Alma Mater

Living Through the Alma matt Throughout the history of universities there has always been a look-alike that exemplifies school pride. At the University of Illinois, the Alma Mater is that defining figure. From the creation of the Alma Mater, she has established history and pride between the students and staff at the University of Illinois. To this day, the Alma Maters presence is over from storefronts to postcards. No matter where you go on the University of Illinois campus, there is always something that shows the Alma Maters face with her arms stretching out. A simple motto do this all told possible.Through the University of Illinoiss motto, Learning and Labor, it has helped develop a system of value that continues to this day through a visual piece of art. We all know the Illinois homage song by heart, or at least we should, but from that song our school motto, Learning and Labor, has stood out for one artist, Lorado Taft. His gift, the Alma Mater, was dedicated to the Univ ersity of Illinois in honor of his fiftieth anniversary of his graduation in 1929, on Alumni day. A motto and a symbol that would haven unnoticed if the Alma Mater was never created.From his ideas, Lorado Taft envisioned the Alma Mater as a majestic woman in scholastic robes, who arises from her throne and advances a step with outstretching arms, Gesturing greeting her children the Alma Mater shows pride to her students of the past, present, and future. While stand behind her two twin looking figures that atomic number 18 acting as Learning and Labor, shaking hands in creating a visual image of our motto. From this depiction, it has been imbedded in the mind of the past, present, and future generations as a defining factor in school pride and loyalty.Ever since the Alma Mater has been built, it has brought the students of the University of Illinois great pride. From looking at a painting from 1948, students who are still eloquently dressed in graduation robes gather close to th e Alma Mater. Their eyes as they gaze at the Alma Mater, freeze time almost. They are happy. What are they happy for? Graduating or the fact that the Alma Mater has helped brings a class to beat outher. The look in their eyes looking like there is a some(prenominal) deeper meaning to about what the Alma Mater means to them that brings the student, around the Alma Mater together.They saw a connection that brought them altogether through a journey of Learning and Labor. From this welcoming, students knew that wheresoever their life took them, their Alma Mater would always be there for them. From this statue it not only created a welcoming to her students but reaching out to them when they came back into her arms. Even today, the Alma Mater shows pride when all year, graduates reside in long lines just to get one last and final picture of the Alma Mater as a student of the University before they set alumni status. Just like they did in 1948.The students of present are still represe nting the Alma Mater to this day. Even from the start of this school year, the 2013 seniors are still dashing of their Alma Mater. In an interview with Cara Mueller, a 2013 senior attending the University of Illinois took great pride in her Alma Mater. To me the Alma Mater is a cool piece of history. I love cosmos a part of something so much bigger than my time here at the University of Illinois. When asked if she had any prior knowledge to the Alma Matter she shared, That my older brother went to the University of Illinois.So every time we came to see him we would always walk past the Alma Mater. Its a University landmark that cannot be missed while either touring or walking around campus. Continuing on with Caras interview she also stated that she often took pictures in front of it, especially when it was dressed up for special events, like when the Illinois basketball team made it to the March Madness tournament, they dressed her in an oversized basketball outfit. But from Caras interview it also turned her upside protrude with the leaving of her Alma Mater.Even the pride that students have shown to the Alma Mater goes way beyond a statue. In late August of 2012, the Alma Mater packed her bags for the year to get set and prospered for the fallowing spring. Many students do not understand how someone could take the schools pride and joy away. However, it makes visitors of the university question why there is only a platform with zip on top of it With the Alma Mater gone it doesnt mean its the end. To Cara Mueller, she thinks its upsetting to see that she is gone. Its like a part of the University of Illinois has been missing all year. From this Cara reflected on her being a senior, As a senior I felt like I got the shafted. Every year, like previously stated, many seniors wait in lines to take a final picture of them with the Alma Mater. As the year dwindles down to a close, Cara anxiously awaits the arrival of the Alma Mater It would be nice to g et the traditional graduation pictures with my family next to the Alma Mater like many graduates do each year. Throughout the years of students coming and going, the Alma Mater is always going to be ne steady symbol of school pride. Even to this day students are always being welcomed by this well-know figure. From one motto, a statue can shape the ideas of how a university shapes its values. Imagine if the Alma Mater was never created? What would have taken her place, a dog or maybe a different statue? As the years go on, however, it could be possible that a bigger and better figure might emerge, but even when we may leave her sight we leave alone always be reminded that she will always be waiting for us to return.

Accounting firm Essay

A supervisor in a large accounting firm is scheduled to hearing a job candidate who comes highly recommended and has excellent qualifications. Jim has an accounting degree (bachelors) from a prestigious Ivy League school and has been functional on his MBA by attending an online program for the last 18 months and is close to earning his degree. In addition he has been working for one of your competitors for several years and has excellent references attesting to his ability.Your payroll compute has recently been reduced significantly as a result of a declining client base and your manager has the final authority in establishing salaries for the new hires except generally is responsive to what his supervisors propose to a job candidate. In addition, the HR Director has published lucre ranges for new hires that ar to be adhered to, unless there are extenuating circumstances such as the candidate having special expertise, the ability to bring in additional clients, or excellent s ecurity including having the CPA certification. Your Role/AssignmentYour role is to determine whether distributive or integrative negotiations will be preferred in this scenario between the job applier and the supervisor, and respond to the questions regarding the other parties who have an interest in hiring the job applicant. Use the Worksheet to answer the questions related to this scenario. Each question is worth 20 points. Once you are finished, submit your assignment to the Dropbox.See morePerseverance essayQuestions1.What is the appropriate negotiation strategy that would be most advantageous for Sharon and Jim in this scenario, distributive or integrative bargaining? What are the factors that should be turn overed in making this determination? AnswerI believe the best negotiation strategy would be for Sharon and Jim to consider using Integrative bargaining. Beca wont Jim does bring many positives to the bargaining table. If they seriously intend to land this talented new hi re, they better offer him something better than they are proposing. I believe I would use Integrative bargaining in this situation if I was supervisor or manager.2.What factors do you feel will contribute to the invoice Supervisor and her jitney in determining the salary that Jim should be offered as a new hire? What are some other considerations that could be make to entice Jim to accept the job assuming that his salary demands could not be met? What are Jims and the Accounting Supervisors interests? AnswerThe company is working with a reduced budget because they lost one of their major clients recently. This caused them to rethink and refocus the way ahead, and how they would continue to do business in the future in order to survive as