Science Direct Essay Example for Free

Science Direct Essay In the Science Direct (2006) article â€Å"The Last King: A royal maternity case solved by ancient DNA analysis† the author’s Jorgan Dissing, Jonas Binladen, Anders Hansen, Birgitte Sejrsen, Eske Willerslev and Niels Lynnerup informs the reader about the last Danish Viking Kings, Sven Estriden who died in A.D. 1074 and was entombed in the Roskilde Cathedral. The problem on hand and what the author’s make an attempt to reveal is whether or not Sven Estriden’s mother, Estrid was entombed in the pillar across the chancel, as there have been many doubts among historians whether the woman was indeed Estrid or someone else. To find whether Estrin was the actual mother, the author’s used variety of different tests and methods. The analysis done by these proficient authors included, DNA extraction methods and examination of skeletons while taking the most special care to ensure nothing got damaged proving that the woman buried was not Sven’s mother. The ‘Last Viking King’ is written by a number of authors who have very prestigious academic backgrounds. There is in fact, no doubt that there is no shortage of professionals represented in regard to this scientific endeavor. Within this article the reader is given the academic departments that the authors are associated with; Jorgen Dissing is associated with the Research Laboratory, Jonas Binladen in the Department of Evolutionary Biology, Anders Hansen is associated with the Department of Evolutionary Biology and Department of Forensic Pathology, Birgitte Sejrsen is associated with the Department of Forensic Pathology, Eske Willersley the Center for Evolutionary Genetics and last but not least Niels Lynnerup who is affiliated with the Antrophological Laboratory. Between these authors, four are from the Institute of Forensic Medicine, one author is from the Biological Institute and the last author is from the Niels Bohr Institute. All six author’s are from the University of Copenhagen located in Denmark, which has produced 8 Noble Prize winners and the university itself has been ranked 44th in the world. (University of Copenhagen, 2012) With such variation of researchers in different fields the author’s worked in, it may have been reasonable to find some researcher’s from another university to contribute and also have actual author’s who had worked in the area of writing to help out. By no means do these authors fall short in terms of their qualifications and areas of expertise and one can only be reassured these author’s were more than certified in doing this study, but in terms of writing the article may have been more appealing if one of the author’s had a background history in writing. In order to answer the question â€Å"Was the individual in the tomb indeed Sven’s mother Estrid?† the author’s used different methods that included extracting DNA, and examining skeletons to help them on their quest to find the answer. The first method consisted of extracting DNA from tooth samples. In order to do extraction of DNA, most methods are designed to deal with fresh tissues containing high molecular weight DNA and intact cells. (Nature Publishing Group, 2007) In ancient specimens there is usually no cell structure that are preserved due to extraordinary time periods the specimen has gone through. (Nature Publishing Group, 2007) So incases of ancient DNA extraction bone and teeth samples may be used to help extract potential DNA. In the case of this article, two teeth, the cannies and premolars, were extracted from both King Sven’s skull, and two from the skull perceived to be Sven’s mother Estrid. The researchers methods of extracted DNA came from their tooth samples, by using one tooth at a time. Some of the main stages the tooth went through included; being cleaned with a paper clutch soaked in 10% commercial bleach and UV-irradiated for 20 minutes on each side. Then the surface of the tooth was sealed by the application of two layers of cellulose lacquer. From there the root was cut horizontally around 5 millimeter from the root/crown, junction where then the surface area that was exposed by UV irradiated for 20 min. Next a dental drill was used to remove the pulp. The DNA was extracted using the dialysis approach of Kolman and Tuross. (Binladen, Dissing, Hansen, Lynnerup, Sejrsen Willersley, 2006, p.23) A second tooth was used for replication of key D-loop but the study was done in a separate laboratory and by only three of the authors; Anders Hansen, Eske Willersley and Jonas Binlanden. (Binladen, Hansen, Willersley, 2006, p.23) The author’s logical approach of Extracting DNA included using the samples of teeth from both specimens as the evidence is shown in the article. The author’s do a good job leading you on a path that depicts step-by-step process of how the authors extracted the DNA from the tooth samples. This second method used to find out whether if Estred was the mother buried in the tomb the author’s conducted an examination of Estrid’s skeleton to attempt an mtDNA analysis of the remains. MtDNA other wise known as mitochondria DNA is passed down from their mothers to their sons and daughters. MtDNA tests are a good way to test your direct maternal lineage. (Genetic Home Reference, 2012) In this research If the women in the tomb was in fact Estred’s mother, the mtDNA sequence should have been exactly the same, as mothers pass it down to their children, which would mean it would have been inherited by the son Sven. In the research the author’s found â€Å" that mtDNA from Sven and Estrid differs at two nucleotide positions makes maternal kinship between the two highly unlikely.† (Binladen Et al, 2006 p.26) On top of doing mtDNA test’s the authors also did physical anthropological examination of the skeletal remain of the women, they came to realize the individual was no more than 30 – 40 years old at the time of their death. This makes it impossible for the individual in the tomb to be Sven’s mother, considering historic facts state the mother passed away during the age of 70. The second thing the author’s realized was when they did the same process mentioned above with Svens remains there results showed the age of death for sven was 40 – 60 years old which fall according to historic records that state Sven was around 55 years of age at the time of his passing. These tests do a good job of showing you evidence of the fact that the individual in the tomb couldn’t have been Sven’s mother due to the age restrictions. The researchers did the test in the correct way taking mtDNA of both the mother and the son remains examining both to find compelling evidence if there was a match between the two. All though these tests show you with the most accurate depictions of whether the individual in the tomb was indeed the mother. When dealing with work that involves the analysis of DNA, a number of precautions have to be taken into account during your research. First of you have to provide safety for your researchers, often times when your dealing with ancient DNA it is almost guaranteed you will be working with some type of chemicals that can cause skin irritation if you don’t use gloves, more specific chemicals that you work with, can do a lot more significant damage, like severely burn your skin. Another precaution to take is to be careful of the tool’s you’ll be working with, this may include sharp cutting tools and drills, which can also cause severe body injury if not used with the proper safety equipment, like gloves and protective eyewear. Aside from the safety of the workers, a number of precautions have to be taken also to ensure the ancient specimens your associating yourselves with don’t get damaged. Everything from what type of equipment you handle your specimens with, to the room temperature you leave your specimens in play a vital role in making sure nothing gets damaged or wrecked. The researchers from the very start did a good job of respecting their ancient specimens by taking every essential step necessary to protect the specimens. In the beginning when authors Jonas Binladen And Niels Lynnerup retrieved the skeletons from the pillars â€Å"full body suits, facemasks and sterile gloves were worn throughout.† (Binladen Et al, 2006 p.22) Another example can of taking extensive measures to care for the specimen can be seen by the laboratory’s being altered to suite the specimens needs â€Å"The laboratory is fitted out with positive, filtered airflow, hanging UV – lights for sterilization of surfaces.† (Binladen Et al, 2006 p.23) Another example of making sure the specimen was damaged by equipment or by the lab it was in â€Å"all equipment to be used in the lab was sterilized, metal tools and glassware by baking at 250 degree Celsius for 24 hr, other equipment by wiping the surfaces with a cloth soaked with 10% bleach.† (Binl aden Et al, 2006 p.23) In addition to sterilizing the labs and equipment the best chemicals were used for this study â€Å"All chemicals and reagents were of analytical grade or the highest purity available† (Binladen Et al, 2006 p.22) To ensure their perseverance of the specimens the authors even at the end restored the teeth back into the skull â€Å"Subsequently, the teeth were restored by removing the lacquer with acetone, the tip of the root was glued into place, and the teeth were replaced in the skulls.† (Binladen Et al, 2006 p.23) Based on the measurements done by the researchers to ensure the specimens wouldn’t get damaged they did a absolute amazing job. From cleaning out the labs and equipment they used to choosing the best chemicals needed you could tell in a instant that the number one objective besides finding the answer’s, was to not damage any of the actual ancient specimens. Staff workers even made the commitment of coming directly to the laboratory from home. â€Å"staff workers that worked in the laboratory came directly from home and were equipped with full body suits, hairnets, filtered – containing facemasks, and gloves.† (Binladen Et al, 2006 p.23) In conclusion, there was a sense of legitimacy to the methods the authors used in finding out their answers, from DNA extraction’s and skeleton examinations. The authors did a successful job in convincing the reader with clear evidence from their results that concluded the individual in the tomb was too young to be Sven’s mother according to historic records. Overall this article doesn’t inform you whom the real individual found buried next to Sven is, but it does leave you with some opinions that the women may have been one of Sven’s daughters in law. To further reinstate this fact, the reader is told both daughters in laws were queens and had the same name of, Estrid. Ultimately, the full identity of the individual in the tomb is still not evident, the only thing that is supported is the fact it was highly unlikely that Sven’s mother Estrid was the individual entombed. References Dissing, Jorgen, Jonas Binladen, Anders Hansen, Birgitte Sejrsen, Eske Willersley, and Niels Lynnerup. The Last Viking King: A Royal Maternity Case Solved by Ancient DNA Analysis. (2006): 21-27. Print. Jones, Cheryl. Researchers to Drill for Ancient DNA in hobbit Tooth: Scientific American. Researchers to Drill for Ancient DNA in hobbit Tooth: Scientific American. N.p., 5 Jan. 2011. Web. 15 Nov. 2012. Mitochondrial DNA. Genetics Home Reference. N.p., Oct. 2012. Web. 15 Nov. 2012. Nature.com. Nature Publishing Group, 12 July 2007. Web. 15 Nov. 2012. Powell, Kimberly. MtDNA Testing for Genealogy. About.com Genealogy. N.p., n.d. Web. 15 Nov. 2012. University of Copenhagen. Topuniversities. N.p., n.d. Web. 15 Nov. 2012.

