Essay --

The Economy, Monetary Policy, and Monopolies Alesia E. Davis Strayer University Eco-100 Dr. Shadrack Koros December 6, 2013 Analyze the current economic situation in the U.S. as compared to five (5) years ago. Include interest rates, inflation, and unemployment in your analysis. According to an article in the Wall Street Journal posted on the 6th of December 2013, employers in the United States have continued to increase jobs at a fixed pace and the unemployment rate fell in November, a sign of stronger economic growth that may intensify debate within the Federal Reserve about reducing central bank bond purchases as early as this month. (Wall Street Journal, 2013) U.S. payrolls rose by 203,000 last month, the Labor Department said Friday. The unemployment rate dropped three-tenths of a percentage point to 7.0%, the lowest level in five years. (Wall Street Journal, 2013) Economists surveyed by Dow Jones Newswires had forecast nonfarm payrolls would rise by 180,000 and the unemployment rate would tick down to 7.2%. Payroll numbers in September and October were reviewed up by a combined 8,000. Friday's report may strengthen expectations that the Fed will soon slow the pace of its $85 billion a month in bond purchases. At their October meeting, officials were looking to end the program "in coming months." The Fed's program, started in September 2012, is designed to keep long-term interest rates low, boost investment and spur hiring. (Wall Street Journal, 2013, New York Times, 2013) In October of 2013, the US inflation rate eased for the third straight month to 1 percent, the lowest rate since October of 2009. Primarily due to a drop in gasoline prices in September, the price dropped to ... ...t possible competitors from entering the market. (O'Sullivan, A., Sheffrin, S., & Perez, S. (2012)) â€Æ' The Wall Street Journal - Breaking News, Business, Financial and Economic News, World News & Video - Wall Street Journal - Wsj.com. (n.d.). Retrieved from http://wsj.com The New York Times - Breaking News, World News & Multimedia. (n.d.). Retrieved from http://NYT.com Interest rates: The big freeze - Jan. 22, 2013. (n.d.). Retrieved from http://money.cnn.com/2013/01/01/news/economy/interest-rates.moneymag/ O'Sullivan, A., Sheffrin, S., & Perez, S. (2012). Survey of economics: Principles, applications, and tools (5th ed.). Upper Saddle River, NJ: Pearson-Prentice Hall. Job Creation. (n.d.). Retrieved from http://useconomy.about.com/od/Employment/tp/Job-Creation.htm The Bell System| History| AT&T. (n.d.). Retrieved from http://www.corp.att.com/history/history3.html

Chapter 7 Bagman and Crouch

Harry disentangled himself from Ron and got to his feet. They had arrived on what appeared to be a deserted stretch of misty moor. In front of them was a pair of tired and grumpy-looking wizards, one of whom was holding a large gold watch, the other a thick roll of parchment and a quill. Both were dressed as Muggles, though very inexpertly: The man with the watch wore a tweed suit with thigh-length galoshes; his colleague, a kilt and a poncho. â€Å"Morning, Basil,† said Mr. Weasley, picking up the boot and handing it to the kilted wizard, who threw it into a large box of used Portkeys beside him; Harry could see an old newspaper, an empty drinks can, and a punctured football. â€Å"Hello there, Arthur,† said Basil wearily. â€Å"Not on duty, eh? It's all right for some†¦.We've been here all night†¦.You'd better get out of the way, we've got a big party coming in from the Black Forest at five fifteen. Hang on, I'll find your campsite†¦.Weasley†¦Weasley†¦.† He consulted his parchment list. â€Å"About a quarter of a mile's walk over there, first field you come to. Site manager's called Mr. Roberts. Diggory†¦second field†¦ask for Mr. Payne.† â€Å"Thanks, Basil,† said Mr. Weasley, and he beckoned everyone to follow him. They set off across the deserted moor, unable to make out much through the mist. After about twenty minutes, a small stone cottage next to a gate swam into view. Beyond it, Harry could just make out the ghostly shapes of hundreds and hundreds of tents, rising up the gentle slope of a large field toward a dark wood on the horizon. They said good-bye to the Diggory's and approached the cottage door. A man was standing in the doorway, looking out at the tents. Harry knew at a glance that this was the only real Muggle for several acres. When he heard their footsteps, he turned his head to look at them. â€Å"Morning!† said Mr. Weasley brightly. â€Å"Morning,† said the Muggle. â€Å"Would you be Mr. Roberts?† â€Å"Aye, I would,† said Mr. Roberts. â€Å"And who're you?† â€Å"Weasley – two tents, booked a couple of days ago?† â€Å"Aye,† said Mr. Roberts, consulting a list tacked to the door. â€Å"You've got a space up by the wood there. Just the one night?† â€Å"That's it,† said Mr. Weasley. â€Å"You'll be paying now, then?† said Mr. Roberts. â€Å"Ah – right – certainly -† said Mr. Weasley. He retreated a short distance from the cottage and beckoned Harry toward him. â€Å"Help me, Harry,† he muttered, pulling a roll of Muggle money from his pocket and starting to peel the notes apart. â€Å"This one's a – a – a ten? Ah yes, I see the little number on it now†¦So this is a five?† â€Å"A twenty,† Harry corrected him in an undertone, uncomfortably aware of Mr. Roberts trying to catch every word. â€Å"Ah yes, so it is†¦.I don't know, these little bits of paper†¦Ã¢â‚¬  â€Å"You foreign?† said Mr. Roberts as Mr. Weasley returned with the correct notes. â€Å"Foreign?† repeated Mr. Weasley, puzzled. â€Å"You're not the first one who's had trouble with money,† said Mr. Roberts, scrutinizing Mr. Weasley closely. â€Å"I had two try and pay me with great gold coins the size of hubcaps ten minutes ago.† â€Å"Did you really?† said Mr. Weasley nervously. Mr. Roberts rummaged around in a tin for some change. â€Å"Never been this crowded,† he said suddenly, looking out over the misty field again. â€Å"Hundreds of pre-bookings. People usually just turn up†¦.† â€Å"Is that right?† said Mr. Weasley, his hand held out for his change, but Mr. Roberts didn't give it to him. â€Å"Aye,† he said thoughtfully. â€Å"People from all over. Loads of foreigners. And not just foreigners. Weirdos, you know? There's a bloke walking 'round in a kilt and a poncho.† â€Å"Shouldn't he?† said Mr. Weasley anxiously. â€Å"It's like some sort of†¦I dunno†¦like some sort of rally,† said Mr. Roberts. â€Å"They all seem to know each other. Like a big party.† At that moment, a wizard in plus-fours appeared out of thin air next to Mr. Roberts's front door. â€Å"Obliviate!† he said sharply, pointing his wand at Mr. Roberts. Instantly, Mr. Roberts's eyes slid out of focus, his brows unknitted, and a took of dreamy unconcern fell over his face. Harry recognized the symptoms of one who had just had his memory modified. â€Å"A map of the campsite for you,† Mr. Roberts said placidly to Mr. Weasley. â€Å"And your change.† â€Å"Thanks very much,† said Mr. Weasley. The wizard in plus-fours accompanied them toward the gate to the campsite. He looked exhausted: His chin was blue with stubble and there were deep purple shadows under his eyes. Once out of earshot of Mr. Roberts, he muttered to Mr. Weasley, â€Å"Been having a lot of trouble with him. Needs a Memory Charm ten times a day to keep him happy. And Ludo Bagman's not helping. Trotting around talking about Bludgers and Quaffles at the top of his voice, not a worry about anti-Muggle security Blimey, I'll be glad when this is over. See you later, Arthur.† He Disapparated. â€Å"I thought Mr. Bagman was Head of Magical Games and Sports,† said Ginny, looking surprised. â€Å"He should know better than to talk about Bludgers near Muggles, shouldn't he?† â€Å"He should,† said Mr. Weasley, smiling, and leading them through the gates into the campsite, â€Å"but Ludo's always been a bit†¦well†¦lax about security. You couldn't wish for a more enthusiastic head of the sports department though. He played Quidditch for England himself, you know. And he was the best Beater the Wimbourne Wasps ever had.† They trudged up the misty field between long rows of tents. Most looked almost ordinary; their owners had clearly tried to make them as Muggle-like as possible, but had slipped up by adding chimneys, or bellpulls, or weather vanes. However, here and there was a tent so obviously magical that Harry could hardly be surprised that Mr. Roberts was getting suspicious. Halfway up the field stood an extravagant confection of striped silk like a miniature palace, with several live peacocks tethered at the entrance. A little farther on they passed a tent that had three floors and several turrets; and a short way beyond that was a tent that had a front garden attached, complete with birdbath, sundial, and fountain. â€Å"Always the same,† said Mr. Weasley, smiling. â€Å"We can't resist showing off when we get together. Ah, here we are, look, this is us.† They had reached the very edge of the wood at the top of the field, and here was an empty space, with a small sign hammered into the ground that read WEEZLY. â€Å"Couldn't have a better spot!† said Mr. Weasley happily. â€Å"The field is just on the other side of the wood there, we're as close as we could be.† He hoisted his backpack from his shoulders. â€Å"Right,† he said excitedly, â€Å"no magic allowed, strictly speaking, not when we're out in these numbers on Muggle land. We'll be putting these tents up by hand! Shouldn't be too difficult†¦.Muggles do it all the time†¦.Here, Harry, where do you reckon we should start?† Harry had never been camping in his life; the Dursleys had never taken him on any kind of holiday, preferring to leave him with Mrs. Figg, an old neighbor. However, he and Hermione worked out where most of the poles and pegs should go, and though Mr. Weasley was more of a hindrance than a help, because he got thoroughly overexcited when it came to using the mallet, they finally managed to erect a pair of shabby two-man tents. All of them stood back to admire their handiwork. Nobody looking at these tents would guess they belonged to wizards, Harry thought, but the trouble was that once Bill, Charlie, and Percy arrived, they would be a party of ten. Hermione seemed to have spotted this problem too; she gave Harry a quizzical look as Mr. Weasley dropped to his hands and knees and entered the first tent. â€Å"We'll be a bit cramped,† he called, â€Å"but I think we'll all squeeze in. Come and have a look.