Emperor Akbar And The List Of Fools English Language Essay

Sovereign Akbar And The List Of Fools English Language Essay The sovereign Akbar had numerous side interests. He preferred playing chess and flying kites; He enjoyed tuning in to accounts of different grounds; yet his preferred diversion was gathering ponies, acceptable ponies. One day a pony seller went to the royal residence. He had a group of ponies to sell. The sovereign came out and took a gander at the ponies. They are fine ponies, said Akbar. Sick get them. Have any more? No sir, said the seller. Be that as it may, on the off chance that you give me some cash, I will go to Afghanistan and get some more. Akbar gave the pony seller 200 silver rupees for the group of ponies, and 200 rupees more to bring more ponies from Afghanistan. He gave him the cash yet he didn't ask him any inquiries. He didn't ask what his name was, the place he originated from, or where he lived. The pony vendor took the cash and left. A couple of days after the fact, Akbar solicited Birbal to make a rundown from the ten greatest numb-skulls in India. Birbal made the rundown rapidly, and took it to the sovereign. As Akbar read it, his eyes opened wide. The sovereigns name was at the highest priority on the rundown! Whats this, Birbal? the ruler yelled. For what reason is my name at the highest priority on the rundown? You have the right to be at the top, Birbal clarified. You offered cash to an outsider, and you didnt ask what his identity was or were he originated from. Isnt that silly? However, I gave him the cash to purchase ponies, said Akbar. At the point when he brings me back the ponies, Ill㠢â‚ ¬Ã¢ ¦Ã£ ¢Ã¢â€š ¬Ã¢ ¦.. At the point when he presents to you the ponies, Ill expel your name from the highest priority on the rundown, and Ill compose his name there rather, said Birbal. At that point Akbar acknowledged he had for sure been absurd. 1a) Take the narrative of The rundown of blockheads and compose the same number of inquiries as you can consider; utilize many inquiry types as you can for every one of the five levels. Clearly, you would not utilize every one of them in one exercise. LEVEL ONE 1) What is the heads name? Answer : his name is Akbar 2) The head likes to play chess? a) genuine b) bogus Answer : valid 3) Did the ruler purchase ponies? Answer : Yes he did 4) How much did the head pay for the ponies? Answer : the ruler paid 200 silver rupees worthy answer : 200 silver rupees. 5) Did the ruler need to purchase more ponies? a) Yes b) No Answer : yes LEVEL TWO 1) what number interests does the ruler have? a) 1 b) 2 c) 4 d) 5 Answer : 4 2) Who went to the castle? a) Birbal b) the pony dearler Answer : the pony seller 3) What is Akbars most loved interest? a) playing chess b) gathering ponies Answer : gathering ponies 4) Did Akbar as k the pony seller his name ? Answer : no he didnt 5) What is a simpleton? a) somebody senseless b) somebody smart Answer : somebody senseless LEVEL THREE 1) Where does Akbar live? Answer : he lives in India Worthy answer : in India 2) What did Akbar ask Birbal to do? Answer : He solicited to make a rundown from fools Satisfactory answer : a rundown of imbeciles 3) Where did the pony seller state he was going? Answer : he said he was going to Afghanistan Worthy answer : to Afghanistan 4) Did the pony seller return? a) yes b) no Answer : no 5) Who was on the rundown of dolts? Answer : It was Akbar Worthy answer : Akbar LEVEL FOUR 1) Name all of Akbars diversions? Answer : playing chess, gathering ponies, flying kites and tuning in to stories Answers may not really be in this specific request 2) What is a group of ponies? Answer : It is a gathering or a lot of ponies. 3) When did Akbar solicit Birbal to make the rundown from fools? Answer : A couple of days after the fact 4) Why was Akbar amazed by Birbals list? Answer : he was amazed in light of the fact that his name was at the top. Satisfactory answer : his name was on the rundown 5) Why did Birbal compose the sovereigns name on the rundown? Answer : He composed the sovereigns name in light of the fact that the ruler offered cash to an outsider without knowing his name or where he originated from. Satisfactory answer : He offered cash to an outsider LEVEL FIVE 1) Who is more astute, Akbar or Birbal? Answer : It is Birbal 2) Why did Akbar gave another 200 silver rupees to the pony seller? Answer : To purchase another group of ponies Satisfactory answer : to purchase more ponies 3) Do you figure the pony seller will return ? Answer : Much of this answer will rely upon the understudies perspective. a) The most evident would be that the pony seller won't return and that he was more brilliant than the ruler. b) Some understudies might need to answer indeed, accepting that the pony vendor is a genuine man. 4) In your conclusion, for what reason do you think Akbar never asked the pony vendors name or where he originated from? Answer : Because Akbar confided in the pony vendor 5) Why did Akbar intrude on Birbal? Answer : in light of the fact that Akbar was furious to see his name on the rundown Adequate answer : he was furious 1b) When you have done this, choose the surmised age and level of a class of understudies with whom you could utilize the story. I) Assume you are utilizing it for listening understanding, and make a choice from the above state, 20 inquiries for oral inquiry and answer. Offer the responses that you anticipate from the understudies and which you would discover worthy. This is a class of youthful grown-ups at a pre-moderate level. The entry The rundown of blockheads is being utilized for listening perception and talking practice. A rundown of twenty inquiries has been set. What is the rulers name? Answer : His name is Akbar Where is the sovereigns royal residence? Answer : the royal residence is in India What is Akbars most loved diversion ? Answer : his preferred diversion is gathering ponies What sort of ponies does the head like ? Answer : he enjoys fine ponies. Who went to the royal residence? Answer : the pony seller Did the ruler like the ponies ? Answer : yes he did What makes you think the head enjoyed the ponies? Answer : on the grounds that he needed to purchase more ponies What amount altogether did the ruler pay the pony seller? Answer : he paid altogether 400 silver rupees Where was the pony vendor going : Answer : he was going to Afghanistan What is the pony sellers name ? Answer : it was never referenced Do you figure the pony seller will return ? Answer : The appropriate response will shift as indicated by the understudies, some may decide to accept the pony vendor is a legitimate man, while others may accept the seller is untrustworthy and won't return. Who is Birbal in the story ? Answer : he is the court agent, or like the Prime Minister. For what reason do you think the head never asked the pony vendor any inquiries? Answer : The appropriate response will fluctuate as indicated by the understudies, some may think the sovereign confided in the pony seller, while others may accept the head was not savvy. What did the ruler ask Birbal to do? Answer : he solicited him to make o list from the ten greatest numb-skulls in India What is a dolt ? Answer : a senseless individual or somebody who has accomplished something senseless In the story, what do you think the articulation His eyes opened wide mean? Answer : It communicates the heads shock when he saw his name at the highest priority on the rundown of numb-skulls. Clarify for what reason was the ruler shocked to see his name on the rundown of boneheads ? Answer : The appropriate response will create various answers. The fundamental answer will be, as the head he ought to be not be incorporated as he is the leader of India. Who do you believe is more intelligent? The ruler or the pony vendor? Answer : the pony seller for taking the cash. For what reason did the Emperor yell at Birbal? Answer : He felt offended to be at the highest priority on the rundown For what reason did Birbal intrude on the Emperor toward the finish of the story ? Answer : to cause the Emperor to understand that he had been stupid for confiding in an all out outsider with cash. 1b) When you have done this, choose the surmised age and level of a class of understudies with whom you could utilize the story. Presently accept you are utilizing the story for concentrated perusing. Set up a worksheet of 10 inquiries testing perception and jargon. (A few however not all might be like those in I.) Include in any event 2 different decision questions and two WH questions. Show the appropriate responses you would discover satisfactory. This is a class of youthful grown-ups at a pre-middle of the road level. The section The rundown of dolts is being utilized for concentrated perusing. A worksheet of ten (10) questions has been set to test the appreciation and jargon. What is an Emperor ? Answer : He is a man who is the leader of a realm/a ruler, a regal pioneer In the sentence A group of ponies, The word group can be supplanted by : players gathering team organization Answer : b) a gathering of ponies Where does the story happen ? Answer : the story happens in India Find and rundown all the formal people, places or things from the story : Answer : Akbar, Birbal, Afghanistan, India What kind of stories did the Emperor like ? Answer : He enjoyed accounts of different terrains In the sentence Isnt that stupid? The word absurd can be supplanted by : Insightful Astute Senseless Reasonable Answer : c) senseless In the sentence : He enjoyed tuning in to accounts of different terrains What does different grounds implies ? Answer : It implies different nations. What are pastimes ? Answer : a movement that you appreciate doing in your leisure time ( intrigue, hobby) Was the pony vendor a legitimate individual and why ? Answer : No he was not legit on the grounds that he didn't return with more ponies. For what reason did the pony seller go to the castle ? Answer : He came to sell ponies.

Movies Realism Literature Review

Presentation Cinemas are the focal spot of people’s visual amusement, going about as the medium between the craft of film executives and the crowds looking for the escape from genuine reality. It is at the film where individuals have a good time by watching motion pictures that they may discover fascinating at first paying little heed to the language, area or storyline, as long as that one specific film is sufficiently charming to cause them to go to the film to get their film o-meter loaded up with engaging specialties from numerous chiefs. The films as they are today are far essentially not quite the same as what they used to be decades back, as this exceptionally benefitting business has been going on since the 1850’s, especially started in England to be the first out in the open screening, in spite of the fact that the primary utilization of film projection is obscure. In any case, setting aside the progressive film innovation, one great film is for the most part contributed by the creation group commitment and hard works. It ought not make any difference if a film is less use in amazing CGI since a ‘plain’ film however with legitimate cast and substance, it could coordinate with a film wealthy in the innovation. This sort of good substance or storyline is another factor that has been affecting both the creation to make such film which is poor in counterfeit yet dumbfounding visual appearance however to seek after additional on the substance generally. It has likewise been seen that a decent film needs great content or discourse other than the throws, for example _V for Vendetta_ (2005), it had a couple of scenes in CGI however the genuine quality behind the achievement of this film was the exchange, its extraordinary throws and the political topic. The mindset of local people towards Malaysian made motion pictures has consistently been censured by Malaysians ourselves; anyway the incongruity is regardless of the steady case of Malaysians that they could endure Malaysian motion pictures, this marvel despite everything exists, where individuals particularly the examination subject, Malaysian crowds, remain on this issue of the reasons they jettison neighborhood most nearby films as ridiculous as opposed to its essence of getting away from the real world. Regularly in papers and broad communications individuals could be seen keeping in touch with editors on how disillusioned they were in nearby motion pictures bearing yet applauded the authenticity angle on remote films, particularly of Hollywood. The explanation motion pictures or some other types of visual diversion were made was to include some unreasonable factor based the ‘reality’ of the world outside the film, since the film creation can't bring in cash in the event that they just show what the crowds have experienced each day in their lives, nothing of new and new that could grab the eye of the crowds. This exploration is foreseen to know why such Catch 22 exists among the neighborhood watchers especially, or something about the mindset of Malaysian crowds. At the point when this eccentricity is activated, there are parties influenced certainly. The undeniable effect would be on creation organizations, with limited spotlight on nearby market itself, these creation organizations would not have the option to support longer given that this ‘sentiment’ goes on. It is evident enough since when there is absence of help and enthusiasm, in addition to the out of line insight by the Malaysians, the organizations have no other path than to shut down creation, or face far more terrible state of insolvency. It isn't only the organizations that would need to close down, however by implication the entertainers and on-screen characters would need to begin once again something new to oblige their lives, the blessed enough to have reinforcement type of pay could at present endure, yet the greater effect is the business will be disintegrated, as the business has never been allowed to demonstrate that Malaysian motion pictures could advance and change the mentality of Malaysians in any case. Furthermore, nearby TV organizations would likewise confront challenges and humongous cost to acquire outside TV substance more to provide food the craving of watchers, just as to fill in the nonappearance or the sheer absence of neighborhood film content. The antagonism cycle proceeds to Malaysian government strategy of outside substance, with this much effect gradually affecting the outlook of individuals, government will require intensive revision of its approach to check the remote substance while protecting the nearby one, as in spite of the fact that this wonder is as yet not incessant, anyway it is ideal to fear and get ready for the most noticeably awful. In spite of the fact that the way toward acquiring past investigates on comparative wonder yields nothing, subsequently this exploration is accepted to be pioneer in diving further into this idiosyncrasy. Nonetheless, it is generally comprehended that a few factors, or the causing factors are such similar to age, instruction, spot of living, impact of noteworthy others, various subcultures, and just as level of introduction to remote films and online surveys. Starting perception (pre look into) shows that individuals living in urban areas are increasingly defenseless to this marvel, most conceivably because of the flooding of remote films that are moderately superior to nearby motion pictures by and large, might be fortified by the weight of others into framing a run of the mill attitude. The Phenomenon Exactly like recently referenced, the characteristic that set off the exploration in any case was what causes the disjointedness of denying neighborhood motion pictures as sensible while simultaneously agreeing how practical outside films are on a similar premise that motion pictures shouldn't be genuine. There is no issue with the ticket deals or incomes of nearby films, since neighborhood motion pictures do get high gross benefit in nearby market, for example Cicakman,, a saint dream film scored RM6. 7 million while still in a similar film topic, Spiderman scored USD 2. 1 million in Malaysian market, obviously it isn't reasonable for think about the fan base yet this demonstrated there is no issue with the conduct of Malaysian watchers, yet the impression of the individuals. In less complex significance, they do watch neighborhood films however continually underestimate each consider accessible respects to remote motion pictures, and this examination is intended to find the conceivable sources. Depende*nt Variable In figuring out what subordinate factors of this exploration will be, right off the bat it is critical to recognize what sort of approach the examination will be led, and since the subject is wanting to uncovering the brain or disgrace of individuals, thus recognition appr oach is the right station to dissect the Malaysians mindset on whether they discover nearby motion pictures are not sensible contrasted with outside films. Along these lines clearly the discernment or attitude of the neighborhood Malaysians is the subject issue, which is at last the reliant factors that would be influenced toward the finish of the pattern of components. A discernment is the aftereffect of many encompassing components or impacting factors, whereby it resembles a clear canvas fit to be painted with the shades of apparent reality influencing the attitude. Subsequently, ironicly for a film watcher to have one-sided knowledge against the nearby motion pictures getting away from reality nature, yet what is wryer than that is through starting perception of this marvel; a few people don't have this shame and due to that it further reinforces our choice of making the impression of crowd as the reliant variable where it will see changes when any autonomous variable is put as a trigger or cause. The view of crowd is additionally recognized to be the needy variable because of the way that they live in Malaysia, which are probably giving them the commonality of the way of life that is joined into the neighborhood motion pictures, and since it is a brain science marvel we can't straightforwardly gauge one’s psyche however we can quantify up the degree or the spread of this specific impression of film crowd. With all the method of reasoning it is then distinctly that we are going to utilize the view of crowd as the needy variable that changes appropriately to the distinguished autonomous factors to get us closer to the ‘reality’ of the examination subject. Autonomous Variables As referenced before, there are powers that demonstration behind the shadow of the reliant variable which was the impression of unreasonable neighborhood films among crowd. There isn't only one however numerous trustworthy components that control the result in different manners when these autonomous factors are placed moving to misuse the outcomes in broadened changes. The components underneath are informed to be of the most critical factors that could show earth shattering assortment result on the reliant variable. ?Flooding of Foreign Movies Irrefutably the proportion of outside motion pictures in Malaysia has essentially dominated the privately made motion pictures. There is no limitation just to Hollywood motion pictures, however recently a lot more motion pictures from everywhere throughout the world, for example, Middle Eastern, Bollywood, European, Hong Kong and Japan gets the consideration of film merchants in scattering the outside motion pictures here in Malaysia. Based on the general film titles every month premise, privately caused motion pictures, to be it Malay, Tamil or Chinese motion pictures are still on the minority scale contrasted with the accessible outside titles which make up the vast majority of the indicating list. With this much flooding of remote motion pictures that doesn't end its quality here in Malaysia all through the entire year, Malaysians are presented with these outside motion pictures particularly of Hollywood (being the most famous), along these lines it is unquestionably a pivotal factor to include in the ‘excess’ of the remote motion pictures may add to the view of Malaysians that neighborhood films are no place as reasonable to remote motion pictures. ?Impact of Friends There is no single individual on earth can stand forlornness consequently the very motivation behind why they need organization. Companions do to be sure assume the most critical job of molding the disposition as well as the enormous level of observation design. Studies show that the impact of companions regularly outperformed the impact communicated by relatives especially during the time of youthful; afterwa