a company. Plus the Accounting Supervisor (Sharon) has been given specific instructions as to the wiggle room she has to play with which is precise little, when it comes to salary negotiations. I believe Helen (Accounting Manager) is thinking sol ely about the company and not really considering the applicants desires or views.3.What are HRs interests in this scenario, and what would be the potential negotiation strategy between the Accounting Manager and HR assuming that there is a decision that the published salary range for attracting Jim will have to be exceeded in order to hire him? AnswerThe HR Directors interest here is clearly the take of the Accounting Supervisor and the Manager being able to successfully negotiate an acceptable salary that will not break the bank as (Richard) the HR Director puts it. He wants them to ensure they negotiate within the pre-determined salary ranges. The salary cap for the position is set at $50,000. But, the problem here is the fact that Jim is already earning $60,000 with a competitor. What Sharon and Helen mustiness decide is whether they feel hiring Jim is worth going to management to ask for an exception to try negotiation salary beyond the cap. I in person do not believe $50K wil l land Jim. Helen wants to save-face with the HR Director, because she is afraid by going to him for more money will make her look worn as a manager.4.Propose a negotiating outcome for each of the possible negotiations that could occur in this scenario and defend your responses. Negotiations betweenSupervisor and Job Applicant I would use Integrative bargaining and try to negotiate Jim cut down (somewhat) on his salary expectations. The approach I would employ is the fact that he would be working for such a great company, a leader in the industry. I would emphasize the room to grow. I would also put incentives and or bonuses out there for him to separate out for. I would get him to look at his potential for growth and salary increases in the future. Maybe, I would tie them to his performance.Supervisor and Accounting Manager If I was the supervisor, I would go strong after my Accountant Manager to approach the HR Director about an exception to policy for the positions salary cap. If I felt strong enough about this potential new hires ability then I think it would be worth the ride and time. They should look at this as the long term potential that Jim has to help this company become stronger and make more money be gaining more clients. Helen (The manager) must put personal beliefs or assumptions aside and seek advice or make suggestions based on her best professional opinion of the benefits to hire Jim.Accounting Manager and Human Resources Simply stated, Helen has to be willing to approach Richard about seriously exceeding the salary limits in order to sign Jim on to their team. The potential usurpation to have this rising star with the skill set and abilities he has already demonstrated is probably worth an second consideration. I think they should call a meeting to discuss this. I also believe the strategy they should use is, when Jim is interviewed, the interview should include all four Sharon, Helen, and Richard. The three of them all sit down with Ji m at the same time, and explain the companys position and attempt to negotiate a reasonable salary range.

Nehemiah’s Upset and Relationship with Money

Anemia Is upset because In the midst of alluding the wall of Jerusalem and dealing with those outside of the people of God, he dealt with the morality of the people of God. men could not feed their families. They mortgaged their property to get money to feed their families. They took loans to pay the taxes on the property. Some had to sell their children In to slavery. They were not able to get their children back because they could not pay the taxes on the property. All were descendants of Jacob, so they were forbidden by law to charge taxes to other(a) Jews.The Jews were not following the law of how to treat fellow Jews. Instead of helping each other they were taking advantage of the people. They sought gain at the indigence of others. Anemia became angry that the people were taking advantage of each other that he intercedes before God for each of them. He would pray to God turbulently because he loved them so. Anemia was trying to teach the people that if they didnt handle th eir money with the right heart it will affect the will of God in their lives. We should all be dors to the will of God.Corinthians 161-4 states now regarding your question about the money being collected for Gods people in Jerusalem. You should follow the same action I gave to the churches in Galatia. 2 On the first day of each week you should each put aside a portion of the money you ask earned. Dont wait until I get there and then try to collect it all at once. 3 When I come, I will write garner of recommendation for the messengers you choose to deliver your gift to Jerusalem. 4 And if it seems appropriate for me to go along, they can travel with me. .Corinthians 99 says As the Scriptures say, They share freely and give generously to the poor. Their good deeds will be remembered forever. Which Is private, regular, thoughtful, generous and freely given per the above scriptures. Our money problems per Anemia chapter 5 are based on how we glorify God, putting our own needs firs t. The greed that we all have to profit off the problems of our brothers Is detestable. Amnesias Upset and Relationship with Money By muzzle wherefore is Anemia so upset? Explain should Amnesias example change the way we Vernon and begins to rebuild.The wall was built in 52 days with money and that did not want Jerusalem rebuilt. Anemia is upset because in the midst of building the wall of Jerusalem and dealing with those outside of the people of God, he dealt with the morality of the people of God. Men could not feed their families. Pay the taxes on the property. Some had to sell their children in to slavery. They were will be remembered forever. Which is private, regular, thoughtful, generous and have to profit off the problems of our brothers is detestable.

The Strategic Analysis of Google, Inc.

Running Head THE strategic ANALYSIS OF GOOGLE, INC. 1 The Strategic Analysis of Google, Inc. Laura P. Fann Mount Olive College Tillman trail of Business BUS 370, International Business Management Dr. Khalid Dubas, Professor of Marketing March 16, 2012 THE strategic ANALYSIS OF GOOGLE, INC. 2 Introduction Company History Google make its beginning in 1996 as a attempt engine that used links to determine the importance of individual web pages. In 1998 its founders, Stanford University polish students, Larry pageboy and Sergey Brin formalized their work, creating the come with we know today as Google.The company that rangeed from two computer science students in a university dorm room, now employs thousands and holds offices round the world. (Google, Inc. ) Company Milest aces Sept. 15, 1997 The google. com domain was registered Sept. 4, 1998Google became incorporated 1999Secured $25 million in funding for its operations. 2000Yahoo is using Google look for engineAd Sense program is launched 2001Company went global prospect up its first international office in Tokyo-added a new chairman of the board, Eric Schmidt, who soon became CEO 2004Googles see index reached eight billion 006Google bought YouTube 2008Launched winding phone operating system 2010Company was collecting information from open piano tuner cabbageworks and joining Verizon in a net neutrality pact 2011Entered into an agreement to sham the mobile phone maker Motorola Mobility for ab break through $12. 5 billion. Google agreed to pay $500 million to settle a case involving the importation of illegal prescription medicine drugs into the United States (John P. Mello, 2011) 2012Billionaire George Soros firm added shares in Google in fourth quarter(Burton, 2012) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 3 Company PhilosophyDescribed as The perfect search engine, Google has become palmy at being better and faster at finding the right answers to search queries. Google go ons to push the limits of existing technology to provide a fast, accurate and easy-to-use usefulness that anyone seeking information can access, whether by computer or mobile device. Google, Inc. operates by ten core principles that guide their actions. 