To what degree did Buddhism provide a basis for cultural exchange and Essay

To what degree did Buddhism provide a basis for cultural exchange and trade along the Silk Road - Essay Example On the other hand, the Silk Road, also known as the Silk Route, is comprised of a progression of cultural and trade conduction routes that extend about 4,000 miles (Whitfield 2004, p. 23). It got its name from the Chinese silk trade that was conducted along it from the 206 BC era of the Han Dynasty and greatly contributed to the civilization and development of China, Arabia, Europe, Persia and the Indian subcontinent. Silk was the main item of trade but, inadvertently, different cultures, philosophies and religions interacted as economic and political exchanges took place between different civilizations. The diversity of the cultures that interacted on the Silk Road is evident in the manner in which it linked China, India, Europe and the Middle East and facilitated Buddhism’s transmission to China from India and, consequently, Japan and Korea. Buddhist missionaries, travelers and merchants carried along their religious convictions, values and beliefs to distant territories, at tracting converts along the way. This paper will discuss the degree to which Buddhism provided a basis for cultural exchange and trade along the Silk Road. ... The roads and bridges may have had an underlying administrative and military objective, but they also opened up trade and encouraged exchanges between many diverse communities. The Silk Road was among the roads and routes built to expand the scope of trade and enhance its security, covering most of Eurasia and the northern part of Africa. With the Han Empire maintaining order in China and providing access to western markets and Bactria, merchants from different backgrounds interacted in trade, promoting the spread of their cultures. Traders from different regions exchanged ideas and customs as they traversed the land in search and sale of commodities. Therefore, the Silk Road promoted more than commodity exchange and included culture as well. Buddhism, for example, spread from the Kushan kingdom to other parts of Asia (Hill 2009, p. 69). The degree to which Buddhism provided a basis for cultural exchange and trade along the Silk Road is manifested by the way the faith spread within a ll cities, towns and centers along the trade route. Among the great missionary faiths, the first that took advantage of the Silk Road’s mobility was Buddhism, extending its reach beyond its indigenous grounds in the north eastern part of India within the first century BC. After Military conquests and trade, Buddhism is the next most notable factor that linked the regions of India, to Central Asia and the present-day Afghanistan and Pakistan as early as 206 BC upto the 8th century AD. The transnational link facilitated the establishment of a political empire by the Hephthalites, which covered the expanse from the northern Indian plains to Afghanistan. Politically, the empire

