Marketing Philosophy Essay Example for Free

Marketing Philosophy Essay Efforts of reviewing and modelling marketing elements, concepts and philosophical attitudes were numerous and effective. But with new challenges causing hurdles in making marketing function more effective on macro- and micro- level of the economy, a revision of marketing philosophy is always at place. Elements of marketing philosophy Dibb and Simkin (2004)| Lancaster and Reynolds (2005)| Blythe (2005)| Drummond and Ensor (2005)| Morgan (1996)| 1. Production orientation 2. Financial orientation 3. Sales orientation 4. Marketing orientation 5. Customer orientation 6. Competitor orientation 7. Interfunctional Coordination| 1. Production orientation 2. Sales orientation 3. Marketing Orientation| 1. Production orientation 2. Product orientation 3. Sales orientation 4. Customer orientation 5. Societal marketing 6. Relationship Marketing| 1. Production orientation 2. Product orientation 3. Sales orientation 4. Financial orientation 5. Marketing Orientation| 1. Cost philosophy 2. Product philosophy 3. Production philosophy 4. Sales philosophy 5. Erratic philosophy 6. Marketing philosophy 7. Social marketing philosophy| As indicated in Table 1, authors tend to use various terms for the elements of marketing philosophy: a) ‘orientation’ (Dibb and Simkin, 2004; Lancaster and Reynolds, 2005; Blythe, 2005; Drummond and Ensor, 2005); b) ‘philosophy’ (Morgan, 1996); c) ‘concept’ (Kotler and Armstrong, 2008). Even the Lithuanian authors, who wrote the first university book on marketing, professors Pranulis, Pajuodis, Virvilaite and Urbonavicius (1999, 2000 and 2008) have used the Lithuanian counterpart word ‘orientation’. Following this broad tendency of the term ‘orientation’ usage, here, in this article, the choice of the ‘orientation’ term will be applied. The renowned American professors Kotler and Armstrong (2008, pp.9-12) indicated that their choice of marketing management orientations were as follows: * the production concept, * the product concept, * the selling concept, * the marketing concept. * the societal marketing concept. A similar opinion was expressed by a group of Lithuanian marketing professors, where they classified marketing orientations as follows (Pranulis et al., 1999, 2000): a) production orientation, b) product orientation, c) selling orientation, d) marketing orientation; e) socialethical marketing orientation. Because of the difficulty of incorporating all the various facets of marketing into a single definition, Lancaster and Reynolds (2005) distinguished features of the subject in the following statements (Lancaster and Reynolds, 2005, p.16): †¢ â€Å"Marketing is dynamic and operational, requiring action as well as planning. †¢ Marketing requires an improved form of business organisation, although this on its own is not enough. †¢ Marketing is an important functional area of management, often based in a single physical location. More importantly, it is an overall business philosophy that should be adopted by everybody in the entire organisation. †¢ The marketing concept states that the identification, satisfaction and retention of customers is the key to long-term survival and prosperity. †¢ Marketing involves planning and control. †¢ The principle of marketing states that all business decisions should be made with primary consideration of customer requirements. †¢ Marketing focuses attention from production towards the needs and wants of the market place. †¢ Marketing is concerned with obtaining value from the market by offering items of value to the market. It does this by producing goods and services that satisfy the genuine needs and wants of specifically defined target markets. †¢ The distinguishing feature of a marketing orientated organisation is the way in which it strives to provide customer satisfaction as a way of achieving its own business objectives.† The author of the article proposes the following perception on the classification of marketing orientations, which constitute the marketing philosophy essence: 1) the production orientation, 2) the product orientation, 3) the financial orientation, 4) the selling orientation, 5) the marketing orientation, 6) the market orientation (which extends to internal and external orientations), 7) the social-ethical marketing orientation, 8) the holistic marketing orientation (which extends to internal marketing orientation, integrated marketing orientation, social marketing orientation relationship marketing orientation). The holistic marketing concept was proposed by Kotler and Keller (2007) but it was not mentioned or wider discussed in the textbook of Principles of Marketing (Kotler and Armstrong, 2008), but introduced in their co-operative book on Marketing Management (2007). For this reason, it is viable to include this new orientation in the proposed model (Figure 3), as it integrated at least four other sub-orientations: a) internal marketing orientation, b) integrated marketing orientation, c) social marketing orientation and d) relationship marketing orientation. Internal marketing orientation will be directly dealing with a Marketing Department within an organisation. It will directly subordinate to the senior management level and other organisational department, emphasising the organisational culture and micro-climate, suitable for effective work and success factors in marketing performance. Integrated marketing orientation would focus towards integrated marketing communications, the cost-effective selection of marketing channels and integrated development of products and services within the scope, demand and challenges of the national and international markets. Social marketing orientation would be focusing on the concept of societal marketing proposed by Kotler and Armstrong (2008), where the basic societal marketing triangle is based on the well-being of the community, incorporating the corporate social responsibility of companies and non-profit organisations, legal issues and environmental protection issues, which altogether streamline the sustainable development of the economy and consumption patterns. Relationship marketing orientation would be concerned with fostering the customercompany relationship with consumers, offering value added products and services. This orientation will also foster the company-partner company (B2B) relationship, seeking trust and reliability in partner selection process and its maintenance for coming years. Therefore, marketing channels should be effectively developed to reduce costs and enhance profitability ratios for all three market participants: a) producers, b) distributors and sellers, c) consumers. The market orientation is proposed to be grouped as internal and external orientations. Though Narver and Slater (1990) proposed a model that identified the components of market orientation as: †¢ Customer orientation, which incorporates customers’ perceptions and understanding by customers’ creating value, offering cost-effective solutions to satisfy their needs. †¢ Competitor orientation emphasises one of the marketing’s functions, i.e., to seek competitive advantage in the market. Competitor analysis, performed in various techniques (e.g. PESTED analysis, Porter’s forces analysis, Boston matrix analysis, etc.), gives a company tools to objectively evaluate competitors’ capabilities and results on the market. †¢ Organizational culture if analysed on an individual basis could be either included into market orientation factor or in the holistic marketing orientation, depending how integrative the marketing philosophy is on an organisational level. Organisational culture should support customer service and customer relationship development throughemployee performance prism. †¢ Interfunctional coordination should focus on the interaction between internal functional areas of the organization which best serve customer need and satisfaction, which in other cases would correspond to the relationship marketing orientation (Kotler and Keller, 2007). †¢ Long-term focus would incorporate the consideration of how the above can be sustained, and financially viable, over the long term. In this paper the proposition by Drummond et al (2000) is closer to the author’s perception of market orientation, therefore the constituent parts of the market orientation are considered to be the balance between: a) External market orientation: customers, competitors and other external stakeholders. b) Internal market orientation: employees and other internal stakeholders. Marketing Orientation The term marketing is used extensively in modern life. If you stop someone in the street and ask them what it means, they will probably use words like advertising, market research and a modern word for selling. In fact, marketing is a lot more than just selling, advertising and research, although all of these functions are important aspects of marketing. The Chartered Lrstitute of Marketing in the UK defines marketing as follows: Marketing is the management process which identifies, anticipates, and supplies customer requirements efficiently and profitably. So what is marketing orientation? In the next sections we shall explore this. First we will consider what it means for an organisation to adopt a marketing-based business philosophy. We shall then consider the evolution of the marketing concept and look at how marketing