Field Trip!

Field Trip! Thanks to the carefree nature of my elementary and middle school years, I have experienced a fair share of field trips, including a couple to the Museum of Science, one to a theater production of Theres a Boy in the Girls Bathroom, one to a ranch, and a few others I cant seem to think of at the moment. When high school came around, the notion of field trips was tragically displaced and represented instead by the title of school-sponsored activity not nearly as catch-phrase-y and often accompanied by a frustrating mass of release forms. Regardless, it is my hope to now give you a virtual field trip of sorts into my dorm: McCormick Hall :) To begin with, heres the front in all its December snow-covered glory: McCormick has two towers, each with seven floors and its own penthouse. The tower on the left (called the East Tower) is filled with several singles, whereas the tower the on the right (logically called the West Tower) consists of a mixture of singles, doubles, and triples. On the first floor of McCormick, youll see a lot of little rooms called date rooms, in which people generally lock themselves up during exam time and study until their brain cells are no less than fried. Youll also see a courtyard: And two large living rooms appropriately named the Brown Living Room and the Green Living Room: A lot of interesting goings-on take place in these living rooms house meetings, dance practices, a capella rehearsals, study sessions, and much more. Right next to these living rooms is our dining hall: McCormicks dining hall is open for dinner five days a week (Sunday Thursday, except during IAP which makes me sad because I have to walk over to Baker dorm next door and dont get a chance to fully exploit my potential to be lazy). The food isnt bad theres a good deal of variety, and McCormick residents get a 50% discount at all the dorm dining halls (in addition to a $300 base semester fee). I get tired of the food every now and then, though, which is fine, since theres a Shaws grocery store pretty close to campus :) If you take the East Tower elevator up to the East Penthouse, this is what youll see: A music room A kitchen A reallyyy nice common room (with a TV!! except I dont get to watch TV that often) In the West Penthouse, youll see a similar common room (minus the TV) As well as some study cubicle-type things Notice how clean everything is? Its because boys cant live at McCormick! Haha, just kidding. Its true that boys cant live here, but the cleanliness is not due to their absence but rather due to the amazing members of McCormicks cleaning staff, all of whom are super-friendly and do a great job of keeping McCormick absolutely pristine. Unfortunately though, I still have to clean my own room. This is generally a serious concern, since room-cleaning takes on a somewhat lower priority during the school year The above picture was taken a long time ago by my roommate Jeanne 13; while it accurately demonstrates the size of our room, it does not provide a faithful representation of the extent to which our room can look like utter chaos. I cleaned my side of the room at one point though, as evidenced by this picture: So that basically concludes this field trip. During the Early Action Telethon, a lot of you new admits asked questions about dorms I hope this helped out a little! Let me know if youd like to know anything else about McCormick :) Oh one more thing: a view from the East Penthouse balcony See why I love my dorm? :D Post Tagged #McCormick Hall

The Irregular Latin Verb Sum To Be

The Latin word sum is perhaps among the best known of all the Latin verbs and it is among the hardest to learn. Sum is the present indicative tense of the verb esse, meaning to be. As with many other living and dead languages, esse is one of the oldest verb forms in Latin, one of the most frequently used of the verbs, and one of the most irregular verbs in Latin and related languages. It is also often contracted in casual use (such as in English Im, thats, theyre, hes), so that the verb is almost invisible to the listener. Etymology The progenitor form of to be is in the Proto-Indo-European  (PIE) language, the parent language of Latin, Greek, Sanskrit, Iranian, Germanic, and indeed most of the languages spoken in all of Europe, India, and Iran. Each of the PIE languages has a form of to be, perhaps because it is so eminently useful: sometimes to be can have an existential significance (To be or not to be, I think therefore I am), but also retains its use in everyday language. In etymological circles, to be is the b-root word, and like all of the b-roots probably is derived from an ancient PIE root, today reconstructed as *h1à ©s-mi (I am). It is also possible that to be in Latin derives from the root word *bhuH- meaning to grow.  Other closely related words to esse are asmi  in Sanskrit and eÃ… ¡mi in Hittite. Conjugating Sum Mood Tense Person Singular Plural indicative Present First sum sumus Second es estis Third est sunt Imperfect First eram eramus Second eras eratis Third erat erant Future First ero erimus Second eris eritis Third erit erunt Perfect First fui fuimus Second fuisti fuistis Third fuit fuerunt Pluperfect First fueram fueramus Second fueras fueratis Third fuera fuerant Future Perfect First fuero fuerimu Second fueris fueritis Third fuerit fuerint Subjunctive Present First sim simus Second sit sitis Third sit sint Imperfect First essem essemus Second esses essetis Third esset essent Perfect First fuerim fuerimus Second fueris fueritis Third fuerit fuerint Pluperfect First fuissem fuissemus Second fuisses fuissetis Third fuisset fuissent Irregular Verbs and Compounds There are several other Latin irregular verbs and compound verbs formed from sum. Eo - to go Fio - to become nolo, nolle, nolui - 'to be unwilling' and malo, malle, malui 'to prefer' are similar. Volo - to wish Fero - to carry Sum - to becompounds: adsum, desum, insum, intersum, praesum, obsum, prosum, subsum, supersum Do - to give Edo - to eat Sources Moreland, Floyd L., and Fleischer, Rita M. Latin: An Intensive Course. Berkeley: University of California Press, 1977.Traupman, John C. The Bantam New College Latin English Dictionary. Third Edition. New York: Bantam Dell, 2007.

E Commerce Online Shopping - 1409 Words

Unit 8 – E-Commerce Online shopping has caused many changes economically and socially. The rapid rise of online stores has caused changed for current stores to move to e-retail to reach a wider audience and to save money on things like renting out a building to set up. Now that most stores have a store to visit and an online store, it’s become much easier to distribute their products to a wider audience. Some people could be unable to leave their homes (due to disabilities and/or other issues), so it’s much useful when a particular store also has an online store. It also helps if there aren’t any physical stores around a particular area or if the store ships internationally, they can just order online and have it arrive. In addition, some stores even have some products and items that aren’t even sold in physical stores, and are only exclusive to their own online store. Because of reasons like that, more people are drawn to shop online as it gives people access to every single product they have on sale, and the customers don’t have to spend time travelling to reach a store, when they can browse for however as long as they like in the comfort of their own home. Bricks and clicks is a jargon term for a company or business who use online and physical outlets such as HMV, Argos and Tesco’s. Brick stores are businesses and companies who only have an exclusive psychical store, and don’t have a website for customers to access. The reason why they’re referred to as ‘bricks’ isShow MoreRelatedContent Marketing : Online Shopping ( E Commerce )2002 Words   |  9 Pagesmany companies launched a company website to promote their goods and services. These websites were mainly static with content never being updated thus doing very little to generate business or keep customers engaged. 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The Hunters Moonsong Chapter Nineteen Free Essays