The Criminal Justice System and Terrorism

The Criminal Justice System and Terrorism Terrorism has become a part of up to date life. Hijackings, bombings, and assassinations on distinct countries of the world may appear like isolated attacks, but they contemplate a so straightforward reliance on aggression as a way to encourage communal, political, and devout change. They are components of a pervasive end supports the means beliefs being pursued to its most perverse conclusions. Many of these actions have been conveyed out by the constituents of Islamic Jihad, while other ones are part of a worldwide mesh of terrorists. Claire Sterling contends in The Terror Network that numerous of the terrorists were taught and equipped by KGB agencies from the previous Soviet Union. Analysis Terrorism has become the scourge of popular governments. Experts in the area approximate that less than 1 per hundred of terrorist attacks occurred in the Soviet Union, but as asserted by Rand Corporation professional Brian Jenkins, almost a third of all terrorists attacks engage Americans. Democratic authorities, used to considering inside a lawful structure, often find it tough to deal with criminals and terrorists who regularly function out-of-doors of the law. Yet deterrence is just as much a part of fairness as correct enforcement of the laws. Democratic authorities which manage not discourage criminals inescapably spawn vigilantism as commonly law-abiding people, who have lost self-assurance in the criminal justice system, take the regulation into their own hands. An alike backlash is starting to appear as an outcome of the incompetence of Western democracies to fight back themselves contrary to terrorists. But need of governmental determination is only part of the problem. Terrorists flourish on newspapers exposure, and report associations round the world have been all too eager to give terrorists what they crave: publicity. If the report newspapers provided terrorists the minuscule treatment their figures and leverage claimed, terrorism would decline. But when hijackings and bombings are granted famous newspapers vigilance, authorities start feeling force from their people to determination the urgent position and finally capitulate to terrorists demands. Encouraged by their newest achievement, terrorists generally trial again. Appeasement, Churchill wisely documented, habitually whets the appetite, and latest achievements have made terrorists famished for more attacks. Some report commentators have been reluctant to call terrorism what it is: wanton, criminal violence. They blunt the barbarism by contending that one mans terrorist is another mans flexibility fighter. But this easily is not true. Terrorists are not worried about human privileges and human dignity. In detail, they end up decimating human privileges in their supposed battle for human rights. Terrorism has been called the new warfare. But terrorists turn the idea of conflict on its head. Innocent non-combatants become the goal of terrorist attacks. Terrorist warfare retains blameless persons hostage and makes fighter and citizen alike promise goals for their aggression. Terrorism will extend even though conflict has not ever been formally been announced and our foe is not a lone identifiable country. Instead we are being victimized by a worldwide terror mesh angled on crippling American morale. Government and War First, we should characterize a terrorist. Is a terrorist a widespread criminal? If terrorists are only widespread criminals, then biblically talking, they should only be administered with by their owner governments. In Romans 13, the Apostle Paul states, he who opposes administration has are against the ordinance of God; and they who have are against will obtain disapproval upon themselves. For rulers is not an origin of worry for good demeanor, but for evil. Do you desire to have no worry of authority? Do what is good and you will have applauded from the same; for it is a minister of God to you for good. But if you manage what is bad, be afraid; for it does not accept the sword for nothing; for it is a minister of God, an avenger who adds anger upon the one who practices evil. This route of Scripture assists us make a significant distinction we will use in our investigation of terrorism. The Apostle Pauls teachings on government displays that criminals are those who manage bad and intimidate the municipal peace. Any out-of-doors risk to the reality of the state is not a criminal risk but a proceed of conflict which is furthermore to be administered with by the government. In other phrases, criminals intimidate the state from within. Foreign detachments intimidate the state from outside. In the case of searching household calm, the Apostle Paul summaries how authorities will accept of good works, but that authorities should convey worry to those who are wrongdoers. Evildoers should reside in worry of government. But in the case at hand, terrorists manage no reside in worry of the ruling administration in the nations where they live. Their authorities manage not believe of them as shattering citizen regulations and therefore manage not prosecute them. This is foreign to the American mindset. If an anti-Syrian terrorist assembly were founded in the United States, we would prosecute those terrorists as foes of the state. A U.S. founded anti-Syrian terrorist assembly would be illicit in the United States. And they would be illicit since theyre bearing out undertakings booked for Congress and the President. Only authorities have a foreign principle and war-making strategies. But Middle Eastern authorities manage not prosecute terrorists the way we would. Why? Because terrorists often convey out principles and yearns of such owner governments. Middle Eastern terrorists, far from fearing the sword of the ruling administration, rather than are often granted sanctuary by such governments. Governments who give sanctuary and even give acceptance have often taken up the mind-set that terrorists manage them no damage so why should they proceed contrary to the terrorist organizations? In detail, they are not glimpsed as a risk because terrorist assemblies are portraying out the owner governments policies. Both the terrorist assemblies and their owner countries are really foes of the American government when they arrest and murder U.S. citizens for infantry and foreign principle purposes. This is not citizen killing, but infantry warfare. Police, Court, and Correctional Systems   Ã‚  Ã‚   Every kind of scheme Common, Civil, Socialist, Islamic has localized variation.   Even in English-speaking nations, for demonstration, there is variation.   Canadian fairness locations more focus upon the right to a equitable test, free from prejudicial publicity.   In Canada, the public and the newspapers are generally ostracized from the courtroom, and there is little concern in misdeed news.   In England, there is more focus upon fairness in judgment, and producing certain the at fault dont proceed free.   English policeman dossiers along with two kinds of solicitors (solicitors and barristers) and two kinds of enclosures (Magistrate and Crown) assist double-check this.   Ã‚  Ã‚   Police schemes are rather distinct round the world.   With the exclusions of Japan and the Common Law countries, couple of nations contain their policeman agents firmly accountable for violations of municipal rights.   In Socialist and Islamic nations, the policeman contain tremendous political and devout powers.   In detail, in such locations, misdeed is habitually glimpsed as political misdeed and a co-occurring devout problem.   Police universal are the most evident (and accountable) emblems of criminal fairness, so one universal finding is that when policeman go incorrect to command misdeed, casual procedures of regulation (vigilante policing and community courts) are inclined to arise.   Other universal outcome encompass the detail that minorities universal appear to distrust policeman, and that the American discovery of community policing doesnt move well to other nations because it arrives off as too omnipresent (Braga et al. 2007).   Ã‚  Ã‚   Court schemes of the world are of two types: adversarial, where the suspect is blameless until verified guilty; and inquisitorial, where the suspect is at fault until verified blameless or mitigated.   The U.S. adversarial scheme is exclusive in the world.   No other territory, not even the U.K., locations as much focus upon conclusion of factual guilt in the courtroom as the U.S. does.   Outside the U.S., most tests are worried with lawful guilt where every individual understands the lawbreaker did it, and the reason is to get the lawbreaker to acknowledge, own up to their blame, contend for clemency, or propose an befitting judgment for themselves.   Inquisitorial schemes have more mystery procedures.   Outside of the United States, one is probable to meet community (or neighborhood-focused) enclosures which offer an array of non-conventional, alternate sanctions.  Ã‚     Ã‚  Ã‚   Correctional schemes worldwide can be equitably effortlessly differentiated by if they support corporal penalty (beatings) or not.   Some so-called civilized nations that assertion they are better than the U.S. because they dont have the death punishment frequently perform such corporal penalties as beatings and whippings.   Nations that perform corporal penalty manage are inclined, although, to have less of a correctional overcrowding problem.   Probation and parole, where they live cross-culturally, are inclined to be accessible only for native people, and not for foreigners neither immigrants.   Outside of the United States, jails are inclined to be less sanitary and unhealthy.  Ã‚     Ã‚  Ã‚   Juvenile Justice Systems alter widely.   Scotland has the toughest scheme, frequently judgment juveniles to rough boot bivouacs with a firm infantry regiment and compelled labor.   Germany has a juvenile justice system alike to the U.S., but there is more focus upon education.   Not every homeland in the world accepts as factual in exceptional management of juveniles, neither the notion of adolescence. Military Action Based upon the Apostle Pauls educating of government in Romans 13, terrorists should be classified as widespread criminals in their owner countries. But they are not prosecuted by owner nations and are often bearing out the infantry principle and foreign principle of that country. Thus, when terrorists strike, we should not outlook them as criminals but as foreign fighters who try to intimidate the very reality of the American government. Whether or not the terrorists have the firepower and strategic wisdom to really destabilize the U.S. government is not the issue. At topic is how to deal with a new kind of infantry aggressor. Terrorists are not widespread criminals to be endeavored in American municipal courts. They are infantry goals that should be halted since they are equipped and infantry foes of the American government who are on attack. Yes, America has other equipped foes, but they are not on the strike as terrorists are. In the identical way that it took customary detachments some time to discover how to battle guerilla warfare, so it is taking Western authoritys time to recognize that the directions for warfare have furthermore been modified in the case of terrorism. Diplomatic efforts have failed to assure Middle East authorities to assist the United States in conveying terrorist assemblies to justice. Meetings and discussions havent been adept to hit worry in terrorists hearts. When we battle terrorism we require recognizing we are conversing about war. Military warfare is distinct from citizen peacekeeping. In citizen peacekeeping, persons are presumed blameless until verified guilty. A civilian can be apprehended and detained before test, but should be issued except guilt is proven. Military warfare is different. A test is not held for each infantry action. In a sense, in a just conflict, a trial of kinds is held before any activity is taken. Discussion and arguments amidst congressmen and senators generally happen before conflict is declared. Fact-finding investigations, productions, testimonies, and other types of forethought proceed into a affirmation of war. In a sense, when the use of the infantry is engaged, the test time span arrives before any individual is battled or arrested. But one time conflict is announced, there are nothing less tests until the foe is defeated. And every one who aids and abets the foe is at fault by association. At present, terrorism is a one-sided conflict that the United States is losing. American fighters and people are being slain in the war. Unfortunately, the United State is not healing terrorism like