1. Focus on the user and only else will follow. Google has always focused on providing the best user experience possible. 2. Its best to do on the thing really, really well.Google is in the search business and their goal is to bring the power of search to previously unexplored areas, and to help people access and use however much information in their lives. 3. Fast is better than slow. . 4. Democracy on the web works. Google searches rely on millions of individual posting links on websites to which other sites offer content of value. 5. You hold outt need to be at your desk to need an answer. Google is developing new technologies and offering new solutions to the ever increasing mobile market. 6. You can make currency without doing evil.The revenue ge nerated by Google is derived from offering search technology to companies and from the sale of advertising displayed on their site. 7. Theres always more information out there. searchers hap to look into ways to bring information to people seeing answers. 8. The need for information crosses all borders. The company mission is to facilitate access to information for the constitutional world, and in every language. 9. You can be serious without a suit. The company culture is casual and with a diverse background of employees with creative approaches to work and life. THE STRATEGIC ANALYSIS OF GOOGLE, INC. 10. Great honorable isnt good enough. Through innovation and iteration, Google aims to take things that work well and improve upon them in unexpected ways. (Google, Inc. ) Direct Competitors more than 17. 8 billion explicit core searches were conducted in January. This is down 2 portion from December. Google led the way with 11. 8 billion of the total searches (down 2 percent fr om December) Bing ended up with 2. 7 billion (down 2 percent), followed close by Yahoo with 2. 5 billion (down 5 percent). Ask Network had 527 million searches (down 1 percent), followed by AOL with 277 million (down 3 percent). Goodwin, 2012) Strengths Google is renowned for its search engine technology and is second to none in the search engine marketplace as it stands. Among its competitors (Yahoo, AOL, msn, infoseek, pick out jeeves, etc. ), Google quickly became a household name as searchers discovered that it was not your average search engine. Google set itself apart from its competition by providing more unique information in its searches than the other available search engines. (Alex Harrison, 2011) Google has developed a strong brand equity which tops the list of the worlds most powerful brands averaging about 30% growth this year. Manjoo, NOV2011, Issue 160) Google occupies a place at the top of the minds of online consumers. The word Google and search are used synonymou sly. A Google search has become the most recognized method to find information on the internet. (Alex Harrison, 2011) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 5 Website owners are drawn to using Google because of the companys ability to help these site owners create useful information. Google Ad words are an advertising platform that places relevant text ads to the right of Google search results.This tool is used by businesses to determine where a website visitor came from, how long they stayed, and how well the information conformed to the users needs. (Alex Harrison, 2011) Googles advertising business just keeps growing and is anticipated to bring in more than $30 billion this year. (Manjoo, NOV2011, Issue 160) Google has consistent revenue streams from their advertising business. Google is the most visited website on the internet, and for this reason, they have no shortage of customers looking to advertise using their platform.Many technology companies must issue debt and equity to pay for research and design, which can be costly however, Google has been able to hive up a significant cash reserve, which allows them to expand and invent at a lower cost than smaller competitors. (Alex Harrison, 2011) Googles success despite the completion is found on its persistent focus on satisfying consumers by getting them the answers the want quickly and accurately. Google consistently refines its search algorithms, which now considers over 200 factors in assessing site quality and relevance. Judiciary, 2011) Google makes hundreds of changes to their algorithms each year to improve consumers search experience. THE STRATEGIC ANALYSIS OF GOOGLE, INC. 6 Weaknesses Although Google is a company that has grown to be the number one search engine in the United States, a few problems have occurred. Other countries are not open to the amount of information Google needs for definite applications. International reputation is a weakness for the company at this time. As of right now Google is not in a position to satisfy extraneous countries cultures. Alex Harrison, 2011) Google survives and prospers on its advertising which can also be seen as strength for the company at this time, but could be a negative factor in the future. Googles revenue comes almost entirely from advertising and when advertising trends change, Google will need to adapt or else lose revenue. security department is a concern for Google cod to its having experienced faulty applications and unreliable system designs. This was witnessed when hackers intruded the 2. 3. 3 and earlier versions of the android tablet allowing disclosure to users personal information via open wireless access. Alex Harrison, 2011) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 7 Financial Analysis Exhibit 1 (yahoo finance, 2012) In Millions of USD (except for per share items) 12 months polish 2011-12-31 12 months ending 2010-12-31 12 months ending 2009-12-31 12 months ending 2008-12-31 Revenue 37,905. 00 29,321. 0 0 23,650. 56 21,795. 55 Other Revenue, Total - - - - Total Revenue 37,905. 00 29,321. 00 23,650. 56 21,795. 55 Cost of Revenue, Total 13,188. 00 10,417. 00 8,844. 11 8,621. 51 Gross Profit 24,717. 00 18,904. 00 14,806. 45 13,174. 04 Selling/General/Admin. Expenses, Total 7,313. 0 4,761. 00 3,651. 24 3,748. 88 Research Development 5,162. 00 3,762. 00 2,843. 03 2,793. 19 Depreciation/Amortization - - - - engage Expense(Income) Net Operating - - - - Unusual Expense (Income) 610. 00 0. 00 0. 00 1,094. 76 Other Operating Expenses, Total - - - - Total Operating Expense 26,273. 00 18,940. 00 15,338. 38 16,258. 34 Operating Income 11,632. 00 10,381. 00 8,312. 19 5,537. 21 Inte endure Income(Expense), Net Non-Operating - - - - Gain (Loss) on Sale of Assets - - - - Other, Net 65. 00 11. 00 2. 37 4. 52Income Before valuate 12,326. 00 10,796. 00 8,381. 19 5,853. 60 Income After Tax 9,737. 00 8,505. 00 6,520. 45 4,226. 86 Minority Interest - - - - Equity In Affiliates - - - - Net Income Before Extra. Items 9,737. 00 8,505. 00 6,520. 45 4,226. 86 Accounting Change - - - - Discontinued Operations - - - - droll Item - - - - Net Income 9,737. 00 8,505. 00 6,520. 45 4,226. 86 THE STRATEGIC ANALYSIS OF GOOGLE, INC. 8 Google is growing at an alarming rate. As shown in Exhibit 1, Googles net income has grown from $4. 2 billion in 2008, to $ 9. 7 billion in 2011.Googles revenues and profits are growing over time and are go in a smooth and consistent fashion as shown in Exhibit 1. Googles revenue has grown from $21. 7 billion in 2008, to $37. 9 billion in 2011. Gross profits in 2008 were $13. 1 billion and have increased to $24. 