amenities, charging top room rates. Adelson proved to be a big risk taker and a big winner. He eventually refinanced the property and paid down the expensive loans, making the 4,049-room Venetian that opened a 1,000-room hotel expansion in 2003, one of the most profitable casinos of all time. By making piles of money on hotel rooms, Adelson helped redefine a business that had focused on gambling revenue at the expense of other amenities. His success at the Venetian was imitated by competitors such as Mandalay Resort Group, now part of MGM Mirage, which opened a 1. -million-square-foot convention center in Mandalay Bay in 2003. The convention business, a big part of the Strip’s growth after 2001, has helped to maintain high room rates in Las Vegas during traditionally slower periods creating year-round demand. Las Vegas Sands was once the envy of Wall Street. In fall 2007, with seemingly unlimited growth prospects in Macau, which was the most lucrative gambling market in the world, the company’s share pric e reached $150. Shortly after that, the company market value plummeted more than 90 percent. Some industry analysts argue that LVS executives played a key role in the financial decline, pushing ahead efforts to dominate the Macau gambling market and stretching the company thin, even as indicators showed that credit was drying up and tourism was faltering. Operations in Asia (Recreating the Las Vegas Strip in Asia) Macau, a semi-autonomous province of China, began welcoming Western casino operators in 2002 in an effort to rise above its roots as a seedy gambling den and broaden the region’s appeal to Asian tourists with Las Vegas-style resorts. Las Vegas Sands was the first Western company to open a casino in Macau, in 2004. The early bet paid off. The company recouped its $240 million Sands Macau construction budget within a year of the opening. The casino, which has more than 600 table games yet fewer than 300 hotel rooms, primarily offered to Chinese gamblers for free, gained a foothold ahead of the resorts that followed. The company appears to be performing respectably in desperate times, including achieving 92 percent capacity at the Venetian and 95 percent at Palazzo, at rates of more than $200 a night in quarter three of 2004. The Venetian Macau attracted a record 6. 6 million visitors that quarter. As the lead architect in Macau, Las Vegas Sands, which beat out American competitors for rights to build one of two casino resorts to open in Singapore in the coming year, is well-positioned to compete for opportunities in places such as Japan and Taiwan, where observers argue that casinos are simply a matter of time. Trends LVS has large exposure to the Macao gaming market and the company will fight any new or potential competitor there. In 2008, 69. 6% of LVS's total revenues came from Macao. The Venetian Macao alone produced $1. 9 billion in revenues during 2008 while the company's Las Vegas properties produced only $1. 3 billion that year. The Macao gaming market is largely dependent on the Chinese market and economy. While Macao gaming industry revenues had increased every single year for nearly a decade up until 2007, gaming revenues for the region started to decrease in 2008. Industry revenues in January 2009 dropped by 30% in comparison with revenues gained in January 2008 as the global economic crisis affected Asian gamblers. LVS is committed to Macao market exposure with its â€Å"Cotai Strip† development in the works and if the market continues to worsen, Las Vegas Sands could see its bottom line affected accordingly (See Figure 5). Despite economic slowdown, LVS is expanding. The company is building new resort in Singapore, called Marina Bay Sands, and in Bethlehem, Pennsylvania, called Sands Bethworks, despite the slumping casino industry that is causing companies like Riviera Holdings to default on their credit lines. Because LVS has already begun construction on these resorts, the company cannot cut the casinos funding even as it laid off over 11000 of its staff in 2008 to cut costs. As a result, the company has accumulated heavy debt. In March 2009, LVS had over $10 billion in debt from financing aggressive growth projects. The company has about $3 billion in cash to cushion upcoming debt obligations but LVS's expansion investments occurred at the beginning of a global recession, worsening the firm’s financial positions. At the end of 2008, LVS' assets were valued at $17. billion, over 38% higher than its $12. 4 billion in liabilities. Macao's gaming laws and taxes are relatively new and have a few precedents, making them quite vulnerable to sudden change. China has a large and affluent middle class, but for many years travel and currency restrictions have made it difficult and undesirable for visitors to come to Macao. The Chinese government relaxed many of these restrictions in 2002 whe n it first granted gaming licenses and ended its state-run gaming monopoly. As a result, the Macao gaming market grew to generate over $928 million in revenues in January 2009. Predictions (short and long term) for Las Vegas Sands In the next 1- 2 years the expectation is that Las Vegans Sands will maximize the cash flow from its current operations in Las Vegas and Macau, including through the implementation of annualized cost savings. At the same time, the firm needs to complete on time and on budget the properties currently under development in Singapore and Bethlehem, Pennsylvania in order to stay afloat. Long term Las Vegas Sands will keep increasing investments in Cotai Strip, the area that is rapidly transforming Macau into