war. The restricted conflict forces conceded to the President by the Congress are not sufficient and arent utilized in a methodical way to beat the enemy. If we are to win the conflict contrary to terrorism, we should recognize that it is war. Until we glimpse it as infantry aggression, we will be failed in finish terrorism in this decade. Constitutional Issues Terrorist assemblies are not dwelling in worry of their owner governments. Instead, law-abiding people reside in worry of terrorist groups. In one television interview a Middle Eastern terrorist was cited as saying, We desire the persons of the United States to seem the terror. The proficiency of these assemblies to convey out their agenda is not the issue. The basic topic is how U.S. government managers should deal with this new kind of infantry strategy. Terrorists have held American diplomats hostage for years, blown up infantry mixtures, and hijacked airplanes and cruise ships. Although some hostages have been issued, numerous other ones have been slain and the U.S. has been failed at penalizing more than a little number of terrorists. Although worldwide diplomacy has been the prime entails utilized by the United States contrary to terrorism, we should address what other entails may furthermore be appropriate. In the past, American managers have answered to infantry aggression in a kind of modes short of affirming war. The U.S. Constitution allocations the next forces to Congress: To characterize and penalize piracies and felonies pledged on the high oceans, and infringements contrary to the regulation of nations; to affirm conflict, allocate notes of marque and retaliation, and make directions in relative to captures on land and water. Terrorist actions drop into not less than two of the Congressional provisions for considering with attacks on the nation. They are: (1) to penalize infringements contrary to the regulation of countries, and (2) to affirm war. In either case, there are powerful Constitutional surrounds for taking activity contrary to terrorists. The adversity arrives in apparently recognizing the foe and being eager to risk offending numerous Arab countries who we address allies. Congress should recognize the foe and call that assembly a infantry target. Once that has occurred numerous of the other steps drop into location with less difficulty. At this issue infantry scheme should be established which can search down little assemblies of well-armed and well-funded men who conceal inside the territory of a owner country. We should furthermore evolve a political scheme that will permit us to work inside a owner country. We should make it clear how grave the United States takes a terrorist threat. American people are exhausted of being infantry goals in an undeclared war. Through diplomatic passages we should make two things very clear to the owner country. First, they should apprehend and penalize the terrorist assemblies themselves as citizen criminals. Or, second, they should extradite the foe fighters and give them up to an worldwide court for trial. If the owner homeland falls short to proceed on these two demands, we should make it clear that we glimpse them in complicity with the terrorist groups. But falling short to work out their municipal blame, they depart themselves open to the penalties of permitting hostile infantry forces inside their borders. Intelligence Collection   The criminal justice system has been the source of exceedingly precious understanding on al-Qaeda and other terrorist organizations.   The criminal justice system presents mighty inducements for supposes to supply unquestionable, dependable data, and the Department of Justice and FBI work nearly with remainder of the understanding community to maximize data and understanding got from each cooperator.   Below are just a couple of public examples. Cooperators Provide Intelligence on al-Qaeda and Other Terror Groups   Ã‚  Ã‚   *   LHoussaine Kherchtou, who was apprehended, Mirandized, ascribed with terrorism infringements, and cooperated with the government, supplied critical understanding on al-Qaeda.   He testified in 2001 contrary to four al-Qaeda constituents who were subsequent punished to life in jail after being convicted in attachment with the East Africa Embassy bombings.   Ã‚  Ã‚   *   After his arrest in Afghanistan, John Walker Lindh pleaded at fault in 2002 to carrying the Taliban and, as part of his plea affirmation, supplied precious understanding about teaching bivouacs and battling in Afghanistan.   Ã‚  Ã‚   *   Mohammed Junaid Babar, apprehended in 2004 for carrying al Qaeda and contriving attacks in the United Kingdom, has supplied understanding on terrorist assemblies functioning along the Afghanistan/Pakistan boundary and has testified in the thriving tests of terrorists in the United Kingdom and Canada.   He is arranged to testify in another terrorism test in New York subsequent this year.   Ã‚  Ã‚   *   David Headley, apprehended in 2009 and ascribed in attachment with a contrive to blasting apparatus a Danish bulletin and his supposed function in the November 2008 terror attacks in Mumbai, has supplied exceedingly precious understanding considering those attacks, the terrorist association Lashkar y Tayyiba, and Pakistan-based terrorist leaders.   Ã‚  Ã‚   *   Adis Medunjanin, an supposed aide of Najibullah Zazi, was taken into custody in January 2010, and, after waiving his Miranda privileges, supplied comprehensive data to the FBI about terrorist-related undertakings of himself and other ones in the United States and Pakistan.   He has been ascribed with conspiring to murder U.S. nationals overseas and obtaining military-type teaching from al-Qaeda.   Ã‚  Ã‚   * Other regulation enforcement cooperators are actually supplying significant understanding considering terrorist undertaking from East Africa to South Asia and considering plots to strike the United States and Europe. Incapacitating Terrorists Hundreds of terrorism supposes have been effectively prosecuted in government court since 9/11.   Today, there are more than 300 worldwide or household terrorists incarcerated in U.S. government jail facilities.   Events over the past year illustrate the extending worth of government enclosures in tackling terrorism.   In 2009, there were more defendants ascribed with terrorism violations in government court than in any year since 9/11.   Past Terrorism Convictions and Recent Terrorism Indictments   Ã‚  Ã‚   *   Richard Reid was apprehended in December 2001 and convicted pursuant to a at fault plea in October 2002 of trying to ignite a footwear blasting apparatus while on a air journey from Paris to Miami bearing 184 travelers and 14 crewmembers.   He is assisting a life jail term.   Ã‚  Ã‚   *   Ahmed Omar Abu Ali was convicted in November 2005 of conspiracy to assassinate the U.S. President and conspiracy to consign air piracy and conspiracy to decimate aircraft. Ali was punished to 30 years in prison.   Ã‚  Ã‚   *   In May 2006, Zacharias Moussaoui was punished to life in jail after pleading at fault to diverse terrorism violations, confessing that he conspired with al-Qaeda to hijack and smash into planes into famous U.S. structures as part of the 9/11 attacks.   Ã‚  Ã‚   *   In September 2009, Najibullah Zazi was ascribed with conspiring to use a tool for fighting of mass decimation as part of an al-Qaeda contrive blasting apparatus goals in the United States. Several of his supposed aides have been apprehended and ascribed in government court.   Ã‚  Ã‚   *   During 2009, 14 persons were ascribed in the District of Minnesota attachment with an ongoing enquiry of persons who have traveled from Minnesota to Somalia to train with or battle on behalf of the terrorist assembly al-Shabaab.   Ã‚  Ã‚   *   In September 2009, Daniel Patrick Boyd and other ones were ascribed with contriving an strike on U.S. infantry staff at the Quantico Marine Base, as well as employing juvenile persons to journey overseas in alignment to kill. Just Punishment Although diplomacy has its location, it is so straightforward to glimpse that diplomacy and discussion manage not hit worry in the hearts of terrorists. Yes, American hostages in Iran were finally issued after 444 days. But other American hostages like Lt. Col. Williams Higgins were slain by Lebanese Shiite terrorists. In most situations, diplomatic efforts have failed to convey terrorists to justice. We have shown overhead that Romans 13 devotes government the right to accept the sword to defend its people from criminal risks from inside the homeland and infantry risks from out-of-doors the country. We have furthermore shown that infantry activity is furthermore sanctioned to penalize piracies and felonies and to penalize offenses contrary to the regulation of nations. With this as backdrop, we should now aim on the topic of just penalty which is recounted in Exodus 21. The standard here is that the penalty should be proportional to the crime. A referee could not cut up off a mans hand only because he rubbed another mans hand in a fight. The penalty was to be: set alight for set alight, wound for wound, and band of color for stripe. Excessive penalties were forbidden. Punishment was swift and certain, but it was furthermore equitable and proportional. Just and proportional penalties have been the form for both criminal and infantry punishments. Not that all countries have pursued this rule. But the United States should set up the lesson pitch by next this biblical principle. In the context of our consideration on terrorism, I accept as factual that we should request proportional penalty to terrorists and owner countries. First, this entails that we should not request too critical a punishment. Calls for bombing towns of owner nations in retaliation for terrorist activities should be turned down as unsuitable and unjust. But this furthermore entails we should not request too lightweight a punishment. Host countries that harbor terrorists and deny penalizing or extraditing terrorists should be forced by the United States. Punishment could arrive in the pattern of financial embargoes, import- trade items limits, severing diplomatic relatives, or even infantry actions. But the penalty should be proportional to the terrorist act. Excessive answer or retaliation will not only be unjust, but it will fuel the blazes of anti-American sentiment. In some situations, an American hit force of counterterrorists might be essential when the risk is both genuine and imminent. This should be the choice of last holiday resort, but in certain examples it may be necessary. In 1989, for demonstration, Israeli exceptional forces apprehended Sheik Obeid and no question crippled the terrorist mesh by conveying one of their managers to justice. In 1985, U.S. planes were adept to force an Egyptian airliner down to avert the getaway of another terrorist leader. These are admittedly actions which should be finished seldom and carefully. But they may be befitting entails to convey about justice. Conclusion In deduction, I accept as factual we should identify terrorism as a new kind of infantry aggression which needs governmental action. We are engaged in an undeclared conflict and Congress and the President should take the identical kinds of activities they would if endangered by a hostile country. We should work to discourage farther terrorist aggression in this decade. The best way to apply such a scheme would be through some kind of focused nationwide security court, an concept other ones have suggested with changing grades of specificity. Modeled on the exceptional court that authorizes surveillance in nationwide security situations, such an placement would maximize the public and worldwide legitimacy of detention decisions. It would put detentions in the hands of referees with all the prestige of the government court scheme yet with specific know-how applying directions conceived to defend classified data and organize legitimate security concerns. Such a court is furthermore, in m y outlook, the best venue in which to trial terrorists suspect of conflict misdeeds, utilizing directions that hybridize the present Military Commissions Act with usual government court practice. In addition, the present administrations reliance on a untainted regulation of conflict form for detentions has been a fateful error. But the try to revert to a prosecutorial form for handicapping terrorists would supplant that mistake with a scheme unsuited to the trials we actually face as a society. The right response is-as it has been since September 11-to conceive the detention scheme we require to handle the exclusive position of international jihadist terrorism. That is a task only Congress can complete and it is long overdue.