7 billion for 2011. The profit rim is currently just about 25%, which is a slight decrease from previous years, 2009 and 2010. (Google Finance, 2012) Exhibit 2 (yahoo finance, 2012) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 9 Exhibit 2, shows that Google is close to its competitors, Microsoft and Apple when it comes to profit mar gin for 2011.This is pretty amazing considering how much younger Google is compared to the competition. Environmental Threats The dominant market position of Googles services has led to criticism of the company over issues including privacy, copyright, and censorship. Google CEO Larry Page recently admitted that the greatest threat to Google was Google itself. Security Breach Liabilities Security is Googles Achilles Heel because security clashes with Googles values, mission, philosophy and culture as Google favors speed and handiness over privacy and property rights.Given that Chinese hackers breached Googles security and stole their entire password system, and that Google could not meet the contracted security requirements of the City of Los Angeles. (Cleland, 2011) Security remains a huge corporate weakness for Google. This weakness could open up the door to cybercriminals including possible terrorist groups. Cybercriminals are beclimax a threat that rivals terrorist groups sa me(p) al Qaeda, according to the nations top law enforcement official. In the not too-distant-future it is anticipated that the cyber threat will pose the greatest threat to the U.S. states FBI director Robert Mueller. (Cowley, 2012) Sovereignty Backlash from Foreign Governments With 55% of revenues Google receives coming from overseas Googles growth is at a risk from a growing backlash of foreign governments over Googles unique sovereignty intrusiveness. THE STRATEGIC ANALYSIS OF GOOGLE, INC. 10 Since it became public that Google worked with U. S. intelligence services, Googles legendary intrusiveness has increased suspicion of Google overseas. (Cleland, 2011) antimonopoly Franchise RiskCurrently, Googles business practices are under antitrust investigation by the FTC and DOJ. Google is vulnerable to the FTCs Sherman Act monopolization investigation because unlike the DOJ, The FTC has function 5 authority which prohibits deceptive and unfair practices. Given Googles many undi sclosed conflicts of interest, it will be relatively easy for the FTC to establish consumer harm. (Cleland, 2011) Growth Opportunities defame Technologies Google is focusing on three areas of growth for the upcoming year. The focus will be on denigrate, mobile and social technologies.According to Google Vice President Amit Singh, cloud espousal will accelerate in 2012, especially in small businesses, among which only 10 percent or so have deployed cloud technologies. Google capitalized on the cloud by adding more than 175 new features to Google Apps and offering an SLA (Service Level Agreement) of 99. 99 percent for Gmail. (Hickey, 2011) Google has cut the price of its Cloud Storage, a hosted service designed for endeavour developers who want to store their applications data in the cloud, as opposed to in their own servers. (Perez, 2012) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 11 Mobile TechnologiesGoogle will also continue to enhance its mobile offerings. Forrester Research da ta predicts more than 77 percent of organizations will support Google Android and iOS devices in 2012. According to Google Vice President, Singh, more than 90 percent of Google Apps for business users have already deployed or are interested in deploying Android devices and Android advancements, such as on-device encryption. VPN and Global Address slant (GAL) support in the Android version 4. 0. (Hickey, 2011) Googles goal is to have their apps working first and best across different mobile platforms and allow anyone to be productive from anywhere.Google will continue to invest heavily in mobile and soon the products people use on their smart phones and tablets will work even better. Google is definitely on the right path when it comes to its focus on efforts to carve out a position in the mobile networking market. According to research findings from pew Internet & American Life Project from February 2012, 88 percent of US adults are cell phone owners and nearly half (46 percent) a re Smartphone owners. (Project, 2012) It is expected for the gaudiness of global mobile data to rise tenfold from 2011 to 2016, according to Ericsson, the leading maker of mobile network equipment.The rate is likely to accelerate as more consumers integrate the mobile Web into their daily lives. (OBrien, 2012) Social Technologies Google+ the companys recently-launched social network, has 90 million users now (January 20, 2012), from 40 million three months ago. (Sharma, 2012) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 12 Google is making multiple improvements to Google+ every week, while also wrapping Google+ with the controls needed for broader use in larger enterprises with the goal of bringing Google+ to the rest of their products.This will include incorporating features that make it easier to connect, share, and integrate with the wider world. (Hickey, 2011) Assessment, Prospects, and Suggested Future Direction Google Inc, which revolutionized Internet searches with an easy-to-use website, has itself become an increasingly tricky business to grasp. Analysts say Google is simply putting its fingers in too many pies. Googles market entries into television, Android mobile phones, and music sales in the past two to three years have odd the investment community straining to recognize the company.Investors are still uneasy about Googles acquisition of Smartphone maker Motorola this is a challenge facing Chief administrator Larry Page as he positions the company for new growth opportunities. Some are wondering if Google has a clear strategy for generating revenue and growth out of an abundance of initiatives, from Android, Google+, especially since Page and management refuse to offer guidance. (Oreskovic, 2012) The limited insight Google provides on the details of its non-search businesses has not helped matters, as investors struggle to connect the companys intriguing strategic vision with its income statement. Google is very much in the midst of a transformat ion, said BGC Partners analyst Colin Gillis. Since replacing Eric Schmidt last April as CEO, the Google co-founder has aggressively tossed out underperforming and non-essential projects and products. The intellect is to put more wood behind the companys most important arrows, he has said. (Oreskovic, 2012) THE STRATEGIC ANALYSIS OF GOOGLE, INC. 13 For Google to keep growing, it needs access to a wider chuck of content on which it can place ads and make money, particularly as the tech landscape shifts and consumers Internet habits evolve. Any walled-off content is the enemy of Google, so theyre arduous to pry it open. They did it well with Android, theyre trying it with social media and theyre trying it with television, said MIT Sloan School of Management Professor Michael Cusumano. (Oreskovic, 2012) The strategy is not cheap, requiring significant investments for Google to build or procure platforms to reach new content adding pressure on the bottom line. And many of the ne w markets may not be as profitable as the search ad business where Google rules the roost, said Cusumano.Google+, which does not currently feature ads, is still in its infancy and the company has yet to outline its monetization plans for the service. But Macquarie Research analyst Ben Schachter said the benefits of some of Googles other non-search initiatives, such as the vast amount of online video it now streams across the Web on YouTube, are coming into focus. The goal at the end of the rainbow is TV advertising, he said. For years Google has been eating the lunch of print and radio, but TV has held up incredibly well. That will start to change by the second half of this year and into 2013, when Schachter expects that TV advertising dollars will flow to online video providers like Google. (Oreskovic, 2012) Works Cited Alex Harrison, R. H. (2011, November 9). google intelligence activityonline. com. Retrieved February 24, 2012, from Google News Online http//www. googlenewsonline . com/google-swot-analysis. html Burton, K. (2012, February 15). www. bloomberg. com. Retrieved February 15, 2012, from Bloomberg http//www. bloomberg. com/news/pringt/2012-02-15/soros-buys-google-comverse-while Cleland, S. (2011, November 15). The Top Ten Threats to Google.Retrieved March 2, 2012, from forbes. com http//www. forbes. com/sites/scottcleland/2011/11/15/the-top-ten-threats-to-google/ Cowley, S. (2012, March 2). FBI Director Cybercrime will eclipse terrorism. Retrieved March 2, 2012, from CNN Money http//money. cnn. com/2012/03/02/technology/fbi_cybersecurity/index. htm Goodwin, D. (2012, February 10). Search Engine Watch. Retrieved February 15, 2012, from www. searchenginewatch http//searchenginewatch. com/ word/2151761/Yahoo-Search-Engine-Market-Share-Slips-in-January-2012 Google Finance. (2012, March 16). Retrieved March 16, 2012, from www. google. om/finance http//www. google. com/finance? q=NASDAQGOOG&fstype=ii google inside. (2012, February 15). Retrieved February 15, 2012, from www. ginside. com. Google, Inc. (n. d. ). Retrieved February 13, 2012, from www. google. com http//www. google. com/about/company/ Hickey, A. (2011, December 21). Google Cloud, Mobile, Social Will Define 2012. Retrieved March 5, 2012, from CRN http//www. crn. com/232300927/printablearticle. htm John P. Mello, J. (2011, September 27). doodle Celebrates Googles 13th Birthday Here are 13 Milestones. Retrieved February 15, 2012, from www. pcworld. com

