The Visigoths and the Sack of Rome

Alaric was a Visigoth king, a barbarian who has the distinction of having sacked Rome. It was not what he wanted to do: In addition to being a king of the Goths, Alaric was a Roman magister militum master of soldiers, making him a valued member of the Roman Empire. Despite his allegiance to Rome, Alaric knew he would conquer the eternal city because it had been prophesied: Penetrabis ad UrbemYou will penetrate The City Despite or to avoid his destiny, Alaric tried to negotiate peacefully with the rulers of Rome. Far from being the enemy of Rome, Alaric worked as king-maker, installing Priscus Attalus as emperor, and keeping him there despite policy disagreements. It didnt work. Ultimately, Romes refusals to accommodate a barbarian led Alaric to sack Rome on August 24, A.D. 410. Aside: An Unlucky Day for Rome Most Roman festivals began on odd-numbered days because even numbers were considered infelicitous. (The word felix means fortunate in Latin and was the agnomen the Roman dictator Sulla added to his name in 82 B.C. to indicate his luck. Infelicitous means unlucky.) August 24 is a good example of just how bad even-numbered days could be for the Roman Empire, since it was on that same day, 331 years earlier, that Mt. Vesuvius had erupted, wiping out the Campanian cities of Pompeii and Herculaneum. The Sack of Rome Gothic troops destroyed most of Rome and took prisoners, including the Emperors sister, Galla Placidia. But when the appointed day had come, Alaric armed his whole force for the attack and was holding them in readiness close by the Salarian Gate; for it happened that he had encamped there at the beginning of the siege. Aug. 24, 410 A.D. And all the youths at the time of the day agreed upon came to this gate, and, assailing the guards suddenly, put them to death; then they opened the gates and received Alaric and the army into the city at their leisure. And they set fire to the houses which were next to the gate, among which was also the house of Sallust, who in ancient times wrote the history of the Romans, and the greater part of this house has stood half-burned up to my time; and after plundering the whole city and destroying the most of the Romans, they moved on.Procopius on the Sack of Rome. What Alaric Did After Sacking Rome Following the sack of Rome, Alaric led his troops south to Campania, taking Nola and Capua along the way. Alaric headed towards the Roman province of Africa where he intended to provision his army with Romes personal breadbasket, but a storm wrecked his ships, temporarily blocking his crossing. The Successor of Alaric Before Alaric could re-outfit his naval forces, Alaric I, King of the Goths, died at Cosentia. In Alarics place, the Goths elected his brother-in-law, Athaulf. Instead of heading south to Africa, under Athaulfs leadership the Goths marched north across the Alps, away from Rome. But first, as an en route parting shot, they devastated Etruria (Tuscany). Thats the gist of it. The following two pages contain more, but still abbreviated details on how Alaric tried not to sack Rome, but ultimately felt he had no alternative.Next Page. Alaric Needed a Home for the Goths Alaric, a King of the Goths and leader of other barbarians, tried means other than sacking Rome to get his way with  Honorius, the  Roman Emperor of the West  from c. 395-August 15, 423. Twice before he ultimately sacked Rome, in 410, Alaric had entered Italy with his troops, intending to fulfill his destiny, but talks and Roman promises kept the barbarians at bay. Alaric first invaded Italy in 401-403. Previously, Alaric and the Goths were settled in the province of New Epirus (modern Albania) where Alaric held an imperial office. J.B. Bury says he may have served as Magister Militum Master of Soldiers in Illyricum [See Map Sect. fG.] Bury thinks that during this time Alaric refitted his men with state-of-the-art weaponry. It isnt known what made Alaric suddenly decide to invade Italy, but he seems to have determined to find a home for the Goths in the Western Empire, possibly in the Danube provinces. Vandals and Goths vs Rome In 401, Radagaisus, another barbarian king (d. August 406) who was possibly in conspiracy with Alaric, led his Vandals across the Alps into Noricum. Honorius sent Stilicho, the son of a Vandal father and Roman mother, to deal with the Vandals, leaving a window of opportunity for Alaric. Alaric picked this moment of distraction to lead his troops into Aquileia, which he captured. Alaric then won cities in Venetia and was about to march on Milan where Honorius was stationed. However, by this time Stilicho had suppressed the Vandals. He converted them to auxiliary troops, and he took them with him to march on Alaric. Alaric marched his troops westward to the river Tenarus (at Pollentia) where he told his hesitant troops about the vision about his conquest.  Evidently  this worked. Alarics men fought against Stilicho and his Roman-Vandal troops on April 6, 402. Although there was no decisive victory, Stilicho captured Alarics family. So Alaric made a treaty with Stilicho and left Italy. Stilicho Settles With Alaric In 403, Alaric crossed the border again, to attack Verona, but this time, Stilicho clearly defeated him. Instead of pressing his lead, though, Stilicho came to an agreement with Alaric: the Goths could live between Dalmatia and Pannonia. In return for land to live on, Alaric agreed to support Stilicho when he moved to annex Eastern Illyricum. Early in 408, Alaric (following the agreement) marched to Virunum, in Noricum. From there he sent the emperor a demand for the salary of his troops. Stilicho urged Honorius to agree, so Alaric was paid and continued in service to the Western Emperor. That spring Alaric was ordered to take back Gaul from the usurper  Constantine III. Aftermath  of Stilichos Death On August 22, A.D. 408, Stilicho was beheaded for treason. In the aftermath, Roman troops started killing families of barbarian auxiliaries in Italy. 