a world-class resort destination. The company could potentially expand in Japan, Thailand, and India as it looks for growth opportunities in the vibrant Asian region. Wynn Resorts, Limited (Ticker: WYNN) Wynn Resorts, a Nevada corporation, was formed in June 2002, is led by Chairman and CEO, Stephen A. Wynn, and is a leading developer, owner, and operator of destination casino resorts. Wynn Resorts owns and operates three casino resorts: â€Å"Wynn Las Vegas†, â€Å"Encore at Wynn Las Vegas†, and â€Å"Wynn Macau†. In addition to these three properties, Wynn is currently constructing Encore at Wynn Macau, an expansion of the Wynn Macau resort. During 2008, the casino resort business experienced difficulties due to a number of factors affecting consumers, including a slowdown in global economies, contracting credit markets, and reduced consumer spending. Steve Wynn is the preeminent designer, developer and operator of destination casino resorts and has developed brand name status. Wynn’s involvement with the casino resorts provides a distinct advantage over other gaming enterprises. All of the Wynn resorts are designed and built to provide a premium experience. The casinos are marketed as full-service luxury resorts and casinos in the leisure, convention, and tour and travel industries. The resorts are marketed directly to gaming customers using database marketing techniques, as well as traditional incentives. While there is significant competition in the Las Vegas and Macau markets, Wynn seeks to differentiate from other major resorts by concentrating in its fundamental elements of design, atmosphere, personal service, and luxury. Intentions / Beliefs of Wynn Resorts In relation to MGM Mirage, Wynn Resorts competes in similar geographic markets, primarily Las Vegas and Macau, with secondary markets in Atlantic City, Riverboats, etc. However, based upon Wynn’s detailed disclosures in its public financial statements, press releases, and transcripts from earnings calls, Wynn Resorts believes that it has a fundamental core competency in providing an atmosphere of the utmost luxury. Therefore, it may be possible that while Wynn Resorts and MGM Mirage compete in the same geographic markets, the companies will compete for a slightly different customer base. Wynn Resorts has consistently targeted those customers with a very large net worth and require the most luxurious accommodations. In that regard, Wynn Resorts has found that it is not necessary to typically use comps and other forms of customer promotions to attract the wealthiest clients. The company attempts to portray itself as the top-tier casino-hotel, providing unmatched services for those individuals that demand the very best in customer service and quality. Therefore, it appears that Wynn’s intentions are to attract customers through the marketing of its luxurious hotel-casino properties, particularly in Macau. In Wynn’s 2008 annual report, expansion plans were described for the Macau geographic area. â€Å"We have commenced construction of Encore at Wynn Macau, a further expansion of Wynn Macau. Encore at Wynn Macau will add a fully-integrated resort hotel to Wynn Macau, planned to include approximately 400 luxury suites and four villas along with restaurants, additional retail space and additional VIP gaming space. We expect Encore at Wynn Macau to open in 2010†19. In addition, Wynn Resorts has improved approximately 142 acres of land for use as a golf course in the Las Vegas area. However, no future improvements are planned due to the current economic environment. Based on these disclosures, MGM Mirage management can be certain that Wynn Resorts continues to belief that its best prospects for growth are in the Asian gaming market, evidenced by its expanding construction projects in the Macau region. Wynn Resorts also believes that future development opportunities in the Las Vegas area may present profitability. However, current economic conditions may not make these development projects profitable in the near-term. Meanwhile, Wynn Resorts expects that MGM Mirage’s CityCenter project, along with other Las Vegas expansion projects by industry competitors present significant competitive challenges in the near-term. Past moves, countermoves, and timing of Wynn Resorts Since its inception in 2002, Wynn Resorts has attempted to distinguish itself amongst the fierce competition in the casino industry by developing casinos that are â€Å"state-of-the-art†, cutting-edge, and luxurious. Wynn Resorts attempts to attract the wealthiest of customers that have a propensity to spend more of their disposable income on luxury items, specifically gambling-related activities. As a result, Wynn Resorts is not overly concerned with differentiating their products based upon price. Wynn Resorts is focused on product differentiation. This is evident by Wynn Resorts statement that â€Å"we are attempting to differentiate the Wynn products. However, at this time, we are uncertain how our customers will value the existing Wynn properties on a relative basis†20. Wynn Resorts is attempting to differentiate its casinos from one another not based upon price, but based upon qualitative factors such as the availability of restaurants, spa services, shopping boutiques, nightclubs, etc. Typically, competitors in the casino industry have limited strategy initiative options. These options include expanding to new domestic markets, expanding to new international markets, and providing additional services at pre-existing casino-hotels. During the past several years, Wynn Resorts has chosen to avoid providing additional