What to Pack When Coming Home From College

What to Pack When Coming Home From College The major breaks in college- like Thanksgiving and Spring Break- can be lifesavers for all kinds of reasons. Besides the break from classes and the festivities that happen, these breaks provide a great opportunity to head home and recharge. But just what should you pack when coming home from college? With so much going on before you leave, it can be easy to not pay attention to what youre going to bring home over the break. Spending a few minutes now, however, to double-check the items on this list can save you many hours of inconvenience later. Laundry While doing your laundry in college isnt logistically complicated, it takes a lot of time- and money. Doing your laundry at home, of course, is an easy way to save some time, cash, and overall inconvenience. Dont forget to grab the things that especially need a good washing at this point in the semester, like your sheets, towels, and blankets. Anything You Need to Do Your Homework Sure, most of your research can be done online, but if you forget your reader for Politics 101 or your notes for Organic Chemistry, you can be up the creek. Given that youre heading home over the break with the hope of getting some rest and relaxation, the last thing you need is to stress over how to get your homework done without the things you need for the assignment(s). Take a few minutes to think through what youll need to do- and what items youll need to finish those projects. Your Laptop/Computer Sometimes, the things that seem the simplest are the easiest to forget. Make sure to pack your laptop/computer as well as its power cord. If youre going through the trouble of schlepping your computer home, itd be a waste not to be able to use it after the battery dies. A Jump Drive You may have things on a school server or be sharing documents with other students for a group project. Consequently, make sure to grab any jump drives you are using. That rough draft of your Shakespeare paper may be awesome but not if you accidentally leave it behind during break. Your Cell Phone and Charger You likely have your cell phone on you 24/7. Which, of course, is great- until you accidentally leave it at school. As you leave, do a quick check to make sure you have your cell phone (and its charger) with you. That last thing you want to worry about is not having a cell phone during your break or wondering where you left it. Seasonal Clothes to Swap at Home When you headed to campus this semester, you likely brought seasonal clothes (e.g., warm winter stuff or cool summer stuff). But Thanksgiving and Spring Break can mark a major change in the weather. Pack an extra bag of things you dont need until you go home again and then fill it with clothes back at home that you know youll need for the rest of the semester. A Nice Outfit If Youre Doing Interviews If your to-do list over the break includes doing interviews for seasonal or summer work, remember to pack that nice business outfit so that you wont be left scrambling (or worse, borrowing something from your parents) on interview day. Even if you think youll just be dropping off applications, looking professional when you do so still matters. Lastly, remember to pack important accessories, like shoes, jewelry, socks, and a nice jacket, that complete your interview outfit.

Advertising Argument Research Paper Example | Topics and Well Written Essays - 500 words

Advertising Argument - Research Paper Example Probably the audience of fashion shows got used to luxury and does not pay attention to the brands. Considering this fact, Dior decided to make advertisement excessively unrealistic. The whole setting is oversaturated with gold and shining and seems hyperbolized. The furniture in the Hall flows into a bright sparkling mass. The dress of the actress reminds the outfit of a fairy or a mermaid, and on the shot it looks like the actress is flying instead of walking. So Dior used the concept of magic to attract the interest and confirm the name. That is why creating its advertisement of a new scent which is called J`adore, Dior tried to make something that would instantly give an understanding of the peculiar brand. An incredibly beautiful woman dressed in a luxurious silk golden dress is walking down the aisle. She is shining in soft hazy light and the whole place, which looks like a big hall or a catwalk on some fashion show, seems to be lit with her light. It is difficult to define whether it is a real woman or some mythical creature because of this divine light. The first thing that draws viewer`s attention is participation of the celebrity in the advertisement. Charlize Theron, one of the most attractive women of the planet, is depicted as the main character of the commercial of J`adore Dior. The image created by Dior implies luxury, royalty, and wealth but it is all not new for the higher social class of every country. Therefore, the creators of this advertisement had to make something exceptionally to draw attention to it and to make people actually want this perfume and they found the solution. When it concerns luxury, you cannot impress anyone with exquisite dresses and perfumes but when it concerns magic†¦ that is completely different topic. Thus, Dior uses the image of an independent, seductive, and sexually attractive woman appealing to the subconscious desire of every woman to be worshiped as a real goddess,