30,000 men fled to join Alaric, who was still in Noricum. Olympius, the  magister  officiorum, succeeded Stilicho and faced two unresolved issues: (1) the usurper in Gaul and (2) the Visigoths. Alaric offered to withdraw to Pannonia if the hostages  taken  earlier (remember: in the indecisive battle at Pollentia, members of Alarics family were captured) were returned and if Rome paid him more money. Olympius and Honorius rejected Alarics offer, so Alaric crossed the Julian Alps that fall. This marked  Alarics  third entry into Italy. Details of Alarics Sack of Rome Alaric was going to Rome, so, although he traversed Cremona, Bononia, Ariminum, and the Flaminian Way, he didnt stop to destroy them. Stationing his troops behind the walls, he blockaded the Eternal City, which led to hunger and disease within Rome. The Romans responded to the crisis by sending ambassadors to Alaric. The king of the Goths demanded pepper, silk, and enough gold and silver that the Romans had to strip statues and melt ornaments to pay the ransom. A peace treaty was to be made and the hostages would be released to Alaric later, but for the moment, the Goths broke the blockade and left Rome. The Senate sent Priscus Attalus to the Emperor to urge him to satisfy Alarics demands, but Honorius again refused. Instead, he ordered 6000 men from Dalmatia to come defend Rome. Attalus accompanied them, and then escaped when Alarics troops attacked, killing or capturing most of the soldiers from Dalmatia. In 409, Olympius, having fallen from favor, fled to Dalmatia, and was replaced by the duplicitous Jovius, a guest-friend of Alaric. Jovius was praetorian prefect of Italy and had been made a patrician. Acting on behalf of  Emperor Honorius, the praetorian prefect Jovius arranged peace talks with Alaric, the  Visigoth King, who demanded: 4 provinces for Gothic settlement,an annual allotment of grain, andmoney. Jovius relayed these demands to Emperor Honorius, along with his recommendation to approve. Honorius characteristically rejected the demands in insulting terms, which Jovius read aloud to Alaric. The barbarian king was outraged and determined to march on Rome. Practical concerns -- like food -- kept Alaric from immediately implementing his plan. He reduced from 4 to 2 the number of settlement provinces his Goths required. He even offered to fight  for  Rome. Alaric sent the Roman bishop, Innocent, to negotiate these new terms with  the Emperor  Honorius, in Ravenna. This time, Jovius recommended that Honorius reject the offer. Honorius concurred. Following this refusal, Alaric marched to Rome and blockaded it for a second time at the end of 409. When the Romans yielded to him, Alaric proclaimed Priscus Attalus western  Roman Emperor, with the approval of the Senate. Alaric became Attalus Master of the Foot, a position of power and influence. Alaric urged Attalus to capture the province of Africa because Rome depended on its grain, but Attalus was reluctant to use military force; instead, he marched with Alaric to Ravenna where Honorius agreed to split, but not cede the Western Empire. Honorius was ready to flee when the  Eastern Empire  sent 4000 soldiers to his aid. These reinforcements forced Attalus retreat to Rome. There he found suffering because, since the African province supported Honorius, it had refused to send grain to rebellious Rome. (This was precisely why Alaric had urged him to capture Africa.) Alaric again urged military force against Africa, but Attalus still refused even though his people were starving. Clearly, Attalus was a mistake. So Alaric successfully turned to Emperor Honorius to arrange for the removal of Attalus from office. Leaving his army at Arminum, Alaric then went to Honorius to discuss the terms of his peoples peace treaty with the Western Empire. While Alaric was away, an enemy of Alaric, although also a Goth in service to Rome, Sarus, attacked Alarics men. Alaric broke off negotiations to march on Rome. Once more Alaric surrounded the city of Rome. Once more the inhabitants of Rome came close to starvation. On August 24, 410, Alaric entered Rome through the Salarian  gate. Reports suggest someone let them in -- According to Procopius, either they had infiltrated in  Trojan Horse  style by sending 300 men disguised as slaves as gifts for the senators or they were admitted by Proba, a rich matriarch who pitied the starving people of the city who had even resorted to cannibalism. No longer feeling merciful, Alaric let his men wreak havoc, burning the Senate house, raping and pillaging for 2-3 days, but leaving the church buildings (but not the contents) intact, before setting off for Campania and Africa. They had to leave in a hurry because there was not enough food and because they needed to cross the sea before winter. Africa was Romes breadbasket, so they started out for it along the  Appian Way  towards Capua. They plundered the city of Nola and perhaps Capua, as well, and then on to the southern tip of Italy. By the time they were ready to set sail, the weather had turned; the ships that headed out sank. When Alaric fell ill, the Goths moved inland to Consentia. Edward Gibbons A.D. 476 is the traditional date for the Fall of Rome, but 410 may be a better choice because  on  August 24, 410, Rome actually fell, losing out to a barbarian invader. Sources: AD 410 The Year That Shook Rome, by Sam Moorhead and David Stuttard; Los  ANgeles: The J. Paul Getty Museum (2010)History of the Later Roman Empire: From the Death of Theodosius I to the Death of Justinian  (Volume 1) (Paperback), by J. B. Bury Alaric Study GuideAlaric and the Goths TimelineAlaric QuizIrene Hahns Review of Michael Kulikowskis  Romes Gothic Wars: From the Third Century to Alaric (Key Conflicts of Classical Antiquity.