Strategic Plan For The Chronicle Gazette

Strategic Plan For The Chronicle Gazette The goal of the consultant report is to indicating the problem of steady decline in subscriptions to the paid newspaper not only in metropolitan area and affecting the whole industry. Advertising revenue has also dropped due to advertiser had diverse their ads in different way such as TV broadcast, CNN, CCTV, Internet etc. This report is to offer the management of The Chronicle Gazette a strategic vision of where the newspaper publishing industry stands today and where it is headed over the next decade also propose strategies the newspaper can investigate to survive in the new business environment. State of the newspaper The Chronicle Gazette subscription had been fallen by 35% and also advertising revenues also dropped by 28% in past eight years. Refer to Newspaper Association of Americas, newspaper circulation had start declining from year 1993 and keep go on comparing with the index of 2008, there have around 22 % of circulation was gone. [Total Paid Circulation: Source: Editor and Publisher International Yearbook: http://www.naa.org/TrendsandNumbers/Total-Paid-Circulation.aspx, accessed on 1st Feb, 2010] For the advertising revenue have starting to share progressively with internet publishing during year 1997 and the proportion of the total advertising volume had kept increasing comparing with 1997 and 2005 data, there have around 13 times increase of Internet advertisement in volume. Also from the chart we can see the newspaper advertising revenue keep decreasing and Internet advertising revenue keep increasing simultaneity hence that Internet had absorb part of the lose in newspaper ads. [Advertising Expenditures: http://www.naa.org/TrendsandNumbers/Advertising-Expenditures.aspx, accessed on 1st Feb, 2010] [Online advertisement revenue:- http://www.brianmcdaniel.org/2009/04/06/will-online-ad-revenue-beat-newspapers-in-2011/, accessed on 1st Feb, 2010] According to The New York Times Company reports 2009 Fourth-Quarter and Full-Year Results, although the groups revenues had increased from 21.8% to US$36.3M from US$29.8M but look into the details on the advertising revenues had dropped around 25.3% to 30.2% compare with year 2008. The group major revenues income healthy gains in both Internet cost-per-click and display advertising and also in other form of digital advertising to offset the other lose. [New York Times Press Release: http://www.nytco.com/pdf/4Q_2009_Earnings.pdf, accessed on 13th Feb, 2010] Referring to the Newscorp 2009 annual report, we can indicate that all the media revenue and the operating income had dropped which may lead by Global economic recession reason. The data also showing that the newspaper industry had affected obviously including The Wall Street Journal the worlds leading business publication. The Wall Street Journal had diverse their business in different area such as enhancing their publishing and advertisement in digital ways and providing different type of subscription to attract more reader and also providing specific personalize information for particular group. Improving the quality of contents and report in more in-depth to build up reader loyalty and convenience. [http://www.newscorp.com/Report2009/media/Newscorp_2009_annual_report.pdf, accessed on 15th Feb,2010] Company objective 3.1 External assessment Economic downturn forced newspaper to cut costs due to massive revenues decline as a result of global economic downturn. In October 2008, advertising revenues from New York Times Media Group had dropped 15.3% as compare to the same period in 2007. Social and cultural have no much change recently as people are still willing to pay for newspaper and having circulations. According to the Newspaper Demographic Analysis, the daily and the Sunday readership allocation pattern are mainly focus on Adults over 55 since they can have more leisure time and get used to read newspaper every day. Demographics of American Newspapers pattern can classifieds as below:- The Wall Street Journal is read by the people who run the country. The Washington Post is read by people who think they run the country. The New York Times is read by people who think they should run the country and who are very good at crossword puzzles. USA Today is read by people who think they ought to run the country but dont really understand The New York Times. [http://bitsandpieces.us/2008/07/13/demographics-of-american-newspapers/, accessed on 2nd Feb, 2010] [http://sify.com/finance/economic-downturn-forces-us-newspapers-to-cut-costs-news-default-jeguQJbdihc.html , accessed on 2nd Feb, 2010] [http://www.nnnlp.com/newspaper-demographics/, accessed on 2nd Feb, 2010] Political arena is a large influence upon the regulation of newspaper press freedom of those reported content and the business trading agreements of the region or national or in the state and also for EU, NAFTA, and ASEAN if the newspaper will press outside the state. Economic factors such as the demand and supply or the newspaper industry in both short and long terms, market positioning and the pricing also need to be considered. Social and cultural influence the perception of the newspaper contents and acceptance and what can attract reader to increase the circulation, consider the time will the reader spend on reading that and the layout arrangement of those content and the ordering. Identify the role of men and women within the society and get used to concentrate the aim of selling those people. The main factor affecting newspaper industry is Technological force Internet and other digital media. Being with the digital age, most of the information had been merge or migrate into the virtual world Internet. People can easily found the information they required for simple a click; some of the information can be accessed by free. One of the major revenue incomes for newspaper industry is advertisement which currently affected by the new challenge of Internet advertisement. Advertiser had starting to switch their advertisement from the traditional print out on newspaper to other media like TV, Fall ads, Road show on the public transportation and the Internet web-site. Recently, the pop-up advertisements from the Internet web-site are quite popular and some of the major search engine and newspaper web-site had enrolled as well. At the mean time, that advertisement income revenue had keep increasing rapidly and become the major parts of earning for those companies. The major advantages of the online advertisement is the advertiser can sell their services or product in text mode, colorful graphic mode, animated flash graphic or even can record a short video clips with sound for attracting audiences and enhance their perception and image. Referring to the New York Times president and CEO Janet Robinson said their coming business strategy is to enhance their digital platform and planning to introducing a paid model for NYTimes.com in 2011 to create additional revenue stream. Hence that other competitor in newspaper industry is exploring other publishing media to maintain their robust advertising business and attracting other new business partners. Competitive Force Porter five force analysis:- [Source from: http://upload.wikimedia.org/wikipedia/commons/thumb/6/66/Porters_five_forces.PNG/800px-Porters_five_forces.PNG] Porters Five-Force model can be use to analysis the newspaper industrial competitive environment. Threat of new entrants of newspaper publishing can be define as low to medium since the scale economies in the production and sales of newspaper had took advantage by the major newspaper distributor. Some famous brand of advertisement will only post on the popular newspaper and never shown in others. Product differentiation cannot take part in it newspaper industry since the product itself is indifferent and non-standard one. The major entry barriers in newspaper industry is the entry capital is relative high although government have no or less barrier to such industry but the equipments such as camera, printing machines, video recorder are expensive. Also the benefits of associated in newspaper industry is low and also the current distribution channel is almost occupied by other major newspaper. The amount of daily copies is high so the cost per copy of the major newspaper is low and its hard to compete with them. Small entrepreneurs have difficulty obtaining supermarket shelf space for their publishing because large retailers charge for space on their shelve and gave priority to the established publishers that can pay for the advertising needed to generate high customer demand. Switching cost is low since the readers had build up loyalty with the current subscribed newspaper and take comfortable of their printing layout and its hard for them to switch to read another newspaper easily. Bargaining power of customer is relative high since there have many other sources to get information from others like Internet, free newspaper which distribute on the street or cafà © and also from train station. Also its un-different and non-standard product which reader can easily found another similar product in the market like NY Times, WSJ, etc. Customer affect an industry through their ability to force down prices and inter-related because they purchases a large proportion of the newspaper and they have potential to integrate backward of the newspaper contents. Alternative vendors of newspaper are plentiful because newspaper is standard or undifferentiated, customer can choose among many newspaper providers and switching to read other newspaper cost is very little or zero. Once the paid newspaper is unimportant to the final quality and customer can be easily substituted it with free newspaper distribute among on the street daily so it make The Chronicle Gazette revenue keep de clining. Bargaining power of suppliers can be classified as medium to high since the important input for issuing newspaper like paper and ink supplier is dominated by a few companies only buy they sells to many. Meanwhile paper, ink and printing factory are unique which had built up a strong relation in between thus switching costs existed. Supplier are able to integrate forward or backward compete directly with their present customers like newspaper company can forward to investee in newspaper or other publishing firm or vise verse. Threat of substitute product can classify as high since we may notice that the up-trend of online publishing a rapidly increase and the cost-performance ratio comparing with traditional print out newspaper are relatively low and also the content update are most in time and interact. According to Michael Porter, Substitute limit the potential returns of an industry by placing a ceiling on the prices firms in the industry can profitably charge. Extent that switching cost is low so substitutes may have strong effect on industry. Customer are switching they platform to read the news from traditional paper printed newspaper