Philosophy of Education Essay -- Philosophy of Teaching Statement

Philosophy of Education School. What is school? School is something where kids go five days a week to learn new things each day. School is where they get a good education so when they get out of college they can go get a high paying job and support their family. Having an education is something that will help you when you get in the real world. Education is something that has helped me to pursue my dream, which is to go to college and get a job as a teacher, which was influenced by my father. In my paper I plan to tell you about my views of nature of knowledge, purpose of education, why education is important, what I want to accomplish as a teacher, what one want the students to accomplish, methods, discipline, and curriculum. Today children are classified into three groups AP , intermediate, and LED. The children are strongly influenced by their environment just as Plato had said. If kids were born with the same intelligence, then we wouldn't have to classify them into three groups. One example to show that Rousseau' s theory was wrong is when I was in second grade and the teacher have us a reading test. The test was to see who could read well enough to move to a higher reading level. Some of us moved and some didn't. If Rousseau's theory was right that every student had the same intelligence, then every kid would have passed the test and moved to a higher reading level. However if kids that weren't read to as a kid are more likely to have lower scores in reading. Knowledge is the particular range of one's information or acquaintance with facts. This is something that is absolute and by that it means it will never change. What you learn can only make you understand life more. Life is knowledge, if you k... ...o think physical education classes can be good for teaching the students the importance of team work. The reason I think Health is important, is because most kids today doesn't know how the body works and don't know how to eat a healthy diet. Health goes right along with P .E. , because in Physical Education I'm promoting physical activity and in Health I'm promoting proper eating habits. It all ties in together on how to have a properly fit and healthy body that can produce a long healthy life. Many of the views that I gave you are similar to the views of Plato's. Many of the views discussed why education is so important in a person's life. Having a education is something that will help you beyond the work force it will help you in life itself. If it wasn't for the education that I have received over the years, I wouldn't be pursuing my dream as a teacher.

Stefan’s Diaries: The Craving Chapter 11

The following morning, I clutched the soft linen sheets up to my neck, as I had when I was a child. With my eyes squeezed shut, I could almost pretend I was home again. That Damon and I were still human and having our usual brotherly quarrels. That our father was somewhere on the plantation, working. That Katherine was alive. No – wait. That we had never met Katherine. Or†¦ maybe I was in bed at Lexi's house, unsure about my new life, but accepted in this new home of fellow vampires. I slowly came fully awake, and my fantasies crumbled against reality. I was in the Sutherlands' house, still a captive of their generosity and my brother's threats, an uneager groom being run quickly into an unwanted wedding. The Sutherlands weren't terribly formal but nevertheless expected everyone to show up at breakfast. My dressing went perhaps slower than it might have normally, as I adjusted my sock garters until they were perfect, fiddled with my cuffs, and ran my hands through my hair. I didn't much like looking in mirrors in those days. I hated who I saw there. By the time I finally made it downstairs to breakfast, the entire family was well into their meal. Mrs. Sutherland greeted me with a warm maternal smile that tore at my insides. Though I felt genuinely fond toward her, she was compelled to accept me. â€Å"Good morning,† I mumbled, slinking into my place. â€Å"Is there any coffee?† â€Å"You seem a bit down today, m'boy,† Winfield said, tucking his watch into his breast pocket. â€Å"And a bit thin, may I add. You definitely need fattening up before the wedding – I think I'll take you to the club today. They do a wonderful lamb and pudding.† Lydia gave me an apologetic smile. With a shock I realized that a pretty rose-pink scarf encircled her neck, neatly covering the usual spot for a vampire bite. Damon had fed on her. I turned my head from the coffee that had been placed before me, my stomach churning. Unconsciously, I touched my neck where Katherine used to bite me, remembering the pain and pleasure all wound up together so sickly. Was it a message to me? To remind me of what would happen if I failed to marry Bridget? â€Å"Stefan! Don't go to the club until later! We have a full day today,† Bridget warned. â€Å"We absolutely must, must, must go visit Bram's family. They just love Damon – Brammy's been taking him to all of the latest places, like that bar that serves real English-style Pimm's Cups! I'll have to wear my new blue muslin. To their house, not to the bar, naturally. It isn't a suitable place for ladies. Fanny wanted blue muslin for her trousseau, but her engagement didn't work out, poor thing†¦.† The door to the kitchen opened, and Damon stepped through. â€Å"Good morning, all,† he crowed, bright-eyed and chipper. He looked rested and sated as he gave Lydia a flirty bow and me a nasty wink. My shoulders clenched. â€Å"What are you doing here, Damon?† I asked in as innocent a tone as I could muster. â€Å"You didn't hear?† He sat down at the table and unfolded his napkin with a flourish. â€Å"Winfield begged me to move in.† â€Å"Oh.† I pushed my chair back from the table, plastering a wobbly smile on my face to mask my anger. â€Å"Er, Damon, would you mind joining me in the foyer for a moment?† Damon grinned at me. â€Å"But I just sat down and I'm ever so hungry.† â€Å"It will take but a minute,† I said through clenched teeth. Lydia looked at me curiously, but after a beat, Damon scraped his chair back and followed me to the foyer. â€Å"Milady, I'll return shortly.† The second we were out of earshot, I turned to my brother. â€Å"You are unbelievable. You're moving in now?† â€Å"Why thank you,† Damon said with a facetious bow. â€Å"And yes. Were you not listening last night when I talked about all the amazing†¦ amenities the Sutherland abode has to offer?† The room began to spin around me as rage overtook me. My patience with Damon's game was over. â€Å"Why bother with all of†¦ this?† I demanded. â€Å"These shenanigans? If you're so powerful, why not just go into a bank and make them give you all of the gold in their vaults?† â€Å"I suppose I could, but where's the fun in that?† â€Å"The fun?† I echoed in disbelief. â€Å"You're doing this for fun?† Damon's eyes hardened. â€Å"Tracks, brother. You're not thinking ahead.† He frowned and brushed some imaginary lint off my jacket. â€Å"Yes, I could just steal the money and leave town. But we're going to be around forever. Or at least I am. And compulsion doesn't always take. In case you didn't notice, Margaret remains quite stubborn, and having her or Winfield, should he ever shake my Power, go around waving my picture and calling me a thief†¦ well, I can't have that. It's much easier – and more fun – just to inherit it.† I gazed at the door that separated us from the happily dining Sutherlands. â€Å"Inherit it? As in, upon death?† â€Å"What? Why, brother, what exactly are you implying?† he asked, pretending to be hurt. â€Å"You keep your half of the bargain, and I don't go on a killing spree. Remember? I gave you my word.† â€Å"No, Damon,† I said. â€Å"You said if I didn't marry Bridget you would start killing everyone in that room. You specifically did not say anything about what would happen after we were married.† â€Å"Good point,† Damon said, nodding. â€Å"I'd like to kill a few people in their circle. Starting with that sycophant Bram. I think he has a thing for my Lydia, you know,† he added with mock anger. â€Å"Damon,† I growled. His eyes narrowed. â€Å"You take care of your wife. I'll take care of mine.† I looked at my brother sharply. â€Å"So then you do plan to kill Winfield after he signs over his fortune?† â€Å"For that, you will just have to stick around and see.† â€Å"I won't let you hurt any of them,† I promised through a clenched jaw. â€Å"You can't stop me. Whatever I choose to do,† Damon hissed back. We glared at each other. My hands curled into fists. He shifted his stance, ready for a fight. At that moment Mrs. Sutherland poked her head into the foyer. â€Å"Boys? Everything okay out here?† â€Å"Yes, ma'am,† Damon answered graciously. â€Å"We were just acquainting ourselves.† He pointed the door to the kitchen and gave a slight bow. â€Å"After you, Stefan.† Reluctantly, I passed back into the kitchen, Damon close on my heels. â€Å"So tomorrow we pick out our suits,† Damon said. He was acting as though we were continuing a mundane discussion from the foyer, rather than just having ended an argument over the fates of everyone in the room. â€Å"Stefan, we should match! Why, Bridget, weren't you just saying last night how someone, I forget who, matched her sister at another wedding? Silk or something?† He knew. He was my brother and he knew precisely how to torment me. Eternally. â€Å"Yes, of course, Damon,† Bridget said with a gratified smile, turning to me. â€Å"Stefan, you have to hear this. I thought about matching me and Lydia, but I'm not sure the effect would be as dramatic, what with Lydia's figure†¦Ã¢â‚¬  I slowly sank down at the table, drowning in her words – and the knowledge that Damon was right. I had never been able to stop my brother, especially not when it mattered most.