orientation has influenced organizational structures in business. An Overview of a Marketing-based Business Philosophy The points below describe marketing and its role in a marketing based business philosophy. We shall then go on to consider a marketing-based philosophy in more detail. * Marketing is a management process, and the support of management for the marketing concept is a key element in its success. Today, a company has to be marketing orientated if it is to be successful. * Marketing is involved with identifying customer requirements usually with market research. * We have to consider current needs and anticipate the requirements of the customer in the future. This requires planning a very important aspect of the marketing process. The satisfaction of the needs will require the supplier to provide benefits the right market offering at the right place at the right time. * Truly market-driven companies adopt strategic level marketing, where marketing has a key role in defining the long-term objectives and mission of the company. In this way, a strategic framework is established whereby the customer is placed at the centre of the organisations activities. * Marketing is not just for profit-making companies. Marketing is for any organisation that has customers, and that includes charities and government bodies. Very many selling jobs in fact are in non-profit-making organisations, although very often the people who have those jobs would not think of themselves as salespeople! Marketing is a business philosophy, the process responsible for anticipating, identifying and satisfying customer current and future needs. The marketing philosophy developed out of the need by producer manufacturers, whose focus was on efficient production, to compete more effectively in their markets. They turned their attention away from mass production at lowest unit cost to try to anticipate the specific needs of customers and produce products/services whose benefits would satisfy those needs. Marketing is sometimes referred to as a pull strategy. The principle is that we understand customer needs and produce products or services, which meet those needs through specific benefits. Customers will want to purchase products or services, which they perceive as meeting their needs and wants. Literature review on marketing challenges in the new millennium The precondition, which fostered to review the challenges for the marketing in the new millennium, was the statements in various forms and shapes, which appeared during the past decade in text books, social networks, media and social forums. The selection of disturbing statements were selected and presented here for the discussion. The biased perception of marketing functions and orientations at the dawn of the new millennium is not compelling. Traditional (conventional) marketing is visualised as a dead function, notwithstanding the critics of modern marketing practice. The critics bring up the issues of lost customers, mass marketing and viral marketing. Therefore, a more fundamental change for marketing is at stake – towards a more \personal touch in the field, as well emphasised by Spellings (2009). Boynett and Boynett (2003) in their book on â€Å"The Guru Guideâ„ ¢ to Marketing: A Concise Guide to the Best Ideas from Today’s Top Marketers† have also identified a number of citations, which question the future of marketing and its conventional functionality. It is apparent that marketing is becoming a multi-disciplinary theory, which inevitably incorporates postmodern aspects of the markets and consumption patterns and consumer behaviour. Selected statements on the death of traditional marketing in the new millennium Authors/sources| Statements| Boyett and Boyett (2003, p.1)| Death-of-marketing gurus rationalize their hyperbole by explaining that marketing is in the throes of fundamental change.| World of DTC Marketing (2008)| Conventional marketing is dead| Bishop (2009)| Marketing is dead; long live marketing: Attracting consumers in the post-mass marketing era| Big Marketing Ideas (2009)| The reason we say viral marketing is dead is not because content no longer spreads in the same way – quite the contrary. But the idea that you could create a flash game or a funny video and expect it to get a million hits and downloads within a week is now patently naà ¯ve. | Wymore (2009)| Forget direct mail, television advertising, and other mass media marketing. They just don’t work anymore. Traditional marketing is dead. In other words, these marketing chestnuts simply don’t stand out in today’s noisy media market.| Spellings (2009)| â€Å"Mass Marketing is Dead. Make Way For Personal Marketing†: The days of mass marketing are coming to an end as we enter a new era of personal marketing. Personal marketing will require more work, more preparation, and smarter implementation, but the rewards will be vastly better than the mass marketing approach.| Selected marketing challenges in the new millennium Sutton and Klein (2003)| Blythe (2005)| Kashani (2005)| Brown (2008)| Kotler and Armstrong (2008)| Bishop (2009)| †¢ Increasing market complexity †¢ Accelerating demand for speed to market †¢ Growing need to capture marketing knowledge †¢ Increasing availability of innovative marketing technologies †¢ Escalating demand for marketing efficiency and effectiveness| †¢ Relationship marketing development †¢ Service quality enhancement †¢ Internet marketing development †¢ Marketing ethics †¢ Marketing strategy revisited| †¢ Commoditisation (change in technologies, more informed customer, more intense competition) †¢ Consolidation(mergers acquisitions) †¢ Power shift †¢ Margin erosion †¢ Value focus| Postmodern challenges: †¢ Hyperreality †¢ Fragmentation †¢ Reversed production and consumption †¢ Decentred subjects †¢ Juxtaposition of opposites| †¢ The new digital age †¢ Rapid globalisation †¢ The call for more ethics and social responsibility †¢ Growth of non-profit marketing| †¢ Aggressive innovations †¢ Building a strong value proposition †¢ Engagement and connection to the customer †¢ Delivering customer experiences at or above expectations| It could be generalised that marketing in the 21st century presents many new postmodern challenges (see Table 3): †¢ shrinking markets, which in effect implies fragmentation and decentralised subjects (Brown, 2008), followed by increasing market complexity (Sutton and Klein, 2003) and market globalisation (Kotler and Armstrong, 2008); †¢ green issues (Blythe, 2005), more marketing ethics (Blythe, 2005; Kotler and Armstrong, 2008) and social responsibility (Kotler and Armstrong, 2008); †¢ marketing strategy revisited (Blythe, 2005) through accelerating the demand for marketing efficiency and effectiveness (Sutton and Klein, 2003) and speed to market (Sutton and Klein, 2003), and aggressive innovations (Bishop, 2009); †¢ advancements in technologies in the digital age (Kotler and Armstrong, 2008), including Internet, commoditisation (Kashani, 2005), communications (Bishop, 2009), internet marketing development (Blythe, 2005), increasing availability of innovative marketing technologies (Sutton and Klein, 2003); †¢ engagement and connection to the customer (Bishop, 2009), through service quality enhancement (Blythe, 2005), delivering customer experiences at or above expectations (Bishop, 2009), rapidly changing public attitudes towards consumption (Sutton and Klein, 2003); †¢ building a strong value proposition (Bishop, 2009) through growing need to capture marketing knowledge (Sutton and Klein, 2003), power shift (Kashani, 2005) and reversed production and consumption (Brown, 2008). Therefore, marketers are facing the re-evaluation of marketing strategy, applying new tools and sophisticated techniques in the new millennium, where changes are of a constant nature. â€Å"Ultimately, the firms who take the greatest care of their customers’ interests are the ones most likely to maintain their competitive edge in a cut-throat world† (Blythe, 2005 p.332). The case of coffee bars: applying marketing orientations and marketing challenges in the new millennium. In practice, each company selects business and marketing philosophy which suits it best. The decision depends on the company’s type, size, products and services it produces, distributes and sells and etc. In order to apply marketing orientations and marketing challenges to a practical situation, two companies in coffee bars sector: a) an international company STARBUCKS (the USA) and b) a national company COFFEE INN (Lithuania). Their briefs and marketing philosophies will be discussed bellow. The case of Starbucks (the USA) Probably one of the most famous brands in the United States and now in the whole world, reflecting the specific lifestyle of the few generations, is definitely Starbucks. Starbucks is the largest coffee-house company in the world, offering a wide range of various coffees, hot and cold coffee and non-coffee drinks, sandwiches and sweet snacks. Founded in 1979, only as a coffee bean retailer Starbucks became a coffee-house selling coffee drinks as well as beans, when its present headmaster Howard Schultz came in and bought the company from its former owners in 1987. Since then, an extraordinary quick expansion in the Unites States, and from 1996 in the whole world, has begun. Now, Starbucks owns approximately 16 000 stores in the world and announces about opening 