to the online version or other free distribute newspaper and sharing the profit in the industry. Rivalry among industry is high since we may note that the newspaper industry wide revenue trend is down and not only in The Chronicle Gazette, it also affects New York Times, WSJ as mentioned. Referring to the New York Times Company 2009 Full-year report, their total revenues were down 11.5% which show that the top U.S. newspaper is also affected by economic recession and also the new internet revolution. Some type of competition such as price cut is typically highly destabilizing are likely to erode the average level of profitability in newspaper industry like Apply Daily firstly launch in HK and just sell at $2 when other traditional selling at $5 which erode the whole industry profitability. [Internet user trend :-http://www.c-i-a.com/internetusersexec.htm, accessed on 15th Feb,2010] 4. Internal assessment 4.1. Organizational processes and structure 4.2. HR capabilities Publisher The publisher is responsible for all of the operations procedure of the newspaper in both editorial team and business team. The main duties and aim of the publisher is to monitor that the newspaper run financially healthy and smoothly. Editor The editor is responsible for all the content of the editorial newspaper and monitoring the budgets and cash spent by the editorial and other supplementary of the newspaper. The publisher and editor usually is the same person. Editorial page editor The editorial page editor is responsible for the editorial page, supplementary page and also the op-ed page for the newspaper. Those pages are the letter printed on the editorial pages like letters to the editor, columns by syndicated columnists and guest columns by local people or oversea senders. Managing editor The managing editor is the person who handle and monitor the day-to-day newspaper production and also for the online version as well. City Editor The city editor also called the metro editor whom is in charge of the news coverage of the metro-area in which the newspaper is located or distributed. This position is the most important staff for collecting and analysis the news happened in that area. The city editor usually got the largest portion of staff and assigns most of the local news reporters within a organization. Chief copy editor The chief copy editor is in charge of the newspapers copydesk. The people on the copydesk read news stories and sometimes stories from other sections like through internet to make sure they are written according to the newspapers industry standards legally. The chief copy editor can make the final decisions about the copy contents and who is in charge of the staffing of the desk. Copy editor The copy editor especially well trained to read the stories that other have written and make sure they conform to the rules of grammar and style. A copy editor also performs headlines writing and performs other duties that help produce the newspaper every day. Photo editor The photo editor is not a photographer although he/she is often the case that the photo editor is a promoted from photographer previsely. Photo editor assign photographers and helps select the most outstanding photos that the newspaper will prints. Photographer The photographer takes pictures of local or oversea news events for the newspaper. Photographer have a variety of assignments each day. Larger newspapers have sports photographers focusing on those event. But in order to cut cost, most newspapers photographer will assigned to shoot not only sports stories and sometime will assign for special event shooting.. Graphics editor The graphics editors is the head of the graphics department sometimes also the art department. This editor is in charge of all of the graphics and illustrations produced for the newspaper and online version. Graphic reporter The graphic reporter perform researches and designs informational graphics that support news stories for the newspaper. A graphic reporter is an expertise in graphic forms as well as 3D flash animated graphic and must be able to associate the information that can be used to build graphics. Reporters Reporters are assigned to all the sections of the newspaper to gather news from anywhere. They gather information about events and subject that the newspaper editors had choose to cover. Reporters must know how to find the useful information, skill for interview people, professional sight for observe events and write the information they gather in a way suitable to the paper. 4.3. Financial position Revenues are down across the board caused by information is now freely available to the public through the internet. Traditionally news and advertisement are mainly publish in newspaper since newspaper is the major source for getting news around the state or worldwide and also including the advertisement. But nowadays, those information can be freely access through internet and to be more up-to-date information can be reach easily in many other interacted presentation like real time camera of the news location, promoting product with movie clip and sound demonstration and also for example mobile phone, manufacturer starting to use Flash 3D to model the real phone with all feature for reader to try out the new feature and functions of the phone in order make purchasing interest. Advertising market had being share with Internet and other media like television pay TV etc 4.4. Marketing/sales capabilities The recent marketing trend switching to publish news and other advertisement through Internet and other interactive media. Sales revenue source had switch from newspaper copy to internet base in recent few years. Referring to the New York Times 2009 annual report, newspaper advertising revenues had dropped dramatically and lucky they had develop an online version and trying to adopt the loses from newspaper advertisement and luckily they had get successful reflected by their annual report. The Chronicle Gazette already had a sales team for handling customer advisement and we only have to restructure those them and make necessary investment on those equipments required for digitalize publishing through Internet or television. Sales capabilities are possible as Chronicle Gazette got strong customer base and both parties had need to keep abreast of the latest technology and also can adopt another segment of customer in order to widen the vision and services base. Also its the only way can make survival in this industry as its the trend of the coming future. 4.5. Operational capabilities Operational capabilities can be viewed by value-chain analysis to determine the competitive advantage of Chronicle Gazette, since Chronicle Gazette is a leading newspaper in a major metropolitan area and reaching paid circulation of 225,000 customers and ranked as first-rate newspaper over the years which mean they had built up a strong loyalty with reader. Considering the outbound logistics which approach the newspaper can be distribute on time to the retailer and also can deliver the internet version simiutainstly for subscriber. Inbound logistics like material- paper and ink can deliver to printing factory on time to reach Just-In-Time production is the aim. Operation can be make more efficient like utilize the use of Internet and E-mail to deliver the reports and photos to central office for press release in order the shorten the time and cost. Quality of the reported contents and advertisement must be reviewed by chief editor before press release, organize a clear workflow for e ach department to avoid any job duplicate and make it work with procedure smoothly. Currently Chronicle Gazette have no online version, IT capability require to implement and fund may require for investage in IT equipments like servers, internet access, web-site designer and cam-recorder etc., security issues may also need to consider since some confidential and privacy content may easily expose through internet and somehow each subscriber got different limits of access authority which related to their payment level or country. 4.6. Strengths and weaknesses Here is the SWOT analysis listed the evaluation of those opportunities and threats in the business environment. Strengths Opportunities Stay at the leading newspaper in major metropolitan area. High circulation rate and won awards for their hard work over the years. Loyalty built up with readers. Traditionally style enjoyed with readers. Setup online version to compete with other newspaper. Providing discount subscription fee for online user to attract customer. Weaknesses Threats No online version of newspaper. No animated graphic and video clip features. Release time restriction due to its printed material. Insufficient on online publishing experience. Online page layout may not be accepted by old customer. High investment for IT equipments. 5.) Marketing Strategy Recently Chronicle Gazette only sold at retail stores, counter and shop which covered in major metropolitan area and being a leading first-rated newspaper in those area. Providing web based newspaper for online subscription with discounted price. Providing some free news headline to attract customer and web-surfer to read in-depth and make them hungry for details thereby to become a subscriber. Also offering classified subscription for subscriber to select what they want to see and removing other unwanted news materials by their account. Setting up a loyalty program for contact base subscription such as subscribe for 2 years will have 20% discount and 1 year with 10% discount offer from Chronicle Gazette. The 24 hours online version of Chronicle Gazette can be update periodically like 2 to 3 hours for the latest news which can have additional photos and video clips for more details. In order to take care of the blind people, vocal news report can be also available in the online version. Customize page layout can be personalize to display what they want in the main page and also welcome for subscriber to provide suggestion and new for the editor. Student subscription in very attractive price and arrange delivery service to their school after the peak hour so that we can utilize the uses of our transportation team and also can maintaining worker have available job to draw the social responsibility out. Additional student supplement post can be attached which those report can be directly related to student or submit by school tutor and student. Q A forum and some education quiz can be containing in the supplement for enhancing the knowledge of student. Meanwhile we can provide the market requirement for specialist and business trend analysis for student to plan their future job direction. Those attractive package offered to student can build up loyalty and attract them for subscription after graduated. Strengthen with the connection with Newspaper Association of America for those domestic and oversea newspapers, commercial radio and television broadcasts which have a great opportunity for corporation. Those representative can share the hardship in their group and other organization may providing suggestion and experience to get survival. All sales strategies through this multi-channel/direction approach with different price strategies can utilize our current asset and production capacity and showing that we have care in all level of people. 