Rmcf Srategic Audit

Strategic Audit of Rocky Mountain Chocolate Factory Table of Contents Current Situation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Current Performance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Strategic Posture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4,5 Corporate Governance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. 5 Board of Directors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 5,6,7 Top Management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7,8,9 External Environment: Opportunities and Threats (SWOT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦9 Natural Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Societal Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦9,10 Task Environment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦. 10,11 Summary of External Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦. 11 Exhibit 1- EFAS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 Internal Environment: Strengths & Weaknesses (SWOT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦. 11 Corporate Structure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11,12 Corporate Culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Corporate Resources†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 Marketing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Finance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12,13 Research & Development†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13,14 Operations & Logistics†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦14 Human Resources Management (HRM)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦14 Information Technology (IT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦14,15 Summary of Internal Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 Exhibit 2- IFAS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 Analysis of Strategic Factors (SWOT)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Situational Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5,16,17 Review of Mission and Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦17 Exhibit 3 – SFAS Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 Strategic Alternatives and Recommended Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 Strategic Alternatives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦.. 18,19 Recommended Strategy/Implementation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19,20 Implementation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 Evaluation and Control†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20,21 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 24 I.Current Situation A. Current Performance Successful from the start * Currently there are five company-owned and 329 franchised RMCF stores operating in 38 states * Continuous revenue increases from year to year (around $16,678,472 in 2008) * During this time of economic decline that had arose, the sales began to slow up but Rocky Mountain Chocolate Factory seems to be in great shape under all financial aspects to survive the recession. B. Strategic Posture Here is the original mission, objectives, and strategies of the company.RMCF is always looking to become more and more successful from what they already have and hope to continue doing well now and in the future. 1. Mission: The Company does its finest to stay fine-tuned and focus on franchising and manufacturing. * They guarantee goo d quality, taste, value, and variety of all their products * Their number one focus and factor is the quality of the product 2. Objectives: RMCF is always wanting to be known and therefore their customers and employees are huge for the company.They are always doing their best to stay in the seat they are in now by staying successful, continuing to gain customers, popularity, and even profits as a whole. * Continue to keep a good relationship with all employees and with the franchises as well * They are always sure to handle and manage their money in all the proper ways even during the time of the 2008 economic slump * Always had an eye open to slow factors down during this rough time (expansion and eliminate debt) 3.Strategies * Rocky Mountain Chocolate Factory is repurchasing stock here because they felt as if it was undervalued * Different kinds of candy, such as sugar free treats for individuals who choose to be more healthy or who cannot have the candies with all the sugar in th em * The company owns refrigerated trucks to make it simple to move products from the factory to stores * Putting stores in areas of tourist, entertainment, and street front locations to gain more and more attention. Stores are set up for customers to be able to not resist the smell and sights of all the goodies (will keep them coming back) 4. Policies: RMCF consists of many different polices as most places do. The company wants to always continue increasing accountability, revenue, customers, and all the positives that have been such a success for the company while also reducing bottlenecking. All franchisees are expected to hold a high level of excellence * Believe they should control the manufacturing of its own products in order to better maintain its high product quality standards * RMCF sends their trucks from factories to stores with products and then brings back more ingredients for the next product so they can save trips and be more cost effective * Stores must be placed fa r enough apart and in good locations so that the company has the best possibility for success * All stores have the policy of sample in the store so customers can see and try what they are going to purchaseThe current mission, objectives, strategies, and policies reflect the company under many aspects. It continues to be successful, expand the customer culture, and accessibility. RMCF created a leading business model that was truly effective. With all the company has accomplished it continues to keep an eye open and look to consider changes if needed. II. Corporate Governance A. Board of Directors Due to the type of company, it is restricted by law to have no fewer than three and no more than nine directors on the board.The company previously decided on having 6 directors with Crail and Merryman being the only two internal board members. 1. Franklin E. Crail- Founder of the first RMCF, Chief Executive Officer, President, and a director. Bryan J. Merryman- Vice President, Finance & c hief financial officer, chief operating officer, director and a treasurer. Others directors include: Gerald A. Kien – Former chief executive officer of Remote Technology. Lee N. Mortenson – Former managing director at Kensington Partners LLC. Clyde W.Engle – Chairman of the board of directors and chief executive officer of Sunstates Corporation. Fred M. Trainor – Chief executive officer and president of AVCOR Health Care Products Inc. With the exception of Franklin E. Crail who was the co-founder of RMCF and Bryan J. Merryman, the Board of Directors of Rocky Mountain Chocolate Factory is composed of all external-independent board members. The directors do not receive any kind of compensation for serving on the board.However, they do receive compensation for serving other things such as serving certain board committees, leading committees, and when getting involved in meetings. Directors who are not officers or employees of RMCF are entitled to receive s tock option awards. RMCF is publically traded and listed on NASDAQ Global Market. For each share of common stock held, a shareholder is entitled to one vote on all matters. There are different rights as all matters could be voted on except the election of directors. Shareholders on the board had cumulative voting rights in the election of directors.The Board of Directors has frequently paid out quarterly cash dividends usually to common share outstanding. The RMCF board of directors are equipped with a wide variety of skills, interest, knowledge and background. The board members contribute numerous experiences in different positions from multiple companies. It seems that none of the directors were ever in the food industry before. Franklin E. Crail co-founded the first Rocky Mountain Chocolate Factory store in May 1981. Since, Crail has served as its President, Director, Chairman of the Board, and CEO.Before finding the company, he was co-founder and President of CNI Data Processing Inc. Bryan J. Merryman has experience in leverage buyout firms, retail and manufacturing of aftermarket auto parts, consulting, financial advisory, and risk management. He has been with RMCF since 1997. Lee N. Mortenson has been with the company since 1987 and has been involved in consulting and investment activities since 2000. He was the managing director of a private investment firm and has been President and CEO of a company that provided management consulting and investment services.He has also been involved in real estate development and manufacturing. Gerald A. Kien became part of the company in 1995. He had just retired from his position as President and CEO of a company involved in the development of instrumentation for vehicle emissions testing. He also had previously been on the board of Sun Electric which is a company that deals with the oilfield, wind farms, and transmission construction industries. Clyde W. Engle became part of the company and had experience in profes sional property management as well as in a one-bank holding company.RMCF has a total of 41 franchise stores internationally. Based on what some of the directors use to do in the past, it is clear that they have the experience to work with international operations of the company and help benefit RMCF. When it comes to the environment, it can be said that RMCF board members are concerned with its environment. To start with a simple example, Crail had to scope out the perfect environment where to build his company. He moved from California to a smaller town where he started to survey the environment to make sure that it was a good place to open a chocolate shop.Crail had to make sure the environment was going to be a contribution to the success of the organization. RMCF was first located right on the main street for location and was right by the river which was a tourist attraction. The smells caught the noses of the tourists that came to town for the attractions. The company then cont inued to establish RMCF stores in five primary environments such as regional centers, tourist areas, outlet centers, street fronts, and airports and other entertainment oriented areas. The board members have been around for quite some time. Starting from 1982 to 1987, 1995, 1999, 2000, and 2009 basically.Even previously from 1987. The board seems to be deeply involved with strategic management of the company, controlling all from where stores are located to how training is conducted. When it comes to decision making on what to do with the company, the board of directors at RMCF tend to agree upon what to do as a team. They take care of all major aspects of the company. For example, they are in charge of resources and performance in the environment. With the co-founder being part of the board, strategic management works in a way that they all come to an agreement on, the board and no one is voted out.The board is able to run an evaluation on performance and many other aspects. All bo ard members participate and stick to a strategic plan to come to an agreement for the company. B. Top Management When it comes on to top management at RMCF it is up to the internal employees that are all part of the board. Listed below are some individuals that are part of RMCF top management: Frankiln E. Crail- Chief Executive Officer, President, and Director Bryan J. Merryman- Vice President, Chief Financial Officer, Chief Operating Officer, and Treasuer Edward L.Dudley- Senior Vice President- Sales and Marketing Gregory L. Pope- Senior Vice President- Franchise Development and Operations Jay B. Haws- Vice President- Creative Services William K. Jobson- Chief Information Officer Virgina M. Perez- Corporate Security Similar to the board of directors, top management of RMCF comes from a lot of different backgrounds. All of them are experienced in their field, but none of them before had ever had experience in the food industry. Some of the top management individuals consist of Crail , Merryman, Dudley, Pope, haws, and even a few more.Top management at RMCF are responsible for the different franchises and the growth of the company. They use top management as a form of recognition style so they can use it to expand and open more franchise stores. This will allow them to open more stores with no capital investment. Top Management also has international experience similar to the board of directors, because some of the individuals are both on the board of directors and top management. They have had to interact with others internationally and learn how to work with others from all over as well.That is why RMCF continues to stay towards the top and seems to most of the time be doing very well. There have been different ways and ratios looked into that determine if top management is effective and if they have an impact on the corporation’s performance over the past years. The ratios turned out looking rather well for RMCF in that the company is doing well and to p management has been responsible for these corporation performances over the past few years. This means that the management is aware of their resources and are using them to the company’s advantage.About half of the top management have been promoted internally. They started off as a store manager, franchise owner, or working their way up through the company. Some of these managers have been with the company since it first merged in the early 1980’s. Top management has established a systematic approach to strategic management. As mentioned above, the committee consults the board on making the right organizational decisions. By placing intense focus on Environmental Scanning of strategic management, RMCF has been smart and placed store locations in tourist areas, or high levels of foot traffic.Top management of RMCF is deeply involved in the strategic management process of the company. They are in charge of the mainstream controls that their franchise branches do. There fore, top management is truly involved. When it comes to deciding store locations, directing training, and providing ingredients, these are all decided upon in their original Durango, Colorado location. At RMCF top management is heavily involved in the interaction with lower level managers and the board of directors. Top management consults with the lower levels when deciding what to do and what strategies they can come upon that will best suit the company.Even though top management is higher up then the lower levels, they must come to agreements on certain strategies before making changes. Therefore, top management does play a very important role when it comes to interacting and communicating with lower level managers and board of directors at RMCF. By interacting and communicating helps the company rise above and stay ahead of competitors. RMCF is great with their interaction at all levels and that is what allows for it to be one of the leading chocolate factories worldwide. Decis ions at RMCF are made ethically in a socially responsible manner.If there is ever any concerns or anything that could be harmful to the company name, system, or reputation they are strictly prohibited. Along with the ethical manners of RMCF, environmentally sustainable manners come into play. From what RMCF can control, they want to always maintain an environmentally sustainable manner. With most things they are able to do so but with cocoa beans that are the main raw material used to make chocolate and grown in Africa and several other countries, RMCF cannot directly regulate if those countries are leading themselves in an environmentally sustainable manner.There are many different rules, regulations, and concerns that need to be kept under tight control with the company. From the case, one can see that RMCF’s top management is sufficiently skilled to cope with any future challenges. All of the top management team comes from truly experienced backgrounds and are prepared to withstand any recessionary forces that are knocking the U. S. economy. III. External Environment: Opportunities and Threats (SWOT) A. Natural Physical Environment: Sustainability Issues 1. Some natural climate issues that could affect the company would be heat, rain, and snow.Some weather related issues would be hurricanes and earthquakes that would affect traffic, tourism, and crop production (cocoa beans). 