services at pre-existing casino-hotels (i. . Wynn Las Vegas), but instead move forward with large expansion projects both domestically and internationally (Encore at Wynn Las Vegas and Wynn Macau). Relative resource position of Wynn Resorts As of year-end 2007, Wynn Resorts held approximately 8% of the total market share in the Nevada region, as compared to 18% market share owned by MGM Mirage. As stated previously, Wynn Resorts currentl y has three casinos, two in Las Vegas, one in Macau) as compared to MGM Mirage’s twenty casinos. Recently, Wynn Resorts has been noncommittal in its disclosures regarding future expansion projects. Wynn Resorts is in a position of strength in terms of financial stability, as its financial statements display large amounts of current assets along with positive cash flows and manageable debt ratios. Wynn Resorts has a risk-averse attitude towards the growth of its balance sheet. The company is not highly leveraged and has over $1 billion in cash to assist in absorbing losses during the current recession. An additional source of competitive advantage for Wynn Resorts is the leadership of Stephen Wynn. Mr. Wynn has several decades of experience in the gaming industry, and has been instrumental in the construction of the Bellagio, the Mirage, and Wynn Las Vegas. Generally speaking, Steve Wynn is known as â€Å"The Man Who Helped Reinvent Las Vegas†. Mr. Wynn’s importance to the organization is paramount, and â€Å"The loss of Stephen A. Wynn would significantly harm Wynn’s business†21. When considering brand and image, Wynn Resorts has strong brand loyalty amongst customers in the â€Å"high roller† community, as well as strong brand recognition in Las Vegas and Macau. However, due to the lack of presence in other areas of the United States, Wynn Resorts is not currently leveraging the notoriety of its brand name and Steve Wynn’s reputation as an innovative leader in the industry. Predictions (short and long term) for Wynn Resorts Given the strong financial position of Wynn Resorts and their historically selective approach to casino expansion, Wynn Resorts will not expand the number of casinos in operation in the near term (12- 18 months). On November 2009, Wynn Resorts has stated to its shareholders that they would not focus efforts on expanding in the U. S. until the business environment improved. Instead, it is predicted that Wynn Resorts will instead make enhancements to their two existing casinos in the Las Vegas market. â€Å"In response to our evaluation of our Las Vegas operations and the reactions of our guests, we have and expect to continue to make enhancements and refinements to our resort,† the company said this week in its quarterly financial report in November 2009. The projected expansion in the casinos will enhance the availability of pools, food and beverage services, and nightlife offerings. MGM Mirage may respond to Wynn’s actions by also expanding upon its casino customer offerings. Furthermore, MGM Mirage should also avoid direct casino expansion during a depressed economic environment. Instead, MGM Mirage should strive for financial stability while attracting customers with non-gaming services and accommodations. Being that Las Vegas is a mature market with several strong competitors, MGM Mirage may consider its presence in other domestic regions in the Midwestern section of the United States. Over the next 18 – 48 months, however, Wynn Resorts will continue to engage in competition as it relates to worldwide casino expansion. By analyzing the growth in industry revenue, and the statistics described regarding market commonality, Wynn Resorts will most likely directly engage in a battle with Las Vegas Sands for market share position in the Macau region. Additionally, Wynn Resorts will continue its financially frugal decision-making patterns by purchasing racinos and undervalued real estate properties with the intention of capturing profits through capital appreciation. These types of purchases by Mr. Wynn and Wynn Resorts have been consistent with actions portrayed during the past three years. MGM Mirage may engage in the competition for casino expansion in the Macau region, but should be cautious in making full-scale investments into a casino market already fully dominated by Las Vegas Sands and Wynn Resorts. Instead, cooperative arrangements and joint ventures may be suitable alternatives (See Figure 6). Summary and Conclusions The casino hotel industry is sensitive to changes in the consumers’ disposable income, domestic and international travel volume; proximity to consumer base, as well as government regulations. The industry structure consists of high barriers to entry, moderate rivalry that is limited to 4-5 main competitors, limited bargaining power of buyers, allowing for the possibility of near-term profitability. The pair-wise model utilized provided a comprehensive understanding of the focal firm, the focal firm’s competitors, the rivals intentions, and facilities the extrapolation of feasible strategies for the focal firm. In order for MGM Mirage to create a competitive advantage, the company should focus on geographic expansion in US and on international expansion, through cooperative arrangements with other industry players, improved operational efficiency to minimize costs, and technological advancement to maximize revenue. In the short term, MGM Mirage may be able to extract profits from the market by creating a competitive advantage but long term the industry structure, negative social, political, and economic forces will negatively affect the growth aspects of the industry.