† Harry bent down, ducked under the tent flap, and felt his jaw drop. He had walked into what looked like an old-fashioned, three room flat, complete with bathroom and kitchen. Oddly enough, it was furnished in exactly the same sort of style as Mrs. Figg's house: There were crocheted covers on the mismatched chairs and a strong smell of cats. â€Å"Well, it's not for long,† said Mr. Weasley, mopping his bald patch with a handkerchief and peering in at the four bunk beds that stood in the bedroom. I borrowed this from Perkins at the office. Doesn't camp much anymore, poor fellow, he's got lumbago.† He picked up the dusty kettle and peered inside it. â€Å"We'll need water†¦.† â€Å"There's a tap marked on this map the Muggle gave us,† said Ron, who had followed Harry inside the tent and seemed completely unimpressed by its extraordinary inner proportions. â€Å"It's on the other side of the field.† â€Å"Well, why don't you, Harry, and Hermione go and get us some water then -† Mr. Weasley handed over the kettle and a couple of saucepans â€Å"- and the rest of us will get some wood for a fire?† â€Å"But we've got an oven,† said Ron. â€Å"Why can't we just -â€Å" â€Å"Ron, anti-Muggle security!† said Mr. Weasley, his face shining with anticipation. â€Å"When real Muggles camp, they cook on fires outdoors. I've seen them at it!† After a quick tour of the girls' tent, which was slightly smaller than the boys', though without the smell of cats, Harry, Ron, and Hermione set off across the campsite with the kettle and saucepans. Now, with the sun newly risen and the mist lifting, they could see the city of tents that stretched in every direction. They made their way slowly through the rows, staring eagerly around. It was only just dawning on Harry how many witches and wizards there must be in the world; he had never really thought much about those in other countries. Their fellow campers were starting to wake up. First to stir were the families with small children; Harry had never seen witches and wizards this young before. A tiny boy no older than two was crouched outside a large pyramid-shaped tent, holding a wand and poking happily at a slug in the grass, which was swelling slowly to the size of a salami. As they drew level with him, his mother came hurrying out of the tent. â€Å"How many times, Kevin? You don't – touch – Daddy's – wand – yecchh!† She had trodden on the giant slug, which burst. Her scolding carried after them on the still air, mingling with the little boy's yells â€Å"You bust slug! You bust slug!† A short way farther on, they saw two little witches, barely older than Kevin, who were riding toy broomsticks that rose only high enough for the girls' toes to skim the dewy grass. A Ministry wizard had already spotted them; as he hurried past Harry, Ron, and Hermione he muttered distractedly, â€Å"In broad daylight! Parents having a lie-in, I suppose -â€Å" Here and there adult wizards and witches were emerging from their tents and starting to cook breakfast. Some, with furtive looks around them, conjured fires with their wands; others were striking matches with dubious looks on their faces, as though sure this couldn't work. Three African wizards sat in serious conversation, all of them wearing long white robes and roasting what looked like a rabbit on a bright purple fire, while a group of middle-aged American witches sat gossiping happily beneath a spangled banner stretched between their tents that read: THE SALEM WITCHES' INSTITUTE. Harry caught snatches of conversation in strange languages from the inside of tents they passed, and though he couldn't understand a word, the tone of every single voice was excited. â€Å"Er – is it my eyes, or has everything gone green?† said Ron. It wasn't just Ron's eyes. They had walked into a patch of tents that were all covered with a thick growth of shamrocks, so that it looked as though small, oddly shaped hillocks had sprouted out of the earth. Grinning faces could be seen under those that had their flaps open. Then, from behind them, they heard their names. â€Å"Harry! Ron! Hermione!† It was Seamus Finnigan, their fellow Gryffindor fourth year. He was sitting in front of his own shamrock-covered tent, with a sandy-haired woman who had to be his mother, and his best friend, Dean Thomas, also of Gryffindor. â€Å"Like the decorations?† said Seamus, grinning. â€Å"The Ministry's not too happy.† â€Å"Ah, why shouldn't we show our colors?† said Mrs. Finnigan. â€Å"You should see what the Bulgarians have got dangling all over their tents. You'll be supporting Ireland, of course?† she added, eyeing Harry, Ron, and Hermione beadily. When they had assured her that they were indeed supporting Ireland, they set off again, though, as Ron said, â€Å"Like we'd say anything else surrounded by that lot.† â€Å"I wonder what the Bulgarians have got dangling all over their tents?† said Hermione. â€Å"Let's go and have a look,† said Harry, pointing to a large patch of tents upfield, where the Bulgarian flag – white, green, and red – was fluttering in the breeze. The tents here had not been bedecked with plant life, but each and every one of them had the same poster attached to it, a poster of a very surly face with heavy black eyebrows. The picture was, of course, moving, but all it did was blink and scowl. â€Å"Krum,† said Ron quietly. â€Å"What?† said Hermione. â€Å"Krum!† said Ron. â€Å"Viktor Krum, the Bulgarian Seeker!† â€Å"He looks really grumpy,† said Hermione, looking around at the many Krum's blinking and scowling at them. â€Å"‘Really grumpy?† Ron raised his eyes to the heavens. â€Å"Who cares what he looks like? He's unbelievable. He's really young too. Only just eighteen or something. He's a genius, you wait until tonight, you'll see.† There was already a small queue for the tap in the corner of the field. Harry, Ron, and Hermione joined it, right behind a pair of men who were having a heated argument. One of them was a very old wizard who was wearing a long flowery nightgown. The other was clearly a Ministry wizard; he was holding out a pair of pinstriped trousers and almost crying with exasperation. â€Å"Just put them on, Archie, there's a good chap. You can't walk around like that, the Muggle at the gate's already getting suspicious -â€Å" â€Å"I bought this in a Muggle shop,† said the old wizard stubbornly. â€Å"Muggles wear them.† â€Å"Muggle women wear them, Archie, not the men, they wear these,† said the Ministry wizard, and he brandished the pinstriped trousers. â€Å"I'm not putting them on,† said old Archie in indignation. â€Å"I like a healthy breeze 'round my privates, thanks.† Hermione was overcome with such a strong fit of the giggles at this point that she had to duck out of the queue and only returned when Archie had collected his water and moved away. Walking more slowly now, because of the weight of the water, they made their way back through the campsite. Here and there, they saw more familiar faces: other Hogwarts students with their families. Oliver Wood, the old captain of Harry's House Quidditch team, who had just left Hogwarts, dragged Harry over to his parents' tent to introduce him, and told him excitedly that he had just been signed to the Puddlemere United reserve team. Next they were hailed by Ernie Macmillan, a Hufflepuff fourth year, and a little farther on they saw Cho Chang, a very pretty girl who played Seeker on the Ravenclaw team. She waved and smiled at Harry, who slopped quite a lot of water down his front as he waved back. More to stop Ron from smirking than anything, Harry hurriedly pointed out a large group of teenagers whom he had never seen before. â€Å"Who d'you reckon they are?† he said. â€Å"They don't go to Hogwarts, do they?† â€Å"‘Spect they go to some foreign school,† said Ron. â€Å"I know there are others. Never met anyone who went to one, though. Bill had a penfriend at a school in Brazil†¦this was years and years ago†¦and he wanted to go on an exchange trip but Mum and Dad couldn't afford it. His penfriend got all offended when he said he wasn't going and sent him a cursed hat. It made his ears shrivel up.† Harry laughed but didn't voice the amazement he felt at hearing about other wizarding schools. He supposed, now that he saw representatives of so many nationalities in the campsite, that he had been stupid never to realize that Hogwarts couldn't be the only one. He glanced at Hermione, who looked utterly unsurprised by the information. No doubt she had run across the news about other wizarding schools in some book or other. â€Å"You've been ages,† said George when they finally got back to the Weasleys' tents. â€Å"Met a few people,† said Ron, setting the water down. â€Å"You've not got that fire started yet?† â€Å"Dad's having fun with the matches,† said Fred. Mr. Weasley was having no success at all in lighting the fire, but it wasn't for lack of trying. Splintered matches littered the ground around him, but he looked as though he was having the time of his life. â€Å"Oops!† he said as he managed to light a match and promptly dropped it in surprise. â€Å"Come here, Mr. Weasley,† said Hermione kindly, taking the box from him, and showing him how to do it properly. At last they got the fire lit, though it was at least another hour before it was hot enough to cook anything. There was plenty to watch while they waited, however. Their tent seemed to be pitched right alongside a kind of thoroughfare to the field, and Ministry members kept hurrying up and down it, greeting Mr. Weasley cordially as they passed. Mr. Weasley kept up a running commentary, mainly for Harry's and Hermione's benefit; his own children knew too much about the Ministry to be greatly interested. â€Å"That was Cuthbert Mockridge, Head of the Goblin Liaison Office†¦.Here comes Gilbert Wimple; he's with the Committee on Experimental Charms; he's had those horns for a while now†¦Hello, Arnie†¦Arnold Peasegood, he's an Obliviator – member of the Accidental Magic Reversal Squad, you know†¦and that's Bode and Croaker†¦they're Unspeakables†¦.