900 new stores outside United States in 2009 (on the other hand, Starbucks is closing the same amount of stores in the United States) (www.strabucks.com). It is obvious, that such a big success would be impossible without well selected and formulated marketing philosophy. As one of the most innovative companies in the world Starbucks has chosen social-ethical marketing orientation and declares care for the environment and common wealth as well as for people. The main idea of their philosophy is defined in the Starbucks mission statement. Starbucks has two mission statements which are placed in the official company’s website : „To inspire and nurture human spirit – one person, one cup, and one neighbourhood at a timeâ€Å" and „Starbucks is committed to a role of environmental leadership in all facets of our businessâ€Å" (www.strabucks.com). Social-ethical marketing orientation is getting a trendy buzz word, as environmental and ecological problems are on the increase. Some years ago Starbucks was criticised for wasting resources by using paper and plastic cups, for wasting water and even funding Israel army (Vitkus, 2009). Now this company is shown as the best example of environmental friendly business in the business schools around the world. Starbucks announces its corporate social responsibility Annual reports for the public; here the company describes their attention to the employees, customers and the environment, manifesting marketing orientation, marketorientation and holistic marketing orientation. They started to use cups from recycled paper or biodegradable plastic. Social responsibility is also emphasised in their coffee-bars’ design, posters and various promotional campaigns (the integrated marketing sub-orientation in the holistic marketing orientation). According to Pranulis et al (2008), the main idea of marketing orientation is to create the circle of loyal clients rather than one-time buyers. Starbucks could be called a champion in this field too. The chairman of Starbucks Howard Schultz explains, that a person gets more than just coffee when he/she visits Starbucks – „he gets great people, first-rate music and a comfortable and upbeat meeting place† (www.strabucks.com). That’s why people all around the world are willing to pay for coffee more than in other coffee-bars – they buy and experience, not a drink (the selling orientation). According to Howard Schultz, Starbucks build personal relationships with each of their customers (this implies the relationship marketing sub-orientation in the holistic marketing orientation). Even the waiters at Starbucks are called baristas to make them feel exceptional and proud about their workplace, not to feel just simple service workers (internal marketing sub-orientation in the holistic marketing orientation). Another core element of marketing concept (Pranulis et al., 2008, Kotler and Keller, 2007) is to appeal to customers’ needs. Starbucks does everything to achieve its costumers’ satisfaction. They were the first who offered free internet at their coffee-bars and started to open the stores 10 minutes before the actual opening time just to make customers always feel welcome and happy. Viral marketing has also become one of the most important features of Starbucks‘. You can hardly find and advertisement in any newspaper or marketplace, but they build extremely strong relationships by using social networks, internet and mouth-to-mouth marketing, which means Starbucks meets the marketing challenges of a) the digital age, b) value proposition, c) connecting to customers, d) corporate social responsibility, e) green issues and f) overall revised marketing strategy, g) market shrinking factors (as Starbucks was forced to close down 600 coffee-bars in the USA during the economic slowdown (Milasius, 2008)). The case of Coffee Inn (Lithuania) The other company selected for a comparative study is a national company, located only in Lithuania. Coffee Inn is a coffee-bars’ chain opened a few years ago in Vilnius, the capital city of the country. Started from just one coffee-bar, Coffee Inn now owns 7 coffee-bars in Vilnius and one in Kaunas in 2007 (Vaitiekuniene, 2007). At first, Coffee Inn came into the market with the same concept as Starbucks did. It sells coffee and various coffee drinks, served in paper cups, sandwiches and desserts in small, cosy coffee-bars, located in the city centre. The main difference between Starbucks and Coffee Inn is that Starbucks is a big global company (the globalisation challenge) and can afford applying social-ethical marketing orientation, while Coffee Inn is still too small to afford huge investments for various socialprojects and campaigns and it has chosen the marketing orientation. However, Coffee Inn expands constantly, therefore, sooner or later this company will also apply social-ethical marketing oreintation (now Coffee Inn supports various cultural festivals, such as cultural night TebÃ… «nie naktis, or Street music day, not financially, but by helping to promote them, or by prolonging their opening hours during these festivals). The main idea, the co-owner of Coffee Inn Nidas Kiuberis explains, is that they sell a feeling of pleasure rather than just a cup of coffee (Obcarskaite, 2009). It seems extremely similar to Starbucks idea. The waiters are called baristas too, Coffee Inn also offers free internet access and their menu is quite similar to Starbucks one. Lithuanians sometimes even claim that Coffee Inn tries to copy Starbucks. On the other hand, there are a lot of cafeterias offering similar facilities (e.g., Vero Cafe, Double Coffee and etc.), and Coffee Inn is not an exception. However, Coffee Inn is a lot smaller as coffee-bars’ chain than Starbucks and for this reason it is much easier to control it. Being small enables Coffee Inn to be more flexible and to react to customers’ demands and wants quicker and to create new demands and wants at the same time (marketing orientation). Coffee Inn constantly offers new drinks, snacks and other features (product orientation). They were one of the first who invited customers to come together with their pets, set free book collection and invited everyone to come to read or to donate a book (the communication challenge). While talking about customers’ loyalty, new technologies play an important part here too (the technological challenge): Coffee Inn keeps exceptionally close relationships with its customers using Facebook social network, writing the blog and honestly replying to all the letters and comments. The co-owner Nidas Kiuberis maintains the Coffee Inn blog himself – this is very important, as customers notice, that director of the company itself pays attention to their opinion (Milasius, 2008). Nidas Kiuberis explains, they are following â€Å"guerilla marketing† ideas, because it is the best solution for a small business without large budget, where creativity and energy are the most important things (Obcarskaite, 2009). â€Å"Viral marketing and personal blog writing costs nothing and gives better results, than advertisement on TV – your loyalty for customers loyalty, these are the things every company seeks, especially in a crisis time† (Obcarskaite, 2009). As a result, Coffee Inn has created a steady circle of loyal customers, who are indifferent to similar competitors, such as Vero Cafe, offers. The Evolution of the Marketing Concept Marketing is basically about anticipating and serving customer needs, but where does the concept come from? In fact, even though the term marketing quite modern, the idea of customer orientation is as old as trade itself. For example, if we looked at a pre-Industrial Revolution village, we would see a number of trades-people such as the blacksmith at work. These people provided the villagers with what they wanted. There was no question of producing large volumes of goods and assuming that people would take them. Everything was made to order – the customer had needs and the supplier met them. Conclusions In the changing market environment with changing customer behaviour and seeking business opportunities, companies face marketing challenges on a daily basis. In the process of theoretical research, a modified model of marketing orientations, which form the marketing philosophy, was proposed, comprising eight major orientations, where market orientation and the holistic marketing orientation are split into further sub-orientations. The other task for the author was to review and structure marketing challenges in the new millennium and test these issues in two cases of coffee-bars sector on international (Starbucks) and national (Coffee Inn in Lithuania) markets. Starbucks and Coffee Inn both follow similar marketing orientations. Starbucks follows social-ethical marketing orientation as a basis of business, while Coffee Inn is being still guided by the marketing orientation. Both companies sell an experience, rather than just coffee and image is very important for the customers of these companies as they are mainly young people (20-40 years of age, Miksys, 2008). Both companies use viral marketing techniques, though Coffee Inn can create closer relationships with its customers, because it is able to react to changes quicker. Loyal customers could be called the biggest strength and competitive advantage of these companies as they do not compete on price, just by creating exceptional atmosphere.