string(40) " out on different parts of the picture\." Nobody was going to lie to Elena Gilbert and get away with it. Elena marched along the path to the library, indignation keeping her head high and her steps sharp. So James thought he could pretend he didn’t remember anything about those V-shaped pins? The way his eyes had skipped away from hers, the faint flush of pink in his plump cheeks, everything about him had shouted that there was something there, some secret about him and her parents that he didn’t want to tel her. We will write a custom essay sample on The Hunters: Moonsong Chapter Nineteen or any similar topic only for you Order Now If he wasn’t going to tel her, she would find out for herself. The library seemed like a logical place to start. â€Å"Elena,† a voice cal ed, and she stopped. She had been so focused on her mission that she had almost walked right by Damon, leaning against a tree outside the library. He smiled up at her with an innocently inquiring expression, his long legs stretched in front of him. â€Å"What are you doing here?† she said abruptly. It was so weird, just seeing him here in the daylight on campus, like he was part of one picture superimposed upon another. He didn’t belong in this part of her life, not unless she brought him in herself. â€Å"Enjoying the sunshine,† Damon said dryly. â€Å"And the scenery.† The wave of his hand encompassed the trees and buildings of the campus as Wellas a flock of pretty girls giggling on the other side of the path. â€Å"What are you doing here?† â€Å"I go to this school,† Elena said. â€Å"So it’s not weird for me to be hanging around the library. See my point?† Damon laughed. â€Å"You’ve discovered my secret, Elena,† he said, getting to his feet. â€Å"I was here hoping to see you. Or one of your little friends. I get so lonely, you know, even your Mutt would be a welcome distraction.† â€Å"Real y?† she asked. He shot her a look, his dark eyes amused. â€Å"Of course I always want to see you, princess. But I’m here for another reason. I’m supposed to be looking into the disappearances, remember? So I have to spend some time on the campus.† â€Å"Oh. Okay.† Elena considered her options. Official y, she shouldn’t be hanging around Damon at al . The terms of her breakup – or just break, she corrected herself – with Stefan were that she wasn’t going to see either of the Salvatore brothers, not until they worked out their own issues and this thing between the three of them had time to cool off. But she’d already violated that by letting Damon sleep on the floor of her room, a much bigger deal than going to the library together. â€Å"And what are you up to?† Damon asked her. â€Å"Anything I can assist with?† Real y, a trip to the library ought to be innocent enough. Elena made up her mind. She and Damon were supposed to be friends, after al . â€Å"I’m trying to find out some information about my parents,† she said. â€Å"Want to help?† â€Å"Certainly, my lovely,† Damon said, and took her hand. Elena felt a slight frisson of unease. But his fingers were reassuringly firm in hers, and she pushed her hesitation away. The ancient tennis-shoed librarian in charge of the archive room explained how to search the database of school records and got Elena and Damon set up in the corner on a computer. â€Å"Ugh,† Damon said, poking disdainful y at a key. â€Å"I don’t mind computers, but books and pictures ought to be real, not on a machine.† â€Å"But this way everyone can see them,† Elena said patiently. She’d had this kind of conversation with Stefan before. The Salvatore brothers might look col ege-aged, but there were some things about the modern world they just couldn’t seem to get their heads around. Elena clicked on the photo section of the database and typed in her mother’s name, Elizabeth Morrow. â€Å"Look, there are a bunch of pictures.† She scanned through them, looking for the one that she had seen hanging in the hal . She saw a lot of cast and crew pictures from various theatrical productions. James had told her that her mother was a star on the design side, but it looked like she was in some productions, too. In one, Elena’s mother was dancing, her head flung back, her hair going everywhere. â€Å"She looks like you.† Damon was contemplating the picture, his head tilted to one side, dark eyes intent. â€Å"Softer here, though, around the mouth† – one long finger gestured – â€Å"and her face is more innocent than yours.† His mouth twisted teasingly, and he shot a sidelong glance at Elena. â€Å"A nicer girl than you, I’d guess.† â€Å"I’m nice,† Elena said, hurt, and quickly clicked on to find the picture she was looking for. â€Å"You’re too clever to be nice, Elena,† Damon said, but Elena was barely listening. â€Å"Here we are,† she said. The photograph was just as she remembered it: James and her parents under a tree, eager and impossibly young. Elena zoomed in on the image, focusing on the pin on her father’s shirt. Definitely a V. It was blue, a deep dark blue, she could see that now, the same shade as the lapis lazuli rings Damon and Stefan wore to protect themselves from sunlight. â€Å"I’ve seen one of those pins before,† Damon said abruptly. He frowned. â€Å"I don’t remember where, though. Sorry.† â€Å"You’ve seen it recently?† Elena asked, but Damon just shrugged. â€Å"James said my mother made the pins for al of them,† she said, zooming closer so that al she could see on the screen was the grainy image of the V. â€Å"I don’t believe him, though. She didn’t make jewelry, that wasn’t her kind of thing. And it doesn’t look handmade, not unless it was made by someone with an actual jewelry studio. That’s some kind of enameling on the V, I think.† She typed V in the search engine, but it came back with nothing. â€Å"I wish I knew what it stood for.† With another graceful one-shouldered shrug, Damon reached for the mouse and zoomed in and out on different parts of the picture. You read "The Hunters: Moonsong Chapter Nineteen" in category "Essay examples" Behind them, the librarian thunked a book down, and Elena glanced back at her to find the woman’s eyes fixed on them with disconcerting intensity. Her mouth tightened as her eyes met Elena’s, and she looked away, walking a little farther along the aisle. But Elena was left with the creepy feeling that the librarian was stil watching and listening to them. She turned to whisper something to Damon about it but was caught again by the sheer unexpectedness of him, of him here. He just didn’t fit in the drab and ordinary library computer station – it was like finding a wild animal curled up on your desk. Like a dark angel fixing oatmeal in your kitchen. Had she ever seen him under fluorescent lights before? Something about the lighting brought out the clean paleness of his skin, cast long shadows along his cheekbones, and fel without reflection into the black velvet of his hair and eyes. A couple of buttons on the col ar of his shirt were undone, and Elena found herself almost mesmerized by the subtle shifts of the long muscles in his neck and shoulders. â€Å"What would a Vital Society be?† he asked suddenly, breaking her out of her reverie. â€Å"What?† she asked, confused. â€Å"What are you talking about?† Damon clicked the mouse and shifted the zoom, focusing this time on the notebook in her mother’s lap. Her mother’s hands – pretty hands, Elena noticed, prettier than her own, which had slightly crooked pinkies – were splayed over the open book, but between the fingers, Elena could read: Vit l Soci y â€Å"I assume that’s what it says,† Damon said, shrugging. â€Å"Since you’re looking for something that starts with V. It could say something else of course. Vital Social y, maybe? Was your mother a social queen bee like you?† Elena ignored the question. â€Å"The Vitale Society,† she said slowly. â€Å"I always thought it was a myth.† â€Å"Leave the Vitale Society alone.† The hiss came from behind them, and Elena whipped around. The librarian seemed curiously impressive framed against the bookshelves despite her tennis shoes and pastel sweater set. Her hawklike face was tense and focused on Elena, her body tal and, Elena felt instinctively, threatening. â€Å"What do you mean?† Elena asked. â€Å"Do you know something about them?† Confronted by a direct question, the woman seemed to shrink from the almost menacing figure she had been a second before to an ordinary, slightly dithering old lady. â€Å"I don’t know anything,† she muttered, frowning. â€Å"Al I can say is that it’s not safe to mess with the Vitales. Things happen around them. Even if you’re careful.† She started to wheel her book cart away. â€Å"Wait!† Elena said, half rising. â€Å"What kind of things?† What had her parents been involved in? They wouldn’t have done anything wrong, would they? Not Elena’s parents. But the librarian only walked faster, the wheels of her cart squeaking as she rounded the corner into another aisle. Damon gave a low laugh. â€Å"She won’t tel you anything,† he said, and Elena glared at him. â€Å"She doesn’t know anything, or she’s too scared to say what she does know.† â€Å"That’s not helpful, Damon,† Elena said tightly. She pressed her fingers against her temples. â€Å"What do we do now?† â€Å"We look into the Vitale Society, of course,† Damon said. Elena opened her mouth to object, and Damon shushed her, drawing one cool finger over her mouth. His touch was soft on her lips, and she half raised a hand toward them. â€Å"Don’t worry about what a foolish old woman has to say,† he told her. â€Å"But if we real y want to find out the secrets of this society of yours, we probably need to look somewhere other than the library.† He got to his feet and held out his hand. â€Å"Shal we?† he asked. Elena nodded and took his hand in hers. When it came to finding out secrets, to digging up what people wanted to keep concealed, she knew she could put her faith in Damon. â€Å"Pick up, Zander,† Bonnie muttered into the phone. The ringing stopped, and a precise mechanical voice informed her that she was welcome to leave a message in the voice mailbox. Bonnie hung up. She had already left a couple of voicemails, and she didn’t want Zander thinking she was any crazier or more clueless than he inevitably would when he saw his missed-cal list. Bonnie was pretty sure she was going through the Five Stages of Being Ditched. She was almost done with Denial, where she was convinced something had happened to him, and was moving quickly into Anger. Later, she knew, she would slide into Bargaining, Depression, and eventual y (she hoped) Acceptance. Apparently her psych class was already coming in handy. It had been days since he had abruptly run off, leaving her al alone in front of the music building. When she found out that a girl disappeared that same night, at first Bonnie was angry and scared for herself. Zander had left her alone. What if Bonnie had been the one to vanish? Then she began to worry about Zander, to be afraid that he was in trouble. He seemed so sweet, and so into her, that it was almost impossible for her to believe Zander would just be avoiding her al of a sudden. Wouldn’t his friends have sounded the alarm if Zander was missing, though? And when she thought that, Bonnie realized that she didn’t know how to contact any of those guys; she hadn’t seen any of them around campus since that night. Bonnie stared at her phone as fresh tendrils of worry grew and twisted inside her. Real y, she was having a very tough time moving on to Anger when she was stil not quite sure that Zander was safe. The phone rang. Zander. It was Zander. Bonnie snatched up her phone. â€Å"Where have you been?† she demanded, her voice shaking. There was a long pause on the other end of the line. Bonnie was almost ready to hang up when Zander final y spoke. â€Å"I’m so sorry,† he said. â€Å"I didn’t mean to freak you out. Some family stuff came up, and I’ve had to be out of touch. I’m back now.† Bonnie knew that Elena or Meredith would have said something pithy and cutting here, something to let Zander know exactly how little they appreciated being forgotten about, but she couldn’t bring herself to. Zander sounded rough and tired, and there was a break in his voice when he said he was sorry that made her want to forgive him. â€Å"You left me outside alone,† she said softly. â€Å"A girl disappeared that night.† Zander sighed, a long sad sound. â€Å"I’m sorry,† he said again. â€Å"It was an awful thing to do. But I knew you would be okay. You have to believe that. I wouldn’t have left you in danger.† â€Å"How?† Bonnie asked. â€Å"How could you know?† â€Å"Just trust me, Bonnie,† Zander said. â€Å"I can’t explain it now, but you weren’t in danger that night. I’l tel you about it when I can, okay?† Bonnie shut her eyes and bit her lip. Elena and Meredith would never have settled for this kind of half explanation, she knew. Not even half an explanation, just an apology and an evasion. But she wasn’t like them, and Zander sounded sincere, so desperate for her to believe him. It was her choice, she knew: trust him, or let him go. â€Å"Okay,† she said. â€Å"Okay, I believe you.† Zander let out another sigh, but it sounded like one of relief this time. â€Å"Let me make it up to you,† he said. â€Å"Please? How about I take you out this weekend, anywhere you want to go?† Bonnie hesitated, but she was starting to smile despite herself. â€Å"There’s a party at Samantha’s dorm on Saturday,† she said. â€Å"Want to meet there at nine?† â€Å"There’s something peculiar going on at the library,† Damon said, and Stefan twitched in surprise at his sudden appearance. â€Å"I didn’t see you there,† he said mildly, looking out onto his dark balcony, where Damon leaned against the railing. â€Å"I just landed,† Damon said, and smiled. â€Å"Literal y. I’ve been flying around campus, checking things out. It’s a wonderful feeling, riding the breezes as the sun sets. You should try it.† Stefan nodded, keeping his face neutral. They both knew that one of the few things Stefan envied about Damon was his ability to change into a bird. It wasn’t worth it, though – he would have to drink human blood regularly to have Power as strong as Damon’s. Elena’s face rose up in his mind’s eye, and he pushed her image away. She was his salvation, the one who connected him to the world of humans, who kept him from sinking into the darkness. Believing that their separation was only temporary was what was keeping him going. â€Å"Don’t you miss Elena?† Stefan asked, and Damon’s face immediately closed off, becoming hard and blank. Stefan sighed inwardly. Of course Damon didn’t miss Elena, because he was undoubtedly seeing her al the time. He’d known Damon wouldn’t abide by the rules. â€Å"What’s the matter?† Damon asked him. His voice was almost concerned, and Stefan wondered what his own face looked like to get that kind of reaction from Damon. Damon who had probably just seen Elena. â€Å"Sometimes I’m a fool,† Stefan told him dryly. â€Å"What do you want, Damon?† Damon smiled. â€Å"I want you to come do some detective work with me, little brother. Real y, anything’s better than seeing this sulking, forehead-wrinkling brooding expression on your face.† Stefan shrugged. â€Å"Why not?† Stefan leaped down from the balcony with perfect grace, and Damon fol owed swiftly behind. As Damon led the way to their destination, he fil ed Stefan in on the details. Or rather, the vague scenario Stefan could gather from Damon’s explanation. Damon never was one for ful disclosure. Al Stefan knew was that some research at the library had prompted a sketchy warning from an old librarian. Stefan inwardly chuckled at the thought of a frail old woman squaring against Damon over library fines. â€Å"What were you looking at?† Stefan asked, trying to get any more substantial information. â€Å"What did she want you to stay away from?† He shifted on the rough branch of the oak tree they were both sitting on, trying to get comfortable. Damon had a habit of sitting in trees, Stefan realized. It must be a side effect of spending so much time as a bird. They were on a stakeout outside the librarian’s home, but what exactly they were looking for, Stefan wasn’t sure. â€Å"Just some old photographs from the school’s history,† Damon said. â€Å"It doesn’t matter. I just want to make sure she’s human.† He peered through the window nearest their tree, where an elderly woman was sipping tea and watching television. Stefan noted with irritation that Damon seemed a lot more at ease in the tree than Stefan did. He was leaning forward, resting graceful y on one knee, and Stefan could sense his sending questing strands of Power at the woman, trying to find out whether there was anything unusual about her. His balance seemed awful y precarious, and he was completely focused on the old woman. Stefan inched toward Damon on the branch, stretched out a hand, and suddenly shoved him. It was extremely satisfying. Damon, his composure shaken for once, let out a muffled yelp and fel out of the tree. In midair, he turned into a crow and flew back up, perching on a branch above Stefan and eyeing him with a baleful glare. Damon cawed his annoyance at Stefan loudly. Stefan glanced through the window again. The woman didn’t seem to have heard Damon’s shout or the crow’s caw – she was just flipping channels. When he looked back at Damon, his brother had regained his usual form. â€Å"I would think playing a trick like that would go against your precious moral code,† Damon said, fastidiously smoothing his hair. â€Å"Not real y,† Stefan said, grinning. â€Å"I couldn’t help myself.† Damon shrugged, seeming to accept Stefan’s playfulness as good-natured, and looked through the librarian’s window again. She had gotten up to make herself another cup of tea. â€Å"Did you sense anything from her?† Stefan asked. Damon shook his head. â€Å"Either she’s bril iantly hiding her true nature from us or she’s just a peculiar librarian.† He pushed himself off the branch and leaped, landing lightly on the grass far below. Either way, I’ve had enough, he added silently. Stefan fol owed him, landing beside Damon at the bottom of the tree. â€Å"You didn’t need me for any of that, Damon,† he said. â€Å"Why did you ask me to come with you?† Damon’s smile was bril iant in the darkness. â€Å"I just thought you could use some cheering up,† he said simply. Clearly, it wasn’t the librarian Stefan should be worried about acting peculiarly. How to cite The Hunters: Moonsong Chapter Nineteen, Essay examples

Discussion Questions free essay sample

The Classical management theory made a great impact to what management is today. One very important contribution of the classical management theory was to emphasize the importance of management as a key element to an organized society. Classical management theory also took the time to identify the process and functions in management. Also the classical approach left us management techniques such as time and motion analysis, work simplification, incentive wage systems, personnel testing and budgeting, these techniques are still being used today. The classical management theory made great contribution to management but it could have been better. Classical theorist never contemplated what today are known as contemporary organizations. Critics argue that classical organizational theory and scientific management are better suitable for the past. Peter Drucker was educated as a lawyer and worked as a journalist in Germany. Although Drucker was an influence to contemporary management he emphasized the importance of managers in organizational societies, just like the classical management theory did. We will write a custom essay sample on Discussion Questions or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Drucker’s central issue was how best to manage a business so that is successful over time. Drucker considered the present era of management to be a period of transformation and the organization must be structured in such way as to be able to accommodate constant changes. He suggested continuous improvement, exploit knowledge and innovation to be able to stay abreast of changes. Michael Porter was a Harvard Business School professor of industrial organization and a consultant. He was one of the first contemporary scholars to apply traditional economic thinking to management problems. Porter believed that competitive advantage could be used for strategic planning. Strategic planning was something developed with classical management theory and is now key in contemporary management. In an effort to explain corporate strategy in relation to competitive marketplace Porter identified four generic strategies: cost leadership, differentiation, cost focus, and focused differentiation. Porter’s approach in contemporary management allows managers to see the big picture and the way it affects the organization and its changing environment. Both Drucker and Porter took something from the past â€Å"classical management theory† to benefit from it and added something of their own to contemporary management.