† â€Å"They're what?† â€Å"From the Department of Mysteries, top secret, no idea what they get up to†¦.† At last, the fire was ready, and they had just started cooking eggs and sausages when Bill, Charlie, and Percy came strolling out of the woods toward them. â€Å"Just Apparated, Dad,† said Percy loudly. â€Å"Ah, excellent, lunch!† They were halfway through their plates of eggs and sausages when Mr. Weasley jumped to his feet, waving and grinning at a man who was striding toward them. â€Å"Aha!† he said. â€Å"The man of the moment! Ludo!† Ludo Bagman was easily the most noticeable person Harry had seen so far, even including old Archie in his flowered nightdress. He was wearing long Quidditch robes in thick horizontal stripes of bright yellow and black. An enormous picture of a wasp was splashed across his chest. He had the look of a powerfully built man gone slightly to seed; the robes were stretched tightly across a large belly he surely had not had in the days when he had played Quidditch for England. His nose was squashed (probably broken by a stray Bludger, Harry thought), but his round blue eyes, short blond hair, and rosy complexion made him look like a very overgrown schoolboy. â€Å"Ahoy there!† Bagman called happily. He was walking as though he had springs attached to the balls of his feet and was plainly in a state of wild excitement. â€Å"Arthur, old man,† he puffed as he reached the campfire, â€Å"what a day, eh? What a day! Could we have asked for more perfect weather? A cloudless night coming†¦and hardly a hiccough in the arrangements†¦.Not much for me to do!† Behind him, a group of haggard-looking Ministry wizards rushed past, pointing at the distant evidence of some sort of a magical fire that was sending violet sparks twenty feet into the air. Percy hurried forward with his hand outstretched. Apparently his disapproval of the way Ludo Bagman ran his department did not prevent him from wanting to make a good impression. â€Å"Ah – yes,† said Mr. Weasley, grinning, â€Å"this is my son Percy. He's just started at the Ministry – and this is Fred – no, George, sorry – that's Fred – Bill, Charlie, Ron – my daughter, Ginny and Ron's friends, Hermione Granger and Harry Potter.† Bagman did the smallest of double takes when he heard Harry's name, and his eyes performed the familiar flick upward to the scar on Harry's forehead. â€Å"Everyone,† Mr. Weasley continued, â€Å"this is Ludo Bagman, you know who he is, it's thanks to him we've got such good tickets -â€Å" Bagman beamed and waved his hand as if to say it had been nothing. â€Å"Fancy a flutter on the match, Arthur?† he said eagerly, jingling what seemed to be a large amount of gold in the pockets of his yellow-and-black robes. â€Å"I've already got Roddy Pontner betting me Bulgaria will score first – I offered him nice odds, considering Ireland's front three are the strongest I've seen in years – and little Agatha Timms has put up half shares in her eel farm on a weeklong match.† â€Å"Oh†¦go on then,† said Mr. Weasley. â€Å"Let's see†¦a Galleon on Ireland to win?† â€Å"A Galleon?† Ludo Bagman looked slightly disappointed, but recovered himself. â€Å"Very well, very well†¦any other takers?† â€Å"They're a bit young to be gambling,† said Mr. Weasley. â€Å"Molly wouldn't like -â€Å" â€Å"We'll bet thirty-seven Galleons, fifteen Sickles, three Knuts,† said Fred as he and George quickly pooled all their money, â€Å"that Ireland wins – but Viktor Krum gets the Snitch. Oh and we'll throw in a fake wand.† â€Å"You don't want to go showing Mr. Bagman rubbish like that,† Percy hissed, but Bagman didn't seem to think the wand was rubbish at all; on the contrary, his boyish face shone with excitement as he took it from Fred, and when the wand gave a loud squawk and turned into a rubber chicken, Bagman roared with laughter. â€Å"Excellent! I haven't seen one that convincing in years! I'd pay five Galleons for that!† Percy froze in an attitude of stunned disapproval. â€Å"Boys,† said Mr. Weasley under his breath, â€Å"I don't want you betting†¦.That's all your savings†¦.Your mother -â€Å" â€Å"Don't be a spoilsport, Arthur!† boomed Ludo Bagman, rattling his pockets excitedly. â€Å"They're old enough to know what they want! You reckon Ireland will win but Krum'll get the Snitch? Not a chance, boys, not a chance†¦.I'll give you excellent odds on that one†¦.We'll add five Galleons for the funny wand, then, shall we†¦.† Mr. Weasley looked on helplessly as Ludo Bagman whipped out a notebook and quill and began jotting down the twins' names. â€Å"Cheers,† said George, taking the slip of parchment Bagman handed him and tucking it away into the front of his robes. Bagman turned most cheerfully back to Mr. Weasley. â€Å"Couldn't do me a brew, I suppose? I'm keeping an eye out for Barty Crouch. My Bulgarian opposite number's making difficulties, and I can't understand a word he's saying. Barty'll be able to sort it out. He speaks about a hundred and fifty languages.† â€Å"Mr. Crouch?† said Percy, suddenly abandoning his look of poker-stiff disapproval and positively writhing with excitement. â€Å"He speaks over two hundred! Mermish and Gobbledegook and Troll†¦.† â€Å"Anyone can speak Troll,† said Fred dismissively. â€Å"All you have to do is point and grunt.† Percy threw Fred an extremely nasty look and stoked the fire vigorously to bring the kettle back to the boil. â€Å"Any news of Bertha Jorkins yet, Ludo?† Mr. Weasley asked as Bagman settled himself down on the grass beside them all. â€Å"Not a dicky bird,† said Bagman comfortably. â€Å"But she'll turn up. Poor old Bertha†¦memory like a leaky cauldron and no sense of direction. Lost, you take my word for it. She'll wander back into the office sometime in October, thinking it's still July.† â€Å"You don't think it might be time to send someone to look for her?† Mr. Weasley suggested tentatively as Percy handed Bagman his tea. â€Å"Barty Crouch keeps saying that,† said Bagman, his round eyes widening innocently, â€Å"but we really can't spare anyone at the moment. Oh – talk of the devil! Barty!† A wizard had just Apparated at their fireside, and he could not have made more of a contrast with Ludo Bagman, sprawled on the grass in his old Wasp robes. Barty Crouch was a stiff, upright, elderly man, dressed in an impeccably crisp suit and tie. The parting in his short gray hair was almost unnaturally straight, and his narrow toothbrush mustache looked as though he trimmed it using a slide rule. His shoes were very highly polished. Harry could see at once why Percy idolized him. Percy was a great believer in rigidly following rules, and Mr. Crouch had complied with the rule about Muggle dressing so thoroughly that he could have passed for a bank manager; Harry doubted even Uncle Vernon would have spotted him for what he really was. â€Å"Pull up a bit of grass, Barry,† said Ludo brightly, patting the ground beside him. â€Å"No thank you, Ludo,† said Crouch, and there was a bite of impatience in his voice. â€Å"I've been looking for you everywhere. The Bulgarians are insisting we add another twelve seats to the Top Box.† â€Å"Oh is that what they're after?† said Bagman. I thought the chap was asking to borrow a pair of tweezers. Bit of a strong accent.† â€Å"Mr. Crouch!† said Percy breathlessly, sunk into a kind of halfbow that made him look like a hunchback. â€Å"Would you like a cup of tea?† â€Å"Oh,† said Mr. Crouch, looking over at Percy in mild surprise. â€Å"Yes – thank you, Weatherby.† Fred and George choked into their own cups. Percy, very pink around the ears, busied himself with the kettle. â€Å"Oh and I've been wanting a word with you too, Arthur,† said Mr. Crouch, his sharp eyes falling upon Mr. Weasley. â€Å"Ali Bashir's on the warpath. He wants a word with you about your embargo on flying carpets.† Mr. Weasley heaved a deep sigh. â€Å"I sent him an owl about that just last week. If I've told him once I've told him a hundred times: Carpets are defined as a Muggle Artifact by the Registry of Proscribed Charmable Objects, but will he listen?† â€Å"I doubt it,† said Mr. Crouch, accepting a cup from Percy. â€Å"He's desperate to export here.† â€Å"Well, they'll never replace brooms in Britain, will they?† said Bagman. â€Å"Ali thinks there's a niche in the market for a family vehicle, said Mr. Crouch. â€Å"I remember my grandfather had an Axminster that could seat twelve – but that was before carpets were banned, of course.† He spoke as though he wanted to leave nobody in any doubt that all his ancestors had abided strictly by the law. â€Å"So, been keeping busy, Barty?† said Bagman breezily. â€Å"Fairly,† said Mr. Crouch dryly. â€Å"Organizing Portkeys across five continents is no mean feat, Ludo.† â€Å"I expect you'll both be glad when this is over?† said Mr. Weasley. Ludo Bagman looked shocked. â€Å"Glad! Don't know when I've had more fun†¦.Still, it's not as though we haven't got anything to took forward to, eh, Barty? Eh? Plenty left to organize, eh?† Mr. Crouch raised his eyebrows at Bagman. â€Å"We agreed not to make the announcement until all the details -â€Å" â€Å"Oh details!† said Bagman, waving the word away like a cloud of midges. â€Å"They've signed, haven't they? They've agreed, haven't they? I bet you anything these kids'll know soon enough anyway. I mean, it's happening at Hogwarts -â€Å" â€Å"Ludo, we need to meet the Bulgarians, you know,† said Mr. Crouch sharply, cutting Bagman's remarks short. â€Å"Thank you for the tea, Weatherby.† He pushed his undrunk tea back at Percy and waited for Ludo to rise; Bagman struggled to his feet, swigging down the last of his tea, the gold in his pockets chinking merrily. â€Å"See you all later!† he said. â€Å"You'll be up in the Top Box with me – I'm commentating!† He waved, Barty Crouch nodded curtly, and both of them Disapparated. â€Å"What's happening at Hogwarts, Dad?