6. Steps for The Chronicle Gazette to deal with challenges The step for The Chronicle Gazette might take in order to deal with the challenges can have the following:- Short-term plan which react within one year: Implement the online version of chronicle Gazette and consult with I.T. specialist for setting up the first release. Investigate on those equipments and make necessary funding and financial plan. Strengthen the current Sales Marketing team to adopt the new challenges and providing I.T. training and explanation for all staffs. Reduce the redundant staffs and suggesting early retirement for elderly staff with attractive scheme. Promoting saving of office electricity, paper and other equipments and cut some un-necessary expense from staff which will not affect their normal report activities and operation. Promoting direct sales of the newspaper with delivery service together with the discount price. Attracting more customers for pre-payment to increase the company cash flow for further implementation. Introducing the coming online version and interactive advertisement for old and current advertiser and show them the coming trend and advantage for those advertising media and plan for coming development. Launching a free copy version to increase the customer base and coordinate with advertiser to providing their product discount coupons to achieve win-win situation. Increasing the content of the newspaper such as putting additional recruitment ads, Buy sell, student special column etc to widen the reader base. Distributing the newspaper oversea with localize news and report which seek for a way to develop oversea market. Contact those colleges and university to promoting student version newspaper with supreme discount price with delivery service to increase the reader base and build up the future loyalty. Long-term plan which react for two to five years: Review all the department staff job nature and review their education background and working experience to evaluate their job performance and provide necessary opportunity to increase his/her productivities. Aim to cut down the operating expense by 10% to 30% gradually. Re-structure the organization and management team to work more efficiency and know how to work smart in all level of staff. Increase more customer base through different media like the online version and distribute version. Also trying to sell the newspaper for oversea customer. Special free newspaper distribute in crowd business area like Metro, Headline to attract customer/readers. Advertisement revenue may increase in such distributing channel. Enhancing the online version of Chronicle Gazette with fully graphic base and containing real time video news report. Online translated version can be enjoyed by different country people. Vocal version can be implementing for blind people and showing how we approach to take the social responsibility. Attracting different advertising agent and provide them for continuously advertisement placement with discounted price. New report topic and keep expanding into state-wide and foresee the trend to entry to worldwide market instead of regional newspaper. Employing some young people for form a young group for innovation, brave topic publishing. Closely work with the young people trend in order to think and make creation for sharing with readers. Both short term and long term strategies need to implement together which can help Chronicle Gazette to gain back to lose portion of revenues and develop many other income source. I.T. affect not only in the newspaper industries and it affect the entire world already. Currently we stay with information age which most information can be found easily through internet so we must provide reader a correct way and attitude to analysis that information and to recognize the validity. 7. Conclusion Chronicle Gazette revenue downturn due to the losses of the advertising income. Advertiser switching their advertise media from the traditional newspaper to other broadcasting and Internet. In order to capture the lose market share, Information technology required to implement for online version of newspaper and capture back the advertiser to use or service and wide distribution channel. Both short term and long term strategies plan are helpful to make Chronicle Gazette survive and even getting better than before. Keep an eye for the market trend and innovation is the key point to make the business success. To broaden sources of income and reduce expenditure are already true to make the business more successful.

Causes and Effects of Drunk Driving Essay -- Drinking Driving DUI DWI

Cause and Effect Essay on: Drunk Driving Driving a vehicle while under the influence of alcohol is one of the most dangerous things you can do. There is a mass of research evidence to show that driving performance and reaction times are seriously affected by alcohol. Our law in Georgia states, â€Å"that it is illegal to operate a motor vehicle if your blood alcohol concentration (BAC) exceeds .10%. Georgia observes a "per se" law. (Craft) If you drink and drive, you are not only a danger to yourself but also to your passenger, other road users and pedestrians. In fact, every 30 minutes, someone in this country dies in alcohol-related crash. Every 30 minutes! And last year alone more than one million people are injured in alcohol-related traffic crashes. Alcohol is a depressant that slows down body reactions and the working of the brain. Each year drunk driving is responsible for about 25% of these deaths. The risks of drinking are alcohol-related accidents and violence. The effects of alcohol are poor coordination and slurred speech, double vision, decrease of self-control loss of consciousness and death. There are legal consequences due to drinking also. The more a person drinks, the more their ability to make important decisions becomes impaired. After just one drink, a driver can lose their ability to perform the tasks necessary to drive a car. At a certain point, a driver will become illegally intoxicated and can be arrested for attempting to operate a moto...

The Grace That Keeps This World Essay -- Literary Analysis, Bailey, Ha

The Grace That Keeps This World, by Tom Bailey, is an enthralling novel about the Hazen family who have lived in Lost Lake their whole lives. In this novel Kevin Hazen, a young man of 19, is searching for where he belongs in the world and in his own family. He wants more for his life than the life of survival that his parents have lived their whole lives. The story of the Hazen family is centered around the first day of deer season. For the Hazens, this hunt is more than just a sport. They use the meat of every deer they shoot to help them survive through the winter. Traditionally Kevin, his Father, Gary Hazen, and his brother, Gary David, all go out on the first hunt together at two in the morning after a breakfast of homemade pancakes, but this year is different. Kevin wants to break free from the life of his family and doesn't want to go on the hunt with his father and brother. He can't comprehend why his father is so set in his ways and Kevin doesn’t want to live his father's life. Gary is a forester and finds it important to work hard to most provide for his family and to conserve nature. Kevin, like most kids, doesn’t understand his fathers way of thinking, and wants to live his own life. A life away from Lost Lake. Kevin attempts to break free of his fathers lifestyle by attending a nearby college, in hopes to eventually become teacher. Gary isn't happy with his son's decision to go to school and Kevin can't understand his fathers views, which causes the two to butt heads throughout the novel. But a tragic accident sudden ly leaves Kevin fighting for his and his fathers lives. Having to use the knowledge and skills that his father had taught Kevin suddenly suddenly realizes his dad was right after all. Bailey tell... ...ce with his family. He continues to study and work towards reaching his dream, but he begins working hard to support his family. He understands why his dad tried to teach him all of the things he felt were pointless or unfair. Just like when Odysseus finally makes it home to his family, Kevin finds his way home to his. Although at first Kevin felt that home would be leaving Lost Lake and stepping away from his fathers lifestyle, he later found that he was wrong. This new home was unexpected, he would have never predicted this being the out come of his life. But never the less, he was home. Our Odysseus, in The Grace That Keeps This World, goes through struggles, but in the end finds his way home. Bailey ingeniously writes his novel as a modern-day odyssey, with our tragic hero Kevin pushing through all of the problems that come his way to return home in the end.

My Three Wants :: essays research papers

Abraham Maslow has made a distinction between needs and wants. A need is a basic human requirement. On the other hand, a want is a conscious desire for something. As for me, my wants are influenced by the aspirations of my heart! First, I want to attend college, Second, I want to build a Support Ministry, for hurting people, and I personally want to enjoy the splendor of life. At this point in my life these are the three wants that are most important to me. Certainly, attending college is something that I have always wanted to accomplish in life. Over the years I have become infatuated with a desire to achieve knowledge. Now as I re-enter the environment of education I look forward to every opportunity of learning, and I am excited about the virtually limitless possibilities that will be opened to me. While in college I want to do all that I can to improve myself, so that I will be able to help others. Besides, education is utterly useless if there's no one to share it with. Therefore, I want to use my education to help other people. One of the most painful pictures in this human life is to see the effect of a life devastated by physical or emotional pain. Therefore, I want to work as intensely as I can to build a Support Ministry for hurting people everywhere. I want to provide a place of comfort and support, but most of all I want to lend a listening ear. As I strive to reach these goals, it is important for me to continue my own personal journey to enjoy life to its fullest. I want to be committed to a life lived and guided by Christ. On the whole, it is my heartfelt desire to achieve my full potential in life, and to become all that God would have me to be. I am convinced that God has allowed me to live and put in me a want to be educated and a desire to build a support ministry to help others.