The social responsibility of engineers Essay Example | Topics and Well Written Essays - 1250 words

The social responsibility of engineers - Essay Example Can a business really have responsibilities? It is only people who can be said to be either responsible or irresponsible. If a corporation is viewed as an artificial person, then it follows that its responsibilities are also artificial. Therefore we conclude that businessmen are the ones who should be responsible. Therefore when saying that businesses should have a social responsibility, implies that the corporate executives running these businesses are the ones to take up responsibility. Even if a corporate executive is an employee of the business owners, he still has direct responsibilities of running the business (Friedman). A businessman is said to be socially responsible if he/she were to act in a way that does not necessarily interest his/her employers. For example, a corporate executive may refrain to increase the price of certain products out of concern that doing this might lead to inflation. Such action could be contrary to the best interests of the corporation. The corporate executive could hire less qualified personnel in order to contribute to poverty reduction. In each of the mentioned cases, the business man would be spending either the employer’s or the customers’ money for a general social interest. His actions would therefore be evidence of social responsibility. If a businessman were to spend the stockholders’ or the customers’ money in a different way from that of his customers, he would be in effect imposing taxes on them. This process may lead to political questions since it is the work of the government to impose taxes and plan expenditures (Friedman). Social responsibility has its consequences. Let us take inflation for example, what if a businessman was told that he has to contribute in fighting inflation, what actions would he take? Lowering the price of the products could lead to a great financial loss. Reducing the rate of production would lead to shortages and if were to reduce the employees’ wages, these would

The Rise of Mao Zedong within the Communist Party in China, Essay

The Rise of Mao Zedong within the Communist Party in China, Culminating in the Proclamation of the Peoples Republic of China in 1949 - Essay Example He started his career as a teacher. In 1918 he left for Beijing and worked as assistant librarian at the Beijing University. There he became member of Marxist study group. In 1919, he returned to Changsha and became more attracted to the message of Russian revolution and Leninist version of Marxism. Mao was one of the thirteen delegates who attended the Chinese communist party's founding congress which was secretly convened in Shanghai in July 1921 (Mao, 2011). Mao was more attracted to countryside and peasants than cities and proletariats. He spent more time on studying the rural socio economic conditions and focused on organising the peasants. In fact, he discovered the great revolutionary potential of peasants. The Chinese Communist Party (CCP) has merged with the nationalist party of Kuomintang in 1923. However, this partnership did not last long. By 1927, it became clear that Mao and Chiang had different perceptions on Soviet interests in China. Mao supported Soviet Union while Chiang opposed it. As a result, the CCP- Kuomintang alliance broke. Both the leaders competed for domination of China. While Mao focused on rural areas, Chiang focused on urban areas. In 1927, Mao published the Report on an Investigation of the Peasant Movement in Hunan. It contained the important ideas of Mao. He believed in the power of the peasants and described it as a tornado. In his opinion it is "so extraordinarily swift and violent that no power, however great, will be able to suppress it." (2011). He believed in the revolutionary creativity of peasants which Marxist-Leninists reserved for the Communist Party. According to Mao, it is not the party which has to determine the revolutionary capabilities of the peasants, but the peasants who has to judge the capability of the party for revolution. From April, 1927 onwards, Chiang Kai-shek focused on destroying communists and their organisational base in urban areas. Rise of Mao Mao had great admiration for sun Tzu and gave prior ity to maintaining an army. So he formed the Red Army. He knew that war against the powerful state will take years to win. He worked for gaining support for the red army among the peasants. He followed the tactic of sun Tzu, attack when stronger and retreat when weak (Seize the Night, 2010). Mao applied this strategy four times when confronted with the strong forces of Chiang. In 1930, a notable incident called the Futien incident occurred. That is, Mao suspected that a red army unit in Jiangxi is not supporting him and so ordered execution of 3000 officers and men. This shows Mao’s strict nature. Between December 1930 and September 1931, there were three guerrilla campaigns under the leadership of Mao, but failed. The fourth guerrilla campaign in 1932-33 was also a failure. But, the fifth one succeeded. In 1934, after series of defeats, the communists and three red armies were pinned down in the mountains of Jiangxi Province in southern China. The communist army became exhau sted as a result of harassment form the Kuomintang. As a result of the nationalist offensive, the communists and the red armies decided to flee their southern bases and retreat to meet Communist forces in Shaanxi, Gansu and Ningxia in northern China (Hays, 2011). This retreat is known as the long march. It was a six thousand mile march. The long march began in Jiangxi on October 16, 1934 and crossed 24 rivers, 18 mountain ranges (5 covered with snow) and 11 provinces before it ended after 368 days at the caves of Yenan on the edge of the Gobi desert in northern China (Hays, 2011). On January 8, 1935, they met in Zunyi in Guizhou province. There, they discussed the future leadership of the communist party. The old leadership and generals of the red army supported Mao. He was made the