† said Fred at once. â€Å"What were they talking about?† â€Å"You'll find out soon enough,† said Mr.Weasley, smiling. â€Å"It's classified information, until such time as the Ministry decides to release it,† said Percy stiffly. â€Å"Mr. Crouch was quite right not to disclose it.† â€Å"Oh shut up, Weatherby,† said Fred. A sense of excitement rose like a palpable cloud over the campsite as the afternoon wore on. By dusk, the still summer air itself seemed to be quivering with anticipation, and as darkness spread like a curtain over the thousands of waiting wizards, the last vestiges of pretence disappeared: the Ministry seemed to have bowed to the inevitable and stopped fighting the signs of blatant magic now breaking out everywhere. Salesmen were Apparating every few feet, carrying trays and pushing carts full of extraordinary merchandise. There were luminous rosettes – green for Ireland, red for Bulgaria – which were squealing the names of the players, pointed green hats bedecked with dancing shamrocks, Bulgarian scarves adorned with lions that really roared, flags from both countries that played their national anthems as they were waved; there were tiny models of Firebolts that really flew, and collectible figures of famous players, which strolled across the palm of your hand, preening themselves. â€Å"Been saving my pocket money all summer for this,† Ron told Harry as they and Hermione strolled through the salesmen, buying souvenirs. Though Ron purchased a dancing shamrock hat and a large green rosette, he also bought a small figure of Viktor Krum, the Bulgarian Seeker. The miniature Krum walked backward and forward over Ron's hand, scowling up at the green rosette above him. â€Å"Wow, look at these!† said Harry, hurrying over to a cart piled high with what looked like brass binoculars, except that they were covered with all sorts of weird knobs and dials. â€Å"Omnioculars,† said the saleswizard eagerly. â€Å"You can replay action†¦slow everything down†¦and they flash up a play-by-play breakdown if you need it. Bargain – ten Galleons each.† â€Å"Wish I hadn't bought this now,† said Ron, gesturing at his dancing shamrock hat and gazing longingly at the Omnioculars. â€Å"Three pairs,† said Harry firmly to the wizard. â€Å"No – don't bother,† said Ron, going red. He was always touchy about the fact that Harry, who had inherited a small fortune from his parents, had much more money than he did. â€Å"You won't be getting anything for Christmas,† Harry told him, thrusting Omnioculars into his and Hermione's hands. â€Å"For about ten years, mind.† â€Å"Fair enough,† said Ron, grinning. â€Å"Oooh, thanks, Harry,† said Hermione. â€Å"And I'll get us some programs, look -â€Å" Their money bags considerably lighter, they went back to the tents. Bill, Charlie, and Ginny were all sporting green rosettes too, and Mr. Weasley was carrying an Irish flag. Fred and George had no souvenirs as they had given Bagman all their gold. And then a deep, booming gong sounded somewhere beyond the woods, and at once, green and red lanterns blazed into life in the trees, lighting a path to the field. â€Å"It's time!† said Mr. Weasley, looking as excited as any of them. â€Å"Come on, let's go!†

The Victims Of History By George Orwell - 1234 Words

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While there are those who may choose to accept these societally favoured ideologies, without critical investigation we leave ourselves blind to the true atrocities that have been committed in order to secure positions of power. I will be using the opinions and facts presented in the essays written by Tricia Logan and Joan Scott as evidence to support my reasoning for the importance in critical historical studies. Tricia Logan’s essay; Memory, Erasure and National Myth, takes a look at Canadian history through a critical lens, focusing especially on the relationship between the CanadianShow MoreRelatedEssay on 1984: A Prophesy for the Future?1049 Words   |  5 Pagesto control the personal life of the citizens. The government wanted the people to have no thoughts of their own and insisted on having constant support from its citizens. The state controlled everything, your thought, your actions, and even your history. The 1940s were full of tension and changes. 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Nikolai Bukharin Was A Man Deeply Devoted To The Soviet

Nikolai Bukharin was a man deeply devoted to the Soviet cause and the spread and success of Communism. He entered the political scene at the age young of 16, still a student himself, and was once described by Lenin as being the â€Å"golden boy of the revolution (Gregory 2010). Unfortunately, Bukharin could not know that his political goals and desires would be his downfall and the cause of his execution on March 14th 1938, betrayed by a man he once considered a friend, Joseph Stalin. Reduced to just one of the 328,618 victims during 1938 as part of Stalin’s Great Terror (Kuromiya 2007,713). In final months of his imprisonment, and life, he wrote many letters to Stalin. Notably , in his December 10th 1937 letter, he pleaded for mercy, for†¦show more content†¦Ultimately though this would contribute to Stalin’s persecution of him. As in 1928 Stalin flipped on his opinion of the NEP, instead pushing his own Five Year Plan. Which forcefully created the kolkhoz collective farms, in hopes of rapid industrialization that would bring Russia to the same levels as other developed, Capitalist nations, regardless of the cost of human lives. This plan was highly successful in eliminating the wealthy peasants known as the kulaks, thus further cementing Stalin’s control over the Soviet state (Gregory 2010). After Lenin’s death in 1924, Bukharin allied himself with Stalin with his Socialism in One Country, which moved away from the idea of Global Communism that Bukharin and the rest of the communist party had previously supported and endorsed, as they believed communism needed to be done in a more developed nation. Instead it proposed that socialism could be created even in an undeveloped country, and that Russia could and ultimately should focus on building socialism within itself. This idea would become a key of Stalin’s political beliefs and actions. By helping to support and promote this idea Bukharin aided Stalin in removing other key Bolsheviks from power, such as Trotsky, once again increasing Stalin’s power. Bukharin, while regarded as a strong theorist for Marxism, and generally a likable man, also had a reputation for being soft. Moreover and increasingly dangerous a man who known to speak withoutShow MoreRelatedEssay on Stalin2761 Words   |  12 PagesStalin Stalin, whose original name was Iosif Vissarionovich Dzhugashvili, was born on Dec. 21, 1879, in the Caucasian town of Gori, Georgia. He was the only one of four children to survive infancy. His father, Vissarion Dzhugashvili, an unsuccessful cobbler, entered a factory in Tiflis, took to drink, and died in 1890 from wounds received in a brawl. However, his mother, Yekaterina, kept the family together by taking in washing and sewing, hiring out for housework, and nursing young Joseph

Hantavirus Pulmonary Syndrome ( Hps ) - 1018 Words

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The Endocrine SystemHypothalamus - Pituitary Gland & Hormone Regulatio

Question: Describe the different types of communication between the hypothalamus and pituitary gland to control hormone regulation? Answer: The human bodys internal environment maintained by homeostasis. Homeostasis attained by the regulatory mechanisms which is performed by many organs of the body. There are mainly two systems which help in regulation of body organ, and they are nervous system and endocrine system. The circulatory system together with the nervous system and endocrine system helps in homeostatic maintenance of the body. The circulatory system gives the path to hormones to reach their target tissues whereas nervous system synthesized the hormones such as oxytocin and released them to regulate the function of many endocrine glands (Biocourse, 2016). Hypothalamus is the interface between the central nervous system and endocrine system. The hypothalamus controls the functions of the pituitary gland and other endocrine glands such as thyroid and adrenal glands (Mitrovic, 2016). Hypothalamus: The hypothalamus contains neurosecretory neurons which synthesize peptides and catecholamine hormones and released in systemic circulation to the targeted tissues. Some of these hormones act on the anterior pituitary to inhibit and stimulate the secretion of anterior pituitary hormones (Mitrovic, 2016). The actions of hypothalamus hormones is given below in the table no. 1. Table no. Showing hypothalamus hormones and their actions. Available at biochemistry2.ucsf.edu/programs/ptf/.../HPA%20Axis%20Physio.pdf. The pituitary gland: The pituitary gland is found at the base of the hypothalamus of the brain. It is pea shaped and attached to the hypothalamus with help of nerve fibers called as stalk. It is divided into the anterior pituitary and posterior pituitary (Endocrinesurgeon, 2016). Both section of the pituitary gland have the unlike origin, thus secrete different hormones and thus regulated by the different controls system (Biocourse, 2016). Figure no.1. Showing structure of pituitary gland and hypothalamus. Available at https://www.mhhe.com/biosci/genbio/raven6b/graphics/raven06b/other/raven06_56.pdf. Anterior pituitary gland: The anterior lobe of pituitary gland is glandular. The anterior pituitary or adenohypophysis develop from ectodermal pouch called as rathkes pouch. The origin of the anterior pituitary is from the epithelial roof of the oral cavity (Mitrovic, 2016). The anterior pituitary lost its link with the oral cavity during pituitary development. The hormones secrets from it stimulate the growth and development of other endocrine glands (Barron, 2010). The hormones released from the anterior pituitary is called as trophic hormones or tropins (Biocourse, 2016). Posterior pituitary gland: The