2. These forces would affect different regions of the world depending on the season and location. There might be different weather-related events, but different types would affect each region. B. Societal Environment Economic Economic is a current threat because the economy is dealing with a current recession. Spending is down and chocolate isn’t a necessity, which means there will be less chocolate being consumed. TechnologicalTechnology is an opportunity for RMCF. One example is that with online shopping increasing, consumers can buy as much of the product as they want right from their phones or computers. Also, technology can speed up the production process. Machines can do a lot more work as well, which will limit the amount of work that workers have to do by hand. This will increase the overall quality and consistency of the product. Political-Legal Political-Legal can be a threat to this corporation. Working in a factory can be somewhat unsafe. There are always health and safety issues in any workplace.There are also fair-trade regulations, import and export regulations, licensing agreements and child labor laws that have to be enforced. Sociocultural Sociocultural is an opportunity for this corporation. Based on research, dark chocolate has many health benefits. Some of these benefits include limiting the risk of diabetes, heart attacks, and strokes. Dark chocolate can also lower blood pressure and cholesterol, and increase sugar metabolism. This will increase consumer spending on dark chocolate if consumers believe that it is healthy for the m. These forces would be different in other countries.This is because every nation is not at the same developmental stage, in terms of Economic, Technological, Political-legal, & Sociocultural. Some countries are ahead of the U. S & others are behind. C. Task Environment 1. Forces that drive industry competition are prices, geographic locations, large corporations entering the market, and prime retail locations. a. Threats of new entrants: High: Nestle and mars are two of the top food manufacturers in the world. With low entry barriers and having to compete with these established corporations there is a high threat. b.Bargaining power of buyers: Medium: Consumers have other options to choose from besides RMCF. They can buy chocolate from whomever, but with their prices, consumers are still choosing RMCF. c. Threat of substitute products/services: High: There are many substitutes to gourmet chocolate and with the economy; consumers might fall for the lower prices and easy access to d ifferent products. d. Bargaining power of suppliers: Low: RMCF has an advantage over other suppliers because of their fixed pricing and alternative supplier options. e. Rivalry: High: There has been an increase of entrants into the industry.Chocolate can be an easier industry to buy into with the health benefits and low entry barriers. f. Relative power of union, governments, and special interest groups: Medium: Consumer demands, union demands, and government regulations present challenges for RMCF. 2. Key factors in the immediate environment are: * Consumers demand for quality and healthy products. * Big name competitors like Nestle and Mars entering the market. * Suppliers providing ingredients at a fixed cost. * Labor unions and employers working together to produce raw materials at a low cost D. Summary of External FactorsSee Exhibit 1: Find at end of paper Consumer demands and competition are the most important factors to the corporations and industries in which it competes at the present time. Without consumers buying the product, the company cannot survive. Even though there are other factors that weigh into consumer happiness, it all boils down to if they like the product, if they can afford it, and if they choose it over other competitors. In the future it will still be the same, there will still be other competitors that will be coming out with new and improved products. Consumers can change company preference at any time.RMCF has to keep fixed prices as good or better with the products that are similar to that of their competition in order to keep their consumers around. IV. Internal Environment: Strengths and Weaknesses (SWOT) A. Corporate Structure Rocky Mountain Chocolate Factory prides itself on its history. It was built around location and lifestyle, which has helped shape its corporate structure that is used to this day. Rocky Mountain Chocolate Factory uses a divisional corporate structure that focuses in three areas; product, market, and geo graphic. Product is the first and foremost important element for the Rocky Mountain Chocolate Factory.As said by one of the Co-founders Franklin Crail â€Å"The number one factor is the quality of the product, without that customers aren’t going to stay around long† (book p26-3). Rocky Mountain Chocolate Factory is known for its specialty chocolate treats such as; nut clusters, caramels, butter creams, mints, and truffles. RMCF also tries to stay innovative with its products, having recently introduced sugar free and no sugar added candies. Chocolate isn’t the only sweet treat that Rocky Mountain Chocolate Factory offers, however, they also offer an array of fudges and caramel apples.Market structure is the next piece that fits into Rocky Mountain Chocolate Factory’s divisional corporate structure. Market structure comes into play with the different groupings of employees that Rocky Mountain Chocolate Factory has as a whole. They can be divided up into ma nufacturing its own trucking operations, store employees, factory employees, and corporate management. Splitting up the employee force and grouping everyone with the same or similar groups together is the main purpose of the market structure as part of the divisional structure as a whole.The last piece of Rocky Mountain Chocolate Factory’s divisional corporate strategy is geographical structure. This groups employees come together on a basis of where they are located. This is important for Rocky Mountain Chocolate Factory because it an international company with stores all over the United States, Canada, and the United Arab Emirates. The placement of the shops is also a key element to the success of the store. The main environments are; regional centers, tourist areas, outlet centers, street fronts, and airports. B. Corporate Culture â€Å"The Peak of Perfection in handmade Chocolates†Rocky Mountain Chocolate Factory has a very unique corporate culture. It truly tries to live up to its tagline of being â€Å"The Peak of Perfection in Handmade Chocolates†. As a company they accomplish this by making all the shops a blend of traditional and contemporary styles. They also sought to make each store a fun and inviting place to be for both its workers and the customers that stop in. In each store it is possible to see the chocolates being made by the workers, thus showing that the chocolates really are handmade, as promised by the tagline of the company.Another important aspect of the Rocky Mountain Chocolate Factory corporate culture is its franchising philosophy. It is always looking to improve its franchise support systems and has a high level of service and commitment to its franchises. The company realizes the importance of supporting and monitoring all of its franchises, because they are a direct reflection of the company. C. Corporate Resources 1. Marketing Rocky Mountain Chocolate Factory runs on low-cost, high-return publicity opportuni ties. This is through taking advantage of local and regional events, sponsorships, and charitable causes.A large national marketing plan was never something that Rocky Mountain Chocolate Factory was interested in. Instead the company preferred to use things like coupons, flyers, and mail-order catalogs generated in house using its Creative Services Department. This department also works directly with each franchise. 2. Finance RMCF is consistently making a profit, allowing operating expenses to increase, and it also has multiple income sources. Rocky Mountain Chocolate Factory’s financial situation can best be seen through the use of a graph. This graph breaks down the company’s financial situation for the past five years. | YEARS ENDED FEBRUARY 28 or 29,| | Selected Statement of Operations Data| | 2012| | | 2011| | | 2010| | | 2009| | | 2008| | Total revenues| | $| 34,627| | | $| 31,128| | | $| 28,437| | | $| 28,539| | | $| 31,878| | Operating income| | | 5,853| | | | 5,950| | | | 5,671| | | | 5,819| | | | 7,914| | Net income| | $| 3,876| | | $| 3,911| | | $| 3,580| | | $| 3,719| | | $| 4,961| | | | | | | | | | | | | | | | | | | | | | | Basic Earnings per Common Share| | $| . 63| | | $| . 65| | | $| . 60| | | $| . 62| | | $| . 78| | Diluted Earnings per Common Share| | $| . 62| | | $| . 62| | | $| . 58| | | $| . 60| | | $| . 6| | Weighted average common shares outstanding| | | 6,111| | | | 6,051| | | | 6,013| | | | 5,985| | | | 6,341| | Weighted average common shares outstanding, assuming dilution| | | 6,295| | | | 6,290| | | | 6,210| | | | 6,157| | | | 6,501| | Selected Balance Sheet Data| | | | | | | | | | | | | | | | | | | | | Working capital| | $| 10,573| | | $| 9,831| | | $| 8,930| | | $| 7,371| | | $| 5,152| | Total assets| | | 24,163| | | | 21,439| | | | 18,920| | | | 16,841| | | | 16,147| | Stockholders’ equity| | | 18,736| | | | 16,654| | | | 14,731| | | | 13,242| | | | 11,655| | | | | | | | | | | | | | | | | | | | | | | Cash Div idend Declared per Common Share| | $| . 400| | | $| . 400| | | $| . 400| | | $| . 400| | | $| . 390| | 3. Research and Development (R&D) Rocky Mountain Chocolate Factory knows the importance of keeping up with consumers wants, needs, and most importantly tastes. With the recent health raze, doing research and development was necessary to find out what in fact the consumers actually wanted from their chocolate companies. Due to this health craze the demand for dark chocolate has seen a significant increase. Also due to the health conscious, there has been research on chocolates that have been enhanced with minerals, vitamins, antioxidants, and probiotics. Another trend that has become apparent in the chocolate industry is the want for ethical and fair trade chocolate. Consumers were showing concern about supporting cocoa farms that used child labor. Due to this consumers were choosing to support companies that could prove they were using only â€Å"ethical† cocoa products. 4. Operations and LogisticsRocky Mountain Chocolate Factory’s operation and distribution objectives are all about maintaining the quality and freshness of its products. As a company Rocky Mountain Chocolate Factory encourages its franchise stores to only order what they can realistically sell in a two to four week time frame, this ensures freshness. Rocky Mountain Chocolate Factory’s manufacturing process primarily involved cooking or preparing the candy. This is done in a temperature controlled room with strict quality controls in place to ensure that only best candies make the cut. While most of the candy is still handmade, there has been some change to automated processes if it makes sense to do so from a financial aspect.A large part of Rocky Mountain Chocolate Factory’s operations deal with its distribution or truck shipments. When it appeared that there couldn’t be a suitable shipper found, Rocky Mountain Chocolate Factory created its own fleet of semi s. By doing this it enabled the company to deliver its products to the stores quickly and at an extremely cost efficient and effective price. Having its own fleet to haul and return products and supplies has become not only a convenience for Rocky Mountain Chocolate Factory, but an extremely business savvy move. 5. Human Resources Management (HRM) Most of Rocky Mountain Chocolate Factory’s employees are employed and paid on an hourly basis. At times, the employment of temp or seasonal help was used.Rocky Mountain Chocolate Factory prides itself on staying competitive in its industry with regard to pay, benefits, and working conditions. The company is big time on the emphasis of respect, commitment, and professionalism. As far as human resources and employee relations go, Rocky Mountain Chocolate Factory rates itself as very good! 6. Information Technology (IT) Rocky Mountain Chocolate Factory uses social media as a main source of its information systems. Its main social media resource is Facebook. It allows for customers to â€Å"like† their page to receive special information and deals regarding the company. It also has a link to Facebook on its homepage on the corporate website. They also use Twitter and Instagram.Besides these information systems the company uses, the stores operate independently from main corporate structure and some other aspects of its operations the company uses information technology for shipping, sales performance, inventory control, and accounting. D. Summary of Internal Factors See Exhibit 2: Find at end of paper V. Analysis of Strategic Factors (SWOT) A. Situational Analysis See Exhibit 3: Find at end of paper Here we just laid out some of the important strengths, weaknesses, opportunities, and threats that were important when it comes to RMCF. By looking at the SFAS Matrix: exhibit 3 at the end of the paper one can see of the external(EFAS) and internal(IFAS) factors and which of each are the most important that have a strong impact on the company’s present and future performance. Strengths * Strong Franchise Program Rated an outstanding franchise in 2008 by the Entrepreneur magazine * March 31st there were 329 franchised stores * Visibility of its stores and the high foot traffic generated strong name recognition High Quality Product (won the 3 heart rating in a blind taste test) Strong mix of different kind of ingredients * During holiday seasons, company made as many as 100 additional items * Developed a new line of sugar-free and no-sugar added candies * According to the company, â€Å"results have been ‘spectacular’, filling a need for those with a special dietary requirements† * Careful selection of store sites * Highly cohesive corporate culture * Trademarks * Big, chunky chocolate concoctions * The Bear Paw-sized concoction of chewy caramel, roasted nuts and heavy coating of chocolate * Caramel apples followed by the Bear was the best selling Weaknesses * Glob al presence * Sale of chocolate and confectionary products was affected by changes in consumer tastes and eating habits * Negative impacts * Equity market levels * Consumer confidence * Job growth * Consumer disposable income and spending levels * Unemployment rates * Recessionary and inflationary trends * Energy prices Opportunities * New environments for success * Automation increase the speed and efficiency of the manufacturing process * Significant opportunities existed to expand into tourist area * Airport locations Accelerate the opening of stores in high volume airport locations * Sport Arenas * Kiosks * Enhanced franchise opportunities by providing flexibility in support of existing franchisees’ * Incorporated the company’s trademark cooking areas * Low cost marketing * Focused primarily on local in-store marketing * Fixed price contracts Company owned trucks * In 2008, owned eight refrigerated trucks and shipped substantial portion of its products from its