Legal Education In The Us :: essays research papers

Legal Education In The US There is no undergraduate law degree in the United States; thus, students cannot expect to study law without first completing an undergraduate degree. Basic admissions requirements for American law schools are a Bachelor's degree in any field and the Law School Admissions Test (LSAT). The American law degree is called the Juris Doctor (JD) and usually requires three years of study. The JD program involves courses in American common and statute law as well as international and business law. Overseas students who are considering an American JD should note that this program focuses on preparation for US legal practice. Undergraduate Preparation for Law School No particular subject or major field of study is required at the undergraduate level. Law schools are concerned that applicants have taken courses which develop communication and analytical skills, and that they have exposed themselves to a variety of disciplines. The Prelaw Handbook (Association of American Law Schools) suggests students study some or most of the following fields but stresses that "well-developed academic ability" is preferable to intense specialization in any one field: economics, social sciences (sociology, psychology, anthropology, political science), computers, accounting, and the sciences. Most pre-law students earn their undergraduate degrees in one of the social sciences, rounding out their general preparation with courses from other disciplines. All these subjects may be studied at virtually any university. Law schools in the US do not require that students complete their Bachelor's degree in America, but because of fierce competition for places in law schools, few students are accepted from overseas universities. At the beginning of the final year of undergraduate study, JD applicants should take the LSAT. No knowledge of law is needed to do well on this exam; it is a standardized test of academic aptitude in the areas of reading comprehension and analytical and logical reasoning. Legal Education Students thinking of law study soon discover that the programs of most law schools have a great deal in common. The choice of one school over another is not easily made on the basis of catalog descriptions of the teaching methods, course offerings, and formal requirements. The similarity is natural, since most American law schools share the aim of educating lawyers for careers that may take many paths and that will frequently not be limited to any particular state or region. Although many lawyers eventually find themselves practicing within some special branch of the law, American legal education is still fundamentally an education for generalists. It emphasizes the acquisition of broad and basic knowledge of law, understanding of the functioning of the legal system, and

19th Century Philippines Essay

The Philippines was governed by Spain through a viceroy from Mexico. The highest office was that of the Governor-General, the chief executive of the Spanish colonial government, appointed by the Spanish king. The town is managed by a gobernadorcillo. The barangay is the smallest political unit under a cabeza de barangay. The social hierarchy was in this order: at the top were the peninsulares or the Spaniards from Spain, next were the insulares, Spaniards born in the Philippines and also called Filipinos, the mestizos, born of Spanish and Chinese descent, at the bottom were the indios, the local inhabitants. A total of 300 insurections and rebellions by the Filipinos all over the achipelago were recorded in the more than 3000 years of Spanish colonialization. 19th century was defined by liberal thinking for the following reasons: 1)Mexico rebelled against Spain and this brought revolutionary thinking to Manila; 2) the opening of the Suez Canal made the trip to Manila from Europe faster thereby bringing liberal ideas to the Philippines; and 3) rise of the middle class ? Liberalism is a set of political beliefs which puts primary consideration on the freedom and rights of the individual which includes the freedom of speck, of expression and of the press. In 1869, Carlos Maria de la Torre became the first liberal governor-general of the Philippines. For two year, until 1871, he instituted liberal reforms that benefited the Filipino middle class. ?Padre Jose Burgos campaigned for the Filipinization of the parochial churches in the Philippines and asked for the expulsion of friars back to Spain. ?The Cavite Mutiny of 1872 was used to condemn Frs. Burgos, Zamora, and Gomez to death by garrote or musketry. ?The martyrdom of Gomburza was winessed by Paciano Rizal, Jose’s brother. Rizal’s first novel Noli Me Tangere was dedicated to the martyred priests. Economic Conditions ?The economic policies of Gov. Gen. Jose Basco y Vargas opened the Philippines to the world market. ?These economic policies were the galleon trade and the monopolies of tobacco, wine and gambling. ?The galleon trade made Mexico Philippines’ trade partner. The route of the trade was from manila to Acapulco and back. ?From Acapulco, Mexico the Philippines got its silver and gold coins while the Philippines exported tobacco, wine, sugar and goods from China. The Philippines was the bridge of Asia to Europe and this trade allowed the emergence of the Filipino middle class composed mainly by insulares and mestizos. The encomienda system was transformed into Hacienda system wherein the vast tracks of land were devoted for the planting of single crops for export. (e. g. Ilocos for tobacco, Negros for sugar cane, etc. The first banks in the Philippines were managed by Spanish friars knows as Obras Pias. This banks lent money to the members of middle class which were used by them as capital for their export business. The first rural bank established was the Rodriguez Bank. The Mercado family was a typical middle class family of the 19th century who rented land from the Dominican friars. Social Conditions ?Schools and universities were opened and managed by Spanish friars. The most popular among them were the Ateneo de Municipal under the Jesuit fathers and Universidad de Santo Tomas under the Dominican friars. ?There were schools for boys and girls. For boys, schools teach history, languages, humanities, medicine, theology and law. While for girls, shools offer courses for dress making, home making, cooking and gardening.

The Competition Of The Gaming Industry - 1600 Words

Characterizing Competition The gaming industry in Macau is very competitive as it is the only jurisdiction within China where casinos are legal. Before 2003, there was a restriction on the entry of citizens into Macau when it was operated by Stanley Ho’s S.T.D.M as a monopoly. By 2012, visitors had increased 18.6% from the previous year and the industry now runs as an oligopoly. Within this industry are many competitors at a total of 6 within a 29.7 square kilometer area. They are Sociedade de Jogos de Macua, Galaxy Casino, Wynn Resorts, Ventian Macau, MGM Grand Paradise and Melco PBL Jogos which give a total of 34 casinos in Macau (Peng, M., pg 412). Institutional Developments Many institutional developments have helped shape the industry. First was the requirement that now allows Chinese citizens to visit Macau as the number of visitors and gross gaming revenues increased. Gaming operations also had supply-side dynamics by institutional factors such as Law no. 16/2001 and Administrative Regulation no. 26/2001. This gave the industry a chance to hold contracts for up to 20 years and expanded the monopoly into an oligopoly. In 2002 the number of gaming tables was around 339 and slot machines at 808. Once the industry expanded, Macau had 5,302 table in just 9 years with 16,056 slot machines (Peng, M., pg 413). This alone is a huge source of revenue growth for the gaming industry in Macau. Lastly, junket operators were legalized. 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The Concept Of Ship Registration - Free Essay Example

Sample details Pages: 17 Words: 4977 Downloads: 2 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Introduction The concept of ship registration dates back to the time when vessels started to sail under national flags. Belonging to different countries, the à ¢Ã¢â€š ¬Ã‹Å"nationalityà ¢Ã¢â€š ¬Ã¢â€ž ¢ of a ship provides not only protection of the ownerà ¢Ã¢â€š ¬Ã¢â€ž ¢s rights, support and other advantages, but also responsibilities and certain limitations. Registration means subjecting the ship to the jurisdiction of a country. Don’t waste time! Our writers will create an original "The Concept Of Ship Registration" essay for you Create order However, the ways and approaches to ship registration were not rigid and inflexible. Prior to the 1980s, national registers were the only phenomenon in the ship registration practice. But the so-called à ¢Ã¢â€š ¬Ã‹Å"open registersà ¢Ã¢â€š ¬Ã¢â€ž ¢ appeared due to several developing countries, such as Panama, Liberia and the Bahamas. They provided more flexible conditions and lower costs than national registers. Ship owners were attracted by open registers to become more competitive in comparison with their rivals. The response of the developed countries was to introduce international or second registers that gave wider opportunities than national ones, but provided better technical support and service to the member-vessels. The current literature review is aimed at providing the overall classification of ship register types and to concentrate on the four registering companies: NIS, NOR (Norwegian Ship registers), IOM Ship Register (Isle of Man) and UK Ship Register. Definition, Classification and Functions of Ship Registers Rayfuse (2004) argues that according to existing international legislation, ships are allowed to sail under the flag of one country only. Consequently, the concept of a ship register or flag state addresses a vessel to the state, which carries out the regulatory control over this ship (Harwood, 