posterior lobe of pituitary gland is fibrous because it is composed of axon that originates from the nervous tissues of the hypothalamus and develops as an extension of the hypothalamus along the stalk as the tract of fibers (Boundless, 2015). The origin of the neurohypophysis or posterior pituitary is the neural ectoderm at the base of the third ventricle. The hypothalamus is developed from the base of the third ventricle and some part of these nervous tissues extended downwards to forms the posterior pituitary (Boundless, 2016). Figure no. 2 Magnetic resonance image of the hypothalamus, neurohypophyseal stalk, and pituitary gland. Available at biochemistry2.ucsf.edu/programs/ptf/.../HPA%20Axis%20Physio.pdf. Communication between hypothalamus and pituitary gland: There are two types of communication which occurred between hypothalamus and pituitary gland, and these are neural control which occurs between the hypothalamus and posterior pituitary gland and second is negative feedback which occurs between hypothalamus and anterior pituitary gland (Mitrovic, 2016). Neural control: The signals transferred from the hypothalamus and posterior pituitary occurs through the neurosecretory cell. The hormones produced inside the cell bodies of the neurosecretory cells and these cells packed in the form of vesicles. The hormones then transferred through the axon, which stored in the axon terminals that lie in the posterior pituitary. The stimulation of the neurosecretory cells generate the action potential which activates the secretion of hormones from the axon terminals and travels through the capillaries in the posterior pituitary (Cliffs Notes, 2016). This process described below with the help of an example. The neural stimuli activates the secretion of pituitary hormones which originates from the central nervous system. The posterior pituitary secretes oxytocin. Oxytocin stimulates milk ejection reflex. As baby sucks the nipple, the sensory receptors in the nipples and send impulse by the afferent pathway to the hypothalamus which activates the oxytocin and thus milk ejects. Oxytocin is necessary to stimulate uterine contraction in the women at the time of child birth (Biocourse, 2016). The hypothalamus produces oxytocin and ADH hormones, which transported along the stalk (a connection link between the hypothalamus to the posterior pituitary) and gets stored in the posterior pituitary gland. When the stimulus occurs like decreased blood pressure or volume and suckling by baby occurs, ADH and oxytocin hormones released from the posterior pituitary gland into the blood and reaches their target organ (Mitrovic, 2016). The secretion of ADH and oxytocin from the posterior pituitary gland is a reflex action. Therefore, it is controlled by the nervous system and endocrine system. Thus, the release of posterior pituitary hormones is neuroendocrine reflex (Biocourse, 2016). Negative feedback control: The hypothalamus communicates with the anterior pituitary through hormones. The hypothalamus secretes the releasing hormone and the inhibiting hormone. The specialized cells of the hypothalamus produce the releasing and inhibiting hormones (Cliffs Notes, 2016). These hormones are then transferred through the primary plexus or capillary network and then transported through the hypothalamohypophyseal portal system. From the portal system, it travels through the second plexus and diffuse into the anterior pituitary gland cells and stimulate the release of a specific anterior pituitary hormone (Mitrovic, 2016). The anterior pituitary gland does not originates from the brain. It also not activated by the axon tract of the hypothalamus therefore, the hypothalamus cannot controls the function of the anterior pituitary hormones. The hormones secreted by the neurons of the hypothalamus transferred through blood into the blood capillaries at the bottom of the hypothalamus. The blood capillaries divided into small veins inside the stalk of pituitary and then further divides into the second capillaries in the anterior pituitary. This system is called hypothalamohypophyseal portal system (Biocourse, 2016). The hormones of hypothalamus transferred from the hypothalamohypophyseal portal system controls the function of other specific anterior pituitary hormones, like thyrotropin releasing hormone stimulates thyroid stimulating hormone (TSH), gonadotropin releasing hormone stimulate follicle stimulating hormone or luteinizing hormone, and corticotropin releasing hormone stimulates adrenocorticotropic stimulating hormone (Body Guide, 2001). The inhibiting hormones secreted by the hypothalamus inhibit the release of anterior pituitary hormones such as somatostatin inhibits release of growth hormone or melanotropin inhibiting hormone inhibits melanin stimulating hormone (Sargis, 2010). The hypothalamus secretes hormones for the whole body because it controls the function of the anterior pituitary and anterior pituitary controls the other endocrine glands secretion. The homeostatic condition maintained in the body, when the negative feedback comes from the target gland which inhibit the secretion of the hypothalamus and anterior pituitary gland. This is called negative feedback inhibition (Ivyroses, 2016). A flowchart shown in the figure which describes how hypothalamus controls the secretion of anterior pituitary and how the anterior pituitary stimulates the release of hormones in the target gland. It also shows how negative feedback from target gland inhibit the release of hormones from the hypothalamus and anterior pituitary when hormone level exceeds in the target gland (CK12, 2016). Figure No. 3 Feedback control of hormone secretion (Boulpaep, 2003). Figure no. 4 Negative feedback inhibition. Available at https://www.mhhe.com/biosci/genbio/raven6b/graphics/raven06b/other/raven06_56.pdf. The thyrotropin releasing hormone secreted by the hypothalamus released into the hypothalamohypophyseal portal system which activates the anterior pituitary gland to release thyroid stimulating hormone which further stimulates the thyroid gland to release thyroxin hormone to produce iodine which needed for the growth of body (Biocourse, 2016). This is explained with the help of flowchart which is given below. Figure No. 5 Feedback mechanism of thyroxine. Available at https://www.mhhe.com/biosci/genbio/raven6b/graphics/raven06b/other/raven06_56.pdf. The communication between the hypothalamus and pituitary gland discussed above which shows that communication occurs through neural control and hormonal control. The hypothalamus communicates anterior pituitary through hormones and with posterior pituitary through neurons. References Barron, J., 2010. The Endocrine System: Hypothalamus, Pituitary, Pineal Glands. [Online] Available at: https://jonbarron.org/article/endocrine-system-hypothalamus-pituitary-pineal-glands [Accessed 2016]. Biocourse, 2016. the endocrine system. [Online] Available at: https://www.mhhe.com/biosci/genbio/raven6b/graphics/raven06b/other/raven06_56.pdf. Body Guide, 2001. Endocrine system. [Online] Available at: https://www.pennmedicine.org/health_info/body_guide/reftext/html/endo_sys_fin.html Boulpaep, B. ., 2003. Medical Physiology. 1st ed. s.l.:s.n. Boundless, 2015. Control of the Pituitary Gland by the Hypothalamus. [Online] Available at: https://www.boundless.com/physiology/textbooks/boundless-anatomy-and-physiology-textbook/the-endocrine-system-16/the-pituitary-gland-155/control-of-the-pituitary-gland-by-the-hypothalamus-785-4531/ Boundless, 2016. Hypothalamic-Pituitary Axis. [Online] Available at: https://www.boundless.com/biology/textbooks/boundless-biology-textbook/the-endocrine-system-37/endocrine-glands-214/hypothalamic-pituitary-axis-804-12042/ CK12, 2016. Hormone Regulation. [Online] Available at: https://www.ck12.org/book/CK-12-Biology-Concepts/section/13.25/ Cliffs Notes, 2016. The Hypothalamus and Pituitary Glands. [Online] Available at: https://www.cliffsnotes.com/study-guides/anatomy-and-physiology/the-endocrine-system/the-hypothalamus-and-pituitary- Courses washington, 2016. Negative Feedback Regulation of Hormone Release in the Hypothalamic-Pituitary Axis. [Online] Available at: https://courses.washington.edu/conj/bess/feedback/newfeedback.html Endocrinesurgeon, 2016. The Connection between the Pituitary and Hypothalamus. [Online] Available at: https://www.endocrinesurgeon.co.uk/index.php/the-connection-between-the-pituitary-and-hypothalamus Ivyroses, 2016. Hormone Regulation Feedback Mechanisms. [Online] Available at: https://www.ivyroses.com/HumanBody/Endocrine/hormone-regulation-feedback-mechanisms.php Mitrovic, I., 2016. Introduction to the hypothalamo pituitary adrenal axis. [Online] Available at: ucsf.edu/programs/ptf/.../HPA%20Axis%20Physio.pdf Sargis, R., 2010. An Overview of the Pituitary Gland. [Online] Available at: https://www.endocrineweb.com/endocrinology/overview-pituitary-gland

Strategic Business Value/Supply Chain Analysis Nestle Essay Example