Informal Report (Ch 9) Essay Example | Topics and Well Written Essays - 250 words

Informal Report (Ch 9) - Essay Example In order to be a registered nurse, one has to have a bachelor’s degree in nursing, a diploma course from an approved nursing program or even an associate degree in nursing. Other than having these academic qualifications, a registered nurse is required to undertake a licensing examination in order to be accorded a license to certify them to practice nursing legally. As at 2010, the annual salary of a registered nurse was $64,690. The future outlook of this career is slightly more than average as it is expected to grow at 26% before year 2020. This growth will be facilitated by the technological advancements, changes in healthcare and emphasis on preventive care. Being registered nurse will provide the basics in nursing and therefore career advancement to even become a head nurse or specialize in other areas of nursing like being a pediatric or cardiac nurse among other nursing career

Business Strategy Of Wal Mart In Japan

Business Strategy Of Wal Mart In Japan Globalisation is described as a process of world wide integration of culture, technology, social, political and economic factors. It is all about the creation of a world unified market and this can be observed with the growing levels of global trade (Luthans and Doh, 2009). Globalisation is evident in the shift of Multinational companies (MNCs) and economies from a world of isolation as a result of trade barriers to a world of reduced trade barriers and more inter related businesses and economies (Hill, 2009). MNCs now, expand from both developed countries, developing countries and emerging countries and vice-versa. There is therefore increasing competition among nations (The Economist, 2008). The global expansion of businesses over the years into different international markets have helped these businesses to increase their sales, competitiveness, reduce their cost of production and expand out of their saturated home markets (Root, 1994; Hill, 2009; Daniels et al., 2009). Retailers are not exceptions to this global expansion. This article will evaluate the internationalisation strategy of Wal-mart in Japan. Wal-Marts internalisation strategy in Japan is of particular interest because it recently pulled out of two of its international markets; Germany and South Korea. Its success in Japan is still questionable especially as Japan has proven to be a difficult market for many foreign retailers. International companies such as Carrefour, Boots have pulled out from the Japanese market after facing business challenges (Luthans and Doh, 2006). The literature review will analyse the Integration- responsiveness I-R framework as well as culture. These frameworks will be used for the evaluation of Wal-marts internationalisation strategy into the Japanese market in comparison with its international competitor Tesco Plc. The use of these two frameworks is to show the extent to which Wal-marts strategy responds towards Japanese local tastes and preferences in achieving a successful internationalisation. Conclusions and recommendations will be drawn from this analysis. BACKGROUND OF WAL-MART Wal-mart was founded in 1962 by Sam Walton and opened its first discount store in Rogers Ark, USA. In 1969, the company incorporated to become Wal-Mart Stores, Inc. Wal-mart stores feature general merchandise such as electronics, clothing, and home appliances. It also has complete groceries units. The company employs more than 2.1 million associates, serving more than 176 million customers a year. In 2009, it ranked first among retailers in Fortune Magazines Most Admired Companies survey and is also the largest retailer in the world (Wal-mart, 2009). As a result of the saturation of the American retail market, Wal-mart started its international expansion into foreign markets in the 1990s first into Mexico and subsequently expanded into thirteen other countries including Japan China, Canada and Great Britain (Wal-Mart, 2009; Hill, 2009). Today it has about 8,424 stores and club locations. The companys most successful foreign venture is in its Mexican market (Hill, 2009). This is as a result of the fact that they adjusted their international strategy to meet local demands. Their everyday low price strategy was also successful in Mexico which is a developing country. However, these strategies are not always welcomed by consumers as revealed in their German and Korean market expansions where they failed and had to pull out. Wal-Mart is still struggling to succeed in the Japanese market where it has already invested $1 billion (USD) (BBC, 2007). Nevertheless, Wal-marts international expansions of Wal-Mart has allowed it to develop economies of scale, increase Its customer base and develop more ideas such as their new shop layout (Hill, 2009; Wal-mart, 2009). LITERATURE REVIEW INTEGRATION-RESPONSIVENESS(I-R) FRAMEWORK According to Prahalad and Doz (1987, p.18) the Integration-Responsiveness (I-R) framework is a way of capturing the pressures on a given business . This framework is based on the pressures for global integration and local responsiveness on a business as perceived by the managers of the company (Rugman, 2002). Pressures