Good Manufacturing Practices

Table of Contents Introduction The process involved in changing of the drugs Testing of the drug Impurity profiles How to ensure high quality products are produced Conclusion References Introduction Good manufacturing practices are the set guideline that outlines the process of manufacturing and testing to enhance on the quality of the pharmaceutical drugs (Moynihan 2003). This set of regulations and guidelines must be strictly followed although in some areas, to encourage innovation there is some latitude offered as long as the following steps are followed and documented:Advertising We will write a custom essay sample on Good Manufacturing Practices specifically for you for only $16.05 $11/page Learn More Ensure raw materials are of quality. Record detailing the whole process of manufacturing should be kept High standards of cleanliness should be maintained Confirm the qualifications of the manufacturing personnel. Do in house testing immediate aft er manufacture. Ensure that high standards are maintained in the production processes. Maintain proper channels of storage as well as of distribution (Finn 1999). The process involved in changing of the drugs The actual stage of manufacture is the last stage in the pharmaceutical drug production. Thus to change the profile content of an existing drug is treated the same as manufacturing because the side effects of this new ingredients are not yet known. This process requires strict and rigorous documentation for the drug to comply with the good manufacturing process. Recording of the entire manufacturing process is mandatory because the records can be used in the case of a problem or when challenged by legal hurdles (Leape 1994). The first documents involved are the research documents. Before any pharmaceutical drugs are manufactured for public use, research must be undertaken. First in the labs to ensure that, they will work for the intended purposes. This is done by testing the c ompounds that are thought to contain substrates that can help to combat or help to alleviate the symptoms of the disease the drug is intended. The process is complicated and can be achieved using many methods including use of computer simulation or testing the combinations nature if different compounds. At this point, the research findings must be documented and the total RD funds used in the process documented as well. The handling of the new material should be handled with care and should be treated as raw materials until all the tests have been concluded. The raw materials should be tested to ensure that they comprise of the required substrates The QC manager should be able determine their origin and method of manufacture. This is because the sources could be natural or synthetic (Rang, et al. 2003). This is because most of the raw materials that had been produced naturally in the past now are now being produced synthetically. Their production process production should be investi gated by the QC manager to ensure that it is up to all the standards set out by the drug controlling body of the respective country. He should ensure that the raw materials are also inclusive of active pharmaceutical ingredients that are pharmaceutically safe and that they contain the desired effects on the body (Ray 2003).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More After being certain that, the raw materials are well according to standards, the next step should be the production of the sample of the drugs so that they can be used for testing and for obtainment of a license. After the manufacture of the sample, the testing of the drug is ready and can be done (Ray and Alan 2005). Testing of the drug The testing of the drug is carried out through drug trials where a sample of people are administered the drugs and the effects it has on the people recorded for further analysis. The first step in the testing is the use of preclinical studies. These are done in vitro tubes or on animal and cell structure experiments (Ruesch 1991). The next step is the use of a small number of volunteers to investigate whether the drug has any therapeutic effect on the human body as was expected. This stage does not deal with safety or even the efficacy of the drug (Ruesch 1992). Phase 1 involves using groups of about 20-100 healthy volunteers to establish the safeness of the drug and also the total time the body can absorb and make use of it. The stage also include dose ranging so that the exact amount of dose that be used for therapeutic purposes is established. Payments of the volunteers are done according to the agreed amount and the time spent on the testing facilities. The other stage of testing involves the use of a large number of patients’ volunteers. They test on the drug to establish how effective it is against the symptoms of the disease, the amounts of the doses tha t are effective and the side effects that might occur. The final stage involves the use of a large number of volunteers to test the drug. At this point the effective nature of the drug is investigated as well as the side effects that can occur in the event of the usage of the drug. After the success of this stage, then the drug is licensed and given a trademark name ready to be sold to the public ( Burgos 1986). Impurity profiles Impurities are common in drugs because they are also part of the ingredients used in their manufacturing process and purity tests must be undertaken to ensure their complete elimination. The most famous and effective is the use of chromatography that separates the impurities from the real ingredients if they are any available (Braithwaite 1984).Advertising We will write a custom essay sample on Good Manufacturing Practices specifically for you for only $16.05 $11/page Learn More After the impurities have been identified, ways s hould be formulated to ensure their removal and also to minimize their effects on the drug. This should be by elimination of some of the manufacturing practices that are practiced in the firm. There should be manufacture of fine crystals while the process of isolation, the drying of the tablets should be done by a vacuum dryer and finely stability studies should be undertaken and detailed investigations on the process of preparation (Barnett 2003). How to ensure high quality products are produced To ensure that high quality products are produced, quality control should be applied at every stage of manufacture. This is to make sure that there is early identification of any production problems especially the weakness of the drugs. If a problem is identified then, production should stop and the problem determined (Baker 1994). Conclusion Good manufacturing practices are guidelines which are set for the safety of the public while using the pharmaceutical drugs. The entire process should be adhered to ensure that only quality kinds of drugs are available to the public. There have been cases of some pharmaceutical companies using undue methods to get their drugs approved but later these drugs cause some un repairable damage or even death. The governing body such as the FDA in the United States should that the process is strictly followed and only quality drugs are licensed for sale. References Baker, A., 1994. Awakening Our Self-Healing Body – A Solution to the Health Care Crisis. California: Self Health Care Systems, LA. Barnett, A., 2003. Revealed: how drug firms ‘hoodwink’ medical journals. London: The Observer.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Braithwaite, J., 1984. Corporate Crime in the Pharmaceutical Industry. London: Routledge Kegan Paul. Burgos, J., 1986. Hidden Crimes (Film), SUPRESS. California: Pasadena. Finn, R., 1999. Cancer Clinical Trials: Experimental Treatments and How They Can Help You. Sebastopol: O’Reilly Associates. Leape, L., 1994. Error in medicine. Journal of the American Medical Association (JAMA), 272 (23), p. 1851. Moynihan, R., 2003. Who pays for the pizza? Redefining the relationships between doctors and drug companies. 2: Disentanglement. BMJ: British Medical Journal, 326 (7400), pp. 1193–1196. Rang, et al., 2003. Pharmacology 5 ed. Edinburgh: Churchill Livingstone. Ray, M., 2003. Drug company sponsorship of education could be replaced at a fraction of its cost. BMJ: British Medical Journal, 326 (7400), p.1163. Ray, M. and Alan, C., 2005. Selling Sickness: How Drug Companies are Turning Us All Into Patients. Allen Unwin. New York. Ruesch, H., 1991. Slaughter of the Innocent. Har tsdale NY: CIVITAS Publications. Ruesch, H., 1992. Naked Empress – the Great Medical Fraud, CIVIS. Switzerland: Massagno/Lugano. This essay on Good Manufacturing Practices was written and submitted by user Cayden Nolan to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

French Expressions Using Soir and Soirée

French Expressions Using Soir and Soirà ©e The French words un soir and une soirà ©e both mean evening (we explain the difference here) and are also used in many expressions. Many of the expressions including soir  and soirà ©e  are idioms - phrases with meanings that cant be derived from a direct translation of the words they use. With this list of expressions using soir  and  soirà ©e,  you can learn how to say frequently used sayings like an  evening meal, a night owl, formal wear and more. Common French Expressions With Soir prendre matin midi et soirto be taken three times a dayau soir de sa vieto be in the evening of his lifeles cours du soirnight classesà ªtre du soirto be a night owlIl est arrivà © un beau soir.He turned up one evening.le repas du soirevening mealune robe du soirevening gownle soir descend / tombeevening is closing inla veille au soirthe previous eveningVoulez-vous coucher avec moi ce soir  ?Do you want to sleep with me tonight? Common French Expressions Using Soire bonne soirà ©ehave a nice eveningune soirà ©eparty, evening performanceune soirà ©e dansantedance​la tenue de soirà ©eformal wear, evening dressla tenue de soirà ©e de rigueurblack tie

Environmental science Essay Example | Topics and Well Written Essays - 1750 words

Environmental science - Essay Example This paper addresses these three environmental factors, shows how these factors are being influenced by humans and tries to suggest useful strategies and methods to reduce their harmful impacts on human life. Introduction Environmental factors play a pivotal role in maintaining human well being and quality of life. However, man’s indiscriminate actions have resulted in large scale environmental pollution and subsequent adverse impacts. Man can influence environmental factors to a large extend either positively or negatively. This paper seeks to address three environmental factors-renewable resources, biodiversity loss and pollution. The growing amount of greenhouse gas emissions have prompted the international community to think in terms of renewable resources. Similarly, biodiversity has been proved to be a significant environment factor as its loss adversely affects the functioning of ecosystems. In the same way, air, water and land pollutions have contributed towards a numb er of health related concerns. It is thus evident that unless and until these environmental factors are adequately managed or prevented these will culminate in the destruction of the entire mankind. Thus the paper also seeks to suggest certain recommendations and preventive strategies through which these environmental factors could well be brought under control. Environmental Factors I. Renewable resources It has been identified that increased amount of conventional oil consumption contribute to greater CO2 emissions which will be harmful to the environment. Therefore, it is high time that major oil companies globally respond to climate changes through alternative technologies and emissions reduction. This necessitates the reduction of carbon emissions, more focus on natural gas and biofuels, carbon capture and storage and the prevention of atmospheric greenhouse gases. While oil, petroleum and coal produce air, water and solid wastes the pollutions created by natural gas are compar atively low. The increased demand for energy and the growing environmental pollutions from non-renewable sources have forced world nations to turn to renewable energy sources such as the solar power, hydropower projects, and wind energies. Humans have often failed to understand the environmental impacts of the overuse of non-renewable resources. On the other hand, the potential power of renewable energy sources to limit climate change is well documented. For Kleijn and Van der Voet (2010) a transition to a renewable based energy system is essential for tackling climate change. For them ‘a renewable based hydrogen economy’ becomes more of eco friendly and the â€Å"world receives ample energy from the sun that can be harvested by PV solar cells and, indirectly, by wind turbines† (Kleijn and Van der Voet, 2010, p. 2784). A large scale global investment in renewable energy is essential from the part of well to do countries and such a step is expected that renewable energies will bring about social, economic and environmental benefits to many developing nations. Similarly, renewable resources are proved to be more conducive to the protection of natural ecosystems as it prevents health issues by reducing exposure to pollutants. Therefore, the best way to derivate energy from renewable sources is the transmission of energy from the source and as such solar energy has proved to be the most

The Significance Of The Landlord And Tenant Act 1954 Essay

The Significance Of The Landlord And Tenant Act 1954 - Essay Example Such a change was the outcome of rebalancing the rights that existed between the tenant and the landlord as documented in 1988 as well as 1996 Housing Acts. From this time henceforth, investment returns became economically viable once more and this encouraged property owners, investors, and small landlords to penetrate the lettings market. The alterations in the laws of England and Wales accompanied changes in the demographics of the populace meaning that the contemporary lifestyle started favoring renting due to its elasticity. All land in England today is the property of the state, although it remains in Freehold before going back to the state when there are no rightful heirs anymore. A freeholder refers to the lifetime owner of a property. Based on the Law of Property Act 1925, the claim to land ends when a person dies without leaving behind any legitimate heirs. The focus of the Law of Landlord and Tenant concentrates on the contract agreements that allow the tenants to take occu pancy of a piece of property for a length of time in return for periodic payments of rent. Modern property law has a dual nature and is quite complicated. First, its basis is the common law of contract that has changed in the course of the past few centuries. Nevertheless, the legislature has the power to modify or override the common law by passing statutory regulations and codes. Contemporary property laws, as well as legal systems, vary throughout the Western world despite the fact that the fundamental legal doctrines are similar.