Strategic Business Value/Supply Chain Analysis: Nestle Paper Strategic Business Value/Supply Chain Analysis of Nestle Table of Contents Section 1 – Executive Summary Section 2 – Introduction Section 3 – Nestle Background We will write a custom essay sample on Strategic Business Value/Supply Chain Analysis: Nestle specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Strategic Business Value/Supply Chain Analysis: Nestle specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Strategic Business Value/Supply Chain Analysis: Nestle specifically for you FOR ONLY $16.38 $13.9/page Hire Writer 3.1 Brief History Section 4 – Literature Review – The Value Chain 4.1 The Value Chain 4.2 Nestle and Porter’s Value Chain Section 5 – Nestle Strategies 5.1 Creating Shared Value 5.2 Sustainability 5.3 International Competitive Advantage Section 6 – Nestle Collaborations 6.1 Buy/Sell Agreements 6.1.1 Coco Plan Collaboration 6.1.2 Sub-Collaborations Section 7 – Nestle Value Chain 7.1 Nestle as an Enterprise 7.1.2 Resource and Corporate Stakeholders 7.1.3 Relationships with Customer, Suppliers and Other Stakeholders 7.1.4 Networks, Interconnections and Subsystems 7.2 Dynamic Capability Building 7 2.1 Means of Innovation and Productivity 7.2.2 Competitive Advantage in a Global Context 7.3 Global Business Operations – Lifecycle Framework 7.3.1 Inter-organisations Across Supply Chain and Value Networks 7.3.2 Intra-organisations Across Supply Chain and Value Networks 7.4 Identified Problems for Nestle 7.4.1 Overall Recommendations Section 8 – Conclusion Section 9 – Appendices Section 10 – Reference List Section 1 – Executive Summary Nestle, a Swiss based company, operates on an international scale, providing primarily food and beverage products to consumers across the globe. This report outlines a background and brief history of Nestle as a global organisation, Nestle’s key strategies and collaborations upheld over decades, Nestle’s value chain at an organisational level, providing reference to a model developed by Michael Porter, and an analysis of Nestle as an enterprise. In the first section of this report, a background of Nestle is provided and a brief history outlined. In the next section of this report, the concept of ‘value chain’ is defined. Porter’s value chain model analysis is briefly analysed as an accommodating depiction of Nestle’s organisational source of competitive advantage. Further, Nestle’s strategies are discussed in relation to creating shared value through competitive advantage, maintaining a sustainable work environment through core operational pillars and Nestle’s international competitive strategy based on growth drivers. This is followed by a concise overview of Nestle’s global collaborations, specifically ‘The Coco Plan’. A further analysis is provided which examines Nestle’s value chain, highlighting the enterprise value of Nestle, dynamic capability building and global business operations including the lifecycle framework. This aids Nestle to better understand the enterprise on a national and global level, the corporate stakeholders with a vested interest in the firm, the company’s relationships with external bodies and the networks developed to sustain a strong competitive advantage. Further discussion considers Nestle’s means of innovation and productivity to reinforce the company’s competitive advantage. Throughout this report, the reoccurring themes of sustainability, competitive advantage and global systems are conversed. This allows proposal for overall recommendation for changes to be suggested to reinforce Nestle’s core values and culture, through acknowledging visible and less visible problems Nestle has experienced. Section 2 – Introduction Many theories and ideas have been communicated by recognisable academics in relation to the value chain. These theories demonstrate ways in which businesses operate on a domestic and an international scale, with differing perspectives for simplistic and complicated value chain management. Nestle, an internationally recognised multi-national corporation (MNCs), was founded in 1866 by Henri Nestle in Vevey, Switzerland. Nestle’s headquarters are still located today. Today, Nestle is the worlds leading Nutrition, Health and Wellness Company. The company’s mission of Good Food, Good Life aims to provide consumers with the finest tasting, most nutritious choices of products in an extensive range of food and beverage classifications and eating occasions, from sunrise to sunset. International competition around the world has now looked to Nestle as a principal threat, counteracting new means of innovation and productivity established and utilised by Nestle. This report will discuss Nestle’s global background as a leading brand in the food and beverage industry. The company’s vision of an effective and efficient value chain will be analysed and discuss, parallel with the strategies implemented to sustain global competitive advantage, Nestle’s enterprise value and recommendations for change to reinforce Nestle’s core values and business cultures. Section 3 – Nestle Background 3.1 Brief History Nestle, an international corporation, is the worlds leading Nutrition, Health and Wellness Company. The 1905 merger, termed the Nestle and Anglo-Swiss Milk Company, marked the beginning of the global company Nestle’s stance. Today, Nestle is one of the world’s largest suppliers of food and nutrition products, operating in 86 countries with factories in nearly every country worldwide, and employing approximately 280,000 people. Originally focusing on condensed milk and infant formula as an economical, healthy alternative to breastfeeding, the company has extended its product offerings to include 6000 brands of varying products from coffee to health care nutrition and pet food. Figure 1 History of Nestle Section 4 – Literature Review – The Value Chain 4.1 Value Chain The value chain analysis defines the value-adding activities an organisation performs and the relationship to the organisations competitive position and strength (Recklies, D. 2001, p.1). Each activity is arranged into systems and evaluated in terms of contribution to the organisations products or service. Nestle’s value chain is based on value proposition, creating shared value and the supply chain, which create enterprise value for the organisation (figure 2). Nestle attributes its value creation to self-assessment, measuring and monitoring all aspects that optimise and enhance the value delivered the final consumer (appendix 1). The company evaluates these activities that add ‘value’, eliminating other less beneficial activities and thereby allowing resources to be utilised and optimised for other value-adding activities. Figure 2 Nestle’s Value Chain Management 4.2 Nestle and Porters Value Chain Analysis An analysis of Porters value chain can be adapted to Nestle as a business. This allows the support and primary activities to be identified that create value for the company (refer to appendix 2). Figure 3 Porter’s Value Chain Analysis Model Source: Dagmar Recklies, The Value Chain 2001 Section 5 – Strategies at Nestle Nestle’s basis for strategy reflects the company’s competitive advantage in creating shared value, operational pillars in maintaining a sustainable business and growth drivers through implementing an international competitive strategy (figure 4 and refer to appendix 3). Figure 4 Nestle Strategies Source: Nestle 2011, Strategy Nestle Roadmap to Good Food, Good Life 5.1 Creating Shared Value Creating Shared Value is a fundamental part of Nestles success as a corporation. A focus is placed on the core business activities – namely water, nutrition, and rural development – where value can be optimised for both society and shareholders. To ensure long-term value for shareholders, Nestle seeks to create value for society as well as for the company (figure 5). To successfully achieve this strategy, compliance with national laws, relevant conventions and internal business regulations are necessary procedures. Figure 5 A Framework for Creating Shared Value Source: The Nestle concept of creating shared value 2006, p. 6 For example, Nestle supports the Universal Declaration for Human Rights (UDHR), which stands at the basis of the UN Global Compact’s Human Rights Principles (Nestle 2011). Compliance with the Universal Declaration of Human Rights is illustrated through internal regulations against child labour outlined in the Nestle Corporate Business Principles and related policy documents. Nestle also creates shared value through emphasising a link between nutrition and rural development (Susan Steinhagen, 2011). Nestle provides nutritious food that contributes to rural development through the 4860 locally adapted products provided at affordable prices. This approach improves nutrition for consumers and further creates value for other stakeholders by providing local employment opportunities. Through creating shared value Nestle is able to establish a competitive advantage through unmatched product and brand portfolio, unmatched R capability, unmatched geographic presence and the global culture present in the Nestle workplace. Each of these attributes each ensures shareholders favour Nestle products to other leading competitors. 5.2 Sustainability Nestle aims to ensure the company’s â€Å"actions today do not compromise the needs of tomorrow† (Nestle Management Report 2008, p. 14). This is achieved by operating parallel to the goals of sustainable development. Furthermore, this simultaneously generates value for society whilst creating value for Nestle’s shareholders. Sustainability has become a key business strategy at Nestle, focusing on preserving the environment for future generations. Sustainable development to Nestle emphasises the â€Å"development that meets the needs of the present without compromising the ability of future generations to meet their own needs† (Brundtland Commission). By striving to continuously improve operation efficiency and environmental performance, Nestle is able to assess the impacts of operations along the value chain from the base up. In the year 2010, Nestle invested CHF 175 million in environmental sustainability programs. This aided Nestle to identify and reduce water usage, non-renewable energy and natural resources such as emissions of greenhouse gases. This resulted in an overall elimination of waste, improving the global corporations environmental performance. Through acting in a sustainable manner, Nestle is able to excel at each of the four inter-related core competencies – innovation and renovation, ‘whenever, wherever, however’, consumer communication and operational efficiency. Each of these competencies, key to Nestle’s operational strategy, contributes to improving sustainability whilst encouraging employees to work towards a more sustainable global business environment. 