2006). However, this registration will imply further certification and inspection of the ship. Special attention is given by ship registers to the maintenance of environmental regulations and the prevention of pollution (Raikes, 2009). Hinkelman (2005) proposed an overwhelming classification of ship registers types. The researcher argues that all the register types are subdivided into national registers, flags of convenience (FOCs), second registers and bareboat charter registers. In the case of national registers, the direct link between the nationality of the vesselà ¢Ã¢â€š ¬Ã¢â€ž ¢s owner and the flag state is implied. National registers are often referred to as à ¢Ã¢â€š ¬Ã‹Å"closed registersà ¢Ã¢â€š ¬Ã¢â€ž ¢ (Hinkelman, 2005). Flags of convenience (FOCs) do not directly link the nationality of the owner with the state flag. On the contrary, they are foreign registers, which provide more convenient conditions for the ship owners. Bareboat charter registers grant the possibility to obtain for vessels a foreign registration for a certain time period. However, they retain their primary registration (Hinkelman, 2005). The current dissertation focuses predominantly on second and national registers. Second registers are often referred to as offshore registers. Their operation is determined by the International Transport Workerà ¢Ã¢â€š ¬Ã¢â€ž ¢s Federation (ITF) (Mulcahy and Tillotson, 2004). This type of register is usually established either by the separate legislation in the country, which already has a national (primary register), or in the offshore territory with the direct legal connection to the host country. The main second registers are the Norwegian International Ship Register (NIS) (Norway), Isle of Man (UK), Madeira (Portugal), Kerguelen (France) and Danish International Ship Register (DIS) (Denmark) (Farthing and Brownrigg, 1997). From the standpoint of the world economy, the main function of international ship registers is to assist in global maritime commerce. According to Odeke (1998) this assistance may be seen in eliminating certain restrictions and limitations imposed by primary registers. Besides the implementation of the official control function, international registers protect the rights of the owners of vessels. Furthermore, second registers tend to subscribe certain original regulations for vesselsà ¢Ã¢â€š ¬Ã¢â€ž ¢ owners. They stipulate definite manning, taxation rules and safety requirements (Chircop and LindÃÆ' ©n, 2006). For instance, the nationality requirements for manning are usually relaxed by the international registers. At the same time, the second register country has the right to call all registered vessels in the event of war or other emergencies (DeSombre, 2006). Klikauer and Morris (2002) argue that it is beneficial for countries to have their own second registers. International registers charge registration taxes and fees from the vesselsà ¢Ã¢â€š ¬Ã¢â€ž ¢ owners. Even providing the above mentioned services to the ships, they remain profitable. International registers attract ship owners, as they ordinary provide more favourable conditions and terms than those of the home states (Raikes, 2009). It may be even stated that the second registers compete against each other in attracting new candidates. Norwegian International Ship (NIS) Register Background The Norwegian International Ship Register was founded in 1987. The second register provides the possibility of the registration and certification for vessels under the flag of Norway, which has been an outstanding nautical nation since the time of the Vikings. The main purpose of the NIS is formulated as the following: à ¢Ã¢â€š ¬Ã…“to offer a flexible and commercially attractive alternative to open registers while retaining the essential features of quality registersà ¢Ã¢â€š ¬? (Branch, 2007, p. 164). The organisation was established to compete against other international registers for the benefit of Norway. The Norwegian International Ship Register allows the certification of the following types of ships: hovercraft, cargo and self-propelled ships, movable platforms and installations. The citizenship of the owner is not limited or restricted by the NIS. The ships sailing under the Norwegian flag have to subject to the jurisdiction of that country. The key differences with the ordinary NOR may be seen in the following. First, according to the NIS, direct certification of foreign companies is allowed which is not possible in case of NOR. Secondly, according to the NIS, the employment of foreign crew with the standard local salary level is allowed. Limitations of the NIS The limitations subscribed by the NIS were originally formulated by the International Labour Organisation (ILO) of Norway and the International Maritime Organization (IMO). The main limitation of the NIS is that the ships under the Norwegian flag are not allowed to carry passengers or cargo from one Norwegian port to another Norwegian port. Furthermore, regular transportation of passengers between foreign and Norwegian ports is not permitted either. It is specified that Norwegian gas and oil installations are considered to be Norwegian ports from the standpoint of this limitation. Despite the fact that the NIS legislation allows foreign ownership of the vessel, owners are obliged to have a Norwegian representative. This requirement may be also interpreted as a limitation for foreign owners. Another limitation may be seen in the fact that a foreign crew of the vessel is not allowed to carry out all the technical and commercial maintenance operations by themselves. Furthermore, their home country cannot be involved in these operations either. The NIS legislation implies the participation of the third party, a Norwegian company, which will accomplish the minimum set of technical and commercial operations for a foreign vessel. Hence, a certain degree of dependence in technical and financial operations for foreign vessels may be classified as a limitation because crew cannot make a choice of their own. At the same time, the NIS legislation does not limit the age of the vessel to be registered. The main requirement is satisfactory technical functioning of the ship. The Number of Registered Ships It is reasonable to trace back the dynamics of the registered quantities of vessels in the NIS. At the beginning of 1999, the number of registered vessels was equal to 705. In forthcoming years it was fluctuating and finally dropped. In 2000, 2001 and 2002 the number of the registered vessels constituted 712, 717 and 693 respectively. However, in 2008, this figure constituted only 577 vessels. The NIS registered 358 vessels owned by the Norwegians and 192 owned by foreigners. This illustrates that the general tend in the number of NIS registration was decreasing. To estimate the NIS registration in tonnage, the following indicators can be mentioned. During the period from 1999 to 2005, the tonnage of the NIS registered vessels changed from 19,000 gross tons to around 14,000 gross tons. Again, the overall trend for the NIS registers in tonnage was decreasing. Advantages The following advantages can be attributed to registration in the NIS. Norwegians are universally recognised as a competent and experienced maritime nation. The Norwegian taxation system is relatively mild in comparison with the overall European taxation regulations. The Norwegian judicial system characterises itself as one of the most predictable and sophisticated towards the maritime business. The NIS system has a very good reputation, which eliminates further inspection of the cargo in foreign ports. The registered vessels will reap all the benefits of high-quality tonnage. The implementation by the NIS of other international standards, such as ILO, IMO, ISM, SOLAS, WTO, OECD and MARPOL, increases the universality and uniformity of their legislation, which is advantageous for trade. The NIS provides more than 500 service stations on a global scale, which are easy to apply to for technical and financial management and support. The income of the crews including foreign citizens is not taxed by the Norwegian authorities. Disadvantages It may be argued that the following disadvantages can be found in the NIS. Foreign owners and cargo or passenger transportation companies are not permitted to enter the internal Norwegian market. The NIS legislation does not allow transportation between Norwegian ports for foreign vessels. However, this disadvantage is recognised by foreign owners only. The Norwegian authorities secure themselves against additional competition in the sea transportation market, which is recognised as an advantage for them. Foreign ships have no possibility to turn to their domestic technical and financial support services. Ship owners have to coordinate their payments to the employees within Norwegian legislation. Mandatory participation of the Norwegian representative in the communication with the Norwegian government. Norwegian Ordinary Register (NOR) Background The Norwegian Ordinary Register (NOR) has certain similarities with the NIS, but the main difference may be found in the class of the register. According to the above given classification, the NOR belongs to the national type of registers. It means, that it emphasises the direct link between the nationality of the owner and the host country. The NOR can be considered a à ¢Ã¢â€š ¬Ã‹Å"closedà ¢Ã¢â€š ¬Ã¢â€ž ¢ register. The NOR legislation implies two options upon registration of vessels: mandatory and voluntary registrations. The mandatory registration is necessary for all the Norwegian vessels, which have a length of 15 meters or more. However, if they are already registered in other countries (have international or second registration), the NOR registration is not required. The voluntary option of registration can be applied to the Norwegian vessels, which have a length from 7 to 15 meters. In addition, other vessels, which are not used for commercial purposes may be registered voluntarily