Tesco PESTEL Framework

Tesco PESTEL Framework Introduction Tesco is the largest organization in the UK and one of the biggest supermarket chains in the world. Tesco is one of the top three supermarkets in the world, Tesco operating over 3700 stores globally and employing over 440,000 people. The company operates in 13 countries outside the UK. There are many factors which contribute directly to the success of this leading super market chain. Business Strategy plays a pivotal role in the success of Tesco. Tescos History Tesco was founded in 1920s by Sir Jack Cohen, to setup high street grocery stores in and around London. Tesco name used for the first time in Edgeware London in 1929. The name was drawn from the initials of the companys tea supplier (T.E Stockwell), and Cohens own name. In 1930s when Mr. Cohen built a headquarters and warehouse in North London, its brand continually rises. In 1932 Tesco formally established as a private limited company. In 1947 Tesco stores (holdings) ltd floated on the stock exchange with a share price of 25p. In 1990s the company introduce a slogan Every Little Help, they also introduce Club card scheme in 1995. Tesco personal Finance was introduced in 1997, in order to provide its customers with a wide array of financial services, including visa card, and Tesco saving account in stores bank branches. Today it reported that group sales were  £51.8bn in the year to February 23 2008. Pre-tax profit rose to  £2.8bn. Company Analysis: PESTEL Framework Political Factors Tesco is operating in different countries, so due to its globalised operation its performance is highly affected by the Political and legislative conditions of these countries. According to Balchin, 1994 the Govt encourages the retailers to provide mix job from flexible and locally based jobs to highly skilled, higher-paid and centrally located jobs. (Balchin, 1994) Economical Factors Tesco is also affected by economical factors, such as costs, demand, prices and profits. Unemployment is the most important influential factor which decreases the effective demand for many goods. Basically Tesco is affected indirectly by the economic factor, but their affect on performance and the marketing mix can be learned. Social/Cultural Factors Due to the rapid change in trends, the company expand the amount of non food items available for sale. The UK customers have moved towards one stop and huge shopping, due to the variety of social changes. It also affected by Demographic changes such as population, female worker are increased, so the company will have to focusing added- value products and services. Technological Factors Technology factors are affected the development of many of the Tesco products. Both customers and company are capitalized from the Technology, because customer satisfaction mount for goods readily available, services becomes more quick and shopping more convenient. The lunch of the efficient Consumer Response initiative provided the shift that is now apparent in management of food supply chains. (Data monitor Report, 2003) The company uses the following technologies: Wireless Devices Intelligent scale Electronic shelf labelling Self check-out machine Radio Frequency identification (RFID) Companys Analysis: Porters Five Forces Threat of New Entrants The UK grocery market is primary henpecked by few competitors, including four major brands of Tesco, Asda, Sainsburys and Morisons that process a market share of 70% and small chain of Somerfield, Waitrose, and lidle with further 10%. However, due to the large operation they built their power to operating efficiency, one-stop shopping and major marketing mix expenditure. Hence, nowadays it possesses a strong barrier for new companies who crave to enter the grocery market. To become a market leader Tesco invest huge money in large chain, advance technology for checkout and stock control system that impact the new entrants and existing ones. Bargaining Power of Customers According to Michael Porter, the more products that become standardised or undifferentiated, the lower the switching cost, and hence more power is yielded to buyers. Porters M. (1980). Tescos famous loyalty card Club card keep the most successful customer holding strategy that tremendously increases the profitability of Tescos business. To fulfil customers needs, custom-make service, ensure low prices, better choices, constant flow of in store promotions enables brands like Tesco to control and hold their customer base. Bargaining Power of Supplier Tesco has negotiating better promotional prices from supplier that small individual chains are unable to match. And this is company policy and company main approach to have unparallel relationships with suppliers. Threat of Substitutes According to the Porters theory, General substitution is able to reduce demand for a particular product, as there is a threat of consumers switching to the alternatives (Porter M1980). However in the grocery market this can be seen in the form of product for product, new trends such as the way of small and convenient stores are emerging in the market. Bargaining Power of Competitors Tesco is operating in mature market, where growth is difficult, and consumer are extend demanding and advanced, large chains as company take place large amounts of consumer information that can be used to communicate with consumer. Therefore the preponderant market leaders have responded refocusing on price and value, whilst reinforcing the added value elements of their service. Analysis of Resources, Competence and Culture For the company, customer is first priorities, by the time of recession, a research shows that price are ranked as the most important margins not seen in twodecades. Therefore the company believe that their job is to help the customer with less spending. So the company launched value line, the famous blue stripes, the company would be able to provide the cheapest grocery shop in the country discounter included. The company maintain its position through a clear focus, well targeted product offer and excellent record both in product and format design. Core Competence Core competence is the processes that critically underpin the companys competitive advantage. Tesco primary target is to recognise that competition between businesses is as much a race for competence as it is for market position and market power. Hence, the Company have to focus the attending on competencies that really influence competitive advantage. Core competence is basically the process to develop the key area of a business in which the company expert, which bring a distinctive advantage over the competitors, and also critically connected with company long term growth. However, it will be important for Tesco to look at the generic level. Therefore in this case, Tescos expertise are most likely to mature central area of business where the most value added to its services and its devilries. For example, trust on Tesco brand prevarication at the heart of these services In addition, Core competencies of a Tesco have rather rigid, but a research shows that core competencies have to elastic, and it should be change in response to change in companys environment over the time. Therefore the company need to accommodate and create new idea and also new opportunity in the market. For example, Tesco launched its loyalty card and went into banking. Tesco able to enter into retailing of food and non food products was a clear distinctive brand proposition that had a focus on a properly define market section. The company also provide a strong and efficient customer service, based on a good customer relationship. Tesco Strategic Options: Generic Strategies Introduction: According to Porter (1985), competitive advantage arises from selection of the generic strategy that best fits the organisations competitive environment and then organizing activities to support the chosen strategy. These strategies are characterised by the company in response to their structure and environment of the organization. However to obtain a competitive advantage Tesco should follow one of the three strategies, which is developed by Porter. Cost Leadership Tesco accommodate the first strategy of cost leadership in which can endeavour the lowest costs in the market and offer its products and services to broad market at the lowest prices. The company are more focusing on the effective saving programme call Step-Change. By this programme the company delivered  £540 million of productivity and other saving in the year, which mostly reinvested in improving the shopping trip for customers. To reducing the amount of energy the company introduce better ways of working to improve the efficiency by making things better for customers, simpler for stop and cheaper for company. For example, according to a report, in the last year the company saved 52,000 deliveries to companys stores by using larger-fill-double-decked vehicles, which in turn have also 12 million road miles. Some other example of these projects which delivered substantial savings in the year includes: Saving in the Supply Chain-the company using more shelf-ready packaging and reconfiguring the depot network to increased vehicle utilisation and more productive work methods in depots and stores. For example the distribution cost more held in cash terms and reduced in percentage of sales terms. By this method the company achieved despite higher fuel costs. Installed Energy Saving-the company significantly invest in energy-saving projects across the business- such as new refrigeration, store lobbies and lighting, its helping the company to absorb utility costs. From the energy consumption the company fell by 8% last year despite business growth. Low wage employees- the company have around 31000 employees working in India as Global Support Centre, which provides IT and administrative support to UK and International operationsfrom software development to management accounting and payroll. If the company use another strategy of differentiation, the company then tries to offer a good services and product with unequal features that customers value. With the differentiation strategy the company created a brand loyalty for their offering, and price inelasticity on the parts of buyers. For example to achieve a better and more efficient service provide by the company to checkouts, many more customers didnt have to queue last year and customer continue to rank the company for speed of services at the checkout. Another example of this approach, the company have different brand product according to their feature, speciality, and reliability. Such as Tesco value, Finest, Organic etc Value Chain Primary Activities Inbound logistics According to Alex Laffey, we choose G-Logs logistics and transportation technology because their solution will support and enhance our low-cost, high quality approach to growth in the retail market. Major factors in our decision to select G-Log were the close and demonstrable fit of their software to our requirements, and their ability to rapidly deploy the solution in phases to meet our aggressive project time frame. G-log is providing visibility, optimization, and execution will enable the company to integrate their supplier, partners and logistics service providers, delivering real-time visibility of in transit orders, whilst optimising the transportation resources by both consolidating loads and selecting the most cost effective carrier. The G-log continues to shows to deliver significant result, and to provide value to its customers, in terms of improved customer services, reduced costs and enhanced competitive advantage. Outbound Logistics Outbound logistics is concerned with the delivering the product to the customer. The company adds value to its home delivery services. Tesco also trying to improve other tangible that have to be improved, such as parking facilities, trolley collectors, staff on self service checkout, and also to saying to customer hello hey and thank you with smiling face. The company making small improvements in everything with Every Little Help is about the company work together on the little things, its amount to a great deal. It keeps the focused on what matters most to customers. The company do not sacrifice all the other things that are so important to customers, such as not having to queue and being able to get everything that they want. Support Activities Company Infrastructure The company introduce software Real Time Integrator (RTI) which provides retailer with faster access to critical business information, through the provision and use of accurate, detailed, point-of-sale (POS) information. Sale data from individual store database will be routed to head office in XML to Microsoft server and Microsoft SQL. The solution handles 1500 sales transactions a second at peak times, which each have an average of between 50 and 100 items. To reduce the number not the on file items the first application for RTI will pilot for 120 stores, which improve the customer experience. Human Resources Management Tesco introduce a high commitment model which offers training and development to all employees. In addition the company extend their logo through their culture to prove their commitment to employees as well as to customers. The company continue to invest in customer services where training is also directly linked to pay, therefore the staff is motivated to learn and encourage their approach to customers and services and the provision of qualities. Conclusion With the research carried out, the company shows how the branding and effective service delivery can come in moving beyond splashing ones logo on billboard. The company made their market leader due to their successful and dynamic strategies. The company also made a powerful brand and powerful identities making their retailing concept into various and spending it out into the culture via a variety of channels. Such culture sponsorship, political controversy, consumer experience and brand extensions. The company change their culture and business environment very rapidly due to the high competitors pressure. The company also have to diversify the product and expand their strategies in order to sustain in its leading market position. This is already established by the company. Tesco need to make sure, to have the combination of good customer services, competitive pricing and efficiency when they launching a new product. Tesco has definitely has the potential and can compete with other store if the company get the above combination right. REFERENCES http://www.guardian.co.uk/business/2007/nov/09/supermarkets.tesco1 Tesco history from. http://www.telegraph.co.uk http://www.cn.tesco.com/en/aboutus/aboutus_history.htm http://www.independent.co.uk/news/business/analysis-and-features/tesco-thinks-small-to-be-big-in-america-394385.html Datamonitor Report (2003) Food retail industry profile: United Kingdom, January; Datamonitor Report (2003) SWOT Analysis Tesco PLC, July; Datamonitor Report (2003) Company Profile: Tesco PLC Analysis, October; Tesco Annual Report and Financial Statement 2009, To find out more go towww.tesco.com/annualreport09 De Toni A. and Tonchia S. (2003) Strategic planning and firms competencies: Traditional approaches and new perspectives, International Journal of Operations Production Management, Vol. 23 Issue 9, pp.947-976; http://findarticles.com/p/articles/mi_m0FNP/is_4_44/ai_n13248624/ http://www.tesco.com/talkingtesco/oldDefault.asp Drejer A. (2000) Organisational learning and competence development, The Learning Organization: An International Journal, Vol. 7 Issue 4, pp.206-220; Finch P. (2004) Supply chain risk management, Supply Chain Management: An International Journal, Vol. 9 Issue 2, pp.183-196; Graiser A. and Scott T. (2004) Understanding the Dynamics of the Supermarket Sector, The Secured Lender, Vol. 60 Issue 6, November/December, pp.10-14; Johnson G. and Scholes K. (2003) Exploring Corporate Strategy, 6th ed.,Prentice Hill: London; Lindgreen A. and Hingley M. (2003) The impact of food safety and animal welfare policies on supply chain management: The case of the Tesco meat supply chain, British Food Journal, Vol. 105 Issue 6, pp.328-349; MarketWatch (2004) Company Spotlight: Tesco, Datamonitor, September; Mintel Report (2004) Food Retailing -UK, Retail Intelligence, Nobember; Myers H. (2004) Trends in the food retail sector across Europe, European Retail Digest, Spring, Issue 41, pp.1-3; Palmer M. (2004) International retail restructuring and divestment: the experience of Tesco, Journal of Marketing Management, November, Vol. 20 Issue 9/10, pp.1075-1101; Porter M. (1980) How Competitive Forces Shape Strategy, The McKinsey Quartely, Spring 1980, pp.34-50; Ritz (2005) Store wars, Business Review, Vol. 11, April, pp.22-23; Veliyath R. and Fitzgerald E. (2000) Firm Capabilities, Business Strategies, Customer Preferences, and Hypercompetitive Arenas: The Sustainability of Competitive Advantages with Implications for Firm Competitiveness, Competitiveness Review, Vol. 10 Issue 1, pp.56-82; Bibliography Anon (2004) Case Study IV: Tesco implements the business engine network to gain full control of it IT Project Portfolio, Journal of Database Marketing Customer Strategy Management Vol.12. Tesco business strategy, 2008 available at http://www.bized.co.uk/ Tesco business strategy 2008 available at www.tescocorporate.com/images/TescocsrReview02_0.pdf Datamonitor Report (2003) Company Profile: Tesco PLc Analysis, http://university-essays.tripod.com/porters_generic_strategies.html Palmer, M. (2005), Retail multinational learning: a case study of Tesco, International Journal of Retail Distribution Management, Vol. 33 No. 1

Communication Skills :: Communication, Effective Communication

Communication can be defined as the transmission of a message from a sender to a receiver in an understandable manner (Sanchez, N, 2009). An example of communication in healthcare is between clinical professionals and staff, patients and their relatives or carers, professionals doctors, occupational therapists, social workers, midwives, physiotherapists and administration staff (Darley, 2002). For their communication to be effective, each of them needs to put the responsibility for clear communication on himself (Healthcare Benchmarks & Quality Improvement 2009) which means that each of them should endeavour to send clear messages and to receive messages with as little distortion as possible (Mind Tools Ltd, 2009). The NHS believes that effective communication is essential for high quality service and care, and to avoid communication breakdown complaints and problems (Hamilton Mercer, 2009) such as ill informed patients, worried relatives and bad publicity Darley (2002). To avoid communication breakdown, the HPC requires radiographers to be able to use appropriate verbal and non-verbal communication and to use an appropriate interpreter if necessary when communicating with service users and others (Health Professions Council’s (HPC) Standards of Proficiency - Radiographers, 2008). Minardi and Riley (1997) state that it is very important to recognise the communication skills that may improve effectiveness. Verbal and non-verbal communication are the main forms of communication (Cant and Aroni, 2008). Verbal communication is subdivided into the vocal category which includes spoken language, and the non-vocal category which includes written communication and communication conveyed through sign language or Braille (Communication and Language). The HPC requires Radiographers to be able to communicate information, advice, instruction and professional opinion in English (HPC’s Standards of Proficiency - Radiographers, 2008) since it is the main language in the United Kingdom (Mandy Barrow, 2009). For example, when performing an examination, they need to give clear instructions by explaining what they are doing and why they are doing it (Bach and Grant, 2009). If the receiver does not understand English, a good interpreter is needed to avoid misunderstanding. The receiver may also not understand the examiner’s professional language and as Minardi and Riley (1997) point out, the professional should explain technical terms in order to be understood. Written communication is the ability to write effectively in a range of circumstances and for different audiences and purposes, in good English (The University of Sydney, 2009) using memorandums, reports, bulletins, job descriptions, employee manuals, electronic mail (e-mail) letters, telegrams, faxes, contracts, advertisements, brochures or news releases (Reference for business, 2010).