Intellectual Property Rights: Copyright and Patent

Term Paper: Intellectual Property Rights: Copyright and Patent BY Indra2002 Term Paper: Intellectual Property Rights: Copyright and Patent Copyrights and patents hold a major importance for business owners, and companies. I will discuss in detail what a copyright and patent are and the importance the two of them hold. What is Intellectual Property Rights; it refers to creations of the mind: inventions, literary and artistic works, and symbols, names, images, and designs used in commerce which leads to patents. What is a patent?A patent is an exclusive right ranted for an invention, which is a product or a process that provides, in general, a new way of doing something, or offers a new technical solution to a problem. In order to be patentable, the invention must fulfill certain conditions which are it must be new, inventive, and industrial applicable. Novelty meaning the invention must not e known before you file your application. It does not matter how, by whom or when in the world it has been made known. The invention counts as known even if it is you yourself who has used or published it.Inventive step is meant that the invention must differ significantly from what is already known. The solution must not be obvious to a person skilled in that technical area. That means new ways of combining known methods or objects are not necessarily patentable. Industrial applicability the invention must be industrially applicable. An invention is considered industrially applicable if it can be produced or utilized in any kind of industry but also other activities, such as transport, agriculture, hunting, public services and medical services.What is the purpose ot a patent? A patent provides protection tor the invention to the owner of the patent. The protection is a limited protection time, which is generally 20 years. The type of protection a patent provides is that the invention cannot be commercially made, used, distributed, or sold without the patient owners consent. These patent rights are usually enforced in a court. Why are patents necessary? Patents provide incentivizes to individuals by offering the recognition for their creativity and material reward for their marketable inventions.These incentives encourage innovations which assure that the quality of human life is continuously enhanced. You may ask what rights does a patent owner have, a owner has the right to decide who may -or may not- use the patented invention for the period in which he invention is protected. The patent owner may give permission to or, license, other parties to use the invention on mutually agreed terms. The owner may also sell the right to someone else, who will become the new owner of the patent.Once a patent expires, the protection ends, and an enters the public domain, which is when the owner no longer holds exclusive rights to the invention and becomes available to commercial exploration by others. Patents are present in every aspect of human life, from electri c lighting (patents held by Edison and Swan) and plastic (patents held by Baekeland), to ballpoint pens (patents held by Biro). What Is Copyright? † What Is Copyright? N. p. , n. d. Web. 18 Mar. 2013. How is a patent granted?The first step in securing a patent is to file a patent application. The patent application generally contains the title of the invention, as well as an indication of its technical field, it must include the background and a description of the invention, in clear language and enough detail that an individual with average understanding of the field could use or reproduce the invention. Such descriptions are usually accompanied by visual materials such as drawings, plans, or iagrams to better describe the invention.The application also contains various â€Å"claims† that is, information which determines the extent of protection granted by the patent. â€Å"Copyright vs. Trademark vs. Patent. † Copyright vs. Trademark vs. Patent. N. p. , n. d. w eb. 18 Mar. 2013. What kinds of inventions can be protected? An invention must, in general, fulfill the following conditions to be protected by a patient must be of practical use, it must show an element of novelty, that is, some new characteristic which is not known in the body of existing knowledge in its technical field.This body of existing knowledge is called â€Å"prior art†. The invention must show an invention step which could not be deducted by a person with average knowledge of the technical field. Finally, its subject matter must be accepted as â€Å"patentable† under law in many countries, scientific theories, mathematical methods, plant or animal varieties, discoveries of natural substances, commercial methods for medical treatment (as opposed to medical products) are generally not patentable. Who grants a patent?The national patent office or regional office that works with number of countries, such as the European Patent Office and the African Regional In tellectual Property Organization. Under such regional systems, an applicant requests protection for the invention in one or more countries, and each country decides as to whether to offer patent protection within its borders. The WIPO-administered Patent Cooperation Treaty (PCT) provides for the filing of a single international patent application which has the same ettect as national applications tiled in the designed countries.An applicant seeking protection may file one application and request protection in as many signatory tates as needed. â€Å"What Is Copyright? † What Is Copyright? N. p. , n. d. Web. 18 Mar. 2013. What is a copyright? A copyright is a form of protection grounded in the U. S. Constitution and granted by law for original works of authorship fixed in a medium of expression. Copyright covers both published and unpublished works. What does copyright protect?Copyright, a form of intellectual property law protects original works of authorship including litera ry, dramatic, musical, and artistic works, such as property, novels, movies, songs, computer software, and architecture. Copyright does ot protect facts, ideas, systems, or methods of operation, although it may protect the way these things are expressed. How is a copyright different from a patent or a trademark? Copyright protects original works of authorship, while a patent protects inventions or discoveries.Ideas and discoveries are not protected by the copyright law, although the way in which they are expressed may be. A trademark protects words, phrases words, symbols, or designs identifying the source of the goods and services of one party and distinguishing them from those of others. When is my work protected? Your work is under copyright protection the moment it is created and fixed in a tangible form that it is perceptible either directly or with the aid of a machine or device. Copyright may or may not be available for titles, slogans, or logos, depending on whether they con tain sufficient authorship.In most circumstances copyright does not protect names. Many people may ask why they should register their work if copyright protection is automatic. Registration is recommended for a number of reasons. Many choose to register their works because they wish to have the facts of their copyright on the public record and have a certification of egistration. Registration works may be eligible for statutory damages and attorneys fees in successful litigation. Finally, if registration occurs within 5 years of publication, it is considered â€Å"prima facie† evidence in a court of law.The United States has copyright relations with most countries throughout the world, and as a result of these agreements, we honor each other's citizens' copyrights. However the United States does not have such copyright relationships with every country. Many creative works protected by copyright require mass distribution, communication and inancial investment for their dissemi nation (for example, publications, sound recordings and films); hence, creators often sell the rights to their works to individuals or companies best able to market the works in return for payment.These payments are often made dependent on the actual use of the work, and are then referred to as royalties. I have found unlimited sources and information regarding patents and copyright, with all the information I now have a clear understanding exactly what is the differences with a title or name of a company and the steps to truly make an invention yours with ownership.