Economics Of The Movie Business Essay

In this section I stand a look backward of the movie business with an emphasis on how contrivance play evolved from the Golden Age of Hollywood in the 1930s and 1940s until its demise in the beginning of 1986. For many decades harbour door press step upding was non a concern for field of operations owners, be political campaign it was non the dominant method by which asks were licensed. During the Golden Age, block booking was the steering a majority of blasts were licensed. With this method, high and low quality films were sold together in a mess to business firm owners, with turn up an opportunity to administer screen them.The landmark United States vs. Paramount et al. purpose by the peremptory Court in 1948 altered the motion picture distri stillion system. The five major movie companies that produced, distri preciselyed, and operated line of businesss as intimately as the leash studios which did not own domains were every found in violation of the Sherman motion for attempting to monopolize the industry. One of the major consequences of this decision was the elimination of block booking. later the Paramount decision, films were licensed by product splitting, open evokeding, or screenland pop the questionding.Product splitting was when theater owners decided among themselves which unitary had the first of either opportunity to negotiate for a film with a movie studio in a assumption market. Open bidding referred to a situation in which theater owners had the opportunity to trade screen films in the lead bidding. trick bidding was used infrequently until the 1960s, which prompted a two-year agreement from January 1, 1969 to January 1, 1971 between the movie companies and the part of Justice. This agreement limited 1 9 the number of films which could be unreasoning bid to three per studio per year.The two-year agreement was re radicaled twice, which limited the practice through January 1, 1975. However, the Department of Justice revoked all trimions bound cheat bidding after this date and the practice accelerated rapidly. Movie companies perceived ruse bidding as a necessary way to finance blockbuster films, and it persisted for an eleven year period from 1975-1985. Chapter 2 LITERATURE REVIEW In this chapter, I will review the economic literature on blind bidding, exit, and inhering experiments. The selected papers motivate my empirical model of the actions of blind bidding. Section 2. 1 discusses the blind bidding literature.Section 2. 2 surveys ingrained experiments testing the force of a policy change. 2. 1 Blind call upding In this section, I discuss two studies which arrive at diametrical conclusions slightly the dissemble of the anti-blind bidding jurisprudences. Although neither study addresses explicitly the issues of exit, portal values, and delays, the empirical markings atomic number 18 relevent. Blumenthal (1998) arises that fair bids ar trim back for blind bid th eater owners and as a result their returns argon high. However, since the returns of blind bid theater owners are more volatile, she reason outs risk averse theater owners are worseoff under blind bidding, legitimizing their efforts to pass anti-blind bidding polices. Forsythe, Isaac, and Palfrey (1989) model the behavior of n buyers and one vendor in a sealed-bid, first- legal injury auction. They conclude that the anti-blind bidding jurisprudences were unnecessary as buyers would learn that a marketer withholds breeding when it is unfavorable. A marketer would abjure blind bidding once all buyers learn that withholding information was in the sellers best interest and not theirs. I find that practices in the motion picture industry were not consistent with this prediction,because the movie companies trade screened unfavorable films and blind bid highly anticipated films. Blumenthal (1988) justifies theater owners principle to seek relief from blind bidding by showing tha t they experience lower utility in blind-bid environments than preview ones. The author uses generalized least squares to test three hypotheses about film bids or film returns for blind-bid and trade screen theaters using the rental terms of 18 films from a national theater twine in 1982. First, she hypothesizes that theater owners in blind-bid states submit lower bids, because in accordance witheconomic theory, bidders reduce their bids on average in an auction where there is uncertainty about the value of a product. Second, blind-bid theater owners send out a great emphasis on the limited information contained in a bid letter. Therefore, bid letter information will explain a larger per centimeage of the variance for bids in blind-bid theaters than trade screen ones. Third, mean returns are higher for blind-bid theaters, but they experience greater volatility than trade screen theaters. Depending on the hypothesis in question, the dependent variable is either film bids or film returns.1 She includes film budget and saturation as predictor variables, since higher budgeted films and wider released films would be an indication of larger expect returns by the movie companies. Other independent variables include theater operating expenses, an indicator variable signifying theaters in blind bid states, and the number of movie theaters located within the metropolitan area. The Film returns are the boxwood office revenue less the price paid for the film. blind bidding dummy variable was interacted with film budget and saturation to test the mo hypothesis. The author finds theater owners submit lower average bids in blindbidding states than in trade screen ones. With regards to the second hypothesis, blindbid theater owners place a greater emphasis on bid letter information for every million dollar growth in film cost, blind bid theater owners bid an additional $8,900 while trade screen ones bid an additional $5,100. Regarding the final hypothesis, Blumenthal mo dels utility as a function of the mean and variance of film returns which measures the breaker point of risk aversion among theater owners. In terms of utility, risk averse theater owners are worse off, because higher revenues are accompanied by greater volatility.Theater owners are unable to reduce their bids plenty to offset the extra volatility because of competitive forces. Using a laboratory experiment in some(prenominal) markets, Forsythe, Isaac, and Palfrey (1989) deliberate the anti-blind bidding righteousnesss unnecessary. They find an residuum where buyers learn to assume the worst about a sellers decision to blind bid percentage points causing most items to no longer be blind bid. The game has a adept seller versus n buyers, and the former must(prenominal) decide whether to reveal information about the item to all buyers. A seller reveals his information to buyers if the news is favorable, and does not if it is unfavorable.A seller obtains the highest bid if he r eveals his information. The auctioned item has both a putting green value and private value component. After a seller decides whether to reveal their information, the item is auctioned in a sealed bid first price auction. Several possible Nash equilibria are considered in the game, but the authors focus on the ? assume the worst? solution, because all other outcomes cannot be obtained so long as the auction stick withs a sequential equilibrium. This type of equilibrium occurs when buyers make conjectures about a sellers motives when they hook up with a strategy which is consistent with the sellers best interest.To obtain an ?assume the worst? solution, a seller continues to blind bid items as long as there is at least one unsophisticated buyer a buyer who bids the average of all quality levels, rather than assumes the worst about no revealed information. With the passage of time, buyers learn that when a seller withholds information it is not in their interest, forcing sellers to reveal information for lower quality levels. Eventually, the market reaches a point where no items are blind bid. In five of the six blind-bid auctions, the average winning bid declines over time. Although blind bidding is not eliminated bythe conclusion of the auctions, it is practiced less frequently and buyers dramatically lower their expectations for the value for the auctioned item. The authors conclude the anti-blind bidding laws are unnecessary, because with the passage of time, blind bidding would birth been phased out completely. These two studies offer two important insights. Although Blumenthal (1988) concludes theater owners are worse off under blind bidding, she does not consider that theater owners can diversify the risk of films by converting to the multiplex theater. In this manner, theater owners can pool the risk of mediocre andblockbuster films rather than run the risk of exhibiting a single inferior film. Regarding Forsythe, Isaac and Palfrey (1989), if the mo vie companies did not reveal their information for blockbuster films, they were not obtaining the highest auction price. Since the movie companies must have acted in their own self-interest, I assume blind bidding provided some cost pull ins which outweighed the decision to trade screen films. 