5.3 International Competitive Advantage Nestle ensures international expansionary strategies are adopted within the company as a key driver for industry growth. These growth drivers include ‘nutrition, health and wellness’, emerging markets and PPP, out-of-home leadership and premiumisation. Nestle has approached the international market through foreign direct investment (FDI), particularly within the dairy industry. Through FDI, Nestle has been able to expand operations to less developed economies, and thus utilise the advancing technologies to control manufacturing to harmonise with local conditions (Castelarhost, 2005). Through exploiting cheaper labour in these less developed economies, Nestle achieves economies of scale, reducing overall costs and thus gaining a competitive advantage. Another successful strategy utilised by Nestle has been its ability to take complete advantage of strategic partnerships with other large corporations. For example, in 1990 Nestle entered into a strategic alliance with Coca-Cola, gaining advantage of Coco-Cola’s dominance in the beverage and effectively contributing to Nestle’s growth on a global scale. Section 6 – Nestle Collaborations 6.1 Buy/Sell Agreements As the world’s leading nutrition, health and wellness firm, Nestle collaborates with countless companies in different industries. This enables the company to build a global supply chain, as well as generate buy and sell agreements through collaborations with the local communities in the countries where the company operates. . 1. 1 Coco Plan Collaboration Nestle’s Cocoa production has grown to become one of the most significant production lines the company has established. Cocoa is used in many of the products produced by Nestle and has thus become a key focus for the company. Last year Nestle purchased 380 000 tonnes of cocoa – 10% of the worlds supply, of which 70% has come from West Africa (figure 6). Figure 6 World Production of Cocoa at Nestle Source: Nestle 2011 Nestle, a major buyer of cocoa, contributes significantly to the future of cocoa supply. In 2009 The Cocoa Plan was developed to provide long-term focus to secure, supply and build farm productivity. The Plan involves incentives to encourage cocoa farmers, their family and communities to build a better future measured by increasing profitability and accordingly improving their quality of life (The Cocoa Plan, 2011). To implement this plan, Nestle has invested CHF 60 million to improve the organisations sustainability, particularly cocoa farming in COte d’lvoire, West Africa (figure 6). Furthermore, an additional investment of CHF 110 million is forecasted to be injected into the cocoa farming industry within the next ten years to further implement and improve Nestle’s strategy (The Cocoa Plan, 2011). Several non-government organisations, government organisations and private companies, such as World Cocoa Foundation (WCF) and Sustainable Tree Crops Programme (STCP), participated in this plan to build a better future for the cocoa farming industry. Nestle has implemented its own strategy to achieve the company’s vision to aid cocoa farmers to manage profitable farms, respect the environment and improve education systems. Nestle has focused on a key area of farmer training. This aims to encourage adoption of better farming practices, investing in plant research by buying from cooperatives and creating better social conditions by combating child labour and improving education opportunities. Through applying this strategy, Nestle are able to sustain a more intimate relationship with farmers and reduce the complexity of the supply chain by eliminating unnecessary intermediaries (table 7 overleaf). Table 7 Cocoa Plan impacts – Cote d’Ivoire and Ecuador Source: Nestle, 2011 6. 1. 2 Sub-Collaborations Over the last decade, Nestle s global supply chain has undergone major changes, such as the move towards outsourcing of production and entering into collaborations. Nestle has since been able to direct management focus towards marketing the product to the end consumer. Nestle has participated in countless collaborations, between the top companies in other fields, to enable improvement of the company’s production line and subsequently the overall product delivered to the final consumer. In May 2003, Nestle Mexico signed an agreement with Petra Foods Limited in which Nestle decided to sell its factory and equipment used for production of cocoa butter, liquor and powder. Additionally, in May 2008, Nestle and General Electric Company announced collaboration in body composition, metabolic status and life styles. This presented Nestle with the opportunity to use â€Å"cutting-edge diagnostic tools to increase our understanding of how nutrition and lifestyle choices impact body composition and metabolic health† (Professor Peter Van Bladeren 2008). Section 7 – Nestle Value Chain 7.1 Nestle as an Enterprise 7.1.1 Enterprise Value Nestle is a global leader in the food and beverage industry, offering over 6000 brands. When considering the concept of value creation, Nestle aims to present a broader context by looking beyond maximising growth and profits. The firm understands the importance of sustainable business practices, continuous operational improvements and ensuring long-term success that can be observed through recognising such considerations. The firm has implemented ten global business principles, taking into account local religious, cultural and legal concerns. The Nestle Corporate Business Principals are as follows: 1. Nutrition, Health and Wellness 2. Quality Assurance and product safety 3. Consumer Communication 4. Human rights in our business activities 5. Leadership and personal responsibility 6. Safety and health at work 7. Supplier and customer relations 8. Agriculture and rural development 9. Environmental sustainability 10. Sustainable use of water Nestle proposes that these principles will lead to â€Å"Creating Shared Value†. Overtime the principles will continue to evolve and adapt to a changing world, reflecting the basic ideas of fairness, honesty, and a general concern for society (Nestle Corporate Business Principles 2010). 7.1.2 Resource and Corporate Stakeholders Nestle as a global company has a vast range of corporate stakeholders (figure 8). Figure 8 Nestle’s Corporate Stakeholders Each of these stakeholders have varying interests in Nestle and subsequently are affected by the actions and plans in which the firm undertakes. Nestle’s stakeholders are interconnected, even though interests can, and do vary from country to country. This is a key reason why the company invests in the notion of â€Å"Creating Shared Value. 7.1.3 Relationships with Customers, Suppliers and Other Stakeholders Nestle’s belief in â€Å"Creating Shared Value† is prevalent throughout the firm’s culture. According to Nestle’s Chairman and CEO, Peter Brabeck-Letmathe, â€Å"it is our firm belief that, for a company to be successful over time and create value for its shareholders, it must also create value for society†. The main concepts and levels of value integration are integral to Nestle’s creation of shared value (figure 9). Figure 9 Creating Shared Value for Nestle Source: Creating Shared Value for Nestle, 2011 Compliance, at the base of the pyramid, encompasses taking into account relevant local laws, conventions and regulations. Exceeding compliance is sustainability, which demonstrates Nestle’s adoption and maintenance of business processes that are environmentally responsible, allowing for development that does not negatively impact on future generations. At the apex of the pyramid is the notion of â€Å"Creating Shared Value†. This consists of three main elements – nutrition, water and rural development. Nestle believes that a company should identify areas of focus where shareholders’ and society’s interests conflict, and where value creation is optimised for both stakeholders (Brabeck-Letmathe 2011). Each of these areas determines the greatest potential for joint value optimisation. In addition to this, Nestle realises that the business world is dynamic and continues to invest in research and development. This allows the company to continually update their operations and processes offering the finest results for stakeholders. 7.1.4 Networks, Interconnections and Subsystems In order for Nestle to achieve their goals with respect to â€Å"Creating Shared Value†, many linkages and systems have been developed and implemented. This can be demonstrated with respect to the three main areas previously identified (table 10). Table 10 Networks for Nutrition, Water and Rural Development In order to make sure the firm is synchronised with current trends and global variances, Nestle remains open to new ideas from outside stakeholders. The Nestle Creating Shared Value Advisory Board, comprised of global experts in nutrition, water and rural development, has provided Nestle invaluable outside perspectives and challenged the company to do better where possible (Brabeck-Letmathe 2011). 7.2 Dynamic Capability Building 7.2.1 Means of Innovation and Productivity Nestle currently utilises a combination of SAP and Powersim to create a simulation of operations to assist managers and staff in learning how to organise and improve on supply chain management. In 2005 Nestle moved towards a unified system based on MySAP. om, making Nestle the first company to utilise a shared business system in the over a hundred countries it operates in (Steinert-Threlkeld, 2006). Nestle, are also focused on innovative research in areas such as Nutrition, Water and Rural Development. These activities not only improve the efficiency of Nestles manufacturing processes, they also help support the suppliers on whom Nestle relies for raw materials and produce. 