according to the NOR. Floating docks and cranes, hovercrafts and installations and moving platforms can be registered on the voluntary basis. In all the other cases, which are prescribed by the Act concerning the Registration and Marking of Fishing Vessels, the registration of vessels is mandatory. Limitations of the NOR According to the Organisation for Economic Co-operation and Development (2005), the main limitations of the NOR may be found in its nature of being a national or closed register. In particular, to be registered by the NOR, the shipping company is to be owned by an EEA citizen. Nevertheless, non-EEA ownership is possible too, but the share owned by the EEA citizens must be no less than 60%. If compared with the NIS, such limitation does not exist there. On registration in the NOR, the company that owns a vessels becomes a company with limited liability. The headquarters of a cargo or passenger transporter must be on the territory of the EEA. Similar requirements are attributed to the crew of the vessel registered in accordance with the NOR standards. The prevailing majority of the crew members including the captain itself are to be EEA citizens, who had resided in the EEA area the two preceding years. Another limitation deals with the technical and financial management of the registered vessel. The NOR legislation allows technical support for a vessel from a Norwegian technical servicer only. The maintenance may be given abroad, but this company has to ultimately belong to Norway. The Number of Registered Ships In 2007, the total number of vessels registered in NOR was equal to 749. In 2008, this figure increased by 2.8% and was equal to 770. The NOR registration in tonnage was equal to 2,411 gross tons in 2007. In 2008, this figure decreased and constituted only 2,305 gross tons. It is quite difficult to comment about the tend in the NOR registrations because the two recent years demonstrated a small rise in numbers, but a fall in tonnage. Advantages The following advantages are usually attributed to the NOR. The vessels operating in the inner market reap the benefits of high-quality support and the protection of foreign competitors. Sophisticated and highly experienced maritime tradition contributes greatly to the development of sea transportation businesses for different types of vessels. It is beneficial for ship owners that the country has two types of ship registers: national and international. Disadvantages The following disadvantages may be seen in the NOR registration for vessels. The registration fees are not stable and fluctuate from year to year depending on the prescriptions of the Maritime Act. Opportunities of technical support are limited only to the domestic providers of this service. It may be concluded that as Norwegian International Ship (NIS) Register and Norwegian Ordinary Registers (NOR) belong to one country, they have much in common. However, the main difference between these registers is that they belong to different register groups: national (NOR) and international or second (NIS) registers. The NOR completely binds the registered ships to the host country, Norway. It may be noticed in terms of ownership, cooperation with maintenance and support services and the location of the headquarters. The NIS naturally allows foreign ownership, but the limitation of mandatory service remains. Moreover, companies are obliged to have a Norwegian representative. UK Register Background The UK register is part of the Maritime and Coastal Agency (MCA), which controls and monitors all of the marine activity in the UK. Since the UK is a kingdom, all of the activity is ultimately answerable to Her Majesty the Queen of Great Britain. The UK register is a closed register. The UK register handles: Merchant ships Fishing vessels Large yachts Pleasure Crafts/ Small ships With 116 (UK Ship Register, 2010) ports around the UK, all of the above vessels can register and receive a UK flag. Although the register provides a list of restrictions on who can be registered, it covers quite a wide range of geographical locations (e.g. British Dependant territories citizens, EEA countries, those that have a registered business in one of the EEA countries). Benefits of having a UK Flag The UK flag is considered to be one of the best performing flags in the world, ranking 3rd (lowest by risk) in the Paris MoU list The UK Flag is one of the top performing Flags on the Paris MoU White List (UK register, 2010). The register is proud to offer their customers assistance both before and after registration. Financially, it rewards its members with relatively low annual renewal fees and contributes around  £1.4 million to a Crew Relief Cost Scheme. Furthermore, UK registered ships are not targeted by Port State Control regimes in the worlds major trading areas ISPS plan approvals and verification audits at no cost to owners and operators An international reputation for expert advice and guidance with a proactive leading role at the IMO, EU and Quality Shipping Committees Worldwide security threat level information provided to UK registered ships with support for British Nationals on board from British Consuls and Royal Navy protection dependent on the availability of assets and exact situation Quality Assurance offering certification to ISO 9001 and ISO 14001 standards with audits being taken in harmonisation with ISM Alternate Compliance Scheme: A voluntary scheme that streamlines the survey and certification process by minimising duplication of effort with Classification Societies. Eligibility is conditional upon certain criteria being met (UK Register, 2010). Disadvantages of the UK Flag The National Audit Office (2009) has reported that the efficiency with which the MAC operates has deteriorated over the years. Until 2000 the agency have managed to carry out all of the required surveys in order to check the quality of the ships that operate under a UK flag. However, by 2007, the targets were not met. Furthermore, it was predicted, that the targets would not be met again in 2008-2009. Failure to meet its targets will increase the risk that UK vessels which do not comply with regulations operate without detection in UK ports and waters (National Audit Office, 2009, p.5). In order to be efficient, the MAC needs more resources However, at the moment, even the cost of surveys are not met by the revenues that are brought in by the owners of the vessels. Another worrying fact, is that the quality of the UK flag, which has been enjoying a very good reputation over the years, is starting to disappear. The audit has found that an increasing number of UK flag holders are being detained overseas due to the inability to pass quality checks. Although relatively this detention number is lower compared to other flags, it has been argued that the difference is getting smaller every year. Partly, because the quality of the other flags is increasing and partly because the quality of the UK flag vessels is deteriorating. Registered Ships In order to increase the growth in registered ships, the Government has introduced a tonnage tax in 2000. In turn, instead of charging vessels on the profits that they make off their activities, they are now charged on the tonnage of their vessels. This regulatory measure has allowed the UK register to see a good increase in the number of vessels. By the end of 2007 the UK registered merchant fleet had grown from 1,050 to 1,518. Of these, 646 vessels were trading vessels compared with 417 vessels in 2000 (National Audit Office, 2009, p.5). The tonnage that was brought in also increased. In 2007, the average tonnage per vessel increased from 11,000 to 19,000. This increase had an interesting effect on the number of overseas surveys that the MCA had to perform in 2007. Nearly a quarter of them had to be done overseas. This is a large increase, considering that in 2000-2001, 5% were performed overseas, while the rest were done domestically (National Audit Office, 2009, p.5). Large increases were also seen in the number of Certificates of Equivalent Competency that were issued, from 3,244 in 2003 to 4,722 in 2007. However, although absolute numbers have increased, the overall rate of growth has declined. In 2007, the fleet grew by 10%, compared to 13.33% average growth from 2001 to 2003. The MAC argues that too many external factors are at play, which do not allow them to enhance the growth with more control. For example, the MAC found that some shipping companies were happy to wait and see whether the EU would bring in a tonnage tax as well, before making the final decision on their flagging. In turn, this shows that although the UK ship register provides a large number of benefits, they are not relatively strong enough to become a deciding factor for the shipping companies. Isle of Man Registry Background Isle of Man Registry (IOM) works closely with the Isle of Man government to provide relevant solutions to its members. Tynwald (the local parliament) is ultimately answerable to the Crown, however, as has long been agreed, the UK government does not legislate the IOM, and therefore, shipping legislation is approved by Tynwald alone. The Isle of Man operates a Category One, Red Ensign Group British Register that provides for the registration of ships of any size or type. The Isle of Man Register is a component part of the British Register (The Red Ensign Group, 2010). IOM registry is relatively new, established only in 1984. Over the years, the IOM has seeked local private solutions for its clients, and today works closely with local marine lawyers, accountants, PI clubs and even banks, bringing a diverse, one-stop-shop solution to anyone who registers. Due to its offshore jurisdiction capabilities and proximity to Europe, IOM can provide a highly competitive solution. The IOM strongly competes on its tax exemption regime, its financial centre capabilities and developed technical solutions whilst on the island. The IOM registers a large