Beer and Company Essay

The South African Breweries Limited is a holding company invested in and taking management responsibility for a portfolio of businesses, principally engaged in meeting mass market consumer needs. Beer is the major profit contributor, but an important balance is provided by interests in complementary beverages, retailing, hotels, and the manufacture and supply of selected consumer goods and services, together with strategic investments in businesses which support the mainstream interests. Company History: The South African Breweries Limited (SAB) is a holding company whose principal line of business is brewing. The company holds an impressive 98 percent share of the beer market in its home country of South Africa, where it sells 14 brands of beer, including local lagers Castle and Lion as well as foreign brands brewed under license–Heineken, Guinness, Amstel, and Carling Black Label. Aggressive overseas expansion following the end of apartheid, however, has also given SAB ownership of, or stakes in, more than 25 breweries in the emerging markets of central Europe, China, and sub-Saharan Africa. Overall, in terms of volume, South African Breweries is the world’s fourth largest brewer. SAB also has a variety of nonbrewing operations, such as carbonated and natural fruit drinks and other beverages, retailing, hotels and gaming, and manufacturing of safety matches and glass. The company has been divesting many of these noncore assets in the late 1990s. SAB’s history is in many ways the history of the South African brewing industry, most notably through the government-ordered merger of the largest breweries in 1956. The company’s history was also greatly influenced by the apartheid system and its effect on the domestic economy, on domestic firms, and on foreign investment in South Africa. Early History The discovery of gold on the Witwatersrand (a region encompassing Johannesburg) in 1875 brought large numbers of prospectors to South Africa. Small outposts for white settlers were transformed into busy cities with new industries. Several brewmasters, most with little experience, began to produce a variety of beers which immediately gained popularity with the settlers. In 1889 a British sailor named Frederick Mead left his ship in Durban and took a job working in the canteen of a local army garrison at Fort Napier. While there, Mead, who was only 20, became acquainted with a businessman in Pietermaritzburg named George Raw. Neither of them knew anything about brewing, but they persuaded the local residents to help establish the Natal Brewery Syndicate. After purchasing a factory site, Frederick Mead returned to England to procure machinery and raise capital. In need of brewing expertise, Mead approached W. H. Hackblock, head of Morgan’s Brewery in Norwich. The two men became friends and Hackblock agreed to serve as chairman of Mead’s company, which was registered in 1890 as the Natal Brewery Syndicate (South East Africa) Limited. The company brewed its first beer in July 1891. Mead remained interested in establishing a brewery in the rapidly growing Witwatersrand. In 1892 he purchased the Castle Brewery in Johannesburg from its proprietor Charles Glass. The expansion of this facility, however, was beyond the means of the Natal Brewery Syndicate, and Mead returned to England to attract new investors. In the final arrangement, Mead formed another larger company based in London called The South African United Breweries. This company took over the operations of both the Natal Brewery Syndicate and the Castle Brewery. After construction of the new Castle Brewery, South African United Breweries made additional share offerings which were purchased by South Africa’s largest investment houses. Subsequent growth precipitated a restructuring of the company and reincorporation in London on May 15, 1895, as The South African Breweries Limited. In 1896 South African Breweries purchased its first boarding houses. That same year, Frederick Mead moved to England for health reasons but continued to occupy a seat on the board of directors and frequently returned to South Africa. From London, Mead directed the purchase of machinery for brewing lager beer from the Pfaudler Vacuum Company in the United States. Patent restrictions and mechanical difficulties delayed production of Castle lager until 1898. The beer gained such widespread popularity that competing breweries rushed to introduce their own lagers. South African Breweries, or SAB, was listed on the London Stock Exchange in 1895 and two years later became the first industrial company to be listed on the Johannesburg Stock Exchange. Through these listings SAB had greater access to additional investor capital. On October 11, 1899, a war broke out between British colonial forces and Dutch and Huguenot settlers known as Boers. The war drove residents of Johannesburg out of the city and forced the Castle Brewery to close for almost a year. When British troops recovered the area, the brewery had sustained little or no damage. British authorities regarded the plant as an essential industry, and encouraged the company to resume production in August 1900. Disrupted supply lines caused shortages of yeast and other raw materials, but within a year production had returned to full capacity. The Boer War ended in 1902 but was followed by a severe economic depression. The brewing industry was not as adversely affected as others, however, and SAB was able to continue its expansion across southern Africa. The company acquired the Durban Breweries and Distillers company, and established a new plant at Bloemfontein. SAB purchased Morgan’s Brewery in Port Elizabeth in 1906 and, five years later, acquired another brewery in Salisbury, Rhodesia (now Harare, Zimbabwe). At its northernmost point, SAB established a brewery at Ndola, Northern Rhodesia (now Zambia). W. H. Hackblock died in 1907 and was succeeded as chairman by Sydney Chambers. In 1912 Chambers led the company into an innovative arrangement with its competitor, Ohlsson’s Brewery, to cultivate hops jointly at a site near the city of George, midway between Port Elizabeth and Cape Town. A joint subsidiary called Union Hop Growers spent many years developing new hybrids, which delayed the first commercial use of South African-grown hops until 1920. Diversified into Bottles, Lodging, and Mineral Water in Early 20th Century After Frederick Mead died in August 1915, John Stroyan, who succeeded Sydney Chambers a few months earlier, became the most important figure in SAB management. Stroyan faced a serious challenge the following year when hostilities during World War I interrupted the supply of bottles to South Africa. SAB decided to establish its own bottle-making plants in 1917. Actual production, however, did not begin until 1919, the year the war ended. Another economic depression beset South Africa after World War I, but steady growth in the demand for beer reduced many of the detrimental effects of the depression. SAB was financially strong enough in 1921 to purchase the Grand Hotel in Cape Town, an important addition to the company’s lodging business. SAB gained an interest in the mineral water business in 1925, when it purchased a substantial interest in the Schweppes Company. The Great Depression of the early 1930s had little effect on the South African brewing industry; SAB continued to expand its operations and improve its facilities. The company’s biggest problems were shortages of labor and capital. The Spanish Civil War and rising political tensions in Europe during the mid- and late 1930s caused a disruption in the supply of cork to South Africa. Faced with a severe shortage of cork seals for its beer, SAB developed a method of recycling old cork until a new supplier of cork could be found. Castle Beer accompanied South African soldiers to the East African and Mediterranean theaters of World War II, but apart from its involvement in Europe, South Africa was relatively unaffected by World War II. When hostilities ended in 1945, SAB turned its attention to further modernization and expansion. Arthur Griffith-Boscawen, who had succeeded John Stroyan as chairman in 1940, died in 1946, and was replaced by John Stroyan’s son, Captain John R. A. Stroyan. Under the leadership of the younger Stroyan, SAB concentrated on the establishment of a South African barley industry as an extension of the joint agricultural project it operated with Ohlsson’s. Takeover of Ohlsson’s and United Breweries in 1956 South African Breweries entered a new stage of its development in 1950. That year, in the midst of a large corporate modernization program, SAB decided to move its head office from London to Johannesburg. In 1951 the company acquired the Hotel Victoria in Johannesburg, and a second brewery in Salisbury. Captain Stroyan retired the following year and returned to England. His successor, a talented barrister named J. K. Cockburn Millar, died after only four months in office, and was replaced by a solicitor, S. J. Constance. After producing nothing but beer for more than 60 years, SAB began to introduce a range of liquor products. The incentive to diversify was provided by increased taxes on beer. Consumption of beer in South Africa fell for the first time on record and showed every indication of further decline. Officials of the three largest brewing companies in South Africa, SAB, Ohlsson’s Cape Breweries, and United Breweries, met on several occasions in London and Johannesburg to discuss the viability of competition under deteriorating market conditions. In 1956 these officials decided that the three companies should merge their operations into one large brewing concern. SAB acquired all the shares of Ohlsson’s and United Breweries, thus retaining the South African Breweries name. B. C. Smither of Ohlsson’s and M. W. J. Bull of United Breweries joined the SAB board of directors. Although the new company controlled 90 percent of the market for beer in South Africa, antiquated production facilities narrowed profit margins. In response, company activities were centralized in the Transvaal and the Western Province, areas where the three companies had previously competed. In addition, the old Castle Brewery in Johannesburg was closed in 1958. After succeeding Constance as chairman in 1959, M. W. J. Bull initiated a further diversification into wines and spirits. In 1960 SAB acquired the Stellenbosch Farmers Winery and later added Monis Wineries. Bull retired at the end of 1964 and was replaced by Dr. Frans J. C. Cronje, an economist and lawyer with substantial experience in government. The company encountered a severe financial crisis in 1966 when Whitbread and Heineken entered the South African beer market. The most damaging market developments, however, came from government quarters as successive increases in excise duties made beer the