for global integration are industry forces which drives companies into the standardisation of their products, policies and procedures in order to reduce their cost of operations across national boundaries while pressures for local responsiveness are forces which drive businesses into being locally sensitive to differences in culture, preferences, tastes, and general behaviour of each international market in their internationalisation strategies (Rugman, 2002; Daniel et al., 2009; Luthans and Doh, 2009). According to Luthans and Doh (2009), the understanding of culture and its diversity is important to an international companys successful internationalisation in any country. This is because it impacts upon work force attitudes, managerial ideology, technological transfers, business customs and practices as well as consumer behaviours. The I-R framework was developed by Prahalad and Doz in 1987. They classified international strategies into Global strategy (global integrated, centralised management and move for cost reduction), Multi-focal strategy (an integration of global coordination and local responsiveness) and locally responsive strategy (customised and localised product and services). The adoption of any of these strategies is dependent on the dominant pressure on an MNC as well as its main focus which could be cost reduction or customer satisfaction. Bartlett and Ghoshal (1989) further developed this framework and classified MNC strategies into four categories which can be compared with that of Prahalad and Doz. Their four strategic classifications are: Global strategy, International strategy, Transnational and Multi domestic strategy. Companies with global strategy (high Integration- low Responsiveness) focus on standardization and cost reduction with tight global control, those with International strategy (Low Integration-Low Responsiveness) usually introduce their existing competence and expertise into the new market while Transnational companies (High Integration and High Responsiveness) are flexible and integrate equal levels of global integration and local responsiveness into their business. The multi-domestic companies on the other hand (low Integration and High Responsiveness) respond more towards product customisation (Daniel et al 2009). It is however worthy to note that the adoption of one strategy may lead to the negl ecting another. Figure 1, shows the diagrammatic representation of the strategic classifications by both authors. CULTURE The understanding of culture and its impact on international market expansion is imperative to the success an MNCs strategy in a foreign country (Luthans and Doh, 2009). The degree of pressure for local responsiveness is reflective of the degree of influence of culture upon consumers. Differences in cultural match between companies and employees or consumers can often result to struggle for success in an international market (Holstein, 2007). Hofstede (1980, p.21), defined culture as the collective programming of the mind which distinguishes the members of one human group from another. Just as personality defines the identity of an individual, culture defines the identity of a group. According to Luthans and Doh 2009 p.96, culture is the acquired knowledge that people use to interpret, experience and generate social behaviour. This acquired knowledge often manifest into peoples attitude, values, behaviours and general ways of life. Many researchers have argued that culture can be lea rned, shared, symbolised, patterned, adapted and transgenerationalised. Hill (2009) further argues that values and norms form the basis of a culture. These values could be attributed to collective responsibility, social obligations, loyalty and so on and are often times emotionally important to the group. Norms on the other hand are social codes of conducts which dictate peoples behaviour towards each other. The Japanese for instance, can be seen as a group of people with similar values and norms and related culture. Several researchers have studied cultural differences and its impact on different national behaviours. Hall (1973, 7976) cited in Paliwoda and Ryans (2008), categorised culture into High and Low context. High context cultures like Japanese and Arabic, prefer implicit or unspoken messages and slow business discussions with emphasis on personal relationship and trust while Low context cultures like North America, United Kingdom, Germany prefer explicit, written or spoken messages with more emphasis on expertise, performance and efficiency. Hofstede (1980) undertook a study of the impact of culture on values in a workplace. He categorised culture into four main dimensions: power distance, uncertainty avoidance, individualism -collectivism and masculinity-feminity. A fifth one confucian dynaminism also referred to as long term or short term orientation was later developed. Power distance shows the extent to which people perceive inequality. High power distance nations (cultures) emphasise on the inequality of power, its workforce follow their superiors orders while low power nations or cultures minimise this inequality to minimum thus the work force follow superiors orders as a procedural requirement. Uncertainty avoidance on the