number of different vessels, including VLCC, superyachts, fishing boats and pleasure crafts. Advantages of the IOM The Isle of Man Ship Registry has recently been voted best in the world, claiming the top spot in the international shipping industry round table annual flag state performance table (PDMS, 2008). Like the rest of the registrars, IOM conveys that it will provide the ship owners with the cost-efficient and customer-friendly solution. Quality is key to the Isle of Man, where our reputation as a high quality jurisdiction makes us the flag of choice for todayà ¢Ã¢â€š ¬Ã¢â€ž ¢s modern maritime business (IOM, 2010). Furthermore, the website states that this registers customer service has a can-do approach. A professional Ship Registry providing a high quality of service available 24/7 with fast response to queries Reasonable costs and no annual tonnage dues A favourable taxation regime designed to encourage business The right to fly the Red Ensign and access the support of British consular services world-wide and British Royal Navy protection Flexibility in the requirements for registered owners The availability of Demise registry both IN and OUT Support for ships treated unfairly by Port State Control Full political support for shipping ISO 9001/2008 Accreditation Not a Flag of Convenience Regular advice bulletins on key issues to help owners respond to them (IOM, 2010). Unlike the rest of the registers, it can be argued that IOM offers a number of unique solutions and help. For example, the Ship Managers and Owner Association (IOMSA) brings together the ship owners with the relevant legal and financial representatives, where they are able to discuss outstanding issues and come up with solutions. A similar association is offered to the superyachts sector (Manx Yacht Forum). In turn, it can be argued, that the register can see the issues quickly and address them, which takes the customer service to a different level. Furthermore, since a large proportion of its business is coming from the private yacht owners, the IOM offers one annual yacht fee, which includes all of the charges and exemptions in it already. This makes it very easy for the owners to delegate all of their paper work to the registers, without getting involved in the complex structure of the system. The Annual Report (2008) puts strong emphases on the quality of the vessels that register with the IOM registry. Consistent quality checks before the registration and during the time that the vessel is under the IOM flag, reflects in the strong decline in the number of accidents that the IOM are subject to. Over 5 years, the number of accidents declined from 53 in 2004 to 35 in 2008 (Annual Report, 2008, p. 20). The Number of Registered Ships The IOM has grown over the years, yet, this growth has never been aggressive. In 2008, its main growth was in the registration of yachts, where the target was to register 1 per month. In 2008, 995 vessels were sailing under the IOM flag. Figure 1. IOM registered vessels by type Source: IOM, Annual Report, 2008, p. 10 It is extremely important for the IOM register to be within the first third on the Paris MOU register. So far, out of 83 members of the Paris MOU, they have managed to stay within the first 11. Figure 2: Paris MOU register and IOM position Source: Annual Report, 2008, p. 21 Conclusion The literature review has shown that there are the second registers have been developed by the countries in order to compete with those that were offered by the developing countries. The closed registers examined still prevail in size (by the number of registered vessels), however, the difference is not very large. Each of the registers offers their members a large number of benefits. However, as the case with NIS has shown, reluctance to be flexible is likely to results in less demand for their services. It was interesting to see the results produced by IOM. The registry has managed to grow steadily, despite having a large amount of competition. The low costs that the IOM offers has not impacted on the quality of the service provided. It has been found that the UK Register is much bigger in size than NOR and enjoys a steady growth. Despite the deteriorating ability to meet its survey targets, it still has the 3rd place in the MOU whitelist (see Appendix). It can be argued that if the vessels are less likely to be detained overseas due to deficiencies, this plays an important part on their ability to make a profit. Therefore, low risk registers, such as the UK Register is likely to be more attractive. Both NIS and NOR has seen a decline in their registered members. It can be argued that unlike the UK register and the IOM, they did not make enough competitive changes to stay attractive. References AppleBy (2009) Brief: Ship registration in the Isle of Man [online]: https://dc.co.im/uploaded/Publication/1362_File_5.pdf [Accessed on 2 March 2010] Branch, A. (2007) Elements of shipping, 7th ed., Taylor Francis, p. 164 Burroughs R (1984) Offshore supply vessels: An emerging maritime industry Maritime Policy Management, Vol. 11, No. 4, pp. 269 276 The Chartered Institute of Logistics and Transport (2008) UK Ship Register continues to grow [online]: https://www.ciltuk.org.uk/pages/industry-news/article?EBA1745A-D18A-4443-A2FE-946C24DFD242 [Accessed on 2 March 2010] Chircop, A. and LindÃÆ' ©n, O. (2006) Places of refuge for ships: emerging environmental concerns of a maritime custom, Martinus Nijhoff Publishers, p. 265 Department of Trade and Industry (2010) Registration of Manx Ships [online]: https://www.gov.im/lib/docs/dti/shipregistry/Registration/rans/ran01registrationofmanxships.pdf [Accessed on 2 March 2010] DeSombre, E. (2006) Flagging standards: globalization and environmental, safety, and labor regulations at sea, MIT Press, p. 83 Farthing, B. and Brownrigg, M. (1997) Farthing on international shipping, 3rd ed., the University of Virginia, p. 187 Harwood, S. (2006) Shipping finance, 3rd ed., Euromoney Books, pp. 200-204 Hinkelman, E. (2005) Dictionary of international trade: handbook of the global trade community includes 21 key appendices, 6th ed., World Trade Press, p. 374 IOM (2008) Annual Report, [online]: https://www.gov.im/lib/docs/dti/shipregistry/formsdocs/reports/iomsr/reportfinalwebsiteonly.pdf [Accessed on 2 March 2010] Isle of Man (2010) Ship registry [online]: https://www.gov.im/dti/shipregistry/ [Accessed on 2 March 2010] Isle of Man Government (2010) Registry: Qualified Owners [online]: https://www.gov.im/dti/shipregistry/registration/qualifiedowners.xml [Accessed on 2 March 2010] Klikauer, T. and Morris, R. (2002) à ¢Ã¢â€š ¬Ã‹Å"Into murky waters: Globalisation and deregulation in Germanyà ¢Ã¢â€š ¬Ã¢â€ž ¢s shipping employee relationsà ¢Ã¢â€š ¬Ã¢â€ž ¢, Employee Relations, Vol. 24, Issue: 1, pp. 12-28 Mulcahy, L. and Tillotson, J. (2004) Contract law in perspective, 4th ed., Routledge Cavendish, p. 147 National Audit Office (2009) The Maritime and Coastguard Agencys Response to Growth in the UK Merchant Fleet Great Britain, [online]: https://books.google.co.uk/books?id=n5QIqJW-eVsCHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_sHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_sdq=HYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_sHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_sUK+Ship+RegisterHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_sHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_sHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_slr=HYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source= gbs_navlinks_sHYPERLINK https://books.google.co.uk/books?id=n5QIqJW-eVsCdq=UK+Ship+Registerlr=source=gbs_navlinks_ssource=gbs_navlinks_s [Accessed on 2 March 2010] NOR (2010) NOR [online]: https://www.nis-nor.no/NOR.aspx [Accessed on 2 March 2010] NIS (2010) NIS [online]: https://www.nis-nor.no/NHYPERLINK https://www.nis-nor.no/NOR.aspxISHYPERLINK https://www.nis-nor.no/NOR.aspx.aspx [Accessed on 2 March 2010] PDMS (2008) Client: Isle of Man Register [online] https://www.pdms.com/clients/casestudies/marineadmin.xml [Accessed on 2 March 2010] Odeke, A. (1998) Bareboat charter (ship) registration, Martinus Nijhoff Publishers, pp. 8-9 Organisation for Economic Co-operation and Development (2005) National treatment for foreign-controlled enterprises, OECD Publishing, p. 73 Paris MOU (2010) Black Grey White list [online]: https://www.parismou.org/upload/anrep/BGWlist2006-2008.pdf [Accessed on 2 March 2010] Paris MOU (2010) Basic Figures [online]: https://www.parismou.org/ParisMOU/Statistical+information/Basic+figures/xp/menu.4270/default.aspx [Accessed on 2 March 2010] Raikes, F. (2009) The Maritime Codes of Italy, BiblioBazaar, LLC, p. 115 Rayfuse, R. (2004) Non-flag state enforcement in high seas fisheries, Martinus Nijhoff Publishers, p. 22 Saunders, M., Lewis, P. and Thornhill, A. (2009) Research Methods for Business Students, 5th ed., Pearson Education, pp. 56-66 Ship Management (2010) Isle of Man to introduce annual fee in April [online] https://www.shipmanagementinternational.com/?p=1557 [Accessed on 2 March 2010] Sletmo G. and S. Hoste  (1993) Shipping and the competitive advantage of nations: the role of international ship registers Maritime Policy Management, Vol.  20, No.  3, pp. 243 255 Statistics Norway (2003) The merchant fleet. Norwegian registered vessels. Number of vessels and gross tonnage by type of vessel. 2001 and 2000 [Accessed on 2 March 2010] The Red Ensign Group (2010) Isle of Man [online]: https://www.ukshipregister.co.uk/isleofman.htm [Accessed on 2 March 2010] UNESCAP (1988) Chapter 6: Ship Registration [online]: https://www.unescap.org/ttdw/Publications/TFS_pubs/Pub_1988/Pub_1988_Ch6.pdf [Accessed on 2 March 2010] UK Ship Register (2010) à ¢Ã¢â€š ¬Ã‹Å"Advantages of Registrationà ¢Ã¢â€š ¬Ã¢â€ž ¢ [online] Available at: https://www.mcga.gov.uk/c4mca/ukr-home/merchant/merchant-advantages.htm [Accessed on 2 March 2010]

Psychology Is The Scientific Study Of Behavior And Mental...