most heavily taxed beverage per serving. Consumers began to abandon beer for wine and sorghum beer. SAB was able to reduce the effect of this crisis by increased sales of products from the Stellenbosch winery. South African Breweries CEO Ted Sceales was instrumental in the creation of a new subsidiary called Barsab Investment Trust, jointly held by SAB and Thomas Barlow & Sons Ltd. (later Barlow Rand), the rapidly expanding mining services group. Barsab permitted SAB and Barlow to invest in each other and pool their managerial and administrative resources. It also provided SAB with the resources needed to adapt to rapidly changing market conditions. Sceales died following an auto accident in 1967, but the success of Barsab continued under the new chief executive, Dick Goss. South African Breweries first attempted to move its legal domicile from Britain to South Africa in 1950, but was prevented from doing so by complex tax obligations to the British government. Consequently, SAB, which still derived about one-third of its income from investments in Rhodesia and Zambia, was bound to observe the British trade embargo against Rhodesia in 1967. Reincorporated in South Africa in 1970 Parliamentary motions to permit the reincorporation of SAB in South Africa were initiated in 1968. These motions, however, did not gain approval until March 17, 1970. On May 26, 1970, after 75 years as an English company, SAB became a de jure South African company. During the late 1960s SAB began brewing a number of new beers–some under license from foreign brewers–including Guinness, Amstel, Carling Black Label, and Rogue. The company also acquired the Old Dutch and Stag brands, as well as Whitbread in South Africa. While sales of wine and spirits continued to rise, SAB sold a number of its liquor-oriented hotels, and reorganized those that remained under a new subsidiary called the Southern Sun Hotel Corporation. Southern Sun, which operated 50 hotels in South Africa, was formed by the merger in 1969 of the existing SAB hotel interests with those of the Sol Kerzner family. The South African government barred SAB from further investment in the liquor industry and limited its ability to invest overseas. The company then made several attempts to diversify its operations. In 1972 SAB and Barlow Rand decided to alter their collaboration and dissolve Barsab. As a result, two former Barsab holdings, the Shoe Corporation, and Afcol, South Africa’s largest furniture manufacturer, came under SAB control. The following year, SAB acquired OK Bazaars, a large discount department store chain. Certain other investments were disposed of, however, including ventures in banking and food products. Several brewing interests attempted to challenge SAB’s dominant position in the South African market. Various German interests set up breweries in Botswana and Swaziland in a failed attempt to gain a foothold in South Africa. Louis Luyt, a South African entrepreneur, also failed, and sold his breweries to the Rembrandt Group in 1973. The Luyt breweries, which formed the core of Rembrandt’s alcoholic beverage group, were later incorporated as the Intercontinental Breweries. Determined to succeed, Rembrandt’s chairman, Dr. Anton Rupert, committed his company to a scheme of competition based on control of liquor retail outlets. In 1978 Rembrandt acquired a 49 percent share of Gilbey’s, the third largest liquor group in South Africa. The addition of Gilbey’s 100 retail outlets gave Rembrandt access to a total of 450 stores. South African Breweries responded by acquiring Union Wine, an independent liquor retailer with 24 hotels and over 50 retail outlets. Once again, market conditions were not conducive to competition. The government, therefore, proposed a rationalization program in which SAB would take over Rembrandt’s brewing interests and turn over its wine and spirits operations to an independent subsidiary called Cape Wine and Distillers. The program, executed in November 1979, also called for Rembrandt to turn over its Oude Meester wine and spirits operations to Cape Wines, in which SAB, Rembrandt, and the KWV wine growers cooperative each owned a 30 percent interest. The remaining 10 percent interest was sold to private investors. Government Restrictions Led to More Diversification in the 1980s and Early 1990s By the early 1980s the South African government’s system of racial separation (apartheid) and deteriorating social conditions for blacks had become international issues. Many business leaders openly called for change, but the government still prevented companies such as SAB from transferring capital out of South Africa through foreign investments. Often these companies had little choice but to reinvest their surplus capital in South African ventures, which in turn gave them a more crucial interest in the resolution of social and human rights problems within South Africa. Many foreign-owned companies, which faced fewer restrictions on divestment, sold their South African subsidiaries and closed their offices in South Africa. This trend made acquisitions by South African companies easier. SAB took over control of the ABI soft drink concern from Coca-Cola, and later added several clothing retailers, including Scotts Stores (acquired in 1981) and the Edgars chain (added in 1982). A government order in 1979 for SAB to sell its Solly Kramer retail liquor stores was completed in 1986, five years before its deadline. Also in 1986 SAB established a joint venture with Ceres Fruit Juices to sell leading noncarbonated juice brands Ceres, Liquifruit, and Fruitee. In 1987 Murray B. Hofmeyer succeeded Cronje as chairman. Hofmeyer and his successor, Meyer Kahn, continued to diversify through acquisition, adding Lion Match Company, the leading manufacturer of safety matches in Africa, in 1987; Da Gama Textiles Company, a leading South African textile manufacturer, in 1989; and the Plate Glass Group, a manufacturer of glass and board products, in 1992. End of Apartheid Fueled Major Changes in the 1990s The dismantling of apartheid finally began in 1990, with the unbanning of opposition political parties, including the African National Congress, and the release of political prisoners, including Nelson Mandela. Major political changes rapidly followed. In 1991 the remaining apartheid laws were repealed. In 1992, an all-white referendum approved a new constitution that would lead to eventual free elections. Finally, in 1994, the first nationwide free elections were held and were won by the ANC, with Mandela elected president. SAB&mdashting largely out of self-interest since 85 percent of the beer in South Africa was purchased by blacks–was well out in front of the political changes as it had begun to hire blacks in the early 1980s. By 1985 28 percent of salaried employees were black, a figure that rose to 48 percent by 1994. Nevertheless, the threat of a government-forced breakup of SAB’s beer monopoly hung over the company following the end of apartheid. Partly in response to this threat, and partly in response to the loosening of laws regarding foreign investment, the Kahn-led South African Breweries aggressively expanded outside its home country starting in 1993. That year, SAB spent US$50 million for an 80 percent stake in Hungary’s largest brewer, Dreher Breweries, the first of a series of moves into the emerging markets of central Europe. In 1996 the company gained joint control of two of the largest breweries in Poland, Lech Brewery and Tyskie Brewery, as well as three breweries in Romania and one in Slovakia. In 1994 SAB created a joint venture with Hong Kong-based China Resources Enterprise Limited; by early 1998 this joint venture had gained majority control of five breweries in China. A third area of foreign growth for SAB was in sub-Saharan Africa, where management control was gained of breweries in Botswana, Swaziland, Lesotho, Zambia, Tanzania, Mozambique, Ghana, Kenya, Ethiopia, Zimbabwe, and Uganda during this period. In August 1997 Kahn was appointed chief executive of the South African police service, becoming the first civilian to hold the post. The outspoken Kahn, who had been vocal in calling for the rapid liberalization of the economy and for a restoration of law and order, was made responsible for cracking down on a national crime epidemic. Taking over as acting chairman of SAB was Cyril Ramaphosa, South Africa’s most prominent black capitalist and a former militant trade unionist. By this time, South African Breweries was the world’s fourth largest brewer and had a rapidly expanding international brewing empire. The company was now free to unload its noncore businesses in order to concentrate more closely on brewing and its other beverage operations. Under Ramaphosa, it did just that. In late 1997 and early 1998 SAB divested its holdings in OK Bazaars, Afcol, and Da Gama Textiles, and announced that Lion Match and Conshu Holdings, a footwear maker, were also likely to be jettisoned. These divestments were not proceeding quickly enough for some observers, but SAB had already managed to strengthen its overall position in the face of the continued threat of the breakup of its domestic beer monopoly. Selling off noncore assets was freeing up capital for additional investment in foreign breweries, which would further mitigate the impact of any government intervention. Principal Subsidiaries: Southern Associated Maltsters (Pty. ) Ltd. ; SAB Hop Farms (Pty. ) Ltd. ; SAB International Holdings Inc. ; SAB International (Africa) B. V. (Netherlands); Botswana Breweries (Pty. ) Ltd. (40%); Kgalagadi Breweries (Pty. ) Ltd. (Botswana; 40%); Swaziland Brewers (Pty. ) Ltd. (60%); Lesotho Brewing Company (Pty. ) Ltd. (39%); Tanzania Breweries Ltd. (46%); Cervejas de Mozambique Limitada (65%); Zambian Breweries Plc (45%); Nile Breweries Limited (Uganda; 40%); SAB International (Europe) B. V. (Netherlands); Dreher Breweries (Hungary; 85%); Lech Browary Wielkopolski S. A. (Poland; 32%); SC Vulturul S. A. (Romania; 70%); Compania Cervecera de Canarias S. A. (Spain; 51%); SC Pitber S. A. (Romania; 81%); SC Ursus S. A. (Romania; 73%); Browary Tyskie Gorny Slask S. A. (Poland; 45%); SAB International (Asia) B. V. (Netherlands); China Resources Enterprise Beverages Ltd. (49%); China Resources Shenyang; Snowflake Beer Co. Ltd. (China; 44%); China Resources Dalian Brewery Co. Ltd. (49%); Shenzhen C’est Bon Food and Drink Co. Ltd. (China; 33%); China Resources (Jilin) Brewery Co. Ltd. (90%); Delta Corporation Ltd. (Zimbabwe; 23%); Seychelles Breweries Ltd. (20%); Accra Breweries Limited (Ghana; 50. 