other hand is the extent to which cultures avoid uncertainty. High uncertainty avoidance cultures shy away from risks, while low uncertainty avoidance cultures see risk as a part of life. Individualism versus collectivism is the degree to which people look after themselves as individuals or work in groups. Masculinity is often compared with feminity. Cultures with emphasis on success, money were referred as more masculine by Hosftede while a culture with emphasis on quality of life and caring for people are seen as feminist ( Hill,2009; Luthans and Doh,2009). The table below shows the Work-related values for 5 countries adapted from Hofstedes study. In as much as Hofstedes work is well accepted and has provided the basic characterisation of different cultural or national groups, these are not definite because culture cannot be easily classified and also culture is gradually changing with the increase in globalisation and integration of the world at large (Luthans and Doh, 2009). WAL-MARTS EXPANSION INTO JAPAN. Wal-Mart initially made a failed entry into Japan in the mid 1990s when it entered the market through selling its products in local supermarkets, however sales were disappointing (Yoffie and Wang, 2002). The initial failure could be associated to slow market drive by the local super markets as Wal-mart had little or no control over them. This can be seen as a major disadvantage of indirect exporting (Root 1994). However, in 2002 Wal-mart made a second attempt into Japan (BBC, 2006). Japan is one of the wealthiest and developed economies in the world. It has the second largest consumer market (Haddock-Fraser et al., 2009). Wal-marts entry into Japan was through partnership with Seiyu Ltd which is Japans fifth largest hypermarket and was in financial distress at that time (Yoffie and Wang, 2002). It was a deal which was done in phases as agreed by both parties. Wal-mart was to initially acquire 6.1% of Seiyu shares and gradually increase its stake by acquiring up to 67% of Seiyu in 200 7 (Yoffie and Wang, 2002). Sumitomo Corp a leading trading company in Japan also had a 15.6% stake of Seiyu (Luthans and Doh, 2009). In 2005, Wal-mart increased its acquisition stake making Seiyu a Wal-mart subsidiary and increasing Wal-marts control over Seiyu. In 2007, Wal-marts stake was again increased to 95.1% (Wal-mart, 2009). This partnership deal was meant to help Wal-mart minimise its risk of internationalising in Japan where there is strong domestic competition, price wars and strong suppliers and also help its entry and expansion in the market (Yoffie and Wang, 2002; Luthans and Doh, 2009). ANALYSIS OF WAL-MARTS STRATEGY IN JAPAN. Companies like Wal-mart, adopt international strategy for global expansion as suggested by Bartlett and Goshal because they have core competences which they can capitalise upon especially if its difficult for their rivals to match them. Companies with International strategy have important part of their value chain such as decision making, expertise, new products and international operations being controlled or decided from their headquarters. However such centralised decision making can often impede upon the abilities of the subsidiaries to respond to local demands (Hill, 2006; Daniel et al., 2009). Wal-mart has a cost efficient operating system with an expense structure that is among the lowest in the industry (Shah et al, 2005). Its price of food was estimated to be 20% lower than its competitors in the United States (Yoffie and Wang, 2002). Wal-mart is therefore trying to replicate this successful American strategy and core competence of Everyday Low Price (EDLP) in the Japanese international market. Though this strategy has been success in some of its international markets such as Mexico and China, the results in Germany and Korea were so poor that Wal-mart withdrew from those countries in 2006. Once again the success of this strategy is still questionable in Japan. Japanese consumers associate low price with low quality as they are willing to pay high price for high quality products (Holstein, 2007; Strategic Direction, 2008; Boyle, 2009). The perception of customers towards low price signifying low quality is particularly high in its clothing segment (Brunn, 2006). This low price strategy was adopted by Wal-Mart in its entry into Japan in 2002, especially because it was at a time when the country was just emerging from a prolonged recession and consumer income was low (Luthans and Doh, 2009). In order to erase this image of Low Price signifying Low Quality from the minds of their customers, Wal-Mart has introduced, more expensive products for the customer segment that prefers high cost while still maintaining some low cost variants. For example, it has jeans for $10 and $ 35 option as well (Business Week, 2005) this however may further confuse its customers who may not understand the basis for such price disparity. Japan is a country with a high context society and collectivistic way of life (Paliwoda and Ryans, 2008). They have strong ties to families and groups and great emphasis for quality and prestige (Hofstede, 1980). As a result of these strong social ties, Wal-Marts sacking of 25% of Seiyus work force including 1500 managers and employees