Psychology is the scientific study of behavior and mental processes (Rathus, 2010, p.5). In my Psychology class I learned about multiple brain experiments and I also learned a lot of things about myself that I never thought of or crossed my mind. Things like being a procrastinator and letting things stress you out doesn’t do any good, they can only harm you. Even though there is positive stress in this world, I believe negative stress outweighs the good stress in the world. The 3 biggest areas that struck my attention the most were behavior, peers and my mind. All 3 of these topics that I have chose to write about relate back to me in one way or another. In each of the paragraphs below they will explain the parts of the brain being used and what actually goes on. As you grow up your behavior is shaped by what is called Nature vs. Nurture. Behavior is any action that people can observe or measure (Rathus, 2010, p.5). Nature is what you gain from your genes. 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Short Story

Short Story The Amazing, Impressive Drag Show Essay â€Å"Cancel your Sunday night plans because I am not taking no as an answer, my obnoxious Aunt said as she showed my mom and I an exotic poster of six alluring drag diva queens in luxurious, sexy and scandalous dresses. â€Å"Expect sparkle, feathers, incredible costumes, comedy, impersonations, sexy backup dancers and lashes for days, she said with excitement. This intrigued me. I just had to attend this lively event; and the name â€Å"Lipstick and Lashes† was enough to dazzle me for days! It was a balmy Sunday evening and I was prepared and psyched for an invigorating performance. I expected the event to take place at a capacious joint, with a dynamic stage and a gratifying airy setting with scattered round tables. But to my surprise, the Velvet Lounge in Santa Ana was nothing but scanty. The scandalous atmosphere filled the Smokey narrow room as I walked into the Lounge. The only thing that was going on in the dark mauve room was the busy bar, which was overly compacted from the thirsty alcoholic consumers. We will write a custom essay on Short Story The Amazing, Impressive Drag Show specifically for you for only $16.38 $13.9/page Order now As my family, friends and I waited patiently for some assistance; a friendly waiter welcomed us to the â€Å"spectacular† event with his high pitch feminine tone and led us to the next room behind a red curtain. The room itself was small especially for the amount of people who attended the event that evening. Even though the room had a dinky stage and was filled with cluttered tables that made it difficult for the people, let alone waiters, to pass by, the workers did an incredible job on making the whole room look alive from the red walls, colorful lighting, and the upbeat music that was bang out from the DJ who was adjacent from the stage. The waiter sat us at a square table that was covered by a soft black cloth that you typically would see at most restaurants with a dazzling centerpiece of a black sculpture of a puny tree with diamonds and fake red blossoming flowers on it. As soon as we sat down in our seats, we were immediately greeted by one of the so-called â€Å"sexy† drag queens. He was about 5’8 with his bright yellow 5-inch heels on, and looked like he could be over 200 pounds. His extra tight, bright and sparkly orange dress and headband on his big but short yellow-blond hair wig reminded me of John Travolta in the movie, Hairspray. Even with his bulky figure, bold sense of style and walking rigidly from his suffocating dress, he was still able to work the look through his electrifying and jollity personality. â€Å"How are ya’ll cutie patooties doing this fab evening?! Are ya’ll ready for a sexy performance from the gorgeous, including myself, drag diva queens?! † he asked the crowd enthusiastically with his Texas accent. The crowd wooded back in eagerness, including the elderly 75-year-old couple sitting next to my table, and I could feel the adrenaline level in the room boosting up in the air. 7:30pm struck, colorful lights slowly turned dimmed, and the upbeat music changed to a dramatic slow song. The poster I saw just a few days prior to this event was about to come alive. I can feel the rush of excitement in the lively room as the provocative host, Shannel, slowly and seductively walked onto the open stage. Shannel came on stage exploiting his sexy self-wearing a very tight black Onesie with a diamond chain around his hips and neck under his thick skin. On top of that was a black cardigan with gold designs at the edge of the sweater and sleeve. As if that was not enough, he wore a black feather hat on top of his short red hair wig and marched on stage with a black cane. He carried out a very bold and sexy gothic look. When the music stopped, he look all around the room with his heavy black eye makeup and yelled at the top of his lungs â€Å"How are you mothere**ers doing tonight?! .u9a3fc89b73096d8e6c4dd3e609aec776 , .u9a3fc89b73096d8e6c4dd3e609aec776 .postImageUrl , .u9a3fc89b73096d8e6c4dd3e609aec776 .centered-text-area { min-height: 80px; position: relative; } .u9a3fc89b73096d8e6c4dd3e609aec776 , .u9a3fc89b73096d8e6c4dd3e609aec776:hover , .u9a3fc89b73096d8e6c4dd3e609aec776:visited , .u9a3fc89b73096d8e6c4dd3e609aec776:active { border:0!important; } .u9a3fc89b73096d8e6c4dd3e609aec776 .clearfix:after { content: ""; display: table; clear: both; } .u9a3fc89b73096d8e6c4dd3e609aec776 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u9a3fc89b73096d8e6c4dd3e609aec776:active , .u9a3fc89b73096d8e6c4dd3e609aec776:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u9a3fc89b73096d8e6c4dd3e609aec776 .centered-text-area { width: 100%; position: relative ; } .u9a3fc89b73096d8e6c4dd3e609aec776 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u9a3fc89b73096d8e6c4dd3e609aec776 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u9a3fc89b73096d8e6c4dd3e609aec776 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u9a3fc89b73096d8e6c4dd3e609aec776:hover .ctaButton { background-color: #34495E!important; } .u9a3fc89b73096d8e6c4dd3e609aec776 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u9a3fc89b73096d8e6c4dd3e609aec776 .u9a3fc89b73096d8e6c4dd3e609aec776-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u9a3fc89b73096d8e6c4dd3e609aec776:after { content: ""; display: block; clear: both; } READ: Feature 1 (Not published) EssayNow if you want to have a fun night, you all better drink up. Drink as much as you can† too bad I am only 18. I can already tell by his energetic and up beating character that it was going to be an amusing night. After introducing himself, Shannel went around the room and greeted everyone table to table with his snarky attitude. When he got around to our table, he turned to the crowd and jokingly introduced us as the tourists from Vietnam. If anyone wants to get their nails done, which I need to by the way, come along this way and they will do it for you. Careful though, they might rip you off. Theyre very good at that. There was not one thing he said that made everyone cry from laughter from his agile and facetious remarks. The opening act was exactly what I expected it to be. Before the individual singing impersonations, three out of the six alluring drag queens including the not so striking back up dancers performed a seductive performance to Don’t Ya by the Pussycat Dolls. The venue featured a small stage and pulpit upon where the enchanting dancers lip sync and gyrated their loving hips, which enrapture the audience to their feet to cheer, stomped, and wooed throughout the whole performance. The animated room was full of energy and it only increase when the audience threw wads of bills towards the stage, trying to aim at certain inappropriate body parts. Each performer wore exquisite costumes and I am still astonished by the way the drag queens walked in their 5 to 6 inches heels as if they were walking barefooted. Between performances, the silver tongue and witty Shannel would generally host and interact with the crowd, introduce other captivating performers, and poke fun at other drag queens and the audience. The performance was amazing at the start of the show, but as the show went on, the performance became very repetitive. Although the drag queens did an excel job of their performance considering the circumstances, the crowd grew less enthusiastic and was not as excited as they were in the beginning. It was also very hard for the crowd to stay electrified because we were all expecting the same thing; we expected the drag queen divas to have a sexy and tone figure, not a thick and chunky physique. As the impersonations got a little more boring after the other, Channel was able to wake the audience up with her enlighten attitude and really tuned up the whole show. But through it all, it was most definitely worth driving to Santa Ana to see the exuberant show that the drag queens put on. A night full of amusement memories I will never be able to forget.