5%); Amalgamated Beverage Industries Ltd. (68%); Coca-Cola Canners (Pty. ) Ltd. (24%); Can Vendors (Pty. ) Ltd. ; Appletiser South Africa (Pty. ) Ltd. ; Appletiser Pure Fruit Juices (Pty. ) Ltd. ; Ceres Fruit Juices (Pty. ) Ltd. (35%); Valaqua (Pty. ) Ltd. ; Associated Fruit Processors (Pty. ) Ltd. (50%); Traditional Beer Investments (Pty.) Ltd. ; Distillers Corporation (SA) Ltd. (30%); Stellenbosch Farmers’ Winery Group Ltd. (30%); Edgars Stores Ltd. (65%); Amalgamated Retail Ltd. (â€Å"Amrel†) (68%); Southern Sun Holdings Ltd. ; Plate Glass and Shatterprufe Industries Ltd. (68%); Da Gama Textile Company Ltd. (61%); The Lion Match Company Ltd. (71%); Conshu Holdings Ltd. (67%) International Expansion in the Post-Apartheid Era The dismantling of apartheid finally began in 1990, with the unbanning of opposition political parties, including the African National Congress (ANC), and the release of political prisoners, including Nelson Mandela. Major political changes rapidly followed. In 1991 the remaining apartheid laws were repealed. In 1992, an all-white referendum approved a new constitution that would lead to eventual free elections. Finally, in 1994, the first nationwide free elections were held and were won by the ANC, with Mandela elected president. SAB–acting largely out of self-interest given that 85 percent of the beer in South Africa was purchased by blacks–was well out in front of the political changes as it had begun to hire blacks in the early 1980s. By 1985, 28 percent of salaried employees were black, a figure that rose to 48 percent by 1994. Nevertheless, the threat of a government-forced breakup of SAB’s beer monopoly hung over the company following the end of apartheid. Partly in response to this threat, and partly in response to the loosening of laws regarding foreign investment, the Kahn-led South African Breweries aggressively expanded outside its home country starting in 1993. That year, SAB spent $50 million for an 80 percent stake in Hungary’s largest brewer, Dreher Breweries, the first of a series of moves into the emerging markets of central Europe. From 1995 to 1997 the company gained joint control of two of the largest breweries in Poland, Lech Brewery and Tyskie Brewery, as well as three breweries in Romania and one in Slovakia. In 1994 SAB created a joint venture with Hong Kong-based China Resources Enterprise Limited; by early 1998 this joint venture had gained majority control of five breweries in China. A third area of foreign growth for SAB was in sub-Saharan Africa, where management control was gained of breweries in Botswana, Swaziland, Lesotho, Zambia, Tanzania, Mozambique, Ghana, Kenya, Ethiopia, Zimbabwe, and Uganda during this period. In August 1997 Kahn was appointed chief executive of the South African police service, becoming the first civilian to hold the post. The outspoken Kahn, who had been vocal in calling for the rapid liberalization of the economy and for a restoration of law and order, was made responsible for cracking down on a national crime epidemic. Taking over as acting chairman of SAB was Cyril Ramaphosa, South Africa’s most prominent black capitalist and a former militant trade unionist. By this time, South African Breweries was the world’s fourth largest brewer and had a rapidly expanding international brewing empire. The company was now free to unload its noncore businesses in order to concentrate more closely on brewing and its other beverage operations. Under Ramaphosa, it did just that. From late 1997 through early 1999 SAB divested its holdings in OK Bazaars, Afcol, Da Gama Textiles, Edgars, Lion Match, and Conshu Holdings, a footwear maker. With the mid-1999 sale of Plate Glass, SAB had trimmed its holdings down to beer, soft drinks, wine and liquor, and hotels and gaming. The year 1999 was a pivotal year in SAB’s history for a host of other reasons as well. Seeking access to capital markets better endowed that those at home, the company in early 1999 shifted its headquarters back to London–reincorporating itself as South African Breweries plc–and moved its primary stock exchange listing from Johannesburg to London, retaining the former as a secondary listing. As part of its London listing, it raised ? 300 million to fund further international expansion. There were also changes on the management front. Kahn returned to the chairmanship, his two-and-a-half-year stint at the police service complete; Ramaphosa remained on the board as a director. In addition, Graham Mackey, who had served as group managing director since 1997, was named chief executive in early 1999. On the international front, SAB acquired a stake in a sixth Chinese brewery in 1999 and began producing beer in Russia at Kaluga Brewing Company, which had been acquired the previous year. SAB’s two Polish breweries, Lech and Tyskie, were merged to form Kompania Piwowarska S. A. The most important brewery transaction that year, however, occurred in October, when SAB acquired from Nomura International plc for $321 million a controlling interest in Pilsner Urquell and Radegast, two brewers in the Czech Republic that combined comprised the leader (with a 44 percent market share) in a nation whose citizens consumed more beer per capita than anyone else in the world. The crown jewel of this deal was the Pilsner Urquell brand, the most famous Czech beer and the original pilsner, first produced at a brewery in Pilsen in 1842. SAB began laying plans to make Pilsner Urquell the company’s flagship brand outside of Africa and to seek entree into developed markets through the export of this brand. Via this acquisition, South African Breweries became the leader of the central European beer market and jumped into third place among global brewing titans. Moving into the Developed World As SABMiller, Early 2000s SAB’s drive into emerging markets continued in the early 2000s. South African Breweries entered the Indian beer market for the first time in 2000, taking a majority stake in Narang Breweries. Control of two more Indian brewers, Mysore Breweries and Rochees Breweries, was purchased the following year. In April 2001 SAB and the Castel group, the two largest beverage companies on the African continent, entered into a strategic alliance whereby SAB exchanged a 38 percent interest in its African division (excluding South Africa) for a 20 percent stake in Castel’s beer business. SAB thus gained a share of a wider array of African breweries, and the two partners also agreed to seek investments in new African markets via 50-50 joint ventures. Also in 2001 SAB entered into a new joint venture in China with the Sichuan Blue Sword Breweries Group, which owned ten breweries in Sichuan province. SAB now had interests in more than two dozen Chinese breweries and had positioned itself as that nation’s number two brewer, trailing only Tsingtao. Yet another development in 2001 was that South African Breweries became the first international brewer to enter the Central American market. In November the company acquired a 97 percent stake in Cerveceria Hondurena, S.A. , the sole brewer and the largest bottler of soft drinks (Coca-Cola) in Honduras, from the Dole Food Company Inc. for $537 million. Simultaneously, SAB and the prominent Meza family of El Salvador created a joint venture called BevCo Ltd. to which SAB contributed its new Honduran holding and the Meza family contributed the bulk of its brewing, soft drink, and bottled water businesses in El Salvador. By fiscal 2002, just eight years after its first brewing acquisition outside of Africa, 55 percent of SAB’s $4. 36 billion in revenues were derived from its non-South African operations. This figure would shoot up to an even more remarkable 75 percent just one year later following the company’s boldest move yet–its takeover of Miller Brewing Company, the number two beer maker in the world’s largest beer market, the United States, whose main brands included Miller Genuine Draft, Miller High Life, Miller Lite, and Milwaukee’s Best. Consummated in July 2002, the deal consisted of a stock swap with Miller’s owner, Philip Morris Companies Inc., that was valued at $3. 48 billion. SAB additionally absorbed $2 billion in Miller debt. Upon completion of the acquisition, SAB changed its name to SABMiller plc and was now the world’s number two brewer, behind only Anheuser-Busch. Philip Morris (which changed its name to Altria Group, Inc. in 2003) became the biggest SABMiller shareholder with a 36 percent economic interest and 25 percent of the voting rights (the total at which it was capped) and also gained three seats on the SABMiller board. Miller had recorded 2001 revenues of $4. 24 billion but had for some time been losing market share to the number one and number three U. S. players, Anheuser-Busch and Adolph Coors Company, respectively. SABMiller took immediate action to try to reverse Miller’s fortunes, announcing that one of Miller’s nine U. S. breweries would be closed, and bringing in a new CEO for Miller, Norman Adami, who had headed up the South African brewery operations of SABMiller. In March 2003, in a further pullback from noncore operations, SABMiller moved its entire hotel and gaming interests into a new company called Tsogo Sun Holdings (Pty.) Ltd. , which was to be majority controlled by black empowerment company Tsogo Investments. SABMiller held an initial 49 percent interest in the new company but said that it intended to continue to reduce its hospitality holdings. Despite having just completed the Miller acquisition, the company did not shy away from making additional purchases and deals. Early in 2003 Browar Dojlidy, a brewer in northeastern Poland, was acquired for $38 million. In June SABMiller made its first major investment in Western Europe, buying a 60 percent stake in Birra Peroni S.p. A. , the number two brewing company in Italy, for EUR 246 million ($279 million). Later in 2003 Peroni ended its licensed brewing and selling of the Budweiser brand in Italy and instead started import sales of Miller Genuine Draft. Similar synergies between SABMiller’s increasingly global operations were being implemented, such as the launch of Pilsner Urquell and Miller Genuine Draft in South Africa in early 2003 and the introduction of Miller Genuine Draft into several more European countries, including Russia, Romania, the Czech Republic, and Poland. Over in Asia, SABMiller consolidated its operations in India under Mysore Breweries; the operations of Mysore were then consolidated with the brewing operations of Shaw Wallace and Company Limited, the second largest brewing group in India, to form a joint venture called Shaw Wallace Breweries Limited, 50 percent owned by Mysore. This deal cost SABMiller $132. 8 million. The firm spent an additional HK$675 million ($87 million) for a 29. 6 percent stake in Harbin Group Limited, China’s fourth largest brewer and the leader in that country’s northeastern region. The SABMiller of the early 21st century, a globally active company with a sharp focus on beverages–mainly beer–was a far different company from the apartheid-era SAB, which was centered largely in South Africa where it had diversified interests. SABM.