in 2004, was wrongly perceived by the Japanese people. Wal-mart opens its stores for 24 hours a day, this is seen as stressful by the employees and generally seen as an infiltration of the American culture into Japan. Its introduction of American, Canadian and British managers who act on headquarters decisions rather than employing Japanese managers who understand the market better further portrayed them in a negative light to both the employees and the general public. This consequently led to the loss of some of its customers (Holstein, 2007; Strategic Direction, 2008). Another core competence which Wal-mart introduced into Japan is its technology-focused inventory replenishment system which is linked to their suppliers. It helps them monitor and manage their inventories. However, because the Japanese people prefer personal interaction when doing business (Hofstede,1980), the implementation of this Information technology strategy has not been easy, especially as Japan has several layers of distribution network which are closely networked and difficult to penetrate. It thus makes high volume discounting difficult and merchandising more expensive (Brunn, 2006; Holstein, 2007). Wal-Mart is however trying to eliminate the middle-man in order to successfully implement its low price strategy (Luthan and Doh, 2009). Wal-marts response to local tastes, preferences and general way of life is perceived as low in its international strategy as It tends to implement its competences into international markets with little considerations to what the local demands, preferences, expectations are and this has led to its struggle to survive in Japan (Brunn, 2006). Comparing Wal-mart with Tesco Plc in Japan, the following differences can be drawn from their strategy. Tesco Plc which is the biggest retailer in the United Kingdom entered Japan in 2003 through the acquisition of a domestic retailer just as Wal-Mart did. While Wal-mart acquired Seiyu which is a hypermarket, Tesco Plc acquired C Two-Network stores which has small discount supermarket stores (Tesco, 2009). Haddock-Fraser et al., (2009) have argued that large supermarket (hypermarkets) of the western cultures are not viable in Japan, rather small supermarkets, convenience stores with fresh and quality products are preferred by the Japanese consumers. Thus the strategic move of acquiring a discount supermarket chain by Tesco was aimed at meeting the local demand of the Japanese consumers who prefer to shop daily for fresh food in small quantities with convenience. This shopping behaviour makes them to patronise convenience stores and discount supermarkets which are more accessible than out of town hypermarkets. Tesco, with its small store format, experienced overall sales growth in 2006 unlike Wal-mart which has been making loss for four years (Haddock-Fraser et al., 2009). Upon acquiring C Two-Network, Tesco retained the management team of the company to oversee its operations in Japan, because Tesco realised that these managers have better understanding of the Japanese employees, consumers and suppliers (Food and Drink, 2003). Japan, being a country with high collective behaviours, (Holfstede, 1980) perceived this as a good move. Tesco Plc tries to localise its products and services in each of their international markets, recognising that each market has unique preferences. This higher degree of local responsiveness in their international markets emphasises the reason why Tesco retains its foreign managers and limits its control from headquarters (Tesco, 2009). Figures 3 and 4 below further shows the differences in the sales contribution of the international markets to the total revenue of both companies. Wal-Marts international markets contributed 24.6% of the companys 2009 financial income while Tesco Plc has 53% of its 2009 financial income being generated by its foreign markets with Asia alone generating 30% of this value. It can, therefore, be concluded that Tescos response to local responsiveness has a positive impact on their financial performance internationally. CONCLUSIONS AND RECOMMENDATIONS Wal-Mart is very successful in its domestic market and also some foreign markets such as China and Mexico where it had to adjust its strategy in order to respond better to local pressures. It is therefore recommended that Wal-mart should further develop its strategy in Japan and respond better to the countrys local demands and preferences through the opening of convenience stores in order to capture that market segment and offering more fresh local products to meet the local demand. Wal-mart should also employ Japanese managers who understand the market better. These measures will help Wal-mart to succeed better in Japan where the pressure for low price by customers is not emphasised rather high quality is preferred. Wal-mart can still maintain its international strategy with a little more responsiveness to local demand as there is no one best strategy to adopt. This move will save Wal-mart from withdrawing from the market where it has already invested $1 billion USD. Wal-marts low s ales value from international operations in comparison with Tesco reveals that the retail market is still a viable industry for Wal-mart to exploit.