Wind Power Cluster in Denmark

Microeconomics of Competitiveness Final Report The Danish Wind Energy Cluster Warsaw School of Economics – 13th January 2010 1. IntroductionPage 2 PART I: DENMARK 2. Country BackgroundPage 2 3. Performance of the Danish EconomyPage 3 2. 1 Trade 2. 2 Budget and Fiscal Policy 2. 3 Gross Domestic Product and Productivity Growth 4. Cluster composition in DenmarkPage 5 3. 1 History of Cluster Policy in Denmark 3. 2 Today’s Context 5. The Business Environment in Denmark – National DiamondPage 8 5. 1 Factor Conditions 5. 2 Demand Conditions 5. Related and Supporting Industries 5. 4 Context for Firm Strategy, Structure and Rivalry 5. 5 Government – the Influence of Macroeconomic Policies 5. 6 Institutions for Collaboration PART II: THE DANISH WIND ENERGY CLUSTER 6. Historical Development of the ClusterPage 13 6. 1 Wind Energy in Denmark before the 1970s 6. 2 The Danish Wind Energy Cluster in the 1970s – The First Hesitant Beginnings 6. 3 The Danish Wind Ene rgy Cluster in the 1980s 6. 4 The Energy Policy of the Danish Government since the 1980s/1990s 6. 5 The Cluster of Modern Wind Turbines since 1990 7. Description of the Wind Energy ClusterPage 20 7. 1 Vestas: World’s no. 1 Turbine Manufacturer 8. Wind Energy Cluster – Cluster DiamondPage 22 8. 1 Factor Conditions 8. 2 Demand Conditions 8. 3 Context for Firm Strategy, Structure and Rivalry 8. 4 Related and Supporting Industries 9. Strategic Issues Facing Denmark and the Wind Energy ClusterPage 28 10. Policy recommendations for the appropriate constituenciesPage 30 11. ConclusionPage 31 Bibliography Required Disclosures 1. Introduction This paper gives an insight into the Danish economy and business environment. Furthermore, it describes the cluster composition in Denmark and how the policies towards clusters have changed in recent years. The core of the paper is the comprehensive analysis of the wind energy cluster in Denmark where the cluster is analysed with the use of Porter’s diamond model. Lastly, identification of strategic issues facing Denmark and the wind energy cluster will be presented and policy recommendations given. PART I: DENMARK 2. Country Background Denmark is located in Northern Europe between the Baltic Sea and the North Sea and has Copenhagen as its capital. Its population consists of approx. 5. 5 million inhabitants whereof 9. 1% is immigrants and their descendants. The official language is Danish, but the level of English proficiency is very high. The Danish constitution was codified in 1848 and today the country is governed by a parliament consisting of 179 members. The election period is four years but the prime minister can call an election at any time. Furthermore, Denmark has a constitutional monarchy with Queen Margrethe II as the head. The Queen is apolitical and only functions a representative for Denmark. Denmark joined the EU in 1973 and has always seen it as a good place for economic cooperation, but Danes have been more reluctant towards the political integration resulting in Denmark staying out of the Euro. Denmark is known for its Scandinavian welfare model, which ensures a high level of re-distribution through taxes. The model includes among other things the â€Å"flexicurity† system, which will be elaborated later (Ministry of Foreign Affairs of Denmark). 3. Performance of the Danish Economy Danish economy can surely be described as a modern one, oriented primarily at services. In terms of its resources, the economy depends to the greatest extent on human capital, which translates into a more labor-related approach towards business. With over 5. 5 million citizens, Denmark maintains a record low level of unemployment, roughly 2. 1%. All those indicators contribute to a pretty high standard of living. For this reason Denmark was ranked 16th globally in the Human Development Index, which reflects several aspects, such as live expectancy, knowledge and education standards measured by literacy rate and standard of living. . 1 Trade Denmark has a high social support for free trade. Over 76% of the population perceives globalisation as a positive phenomenon (Time). Danish basic trading partners are the countries from European Union (70%), followed by the United States. Denmark’s high involvement in global trade is reflected in the ranking of trade per capita, placing the country on the 9th place globally, with the result of $17. 5 thousand of trade per cap ita (World Fact Book). Danish major export markets are illustrated in the table below. Table 1: Danish major export markets in 2008 (Million DKK) |Germany |Sweden |UK |US |Norway |Netherlands |France |Italy |Finland |Spain | |103. 4 |85. 2 |48. 5 |35. 2 |32. 3 |26. 0 |26. 0 |18. 0 |15. 7 |15. 0 | Source: Danish Exporters As far as exported goods are concerned, the principal products are food, industrial instruments and machinery. Furthermore, Denmark exports chemical products, furniture and pharmaceuticals. In terms of imports, raw materials and semi-manufacturers, as well as consumer goods prevail. 3. 2 Budget and Fiscal Policy Over several previous years Denmark has been recording budgetary surpluses. However, at the same time the country is facing a debt at the level of 43 billion DKK. Because of extremely low unemployment rate, the government has to be very cautious in increasing their spending, as it may translate into dramatic overheating of the whole Danish economy (due to salaries’ increases). Under such conditions, the debt is expected to fall by 2015. Budgetary expenditures are financed primarily through high tax burdens. Denmark is by many described and perceived as a welfare state, which ensures many various social aids for its citizens. One of the most famous elements of the welfare safety net is tax-funded healthcare and unemployment insurance. In addition to this, Denmark has a well developed pension system, embracing all citizens from the age 65. In order to finance expenditures, the fiscal system assumes almost a 50% tax rate, which is by far the highest one in the world (OECD Tax Database). 3. 3 Gross Domestic Product and Productivity Growth Denmark has a high level of GDP PPP per capita, which places the country on the 16th place globally. Moreover, according to IMF data, the country holds a strong 5th position in the world in terms of its nominal GDP per capita (World Economic Outlook Database). The difference can be easily explained by a relatively high level of prices in comparison with other benchmarking countries. Denmark has been facing a gradual GDP growth for several years, which was disturbed by the global economic crisis. The crisis caused mainly an increase in the unemployment rate and drop of private consumption. In addition to this, Denmark suffered under a significant decrease in exports, which naturally translated into problems with trade balance. Although it is clear that such conditions affected GDP growth, economists claim that Denmark has already embarked upon the recovery path. Table 2: Summary of Danish GDP per capita PPP in USD Year |2002 |2003 |2004 |2005 |2006 |2007 |2008 |2009 | |GDP ($) |29637 |30305 |31766 |33528 |35672 |37163 |37304 |36725 | |% change |1. 73 % |2. 26 % |4. 82 % |5. 55 % |6. 39 % |4. 18 % |0. 38 % |-1. 55 % | Sources: Index Mundi report on Danish Economy (2009) In spite of sound economic growth in the preceding years, the country is perceived to have a strong underlying problem with its future development. It is projected that Denmark will have fourth-lowest productivity growth among OECD countries in the following years (Index Mundi, 2009). As well as this, heavy governmental transfer payments create an unhealthy situation for other parts of the economy. Therefore, they might also translate into an impediment in future growth. 4. Cluster Composition in Denmark Denmark is by far one of the most interesting countries from the perspective of clusters. It was among the first ones to introduce certain clustering policies and since that time it has been quickly developing in terms of the final composition. The country – due to its success – was also included in Porter’s Ten-Nation study about the connection between international competitiveness and the existence and strength of clusters (Yettin, et al, 1992). 4. 1 History of Cluster Policy in Denmark The history begins in the early 1990s, when the Danish government decided to implement first steps aimed at development of the cluster concept. The analysis, which was carried out at the beginning of the process, indicated several areas for further cluster development. These were: food products, IT, bio-health and construction. They were firstly defined as so-called Mega Clusters and then narrowed down in the late 1990s. At that time ‘real’ clusters were defined, e. g. industrial design, aluminium processing or biotech. Despite these efforts, the government was still choosing to proceed with an industrial policy, rather than a cluster-oriented one. The situation changed in the 2000s with the introduction of regional initiatives. That assumed strategic decisions being undertaken on the regional level, rather than on the central one. Thus, Denmark nowadays lacks a vivid clustering policy on the national level. However, at the same time there are numerous regional initiatives that contribute to the process. All in all, the shift from governmental planning to the decentralized system proved to be worth the effort, as it significantly supported the development of a sound clustering structure in the country. 4. 2 Today’s Context Clusters in Denmark emerge exclusively on the regional level. The country is divided into 5 administrative regions and 98 municipalities. Local authorities are the trigger for respective cluster policies. Their ideas can be implemented independently or be supported by special agencies, namely the National Agency For Enterprise and Construction, The Danish Forest and Nature Agency, the Danish Agency for Science Technology and Innovation and the Danish Council for Technology and Innovation (Cluster Observatory). Apart from that, the policies involve also third parties in the emergence process, which are companies, research- and educational institutions and distributors of technological knowledge. Their cooperation is expected to result in a long-lasting relationship, as well as knowledge creation. As far as certain clusters are concerned, the 17 regional growth environments were established in 2001. Depending on the geographical location of the region, the main clusters were assigned to specific places. They are illustrated in the table and figure on the next page. Table 3: Summary of Main Danish Clusters |Growth environments commenced in 2001 |Growth environments commenced in 2002 | |Furniture & Wood |Fishing | Wind energy |Foods | |Technology & IT |Sub-suppliers | |Biotechnology |Stainless steel | |Manufacturing |Offshore | |Horticulture |Transportation | |- |Aluminium | |- |Robot technology | |- |Event economy | |- |Finance | |- |Seed-growing | Source: Nordic Innovation Figure 1: Denmark Exports Portfolio by Cluster [pic] As far as challenges ahead are concerned, Denmark still has certain areas for improvement. First of all, the country has to put a strong emphasis on knowledge creation and development of competence environments. As most initiatives are planned and carried out on the regional level, such environments could serve as knowledge centers enabling cooperation of various players and clusters as a whole. Thus, it creates a huge responsibility for respective authorities to move a step ahead towards building a sound network and cooperation on the higher level. 5. The Business Environment in Denmark – National Diamond Analysis By using Porter’s â€Å"Diamond Model† as a framework the competitive strengths and weaknesses of the Danish business environment will be analysed. First it is nalysed how Denmark is performing on the four factors: Factor conditions, demand conditions, related & supporting industries and context for firm strategy, structure and rivalry. Then it will be analysed how the Danish government influences the different factors through macroeconomic policies and institutions. Lastly, it will be described how institutions support collaboration between the business environment, universities and the public sector. 5. 1 Factor Conditions Denmark is ranked no. 6 on infrastructure in the IMD World Competitiveness Yearbook. Especially the basic and technological infrastructure is high whereas the scientific infrastructure in Denmark only reaches a place as no. 15. With regards to education Denmark is ranked as no. 1. University and management education meet the needs of a competitive economy and the business community. Moreover, training of employees is a priority for companies which ensure that labour become more specialised and stay up to date on innovation and developments within their area. Even though, it looks like there is no finger to put on education in Denmark there are several future challenges. In the future Denmark must raise the contribution of human capital to productivity growth (OECD, 2009). With regards to the labour market there has been a slowdown in labour productivity and a strong growth in wages, which makes Danish labour relatively more expensive. The growth in wages has been reinforced by effective exchange rate appreciation. While the demand for labour is weak during the crisis there is still a need to raise labour supply in the future. A need that the Danes probably cannot fulfil and it may therefore be necessary to attract foreign highly-skilled labour. The current crisis has made it harder to lend money and the credit conditions in Denmark are tight at the moment (OECD, 2009). 5. 2 Demand Conditions An example of how the character of the home demand has helped build competitive advantage is the environmental awareness of Danish consumers. This has led Denmark to be competitive within for example water pollution control equipment, but also many other products related to the environment (Dess, et al. , 2004). The Danish consumers tend to be relatively demanding and quality-conscious. Furthermore, they like to boycott products if they somehow get bad news about the products (Agri-food Trade Service). This can pressure companies to meet high standards and prod them to innovate and upgrade (Porter, 2008). The challenges for demand conditions at the moment are the diminished household wealth and the rising employment, which decreases the Danes’ purchasing power. It is hard to say whether the demand conditions in Denmark create a good environment for businesses. It will be highly dependent on the specific business area. 5. 3 Related and Supporting Industries As mentioned, cluster focus on a regional level has increased and several local initiatives have been established (Nordic Innovation, Cluster Observatory). The continuous focus means that cluster development have good conditions and this could also be an indicator for a high level of related and supporting industries. Though, it is hard to give a general picture about related and supporting industries in Denmark. The fact that Denmark geographically is a small country could lead to the thought that the small scale market is not big enough to get suppliers to locate in Denmark. 5. 4 Context for Firm Strategy, Structure and Rivalry One of the main advantages for companies located in Denmark is the co-operative labour-employer relations and the so-called â€Å"flexicurity model†. When rights and forms of governance are developed on the Danish labour market both trade unions and employers’ associations are important players. Trade union density is about 74% and the density of employers’ associations is about 52%. The trade unions and the employers’ association agree that the â€Å"flexicurity† model is an advantage for the Danish labour market and the business environment. â€Å"Flexicurity† refers to the flexible Danish labour market and the high level of social security. The policy was first introduced in Demark in the 1990s as a response to high unemployment rate. First steps of implementation were undertaken in 1994 and concerned in-depth reforms of labor market, aimed primarily at reduction of structural unemployment, as well as introduction of solid welfare schemes. Companies can easier adjust to up and down turns in the economy because of easy hiring and firing as well as work time and wage flexibility. Trade unions accept this flexibility because its members are protected by the state, which provides them with high unemployment benefits and access to health services, education, etc. (Jensen, 2008). Owing to the â€Å"flexicurity† model, Danish economy cherishes now a low level of unemployment, as well as low social exclusion rates. However, the policy requires a trade-off of high fiscal burdens for citizens. Economic slack, weak exports and reduced investment in R&D means that local rivalry could be on a standstill (OECD, 2009). 5. 5 Government – the Influence of Macroeconomic Policies Government through its policies must ensure an environment where businesses can gain competitive advantage. In order to ensure a functioning capital market during the crisis the government has given guarantees to banks and its customers as well as capital injections. This has improved the capital market and given better access to capital for businesses. Because of the slow growth the Danish government has launched a â€Å"Growth Forum†, which will address the issue of productivity growth and how it can be improved. Another policy which helps creating good factor conditions for the Danish business environment is the strong labour market policies, which offer activation and training for unemployed as well as supplementary training for employees. In this way unemployed stay in touch with the labour market and it is ensured that their skills are up-to-date when businesses need them. Furthermore, labour market policies try to support international recruitment and to keep people on the job market longer before they retire to boost labour supply, which will be in high demand after the crisis. Fiscal policy has boosted disposable income and demand by a major tax reform, which means tax cuts for households. Moreover, the government has released the funds from a special compulsory pension saving programme, which give households further liquidity (OECD, 2009). Furthermore, the interest rate is now the lowest ever at 1. 