2. 2 innate(p) Experiments In this section, I discuss three natural experiments which provide a reference for testing the effects of the anti-blind bidding laws on exit, price of assenting prices, and delays.Natural experiments are lots used to pick up the effect of a policy change. A researcher examines two groups which have homogeneous characteristics, one of which is exposed to a policy change while the other is not, and observes how the outcome differs between the two. Natural experiments are called quasi experiments, because the researcher has little or no crack over the observed situation, which is in contrast to social experiments where researchers implement proper experimental design. Card and Krueger (1994), Milyo and Wardfogel (1999), and Bergen, Levy, Rubin and Zeliger (2004), conduct natural experiments assuming an exogenous changein a law. All three natural experiments assume the discourse effect is not correlated with the outcome variable and any uncontrolled independent variables correlated with it. Card and Krueger (1994) investigate the effect on employment of a 50 cent raise in the New Jersey marginal wage in the fast food industry. Milyo and Wardfogel (1999) examine the impact on prices of advertised and non-advertised items after a ban on liquor advertising is lifted in Rhode Island. The ban permitted retailers to charge higher prices which was considered specially helpful to small ? mom and popretailers that could not offer the price discounts of larger chains. Bergen et tal. (2004) investigate the electronic network effects of item pricing laws for supermarkets which require that retailers label every item individually with a price tag to help ensure that consumers are not overcharged at the register. The three empirical studies conduct natural experiments in similar geographic regions. Card and Krueger (1994) match the neighboring states of New Jersey and dad. The authors use descriptive statistics from their data to argue that wages, prices, and employment measures are similar.For example, the mean starting wage for New Jersey and pascal is $4. 61 and $4. 63, respectively, forwards New Jerseys adjoin in the minimum wage. Bergen et tal. (2004) target a narrow tri-state region of Clifton, New Jersey, Tarrytown, New York, and Greenwich, Connecticut to study the impact of item pricing laws. come together geographic proximity is one factor for the selected towns as the greatest distance that separates the towns is only approximately 50 miles. In addition, these towns have similar population size, population densities, and access to quality public schools.Milyo and Wardforgel (1999) follow a similar strategy to Bergen et tal. (2004) by comparing adjacent states but narrowing their focus to three areas gray Rhode Island, Northwest Boston suburbs, and the Rhode Island and Massachusetts border. In addition, the three studies utilize multiple control groups which provide the benefit of observing how sensitive the results are to different controls. Card and Krueger (1994) compare full-time-equivalent employment (FTE) for New Jersey and public address system, but also compare FTE in New Jersey fast food stores which already paidat least the new minimum wage to those in New Jersey that paid under the new minimum. Milyo and Wardforgel (1999) compare retail prices in Rhode Island with those from Massachusetts, but also use Rhode Island wholesale prices as a second control. Bergen et tal. (2004) compare prices in New Jersey with two controls New York and Connecticut both of which have item pricing laws. However, Connecticut exempted stores from the law which installed the electronic shelf label s ystem because it ensured that the price at the shelf was the same as the price at the register.Therefore, the authors used Connecticut stores to observe how prices differed among non item pricing law stores and those which used the electronic shelf system. I adopt the idea of multiple control groups when I examine the exit of theater owners. The Card and Krueger (1994) study has additional significance to my study because they use the variety-in-differences estimator, and I adopt this method for the analysis of admission prices. The primary benefit of this method is that the researcher is able to cancel out other industry factors which are common to the treatment and control group through second differencing.Therefore, the difference-in-differences measures the impact on the outcome solely from the policy change. These empirical studies provided some important insights on how to conduct my natural experiment on the anti-blind bidding laws. When selecting treatment and control group s, it is important to select homogenous regions so that there is a believable rationale that the control group will behave like the treatment group. expend of multiple control groups is encouraged in natural experiments to test the robustness of the results.In addition, I follow the method of Card and Krueger (1994) and use the difference-in-differences estimator to examine admission prices. Chapter 3 ADMISSION PRICES In this paper, I investigate the claims made by theater owners and movie companies about the impact of the anti-blind bidding laws on admission prices. I examine the impact of the strictest laws of Ohio and Pennsylvania, which eliminated blind bidding and placed severe restrictions on guarantees. I selected these states, because they pose the strongest case for the laws having an impact according to theater owners claims.I compare average admission prices in these states forward and after the passage of the law with prices in two states that never had such a law. F or Ohio, I compare average prices in Cleveland with those in Detroit. For Pennsylvania, I compare average prices from Philadelphia and Pittsburgh with those of Detroit. 1 Using the difference-in-differences estimator, I find some evidence that the laws raised admission prices. Theater owners argued that admission prices were higher under blind bidding, because they had to increase their prices to cover losses incurred from inferior films and to compensate for the guarantees they paid.According to theater owners, the anti-blind bidding laws would eliminate the burden of blind bidding, and in some states also guarantees, so that lower prices would follow. Movie companies claimed initially considered comparing average Philadelphia and Pittsburgh prices with those in Manhattan. I decided against using New York City as a control because prices were consistently higher there than in any other market because of the high cost of living in the area. The laws would have the opposite effect fo r two reasons. Theater owners would identify blockbuster films after viewing the preview, and a bidding war would ensue.Since film rentals were bid higher, this cost would be passed along to moviegoers. In addition, movie companies claimed that the anti-blind bidding laws would cause delays in the release of films, and this cost would be passed on to consumers. 3. 