fac tory * Cost effective, and quick delivery * Human Resources * Provided working conditions, wages, and benefits that compared favorably with its competitors * High performance expectations, mutual respect and professionalism existed throughout the company Threats Weather * Crop farming * Tourist areas * Competitors * Mars Inc. * Fanny May * Godiva Chocolatier * Large annual sales, and was one of the leading chocolate businesses * Scharffen Berger and Joseph Schmidt * Ethel M Chocolates * See’s Candies * Hershey * These companies not only manufactured chocolate but also had their own retail outlets * Numerous businesses that offered confectionery products, from large to small privately owned local businesses * Influence of sales affected by * Traffic patterns * Economic conditions * Demographic conditions B. REVIEW OF MISSION AND OBJECTIVES Mission Built around a location and a lifestyle. The number one factor is the quality of the product, without that customers aren’t going to stay around long. † (Page26-2) The Company believed that its store atmosphere and ambiance, as well as its brand name recognition and its careful selection of sites for new store and kiosks, merchandising and marketing of chocolate and other candy products, expertise in the manufacture, and commitment to customer service are key to the accomplishment of its objective to build on its position as a leading international franchiser and manufacturer of high quality chocolate and other confectionary products. †¢ Quality, taste, value and variety of products †¢ Quality of the product is the number one factor Objectives Manage money carefully during economic downturn †¢ Slowed expansion and elimination of debt †¢ Maintain a good relationship with employees as well as franchisees Rocky Mountain Chocolate Factory has continued to maintain its mission and objectives appropriately during times of expansion as well as recession. VI. Strategic Alternatives and Recommended Strategy A. Strategic Alternatives The current and revised objectives are met rather well in this case and in any situation there can be implementation and improvement of the company’s strategies to make it even better. The alternative strategies are the Growth strategy, stability strategy and the retrenchment strategy.Cost leadership and differentiation play a part under strategic alternatives as well. 1. Stability Strategy: Stability strategy is when corporate strategies need to make no changes to the company’s current direction of activities. Therefore, RMCF fits pretty well under this because from the case one can see that they were doing rather well and never seemed to dip down by much at all. RMCF does not need to change any major things they just need to be sure and remain on the same page all the time and fix any small things that may occur. PROS: Stability strategy is rather cheap and will take the least amount of time. It also allows for appropria te training of any new franchisees.CONS: With a stability strategy it may only be short term solve or could end up resulting in loss of market share. 2. Growth Strategy: The concentration can be either vertical growth or horizontal growth. Vertical growth consists of taking over another company and this strategy would somewhat be beneficial for RMCF at this time because they tend to be doing well and if they were to take another place over and run it as they run their own company things would continue to be well off. Horizontal growth is spreading into other geographical locations. Horizontal growth is also something that RMCF is looking to do at this point because expanding into different geographical areas will benefit them and let them continue to become known all over.The diversification strategies involve concentric and RMCF seems to have a pretty strong competitive position in the industry world. Conglomerate diversification comes into play here too and RMCF seems to be pretty well and in a good spot with their cash making company. With these two characteristics, diversification strategy should work. The horizontal growth is huge through franchising at RMCF. PROS- RMCF could continue reaching and expanding to different new markets as profits continue to move forward. CONS- The growth strategy may not allow enough time for all the planning that is needed. 3. Retrenchment Strategy: Retrenchment strategy is corporate strategies to minimize the company’s level of activities and to return it to profitability.This strategy can be considered a quick fix of financial problems and this has helped for RMCF to stay on their feet and never fall to low under most aspects. There were a few times they slipped but then managed to get back on their feet and fix problems. With retrenchment strategy, it is there if RMCF would need it but the company is doing fairly well and has never been in that much of a slump to be bought out by another company or to even claim b ankruptcy. PROS- Retrenchment strategy is here and handy if RMCF were to need it. CONS- If RMCF did ever get into such a terrible spot, this might not help. 4. Cost Leadership: Cost Leadership can be described as a low-cost competitive strategy that aims at the broad mass market.RMCF can tie in with cost leadership because it has been truly successful and has set prices that the company believes works as a competitive strategy because their consumers agree on them and continue to come back for more in that they are satisfied. PROS- Keep consumers around and gain more from the broad mass market with a low-cost competitive strategy. CONS- Other companies will begin to do the same and try to be even better while trying to gain RMCF’s consumers. 5. Differentiation: Differentiation is huge for RMCF because this is a competitive strategy that is targeted at the broad mass market and which involves the design of a product or service that is viewed throughout its industry as exceptio nal.RMCF fits perfectly under differentiation because from the start Crail wanted the industry to be different than any other and successful with the unique products it produced. PROS- Practical for above average earnings because of the exceptional products that consumers want more of and tend to not care about the price. CONS- There could be more losses during tough times because of the differentiation products being as a luxury. B. Recommended Strategy Here, growth is the recommended strategy for Rocky Mountain Chocolate Factory. With doing very well most the time and being able to fix what the company needs to, their business and functional strategies that the company use seem to be working well. The U. S. candy market was doing extremely well around 2009, with chocolate generating billions of dollars in sales.As of March 31, 2008, Rocky Mountain Chocolate Factory consisted of five company-owned and 329 franchised stores operating in 38 states, Canada, and the United Arab Emirate s. All the Franchising, licensing, and exporting will help its ability to resolve both long and short-term goals of the company. There are not too many policies that should be developed or revised with RMCF to guide them with effective implementation. They seem to do rather well. If something does go wrong they find the best way to go about bettering it for present and future reference. The company has to always remain on its toes though because anything could change at any time. By following and sticking to good policies will benefit the company in many ways.The impact of knowing what is going on and being ready for anything to happen at any time will have positive impact on the company’s core and distinctive competencies. VII. Implementation In order for Rocky Mountain Chocolate Factory to continue being a front runner in the gourmet chocolate industry they need to continue going on the path that they are on. They have a loyal consumer base and are keeping up with the wants and needs of their consumer base. By continuing to offer their homemade quality chocolates online, in stores, and in kiosk’s around the world they are providing their product to consumers in many ways. Rocky Mountain Chocolate Factory has a solid structure set up as far as top management and board members are concerned. For assurance that RMCF ontinues to be one of the top leaders in the gourmet, homemade, chocolate industry it is important that they keep listening to their customers wants and needs. VIII. Evaluation and Control Is the current information system capable of providing sufficient feedback on implementation activities and performance? Can it measure strategic factors? The current information system is capable of providing sufficient feedback on implementation activities and performance because the external and internal elements determine the future of the corporation. The strengths, weaknesses, opportunities and threats help the company sort out the monitoring, evaluating, and disseminating of information.Using the SWOT analysis helps defining the corporate mission, specifying achievable objectives, developing strategies, and setting policy guidelines. The fact that this company is built around a location and lifestyle, and that the quality of the taste, value and variety of products are important to them as a whole is why they succeed. They realize that in order to keep profit coming, they need to manage money carefully during economic downturn as well with a slowed expansion to help eliminate debt. Customer satisfaction is important as well because if the customer is not satisfied with either the product or the service they are receiving they will not be returning.Rocky Mountain Chocolate employees pride themselves in making a good name for the company, which is why they are so successful with expansion. â€Å"The number one factor is the quality of the product, without that customers aren’t going to stay around long† (Page 26-2). Rocky Mountain Chocolate Factory has had a very strong franchise with the fact that they were rated an outstanding franchise in 2008 by the Entrepreneur magazine. Are adequate control measures in place to ensure conformance with the recommended strategic plan? Appropriate standards and measures are being used to enhance conformance with the recommended strategic plan because they are being rated on the quality f the products they are producing. They were able to overcome the hard times of the economy in the U. S over the recent years by managing their money effectively. The company has their own special features and products that make them stand out over their competitors. With special holidays, they make over 100 different products to help ensure business with different options. Conclusion In closing, we believe the Stability strategies of â€Å"make no changes† to the company’s current activities is the best recommendation we can give for Rocky Mountain Chocol ate Factory at this time. Exhibit 2- IFAS Table for Rocky Mountain Chocolate Factory|   |   |   |   |   |   |   |   |Internal Factors|   |   | Weight| Rating| Weighted Score| Comments| Strengths|   |   |   |   |   |   | High quality products|   | 0. 2| 5. 0| 1. 00| Can have high prices with loyal customers| Uniformity throughout every store| 0. 1| 4. 0| 0. 40| Keeps customers happy and satisfied| Efficient cost structure| 0. 1| 2. 5| 0. 25| Promotes growth & increases profits| All stores are efficient and organized|   |   | 0. 1| 4. 0| 0. 40| Also promotes growth & increases profits| |   |   | | | | | |   |   |   | |   |   |   | Weaknesses|   |   |   | |   |   |   | A lot of competitors that are also strong|   |   |   | 0. 2| 2| 0. 40| Have to do best to always protect market share| Special items|   |   |   | 0. 1| 2| 0. 0|   With difficult economic times sales can change| Proper operation of franchises is key|   |   | 0. 1| 1. 5| 0. 15| Keep head up in case of store mismanagement| Growth of company can be risky|   |   | 0. 1| 2| 0. 20| Must always stay on top with growth & managing it| |   |   | | | | | |   |   |   | |   |   |   | Total Scores|   |   | 1. 00|   | 3. 00|   | Exhibit 1- EFAS Table for Rocky Mountain Chocolate Factory|   |   |   |   |   |   |   |   | External Factors|   |   | Weight| Rating| Weighted Score| Comments| Opportunities|   |   |   |   |   |   | Natural- recession recovery|   | 0. 05| 2. 5| 0. 13| Economy going towards recovery stage| Economic- low cost marketing strategy| 0. 05| 4. 6| 0. 3| Higher profits because of low cost facilities| Technological- multiple manuf. & automated processes| 0. 21| 4. 9| 1. 03| No value added, reduces inventory| Consumers happy & will pay more for product|   |   | 0. 07| 3. 5| 0. 25| profit will increase if demand for product does| Trucks owned by the comp any|   |   | 0. 12| 4. 5| 0. 54| Low transportation & efficient delivery|   |   |   |   | |   |   |   | Threats|   |   |   | |   |   |   | Natural- other companies move into market|   |   |   | 0. 23| 3. 8| 0. 87| Competition increases and causes lower prices| Economic- trade regulations|   |   |   | 0. 08| 1. 4| 0. 11|   Upset consumers, increase in labor costs| Labor force strikes|   |   | 0. 04| 1. 4| 0. 6| There would be no production of ingredients  | Regulations with the trucks|   |   | 0. 07| 2. 5| 0. 18| Increase in operating cost if slow delivery| Picking where to purchase a franchise location|   |   | 0. 08| 2| 0. 16| There would be no service if not in a good area|   |   |   |   | |   |   |   | Total Scores|   |   | 1. 00|   | 3. 56|   | Exhibit 3 – SFAS Matrix for RMCF| | | | | | | | | | | | | | | | | | | | | | Strategic Factors| Weight| Rating| Weighted Score| Duration Comments| | | D uration| Comments| | | | | | | | | | | | | | | | S1 High Quality Products (S)| 0. 13| 5. 0| 0. 5 | Long High prices, loyal customers| | | Long| Very important income stream| | | | S4 Stores efficient & Organized (S)| 0. 13| 4. 0| 0. 52| Long Promotes growth & increases profits| | | Long| Well known brand| | | | W1 A lot of strong Competitors (W)| 0. 11| 2. 0| 0. 22| Intermediate Do best to protect Market share| | | Long| Developing tech. may hurt advertising income| | | | W2 Special Items (W)| 0. 11| 2. 0| 0. 22| Intermediate Sales can change during hard times| | | Long| If internet packages change, income from partnerships may change| | | | W3 Proper operations of franchises (W)| 0. 13| 1. 5| 0. 95| Long Keep head up for store mismanagement| | | Intermediate| Focusing on too many market segments| | | | W4 Growth of Company (W)| 0. 11| 2. 0| 0. 22| Long Stay on top with managing growth| | | Intermediate| You don't Yahoo! it, you google it! | | | | | | | | | | | | | | | | O2 Economic (O)| 0. 07| 4. 6| 0. 322| Intermediate Higher profits: low cost facilities| | | Intermediate| Computers, cell phones, ipads, etc. | | | | O3 Technological (O)| 0. 07| 4. 9| 0. 343| Long No value added, reduces inventory| | | Long| Alliances with other countries. New laws, regulations, etc. enforced. | | | T1 Natural (T)| 0. 07| 3. 8| 0. 266| Intermediate Competition increase causes low prices| | | Intermediate| One media type having easier access than another| | | | T4 Regulations with trucks (T)| 0. 07| 2. 5| 0. 175| Short Increase in operation cost if slow delivery| | | Long| New laws and regulations internationally could put limits on Yahoo! | | | | | | | | | | | | | | | | Total Scores| 1. 00| | 3. 13| | | | | | | | Work Cited Doheny, K. (2012, April 24). Choose dark chocolate for health benefits. Retrieved from http://www. ebmd. com/diet/news/20120424/pick-dark-chocolate-health-benefits Franchise Store News Room. (2011). Retrieved March 5, 2013, from http://www. rmcf. com/CA/Sa cramento50028/news. asp? Hunger, J. D. ; Wheelen, T. L. (2012). Strategic management and business policy (13th ed. ). Upper Saddle River, NJ: Pearson Education Inc. Rocky Mountain Chocolate Factory Inc. (2013). Retrieved March 5, 2013, from http://www. reuters. com/finance/stocks/companyOfficers? symbol=RMCF. O Rocky Mountain Chocolate Factory Inc. – Form 10-K (2010). Retrieved February 26, 2013, from http://www. faqs. org/sec-filings/100518/ROCKY-MOUNTAIN-CHOCOLATE-FACTORY-INC_10-K/