A Character Analysis of Sir Gawain as Presented In Sir Gawain and The G

A Character Analysis of Sir Gawain as Presented In Sir Gawain and The Green Knight In Sir Gawain and The Green Knight, the character of Sir Gawain is skillfully brought to life by the unknown author. Through the eyes of numerous characters in the poem, we see Gawain as a noble knight who is the epitome of chivalry; he is loyal, honest and above all, courteous. As the story progresses, Gawain is subjected to a number of tests of character, some known and some unknown. These tests tell us a great deal about Gawain's character and the struggles he faces internally. I will explore the various places in the poem where we learn about Gawain, either through others or through the tests he faces. By the end of the poem, we sense that we have come to know Gawain and have ventured a peek at his human side. However, we also realize that nothing short of perfection is acceptable to him. Our first glimpse of Gawain occurs when the Green Knight suddenly appears at the New Year's celebration at Camelot. He offers a challenge for anyone to come forward and strike him with his ax. Twelve months and a day later, he will return the blow. No one steps forward to accept the dare. Embarrassed by his knights' lack of response, King Arthur accepts the challenge himself. At the fateful moment when Arthur is about to strike the blow, Gawain jumps up and says: Would you grant me the grace, To be gone from this bench and stand by you there, If I without discourtesy might quit this board,... I am the weakest, well I know, and of wit feeblest; And the loss of my life would be least of any; That I have you for uncle is my only praise; My body, but for your blood, is barren of worth; And for that this folly befits not a king, And 'tis I that ... ...ee that Gawain is not the perfect knight he strives to be. Neither we, nor the Green Knight, nor his fellow knights of the Round Table hold him to this standard of perfection. We read about the turmoil Gawain experiences thinking about his impending death at the hands of the Green Knight, and we understand why he accepts the girdle. We know he remains true until his fear of death overcomes him. All this proves he is only human. Yet Gawain only sees that he has been inconsistent in upholding the chivalric code, and this means failure to him. This is an indication of the standard Gawain has set for himself, and we see why he has the reputation he has. Despite all that has happened, Gawain is still a loyal, noble, honest and courteous knight. Quotations from: Abrams, M. H. The Norton Anthology of English Literature. New York: W. W. Norton & Company, Inc., 1993.