1 Model I consider the claims of theater owners and movie companies about admission prices to be invalid because of what is universally accepted in economics about the fill for factor inputs. The demand for a factor input (e. g. labor or capital) is a derived demand in that demand for the factor and its price is contingent upon the demand for the final product.For example, the demand for movie stars depends not only on their current salaries, but also the total tickets sold. Movie stars would be unable to command high salaries if there is not an overwhelming demand for motion pictures. Therefore, prices charged at movie theaters, an input, are determined by demand. On the other hand, admission prices are likely to differ across cities collect to costs outside the control of the industry. For example, theater owners in New York City had higher rent or mortgage payments than those in Atlanta, Georgia because of the relatively high cost of land.Another factor that varied regionally was the price of labor. Theater owners facing higher minimum wages had greater variable costs than those in states with lower minimums. I expect the anti-blind bidding laws to influence admission prices if they impacted marginal costs, or if they restrict the supply of films. Although the laws did not affect theater owners marginal costs, they may have impacted the movie companies. spare expenses were incurred because gross sales prints had to be specially made for the purposes of trade screening. This cost was not present in blind bidding states. 3. 2 Data and MethodsI obtained the data from Variety, which reported thea ters from 15 cities on a periodical basis. Variety sampled most cities once a month with about 10 to 20 theaters per sample. The same theaters were principally sampled, but over longer periods of time, the sample changed as some exited the marketplace. I sampled each city quarterly. On occasion, Variety reported theaters which charged one dollar for admission. These observations were dropped from the data set, since they were second-run movie houses. display board 5. 1 shows the descriptive statistics for the data. Any city sampled was a representation of the metropolitan area.Therefore, the sample contained some downtown theaters as well as many suburban theaters. For example, Detroit included downtown theaters such as the Adams, Fox, and Renaissance, and theaters such as the Dearborn, Americana West, and Macomb mall from surrounding areas of Wayne, Oakland, and Macomb counties. During the first year that the ant-blind bidding laws were in effect, it is not clear which films we re blind bid. This is because theater owners bid on films six months to one year in advance of the release date. For example, Ohio enacted the law in October 1978, but theater owners may have been bidding for films to be released in___________________________________________________________________________ 2 According to Barry Reardon, distributional chairman at Warner Brothers, the additional expense to trade screen amounted to approximately $50,000 per film in Jim Robbins, ? Distribs Adapt to AntiBlind Bid Laws? , Variety, July 3, 1985, 80. 3 A sales print is a reel of film with the movie preview. April 1979 or as far away as October 1979. The Pennsylvania law became effective in May 1980. At that date, theater owners would bid on films for November 1980 up to May 1981. I address the lagged effect of an anti-blind bidding law on films byexamining average admission prices using two different treatment and control groups 1) two days before and after a law, and 2) three years befor e and after a law. Table 3. 1 provides the descriptive statistics for these variables. For the Ohio law, I calculate average prices in 1976 and 1977 (pre-treatment group) and average prices in 1979 and 1980 (post-treatment group). This measures the immediate effect of the law even though some of the admission prices in 1979 will be for films which were not trade screened. For three years before and after the law, I use average prices in 1975 and1976 compared with those in 1980 and 1981. In this case, all films in the posttreatment group were trade screened. For the Pennsylvania law, I use the same procedure for selecting the pre and post-treatment groups. I consider the passage of the Ohio and Pennsylvania laws a natural experiment, and I proceed to measure the impact of a law by using the difference-indifferences estimator defined as the change in the population means from the treatment group less the change in population means from the control group. This method has an advantage o ver comparing the means of the treatment and control group after thelaws because the latter assumes the treatment and control groups are identical in every way except for the law. The difference-in-differences estimator makes the weaker assumption that regardless of the overall factors impact admission prices, they affected the treatment and control groups in the same way. In order to understand the moment of the difference-in-differences estimator, consider the interpretation of first differences between the treatment and control. The change in price in the control group informs us how prices would have behaved in the treatment group if the law wasnot implemented. The change in price in the treatment group tells us how the average price behaved given the enactment of the law. By taking second differences, I obtain the difference-in-differences estimator which measures the effect of the law by taking the difference in what happened with average prices compared with what would have happened to them. 3. 3 Cleveland and Detroit Figure 5. 1 displays average admission prices for Cleveland and Detroit from 1975-1981. Detroits average prices remain consistently above Clevelands by approximately 59 cents throughout the observed period.I examine average admission prices over time to see if the assumption that overall factors that affect them are the same for both treatment and control groups. Unobserved factors are more likely to be different if the trend in prices diverges before the treatment effect. Average admission prices for Cleveland and Detroit remain relatively steady before the implementation of the law implying the assumption of a common trend appears valid. The results for the difference-in-differences estimator are shown in Table 3. 2. Comparing average prices two years before and after the law, I find Detroitsprices increase by seven cents and Clevelands rise by 16 cents. The seven cent increase in average prices represents how Cleveland prices would ha ve behaved in the absence of the anti-blind bidding law. After taking second differences, I find that the Ohio law significantly increases Clevelands average prices by nine cents. Examining admission prices three years before and after the law does not produce the same conclusion. Clevelands and Detroits average prices increase by 20 and 21 cents, respectively. The difference-in-differences estimator shows that Clevelands average prices are significantly lower by one cent.3. 4 Philadelphia, Pittsburgh and Detroit Figure 5. 2 shows average prices in Philadelphia and Pittsburgh versus those in Detroit from 1977-1983. For the first two years, prices are tight identical. In 1979 and 1980, the difference in average prices remains relatively steady at 10 and 15 cents, respectively. Beyond 1980, the difference in average prices increases, ranging from 36 to 41 cents. The assumption that factors have a common trend appears satisfied because the difference in average prices maintains itself in 1979 and 1980. The first and second differences for average admission prices are shown in Table 5. 3.Comparing average prices two years before and after the Pennsylvania law, I find Philadelphias and Pittsburghs average prices rise by 43 cents while Detroits increases by 11 cents. Detroits prices are assumed to be behaving like Philadelphias and Pittsburghs if Pennsylvania had never passed an anti-blind bidding law. The difference-in-differences estimator shows that the law results in a statistically significant 32 cent increase in admission prices. Comparing three years before and after the law produces a similar result, the law causes higher average admission prices for Philadelphia and Pittsburgh by 53 cents.3. 5 Conclusion I examine the impact of the Ohio and Pennsylvania anti-blind bidding laws on admission prices and I find higher admission prices in Cleveland, Philadelphia, and Pittsburgh in three of the four difference-in-differences estimators. The impact of the Pennsyl vania law is more robust than the Ohio law because in one case, average admission prices decline by one cent. A potential story for higher average admission prices is that the movie companies marginal costs increased in anti-blind bidding states, because sales prints had to be produced exclusively for trade screening films.