Homeless Voting essays

Homeless Voting essays You held out your hand and said you needed helping. They gave you a pathetic look and The acrid rain came down and it soaked up into your shoes. You thought you had pneumonia, but it was the homeless blues. You had not voted when you had a home. You had not voted when you had a job. You did not vote when domestic violence was not a problem. You did not vote when the house was not on fire. And surely you did not vote when you were out of your head on drugs and alcohol. Would you be concerned, and would anything have been different if you had been a registered voter, and had voted? When you heard someone say, "it can happen to any one of use," would you have thought that they could have been talking about your For a multitude of reasons, both legitimate and illegitimate, any one of us can again become homeless. With that concern in mind, the issues and positions of the homeless should be more immediate in the need for your attention. That concern should dictate that you not take for granted the duties of a citizen, and not have to rely on the kindness of strangers, nor be dependent on those who perhaps did vote. To vote is to use the greatest weapon a citizen has at his disposal in a democracy. To vote is to fight that corner of apathy in our communities, our institutions, in our homes and in To register to vote, and vote, by homeless people is a tool that was not always afforded the indigent, and some of the harsh realities of needing certain kinds of assistance is profoundly significant, in that you are in the eye of the storm at the moment, you can see with clarity the needs. And in the aftermath of the storm you will have a perspective of the legislation and the legislators who understand your plight now, and the same concerns of those who may need services after you. The homeless need to align themselves with t ...

Free Essays on Religious Criticism In The Miller’s Tale

A story of a licentious woman, a love triangle gone awry, a misplaced kiss, and revenge†¦.. The above phrase could be used to describe almost any work in the fabliau genre. On the surface, the â€Å"Miller’s Tale† by Geoffrey Chaucer and Heile of Beersele, the story which Chaucer based his Miller’s Tale, are just another pair of fabliaux. Each seems to be just another simple, obscene tale meant to amuse and entertain the common people. The Heile of Beersele may, indeed, be another entertaining story; however, it is apparent that Chaucer had other motives when writing his â€Å"Miller’s Tale.† His tale, unlike the Heile of Beersele, mocks the hypocrisy, misogyny, and faith of the Church and its members. Although the Miller’s Tale and the Heile of Beersele seem strikingly similar upon first read, Chaucer wrote the Miller’s Tale, not as a form of entertainment, but as a form of criticism of the Catholic Church during the Middle Ages. During the Middle Ages, the Catholic Church maintained a faà §ade that was idealistic by nature. It expected its followers to be exemplars of â€Å"perfection.† Yet, in actuality, they were far from that. Even, the popes, the highest members in the Church hierarchy, were corrupt. Chaucer addresses this hypocrisy in his â€Å"Miller’s Tale† specifically through the character of Absalom, the parish clerk. Unlike the author of the description of the priest in Heile of Beersele, Chaucer provides a lengthy description of Absalom, also mentioning him repeatedly throughout the story. Absalom’s sin was not his chasing of a married woman, but the fact that, instead of living the life of a chaste clergyman, he was lustful for Alison and every other woman. The following is Chaucer’s description of Absalom: â€Å"This Absolon, that jolif was and gay,/Gooth with a sencer on the haliday,/sensinge the wyves of the parish faste;/And many a lovely look on hem he caste†¦/Hath in his herte switch... Free Essays on Religious Criticism In The Miller’s Tale Free Essays on Religious Criticism In The Miller’s Tale A story of a licentious woman, a love triangle gone awry, a misplaced kiss, and revenge†¦.. The above phrase could be used to describe almost any work in the fabliau genre. On the surface, the â€Å"Miller’s Tale† by Geoffrey Chaucer and Heile of Beersele, the story which Chaucer based his Miller’s Tale, are just another pair of fabliaux. Each seems to be just another simple, obscene tale meant to amuse and entertain the common people. The Heile of Beersele may, indeed, be another entertaining story; however, it is apparent that Chaucer had other motives when writing his â€Å"Miller’s Tale.† His tale, unlike the Heile of Beersele, mocks the hypocrisy, misogyny, and faith of the Church and its members. Although the Miller’s Tale and the Heile of Beersele seem strikingly similar upon first read, Chaucer wrote the Miller’s Tale, not as a form of entertainment, but as a form of criticism of the Catholic Church during the Middle Ages. During the Middle Ages, the Catholic Church maintained a faà §ade that was idealistic by nature. It expected its followers to be exemplars of â€Å"perfection.† Yet, in actuality, they were far from that. Even, the popes, the highest members in the Church hierarchy, were corrupt. Chaucer addresses this hypocrisy in his â€Å"Miller’s Tale† specifically through the character of Absalom, the parish clerk. Unlike the author of the description of the priest in Heile of Beersele, Chaucer provides a lengthy description of Absalom, also mentioning him repeatedly throughout the story. Absalom’s sin was not his chasing of a married woman, but the fact that, instead of living the life of a chaste clergyman, he was lustful for Alison and every other woman. The following is Chaucer’s description of Absalom: â€Å"This Absolon, that jolif was and gay,/Gooth with a sencer on the haliday,/sensinge the wyves of the parish faste;/And many a lovely look on hem he caste†¦/Hath in his herte switch...

How to Make Your Blog Pay for Your Sweat Equity

How to Make Your Blog Pay for Your Sweat Equity When I began blogging in 2009, I never thought it would become an important income stream that would greatly enhance my writing business. Like most â€Å"serious† writers, I saw blogging simply as a means to an end. It was an avenue to build a platform and interest potential publishers and agents for future projects. And everybody was doing it†¦ Fast forward, it’s 2013. And my blog for writers has paid off big in exchange for over 400 posts, endless hours of creativity, and pounding the virtual pavement to get noticed. And yours can too. Break through your blog fog and earn money for your investment. But, before you begin implementing these money-making strategies, your blog must meet certain criteria for optimal success. 1. It must be professional in content and design, with a specific niche and a clearly identifiable target audience. 2. It must provide social proof. Success breeds success. This can be demonstrated through testimonials from satisfied clients, the number of followers you have, or icons reflecting awards your blog has won or industry recognition. For example, in a very prominent place on my site, I display my â€Å"Best of the Web† designation, and my Writing-World.com’s recognition for â€Å"Awesome Blogs†. 3. It must show consistent updates and maintenance. This conveys a sense of commitment, and builds credibility and trust. 4. It must provide good take-away value.    Now let’s look at your money-making strategies: Ad Placement: There is a common misconception that in order to make money through ads, a blogger must have â€Å"super-starâ€Å" status, a massive following, or be willing to settle for a few bucks a month in ad clicks. Not true. Over the last few years, I have earned thousands of dollars, and have had well-known companies and authors such as Good Earth Tea, Healing Hands Massage Clinic, Five Star Publications, and novelist Randy Richardson place ads for their books and services at my spot. If you’d like to experience something similar, you can either pitch individuals or organizations directly, or place a tab on your site that says â€Å"advertise here†. Be sure to have your current stats available, and be able to explain how placing an ad with you can help advertisers to reach their goals and their target market. In other words, what’s in it for them? Blogging Jobs: Using my blog as an oline resume has helped me to hook new clients for my ghost writing, marketing, and other creative services. Through it and testimonials, I have been hired to set up other writers’ blogs, provide creative consultations, and even contribute to e-book projects. Contests and Competitions: Most people don’t see contests as a way of making money through their blogs. But it is. Money can be made both directly and indirectly. For example, a pivotal point in my blogging career came years ago when I placed as a Top 10 Finalist at Write to Done’s annual competition. Though I didn’t get a monetary gift, it gave me mad creative props with blogging peers, and my first paying advertiser. A friend of mine actually won $500 with her blog, through a theme-based contest. It could happen to you! Blogging is a lot of hard work. Follow these timely tips to get a greater return on your sweat equity, with less trial and error.