7.2.2 Competitive Advantage in a Global Context Nestle currently achieves a global competitive advantage through a combination of core competencies and cost leadership in a diversified market. Market share is expanded through product differentiation and by tailoring products to the differing tastes and cultural expectations of each region. This not only regards packaging and advertising, but also the taste and composition of food items. Despite having slight variations in product offerings between regions, Nestle has made attempts to offer a standardised product worldwide as a result of improved communication between Nestles separate regional offices. This has been permissible because of the global MySAP. com system. Research and development (R) is another key competitive advantage for Nestle. R has enabled Nestle to become the food industry leader in nutrition, health and wellness through the organisation’s capability to form Innovation Partnerships at each stage of the product development process. Nestle s ability to bring together all of its global R resources enables the organisation to provide high quality, efficient innovative products whilst ensuring complete regulatory compliance. Nestle’s driving efficiencies include cost and productivity, safety, the environment and the supply chain (figure 11). Each of these core factors enables Nestle to develop and transcend a more effective value chain. Figure 11 Driving Efficiencies and Effectiveness Source: Nestle 2010, Full Year Results European Roadshow, p. 63 7.3 Global Business Operations – Lifecycle Framework 7.3.1 Inter-organisations Across Supply Chain and Value Networks Nestle outsources to numerous organisations as part of its global supply chain and value network to achieve lower costs. Each step in the supply chain creates value for Nestle’s stakeholders through outsourcing specialised tasks. Nestle choice to source produce local to the area in which they operate processing plant and factories. This results in lowered transportation costs, essentially leading to carried-on lower prices and larger profit margins, thus increasing value for consumers and shareholders. Through employing a company that specialises in shipping, Nestle is able to leverage a specialised company’s core competencies to reduce stock transfer times, improve the reliability of deliveries and further lower costs. Supermarkets are used as a front-end to meet consumer demand, as they reduce the necessary overheads Nestle would face if they opened their own retail utlets, such as store rental, hiring and training additional staff and advertising the stores. This reduces the cost of products to end consumers, thus providing greater value and increased demand, resulting in positive increases in value for stakeholders. 7.3.2 Intra-organisations Across Supply Chain and Value Networks Nestle performs a wide variety of its own business functions in order to create value within the global supply chain. Nestle achieves this by retaining many of their own factories in each of the regions they supply to, resulting in cheaper, fresher produce due to the removal of shipping constraints. This also allows Nestle to create additional value during the manufacturing process through including charts on product packaging to convey nutritional information to the consumer. As Nestle manages many of its own factories, flexibility in the creation of product offerings can create region-specific offerings, able to quickly adapt to health and nutrition legislation in any region they operate. 7.4 Identified Problems for Nestle Throughout our research, we are able to highlight problem areas affecting Nestle’s organisation, value chain and networks (table 12). . Table 12 Problems, Strategic Implications and Recommendations For Nestle . 4.1 Overall Recommendations It is inevitable that Nestle will continue to confront problems in the future as the company is extensive and the business world is dynamic. Nestle can help to minimise these problems through effective research and development, monitoring and controlling practices, and reacting quickly and efficiently to respond and adapt to upcoming issues. Section 8 – Conclusion Nestle, a global company, operates a successful supply chain that utilises its strong competitive advantage of value adding opportunities. As highlighted previously, problems within the value chain can be depicted. However, a number of minor changes can be applied to further the success of the company. Nestle has employed a number of strategies that all contribute to the value adding process of the firm. Yet, it can be concluded that, at Nestle, the most important strategy is ‘creating shared value. ’ Nestle has implemented a number of techniques ultimately aiming to establish value for stakeholder needs and for society on a global scale. Section 9 – Appendices Appendix 1 Figure 13 Nestle Value Stream Source: Nestle 2010, Full Year Results European Roadshow, p. 61 Appendix 2 Table 14 Porter’s Value Chain Analysis – Nestle Support Activities| Infrastructure| The organisational structure and control systems of the firm itself. Nestle has adopted a decentralised business structure signifying the distribution of power across districts within the business. This includes the dispersion of power from global headquarters formulating strategic decisions, local management teams determining the day-to-day operations and local governments. This allows Nestle’s subordinates to have a high level of autonomy. | | Human Resource Management | Is primarily concerned with employment, recruitment and training within the firm. Nestle focuses on a global training system, The International Marketing and Sales Trainee Program. This two-year program aims to prepare motivated graduates to take up leadership positions throughout the company. | | Technology Development | An important element of the value chain, supporting the value creating activities. Nestle has recently implemented a combination of SAP and Powersim to create a simulation of operations. This assists managers and employees to develop learning and organisational strategies, to optimise supply and value chain management. More recently, Nestle has directed the company’s global business system to become an integrated system based on MySAP. com. | | Procurement | The process of purchasing inputs such as materials, supplies and equipment. Raw materials at Nestle are purchased through trade and directly from farmers where possible; however Nestle does not own any commercial farming activities. An important procurement issue faced by multi-national companies (MNCs), such as Nestle, is the increasing concerns of corporate social responsibility (CSR). Nestle encourages sustainable agriculture through sourcing its key raw materials, which include milk, coffee and cocoa, from local suppliers and farmers?. It is important to provide guidelines and generate contracts for significant suppliers to achieve greater control and insure sustainable practices. | Primary Activities| Inbound logistics | The warehousing of raw materials and then distribution to manufacturers. Nestle does not have one specific method of distribution of raw materials. By focusing on adapting a number of methods to suit the local environment Nestle is able to satisfy the interests of the local communities where raw materials are farmed, therefore creating shared value for all necessary stakeholders. | | Operations| The process of transferring the inputs into finished products that can be sold to the consumer. Nestle’s cocoa plan illustrates a specific supply chain from the primary source of cocoa beans to the final delivery to the consumer. This chain creates value not only for the consumer, but also local farmers and society. This is further explained in section five. | Outbound logistics | The process of warehousing and distributing final goods. Nestle, as a global company, owns subsidiaries across the world, allowing imports and exports to be sourced and distributed to the required warehousing destination. From the warehousing of products to the retail outlets, quick and efficient transport methods are utilised, specifically by road. | | Marketing and Sales| Is focused on identifying customer needs and essentially generating better sales. Nestle aims to respond to constantly changing consumer preferences through continually monitoring customer attitudes and requirements. This is achieved through market research in the form of qualitative and quantitative research. Nestle’s Research and Development Team work with product developers, food scientists and technologists to design products that meet customer needs | | Service | Is provided through supporting customers after the product has been sold to them. As Nestle is concerned with the food and beverage industry, after sale service is not a vast concern due to the absence of support needed once the consumer has consumed the product. | Appendix 3 Figure 15 Nestle Strategies Source: Nestle 2011, Strategy Nestle Roadmap to Good Food, Good Life Section 10 – Reference List Babics J. (2009), Nestle’s Creating Shared Value Approach as Competitive Advantage, viewed 8th May, accessed at: http://www. scribd. com/doc/51263004/Nestle ’s-Creating-Shared-Value-Approach-as-Competitive-Advantage Brabeck-Letmathe, P. (2010), Rural Development Report, Nestle Group Kotler. P, Brassington. F (2010), Value Chain Analysis, viewed 12th May, accessed at: http://www. learnmarketing. net/valuechain. htm Lynch, R. (2003), Corporate Strategy, 3rd ed. Prentice Hall Financial Times Nestle Group (2010), Nestle Corporate Business Principles, viewed 5th May, accessed at: http://www. nestle. com/Investors/CorporateGovernance/BusinessPrinciples/Pages/BusinessPrinciplesHome. aspx Nestle Group (2010), Nestle good food good life, viewed 8th May, accessed at: http://www. Nestle . com/ Nestle Group (2010), The Cocoa Plan, viewed 12th May, accessed at: http://www. thecoc oaplan. com/ Nestle Group (2011), Creating Shared Value for Nestle, viewed 5th May, accessed at: http://www. nestle. om/CSV/CreatingSharedValueAtNestle/Pages/CreatingSharedValue. aspx Recklies (2010), The Value Chain, viewed 12th May, accessed at: http://www. fao. org/fileadmin/user_upload/fisheries/docs/ValueChain. pdf Steinert-Threlkeld, T. (2006) Nestle Pieces Together Its Global Supply Chain, viewed 12th May, accessed at: http://www. baselinemag. com/c/a/Projects-Processes/Nestle acute-Pieces-Together-Its-Global-Supply-Chain/ The Times 100 (2010), Teaching Business Case Studies, viewed 12th May, accessed at: http://www. thetimes100. co. uk/downloads/Nestle/Nestle_10_full. pdf