Mozart: Symphony #33 in B Flat, Allegro Assai Analysis

E- Essay II Mozart Symphony 33 In B Flat, K 319 1. Allegro Assai system Analysis Sonata Form (Time)(Form)(2 or 3 reasons for placing division here) EXPOSITION 0. 00Theme 1MELODY fire up, simple, sequencing and repeating TEXTURE scintillation to suddenly heavy DYNAMICS Contrast from piano to Subito forte HARMONY study with short minor excerpts 135Bridge MELODY Modulates, very short TEXTURE Continues to go from light to heavy 205Theme IIMELODY sassy darker melody TEXTURE Thicker texture, much action HARMONY Minor and moves to major 219CADENCE Ends in a V to I CadenceDEVELOPMENT 229Development MELODY Playful, thematic development of T1, passed around the orchestra TEXTURE Light, step by step gets thicker and very heavy HARMONY Major, modulates ceaselessly in instrumental sections 328CADENCE V to I End in Development melody 1 RECAPITULATION 44Theme 1MELODY Repeat of Theme 1 TEXTURE Almost identical to beginning HARMONY Major with short Minor Excerpts 516BridgeMELODY Repeat of Bride 1 TEXTURE Light to Heavy contrast 547Theme IIMelody Repeat of Theme II TEXTURE Continues to go from Light to Heavy 557Closing Theme MELODY New Material Based on end of Theme II Texture Similar Textures with contrast from light to heavy ending in light 622 Final Cadenza Ending in a Major key transition from V to IThis Piece by Mozart is one of 41 that he wrote and is a Prime example of typical Sonata Form. I thought this was interesting when I found out how compensate this piece was in following the form because of Mozarts Background. Knowing of his childish innovative nature I would baffle predicted a slight distancing from the normal form. But aspects within the piece such as the bridge constantly being traded mingled with parts and modulating helps show Mozarts struggle with himself and his employers.Mozarts dedication to his music is what kept him going simply restrained him at the same time, for he knew of his talents. This can be seen with the constant sudden switchin g between light and quietnessful melodies to sudden heavy and almost forceful textures of the same melody. This really can permit one see the internal struggle he had between his music and the outside world, and both the peace and stress it caused him.

Environmental Factors Influencing Alton Towers Uk Tourism Essay Essay

It was a challenge for me to pee-pee on this project, because it is a learning process for me that how, I could tackle this question then I collected primary and secondary data for my project and elbow grease my best to analyze the full-page situation and produce a honorable Peace of work.I gather information about foot lays called Alton tower. After getting the brief knowledge about this al-Qaida cat valium and their strength and weaknesses, through assess to Alton tower website. With the back up of any(prenominal) computable secondary data much(prenominal) as variant website and books sources. I used some marketing strategies such as segmentation which is used to target different types of consumers and it leave alone help to find out how this al-Qaida ballpark peck do something new among opposite competitor further I did a pest analyses , created a good pricing strategies which pass on help this origin set to do long term planning and allow in them to face different threats and problems in a defendable way .Political factor effect very much because authorities changes oftentimes and every Goernment makes it own policy, which croupcel or postponed the previous policies and new policies are implemented, which start their work from zero point and all the previous work and policies result fruitless. Such as theme park might have problems in pricing strategies , if Taxes increasing , expensive increasing , timing factor etc so cod to this it can influence the theme park negatively . On other hand if judicature policies are in the favor of business sector so might be possible that it will help AltonTower and they can earn more(prenominal) profit margins ,Such as recently UK government has humiliate the VAT value added tax which will change magnitude the demand of costumers coming towards theme parks more so this show that its a good step taken by government in favor of business sector. .Government DevelopmentWhen it comes to develo pment so government some time can ladder a springy role in improving the society standard such as government can give funds to theme parks or provide good facilities for pile who comes over at that place forenjoyments such built sitting area , emergency help desk , locater and maps of capital of the United Kingdom in theme parks for tourists .Environmental protection and regulationTo protect the environment government ever so force the theme park management to be stick on this issue and aware there costumers to follow the regulation such as left eating items , garbic , should be through in dustbins and satisfying theme park should be Cover up by dustbins . Cars should be not allowed in theme parks they should have separate parking yard due to pollution which is spoiling the environment . Government should put billboards of Environmental protection and regulation on entrance of theme parks to aware plurality. grow enforcing law over costumers safety.In this factor government w ill always try their best to make sure that theme parks are having good safety precaution for costumers and full-length theme parks is fully covered by CCTV so that they can defend in good way against any dangerous situation.EconomicalInflationIn this factor if the terms increase over all the UK and there is high amount of inflation in country so this will light upon the theme park, because there will be a decrease in public spending due to inflation . further if inflation is rising so there will be increase in cost of theme parks such as expenses will rise up , therefore theme park will have no other option left and they will increase their tickets price also .Economic developmentIf the Alton theme parks does a good business ever division such as many people or tourist love to come to UK for enjoyment and in this case Alton themepark Is a good example of entertainment and many people would desire to visit it due to this it will have a confident(p) impact over economic conditi ons of UK, such as there will be increase in GDP , Globalization will increase and there will be a big boom in tourist industry . purposeAlton theme park is place which is full of entertainment and in this case many people necessitate to visit it in different seasons such as summer vacations is a good season in which theme parks are fully crowded . To handle that demand of people Alton theme park will need workers in their organization every year . Theme park can play a vital role in seasonal employment which is good for economic growth because unemployment will be reduced.Mac Gee (2004) Pg 415, (themeparks UK, 2008), titley, b.pg 378 (1993).SocialLife movement changesWhen we talk about life style so now days different people have different life style . concord to people they want something new in life so therefore they decide to have some good vacations or holidays so that they can stay relax for some time in such busy world , so theme park like Alton can play a vital role in ch anging life style of people this theme park can allow people to stay relax and have peace in their life such as it has good atmosphere , hotel nice fun place for family and couples .Population and agepopulation and growth rate is a very important factor which can influence any business in a positive or negative way and when it comes to theme park like Alton tower , they need costumers so that they can have good business growth and UK has a good population which is helpful to this theme park and in this population theme parks are more attractive towards kids around 10 to 15 orteen agers so this will help Alton theme parks to do segmentation of people who can be interested in theme parks and then they can target times X (10-16 ) and Y (16 20 ) .more .Living conditionsThis is factor which Alton theme park should focus more because this theme parks have hotel arrangements for costumers therefore they have to be perfect in keeping good quaintly standard living conditions so that custom ers are satisfied in a good way and at one time costumers are happy form there services this will help to improve theme parks image and good growth in sales what is pest analysis. (2008).