15 %, which are good news for the households with a mortgage loan (Guardian, 2010). In 2006, the Danish government introduced a globalisation strategy for Denmark, which established a lot of new initiatives within education, research and development, entrepreneurship and an innovate society. One of the aims of the strategy is to make Denmark more ready and open for global business (Globalisering, 2006). Furthermore, in 2009 the Danish government has launched several measures to encourage a â€Å"green growth† recovery from the financial crisis. The initiatives include among others â€Å"green transport†, improved environmental performance of the agricultural sector and a home repair and renovation incentive to save energy (OECD, 2009). These strategies, policies and initiatives create a better environment for companies to compete in. Figure 2 pic]Source: Team analysis 5. 6 Institutions for Collaboration There are several institutions supporting and working together with Danish businesses. Universities like the IT University of Denmark, Technical Univer sity of Denmark and Copenhagen Business School work actively with companies, trades and industries (ITU, DTU, CBS). Furthermore, the Confederation of Danish Industries as a representative for many industries also has close ties to different business schools and universities (DI). â€Å"Invest in Denmark†, a part of the Danish Ministry for Foreign Affairs, helps foreign companies to locate in Denmark and create joint ventures with Danish companies (Investindk). Moreover, several knowledge centers like â€Å"Innovation Center Copenhagen†, â€Å"Mind Lab† and â€Å"Innovation Lab† work together with companies to innovate and upgrade technology and business in Denmark (Innovation Lab). PART II: THE DANISH WIND ENERGY CLUSTER 6. Historical Development of the Cluster 6. 1 Wind Energy in Denmark before the 1970s Due to the Denmark’s large coastline, the climate is characterised by consistent and relatively strong winds. The absence of other natural sources than wind influenced Denmark to take a pioneer’s role in starting an effort to implement wind technology as basis for electrification and to experiment with it (Vestergaard et. al, 2004). The first windmill in Denmark was mentioned 1259 in Flong. The modern wind energy utilization has a tradition that covers more than 100 years of research in meteorology and wind turbine manufacturing. In 1891 Poul La Cour, a Danish professor in natural science at the Askov Folk High School, and a team of scientist built the first wind turbine funded by the Danish government. La Cour was drawing on the results of two contemporary Danish engineers and scientists. H. C. Vogt and J. Irminger participated together with the American P. S. Langley in formulating modern theory on aerodynamics and lift drag with the purpose to experiment with wind power to product electricity (Vestergaard, et al. , 2004). In 1918 a fourth of all Danish rural stations (120) used wind turbines to generate power. After the World War I the Danish interest in wind Energy waned, because of the sufficient supply of fossil fuel. The machines were rapidly outdated – in 1920 only 75 turbines were left (Andersen, 1999). By the 1930s Denmark was ahead of many other countries in the wind turbine industry and turbines became traditional in the Danish countryside. La Cour gave courses at the Askov Folk High School so that it became possible to study wind energy for Danish „wind electriciansâ€Å". Soon La Cour and one of his students became the most prominent manufacturers in Denmark. However at that time there was still no real international competition. One of the students in wind energy was Johannes Juul who attended La Cour? s courses in 1904 and later worked as chief engineer for a power company, SEAS. Juul started an R&D programme in wind energy utilization. This R&D effort formed the basis for his design of a modern electricity wind turbine built in 1957, which is today well known as the 200kW Gedser machine. The Gedser machine was installed in 1959 and was in operation until 1967 (DWIA, 2008). 6. 2 The Danish Wind Energy Cluster in the 1970s – The First Hesitant Beginning In the 1970 there was an awakening green movement in the Western countries. This was encouraged by the first and second oil crisis in 1973 and 1979. Denmark which was enormously dependent on imported oil pursued an active policy of energy savings, increasing self sufficiency, and diversification of energy sources until the mid 1980s. Since then, energy policy has increasingly promoted the use of renewable energy to ensure environmentally sustainable economic development (Krohn, 2002). This increasing political focus on environmental protection and sustainable development provided the framework for the development of the Danish wind energy sector. The practical and technical development in the 1970s was first carried out by few entrepreneurs, tradesmen and people with high ideals about renewable energy. Christian Riisager was a carpenter from west Jutland. In the mid 1970s, he was one of the first who successfully designed a turbine to be marketed and connected to the grid. The turbine was a 15kW turbine which generated more electricity than the household could consume, the excess electricity went into the grid. The Riisager turbine was the basis for modern wind turbines with high towers and three blades. Riisager produced more than 70 turbines and later he established the firm Wind-Matic (DWIA, 2008). Karl Erik Jorgensen also started to make wind turbines in the mid 70s. In 1978, he teamed up with Henrik Stiesdal, a young student and worked on a three-blade turbine. In 1978 they developed a 30 kW turbine with an enhanced safety system. Vestas, which manufactured agricultural machines at that time, bought the turbine on a license and started in-house production and development of wind turbines (DWIA, 2008). While these innovative designs of small machines appeared politicians began to take interest in the new development. Partly because of the energy supply crisis, partly as a reaction to the popular opposition to nuclear power in Denmark. An incentives programme in the form of capital grants for installation of wind turbines (30% of installation costs) was established in the end of the 1970s and was dropped in 1989. In 1977 the Risoe National Laboratory which was originally established to research in nuclear power formed its entrance to wind turbine R&D. A measurement programme co-funded by the US department of energy was carried out by the Risoe National Laboratory (Andersen, 1999). Risoe also draw on a tradition on boundary layer meteorology and wind climate studies. The Technical University of Denmark continued the studies of aerodynamics and wind tunnel experiments, so that their research on wind climate, model laws, terrain roughness, and shelter effects formed the scientific platform for Risoe? s work on the Danish and European Wind Atlas which was initiated in the late 1970s. Risoe National Laboratory also occupied the approval job for different types of wind turbines (Andersen, 1999). In order to ensure that the government supported turbines also had a certain quality and safety, legislation on type approval for wind turbines was established. Today more than 100 scientists and engineers are working for the institution which has an important department in wind energy with considerable interactions with the wind energy community worldwide. Risoe? s work on turbine safety has been important in ensuring the reliability of modern wind turbines (Krohn, 2002). On May 4th 1978 the Association of Wind Turbine Owners was formed, and the first Wind turbine guild or cooperative was established in 1980. 6. 3 The Wind Energy Cluster in the 1980s The Gedser wind turbine itself was built and financed by the power company SEAS. In the early 1980s Danish power companies took early interest in wind energy and in large wind turbines and built two experimental machines, one pitch regulated and one stall regulated, of 630 kW each. But the cost of energy from the large turbines was so high that series manufacturing was not even envisaged (Krohn, 2002). Riisager's and other manufacturer’s success motivated some manufacturers of agricultural machinery to enter in the growing turbine manufacturing sector which provided promising commercial possibilities. Among these companies were Vestas, Nordtank, Bonus (now Siemens Wind Power), Nordex, and later Micon (Krohn, 2002). The Danish Wind Industry Association, a non profit association, whose purpose is to promote wind energy at home and abroad, was founded in 1981. Manufacturers soon became members of the association so today there are more than 220 members across Denmark. The condition of receiving the 30% construction subsidy from the government was that the turbine had been approved by the new test station for small turbines set up by the Risoe National Laboratory. The Role of Risoe National Laboratory so changed from being that of a controlling entity to a more technology-mediating unit. In 1982 the test station issued the first combined load paradigm, which established that all wind turbine components had to be dimensioned for twice the load compared to the traditional norm. The result of this policy was that the Danish wind turbines gained the reputation for being reliable and robust (DWIA, 2008). The Wind Energy Department of Risoe National Laboratory became worldwide known for its expertise with tight connections to the Technical University of Denmark and also increasingly connections with Aalborg University (electricity aspects). Gains of productivity thanks to the European Wind Atlas in the years 1980 – 1985 could be realised by better sitting of wind turbines. The Danish type approval certification scheme has been a very dynamic tool to foster better design procedures in wind turbine manufacturing companies. It has also been important in winning the confidence of professional investors worldwide (Krohn, 2002). In the early 1980s the State of California began a programme of supporting wind energy development. Danish manufacturers having the longest track record had already developed several generations of successively larger machines in small series. The California market expanded dramatically, allowing an enormous volume of production of wind turbines. The Danish manufacturers supplied thousands of turbines to the USA from 1982. Bonus, Vestas and Nordtank all participated in the wind boom launched in California until the market came to an abrupt halt in 1986. The problem was that manufacturers had become dependent on a single market. When the California wind programme ended in 1985-1986, a large number of the 20-odd manufacturers went bankrupt because they had few alternative markets for their products (Krohn, 2002). The economic collapse in the industry caused an elimination race in the following years. All the small manufacturers disappeared or were taken over by Vestas, Bonus, Nordtank, Micon and Nordex. Thus began a long haul for the remaining manufacturers, who then tried to broaden their market base to include several countries (DWIA, 2008). 6. 4 The Energy Policy of the Danish Government since the 1980s/1990s In 1985 the Danish government decided that nuclear power should not be an element of future energy supply. Beside the 30% subsidy of the construction costs for wind turbines which endured until 1989 the government began, since the mid 1980s, to push an active agenda with the aim to implement renewable and diverse energy sources (Meyer, 2007). In a 15 year plan for large scale implementation of wind-generated electricity countrywide the government pronounced the country’s goal of meeting 10 per cent of Danish electricity consumption by wind in the year 2005, implying an installed base of 1,500 MW of installed wind capacity (Sharman, 2005). Danish government had very wide ranging powers for regulation of utilities. These regulations took many forms, including energy efficiency and demand-side management measures. Integrated Resource Planning was an integral part of the procedure through which the power companies obtained permission to install new generating capacity. Other measures included price and accountancy controls. The government had ordered the utilities to install 400 MW of wind power on land to date. The first two orders of 100 MW each were already issued in 1985 and 1990. The latest onshore order for 200 MW to be completed before the year 2000 was issued in 1996. In 1998 a new order was issued for 750 MW of offshore wind power. The Danish energy plan â€Å"Energy21† from 1996 set up a target of even 4000 MW of offshore wind power in 2030 (Krohn1, 2002). To avoid disagreements between utilities and wind power producers over conditions for grid connections and tariffs, the Danish government introduced in 1992 regulations about the feed-in tariff, which was fixed at 85% of the utility production and distribution costs (Meyer, 2007). 6. 5 The Cluster of Modern Wind Turbines since 1990 In the early 1990s Vestas, Bonus (now Siemens), Nordtank, Micon and Nordex represented the wind turbine manufacturers in the Danish cluster. Most of them had a track record of more than 10 years. The size of the wind turbines grew enormously in a perpetual race to develop renewable energy which was capable to compete with the conventional technologies in terms of electricity output and price. At the beginning of the 90s, the average wind turbine had a capacity of 200-300 kW, which had grown to 1-2 MW in the late 90s. Successful domestic turbine manufacturers became world leaders in the wind turbine production (DWIA, 2008). A service sector to maintain and repair installed equipment developed. The industry left, after further consolidation, two large manufacturers in Denmark, Siemens Wind Power A/S (owned by German Siemens AG) and Vestas Wind Systems A/S and several businesses which are involved in the industry and organised in the Danish Wind Industry Association. In 1991 the Vindeby offshore wind park opened and in 1995 the wind farm at Tunoe Knob, equipped by Bonus and Vestas. The offshore market played a more and more important role for the cluster and 95% of the offshore installed turbines are of Danish origin (DWIA, 2008). In 2001 Danish wind turbine companies had a market share of 50% of the world market (Krohn, 2002). The percentage of electricity provided by wind power rose from less then 5% in 1995 to almost 20% in 2003. The total installed base of wind power was some 1,100 MW at the end of 1997. This made Denmark to the third largest wind power country in the world. All turbines were produced domestically. In 1997 there were 10,000 people employed in the wind power sector, a number that grew up to 23,500 in 2007. In 2006 the Danish Wind Industry Association created the Talent Factory to improve the career opportunities among engineering students (DWIA, 2008). More than 80% of the 6,300 wind turbines in Denmark were owned by energy co-operatives, or individual farmers. 150,000 Danish families owned wind turbines or shares in wind co-operatives in 2002 (Krohn, 2002). 7. Description of the Wind Energy Cluster Today Denmark hosts some of the world’s largest wind turbine manufacturers. Vestas Wind Systems, a truly Danish company is situated in Denmark (Vestas). Furthermore, German Siemens Wind Power and Indian Suzlon have established their global head quarters in the country (Siemens, Invest in DK1). Also German Nordex (formerly Danish) and Spanish Gamesa have established respectively offices and R centres in Denmark (Nordex, Gamesa). These are big global players; In 2008 Vestas counted for 19% of the world market, Gamesa for 11% and Nordex and Siemens 7% respectively (EcoSeed). Other smaller manufacturers are Norwin A/S, Wincon A/S and Gaia Wind Energy A/S. There is a strong branch of associations connected with wind energy and among them are the Danish Wind Industry Association (www. windpower. org), Danish Energy Industries Association and Danish Wind Turbine Owners’ Association. In 2007, wind energy in Denmark produced about 7,173 GWh. This corresponded to 19. 7% of domestic energy supply or to the consumption of about 2. 03 million Danish households, compared to 16. 9% in 2006 and only 1. 9% in 1990. In 2007, wind power capacity accounted for 3,124 MW (i. . 24. 1% the total electricity capacity), 424 MW being offshore wind turbines. In 1990 wind power capacity was 343 MW (Energy Statistics, 2007). Projections by the Danish Wind Industry Association estimate an increase of the yearly instalment of new c apacity of about 17% by 2011, reaching more than 200,000 MW. As far as offshore turbines are concerned, 7,600 MW are expected to be installed by the same year (EREC). Wind turbine manufacturing, maintenance, installation and consultancy services account for some 16,000 jobs in Denmark, while component supplies and installation of these Danish turbines currently create another 8,000 jobs worldwide. The global job creation of Danish wind turbine companies are substantially larger than these figures indicate: only about 9 billion DKK (1. 2 billion EUR) is due to turbines manufactured in Denmark. The rest are manufactured in Germany, Spain, India, Italy, and the U. S. , i. e. in countries where there is a substantial home market (Krohn, 2002). 7. 1 VESTAS: World’s no. 1 Turbine Manufacturer As Vestas is the world leader on the global market for wind energy and one of the key drivers of the Danish wind energy cluster a short description of the company will be given. Vestas was founded in 1898 by H. S. Hansen, a blacksmith, in Denmark. He and his son manufactured steel windows for industrial buildings. In 1945, his son established the company VEstjysk-STalteknik A/S, whose name was shortened to Vestas. In 1979, Vestas delivered the first wind turbines. Vestas have installed over 39,000 wind turbines in 63 countries on 5 continents. In 2008, Vestas installed a new turbine every three hours worldwide, generating more than 60 million MWh a year. Vestas has developed from a pioneer in the industry with a staff of around 60 people in 1987 to a global, hi-tech and market-leading company employing more than 20,000 people. Vestas reached revenues of EUR 6,035 million with operational margin of 11. 1% in 2008 and they got global market share of 19% (5,581 MW). Vestas’ core business comprises the development, manufacture, sale and maintenance of wind turbines. Their expertise in modern energy covers more than just wind turbines. They specialise in planning, installation, operation and maintenance. Their competencies cover everything from site studies to service and maintenance. Vestas is distinguished by a high degree of vertical integration. At the same time, production and sourcing are carried out as close to the market as possible. In 2008, Vestas opened the world’s largest research and development centre for wind energy in Aarhus (Denmark) which will house more than 900 employees (Vestas). 8. Wind Energy Cluster – Cluster Diamond Now Porter’s Diamond model will be used to analyse the competitive strengths and weaknesses of the Danish wind energy cluster. 8. 1 Factor Conditions Factor conditions important to the wind energy cluster are the natural resource in form of wind conditions and the scientific base as well as human capital within the field of wind energy. Denmark has relatively modest to good average wind. Onshore wind resources are highest in the Western part of the country, and on the Eastern islands with coastlines facing South or West. The country has very large offshore wind resources and large areas of sea territory with a shallow water depth of 5 to 15 m, where sitting is most feasible. These sites offer higher wind speeds (Krohn1, 2002). The relatively good wind conditions have been an advantage in the past when the wind energy cluster was growing and still operated primarily in the home market. As the operations have gone global the Danish wind conditions are not so important anymore. In stark contrast to Germany, Sweden, the USA, Canada, and the UK, publicly financed R projects played a relatively minor role in initiating the early development of the Danish wind turbine industry. The early stimulus came in the form of investment grants, supporting market development for small scale privately owned turbines. Later, the Danish Government and the EU have financed a significant number of basic research projects, and given some support to development projects (Krohn, 2002). One of the reasons for Suzlon to establish its global headquarters in Denmark was exactly the specialised knowledge the country possesses. The chairman of Suzlon declared: â€Å"Denmark is global leader in know-how for wind-energy. That is why our global head quarter will be here. † (Invest in DK1). On the educational front, the universities offer specialized wind engineer educations and the research centres offer various training courses targeted especially at the wind energy industry, for instance the Technical University of Denmark (DTU) – Wind Master Education; Aalborg University – Wind Master. Engineering College of Aarhus (IHA) has developed a specialisation in wind turbine construction with the main focus on mechanical components (DWIA, 2008). Risoe Wind Energy Department, University of Aalborg and University of Aarhus have jointly established a knowledge centre – Danish University Wind Energy Training (DUWET) which offers a research based supplementary education for employees in the wind industry. DUWET collects wind energy knowledge and research and offers courses and specialist training for anyone in the industry. A consortium consisting of the research centres Risoe National Laboratory, Danish Hydraulic Institute (DHI), The Technical University of Denmark (DTU), and Aalborg University form a national power centre within wind energy research and thus a vital part of the wind energy cluster. Therefore, the scientific base for the wind energy cluster is highly developed and provides the cluster with highly skilled labour. 8. 2 Demand Conditions Denmark is somewhat unique among wind turbine markets, since the market really grew out of a popular interest in alternative generating technologies, partly in opposition to the use of nuclear power, partly as a result of the energy supply crisis in the late 1970s, when oil prices skyrocketed due to OPEC action and political and military unrest in the Middle East. The well-organised Danish wind turbine owners have been a very important driving force for debugging and improving Danish wind technology in its earlier years (Krohn, 2002). Private individuals, either as members of wind energy co-operatives, or as owners of a wind turbine (farmers) account for more than 80% of the 5024 wind turbines in Denmark (DWIA, 2009). This number shows the strong interest of Danes in wind energy and their support for building new wind farms. The Danish home market is what created the modern Danish wind industry originally, and gave it the testing ground to sort out both wind technology and manufacturing technology. The openness and interest of the Danish consumers have definitely supported the demand in the early years of the cluster and pushed its development. Today few wind turbines are set up in Denmark compared to the world market and the local demand has lost some of its importance. 8. 3 Context for Firm Strategy, Structure and Rivalry Danish energy policy has indirectly played an important role in fostering the commercial success of the Danish wind industry. The Danish energy policy for renewable energy has been a model for many markets in the world. In countries as close as Germany, France or Spain and as remote as China or Argentina Danish support schemes for renewable energy have been copied and/or adapted to local circumstances. Danish long-term energy planning such as â€Å"Energy 21† has been widely quoted throughout the world. One of the basic reasons why wind energy has such a prominent place in Danish energy planning is the need to reduce greenhouse gas emissions. According to the Kyoto Protocol Denmark has to reduce emissions of greenhouse gases by 21% in relation to 1990. The targets apply from 2008 to 2012 (COP15). More than one third of that target is being met using wind energy to replace coal-fired power generation (Krohn3, 2002). Thus, the Danish policies give good conditions for renewable energy companies. Denmark has introduced feed-in tariffs for renewable energy plants connected prior to 21 April 2004. Renewable energy plants receive the spot market price plus a subsidy to provide a guaranteed price of 8. 1 eurocents/kWh, applicable for 20 years from date of connection. Renewable energy facilities connected after 21 April 2004 are getting production incentives. Wind plants receive the spot market price plus a 1. 3 eurocents/kWh production incentive which will be applicable for 20 years from the date of connection. Moreover, additional subsidies of 1. 6 eurocents/kWh are provided for new facilities that replace decommissioned wind turbines 450 kW and smaller (Porter, 2006). The Energy Agreement of 21 February 2008 contains an objective of increasing the percentage of renewable energy to 20% of the gross energy consumption by 2011. In the projection, the renewable energy share in 2011 is 20. 5% (Energy Statistics 2007). Improvement of incentives to encourage the installation of wind turbines is among the initiatives which will follow up the political accord of 21 February 2008. The new act comprises the framework for overall local government planning for wind turbines and a guarantee fund of DKK 10 million to subsidise the funding of local wind turbine guild preliminary investigations etc. and a model for local co-ownership. In connection with onshore wind turbine planning, the government will enter into an agreement with the National Association of Local Authorities in Denmark on municipal planning for 75 MW each in 2010 and in 2011. In addition, work is being done on establishing a payment scheme which will cover neighbours to onshore wind turbines for losses in property values as a result of wind turbine installations. The continued expansion of offshore wind turbine facilities will make an important contribution to achieving renewable energy targets. The work of offering two offshore wind turbine farms of 200 MW each or possibly one farm of 400 MW started in 2008 with a view to commissioning in 2012. In addition, work started on the updating of the offshore wind turbine action plan, which examines the location of new farms, the possible adjustment of the tender model, considerations of previous building maturity and open doors with payment as onshore turbines. Subsidies for new wind turbines will be increased to 25 oere/kWh for 22,000 peak load hours and 2. 3 oere/kWh in balancing costs and 0. 4 oere/kWh for the â€Å"green fund† (Energy Policy Statement, 2008). Rivalry can hardly be explained on a local level anymore as the wind turbine manufacturers have gone global and are operating all over the world today. In the earlier stage of the cluster, rivalry on the Danish market was tense – resulting in many take-overs and mergers and ending with one single true Danish company, Vestas. 8. 4 Related and Supporting Industries The background of the Danish turbine manufacturers was different from wind power companies in the U. S. , Sweden, or Germany. Names like Boeing, Lockheed, Westinghouse, MBB, and Siemens indicate a strong background in aircraft and generator manufacturing. Interestingly, however, practically all of today's remaining larger wind turbine manufacturers have a machinery manufacturing background rather than an aircraft background. Although modern wind turbine technology resembles helicopter technology, the operating requirements are very different (Krohn, 2002). A number of industrial enterprises have developed important businesses as suppliers of major components for wind turbines. LM Glasfiber A/S is the world's largest producer of fibre glass rotor blades for wind turbines, with an employment of more than 1,000 people. Danish manufacturers of electronic wind turbine controllers likewise have a very large market share worldwide. DanControl Engineering A/S, Mita Teknik A/S and DWC A/S produce controller and communication systems. Svendborg Brakes A/S is a leading vendor of mechanical braking systems. Also Danish subsidiaries of large international industries such as Siemens, ABB, SKF, FAG, etc. have developed businesses in the wind power industry (Danish Energy Authority, 2002). Other industrial service enterprises have created important businesses in servicing the wind power industry. For example companies are specialised in providing cranes for installations of wind turbines; providing transport of turbines, towers and blades domestically and for export. Service and maintenance of the more than 6000 wind turbines in Denmark is carried out by the manufacturers’ own service departments. But also a handful of independent service companies have been established for instance DWP Molleservice A/S and DanService A/S. Moreover, there are also specialised service providers like banks (Ringkoebing Bank has specialized in financing wind power projects), insurance companies, engineering and management consultancies (Andersen, 2003). The major Danish consultancies in wind energy utilisation are BTM Consult Aps, E Data, Tech-wise A/S, SEAS Wind Energy Centre, WEA ApS and Tripod ApS (Danish Energy Authority, 2002). Figure 3: Cluster Diamond [pic] Source: Team Analysis 9. Strategic Issues Facing Denmark and the Wind Energy Cluster Denmark is at the moment the leading centre within the field of wind power. However during the recent years a significant change in technology and markets has taken place. Denmark is faced with the challenge to maintain its leading position in spite of growing competition from firms operating in lower cost countries, especially China. The wind energy cluster and the political system must assume a proactive position towards this change to ensure that Denmark will strengthen its position as unique value creator. Denmark must provide the most effective wind power that ensures its best integration in the accumulated energy system, so that Denmark in the future can still provide wind power technology to energy systems with a large proportion of wind power. The industrial environment is built on a foundation which consists of a significant effort in research and education as well as innovative development focused on environmentally sustainability. This field of wind power is influenced by cooperation and knowledge-sharing to find technological development tracks. Nevertheless this foundation has been weakened regarding the cooperation within the industry, new technological tracks within the industry and education and recruitment. The Danish research-environment has a leading position within a number of areas, but great challenges in step with the rapid development of international markets put a lot of pressure of the Danish knowledge centre to hold on the talented researchers and students. In order to maintain the unique Danish position, an extraordinary effort must be put in. The strategic issues are focusing on both, development of the wind power industry by improving wind turbines and effectiveness of wind power, and the improvement of the knowledge centre regarding research and education. As innovation and demonstration focusing on the testing of windmills has previously been one-dimensional there are strategic issues to mentioned, that recommend an accumulated strategy for esting and demonstration of components and turbine parts, wind turbines and wind farms and wind power plants in the energy system, so that the facilities cover the whole value chain. Creating one strategy for the whole value chain with sub-strategies for each of the three dimensions would strengthen the integration and the competitiveness of the wind power industry. Another important issue regards the research effort. The long-term university research and education should be strengthened by prioritisation of fundamental or generic technologies that are part of the development of wind turbines and power plants. This also considers the whole value chain, so from turbine part until integration of the wind power into the electricity supply system (e. g. urbine design, blades, wind loads and sitting, integration into electricity supply system and offshore technology). Including a roadmap and measurable criteria for every area, this strategy could be developed by using the existing research environment as a basis and build on the efforts from previous research. Especially offshore technology research should be strengthened and framework conditions for cooperation between research institutions and industry. This could b e provided through common guidelines for the frames of cooperation. Following these recommendations, Denmark will be prepared to face the current challenges. 10. Policy recommendations for the appropriate constituencies National and regional authorities As Denmark faces now serious challenges in terms of the development of their cluster structure, it is essential that respective authorities undertake significant steps in order to prepare the environment for sustainable growth. First of all, it is worth mentioning that authorities have to actively participate in funding of regional growth environments. As well as this, they should encourage and support the emergence of appropriate initiatives, especially in those regions, where other constituencies have already been mobilized. Clusters in Denmark have proven to be a sufficient and effective tool in innovation policy and therefore it is necessary to sustain and improve their presence. Next, authorities have to focus on building sound economic framework, in order to create investment-friendly environment. As inflow of capital is inextricably connected with Denmark clustering strategy, it is necessary to maintain an incentive-oriented structure of attracting new investors. That step is also crucial in case the authorities are unable to further finance certain projects. Therefore, respective responsibilities have to be shifted to private sector. Companies and trade associations With the emergence of clusters, companies are starting to play increasingly more important role. They should – along with trade associations – be able to clearly formulate their needs and be able to influence the authorities to implement them. As well as this, it becomes their responsibility to focus more on investments in innovation. That is why it is necessary for respective companies and supporting associations to work together in creation of competence and knowledge centers. Universities As far as academic involvement is concerned, universities specializing in certain arts should play a supportive role in development of clusters. It has proven to work in the past, as Copenhagen Business School provided companies with field research and required theoretical frameworks. Therefore, the ties between academic and business world have to be tightened, so as to achieve a 360-degree cooperation of all the constituencies involved in projects. 11. Conclusion In this paper I analysed Denmark and its wind energy cluster. Denmark has a very stable and solid economy, but also faces some serious challenges in increasing productivity growth and educating and attracting human capital. Denmark’s heavy tax burden might be a hindrance. The wind energy cluster is by the end of its growth stage in its life cycle and now needs to innovate to keep growing. 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