The Basic Point Of Kant s Ethics Essay - 1316 Words

First of all, Kant s ethics is called formalism since it concentrates on the shape or structure of an ethical judgment (the way that every ethical mandate have the frame you should do X). The basic point of Kant s moral hypothesis is to decide how summon can be an ethical order with an especially committing or obligating character. In addition, as indicated by Kant, the major objective standard of good contention or thinking is the categorical imperative: you ought to act, paying little respect to your own particular points or purposes, just on maxims (general methods for acting) that you could will that every other person likewise adopts. To test the saying for universalizability, you need to solicit whether the all-inclusive appropriation from such a method for acting would be (1) predictable (i.e., conceivable) or (2) satisfactory to sound creatures. Moreover, Profound quality presumes the presence of judicious persons. 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The Return Midnight Chapter 33 Free Essays

Elena was waiting for the fog to disperse. It had come in as always, bit by bit, and now she was wondering if it would ever leave, or if it were actual y another trial itself. Therefore, when she suddenly realized she could see Stefan’s shirt in front of her, she felt her heart bound for joy. We will write a custom essay sample on The Return: Midnight Chapter 33 or any similar topic only for you Order Now She hadn’t messed anything up lately. â€Å"I can see it!†Stefan said, pul ing her up beside him. And then, â€Å"Voil†¦Ã¢â‚¬  – but in a whisper. â€Å"What, what?†cried Bonnie, bounding forward. And then she stopped too. Damon didn’t bound. He strol ed. But Elena was turning toward Bonnie at the time, and she saw his face as he saw it. In front of them was a sort of smal castle, or large gateway with spires that pierced the low clouds that hung above it. There was some kind of writing over the huge cathedral-like black doors in front, but Elena had never seen anything like the squiggles of whatever foreign language it was. On either side of the building, there were black wal s that were nearly as tal as the spires. Elena looked left and right and realized that they disappeared only off at the vanishing point. And without magic, it would be impossible to fly over them. What the boy and girl in the story had discovered only by fol owing the wal s for days, they had simply walked straight into. â€Å"It’s the Gatehouse of the Seven Treasures, isn’t it, Bonnie? Isn’t it? Look!†Elena shouted. Bonnie was already looking, both hands pressed against her heart, and for once without a word to say. As Elena watched, the diminutive girl fel to her knees in the light, powdery snow. But Stefan answered. He picked up Bonnie and Elena at the same time and whirled them both. â€Å"It is!†he said, just as Elena was saying â€Å"It is!† and Bonnie, the expert, gasping, â€Å"Oh, it real y, really is!†with tears freezing on her cheeks. Stefan put his lips to Elena’s ear. â€Å"And you know what that means, don’t you? If that is the Gatehouse of the Seven Treasures, you know where we are standing now?† Elena tried to ignore the warm, tingling sensation that shot up from the soles of her feet at the feeling of Stefan’s breath on her ear. She tried to focus on his question. â€Å"Look up,†Stefan suggested. Elena did – and gasped. Above them, instead of a fog bank or incessant crimson light from a sun that never stopped setting, were three moons. One was enormous, covering perhaps a sixth of the sky, shining in swirls of white and blue, hazy at the edges. Just in front of it was a beautiful silvery moon at least three quarters as big as it was. Last, there was a tiny moon in high orbit, white as a diamond, that seemed to be deliberately keeping its distance from the other two. Al of them were half ful and shone down with gentle, soothing light on the unbroken snow around Elena. â€Å"We’re in the Nether World,†Elena said, shaken. â€Å"Oh†¦it’s just like in the story,†Bonnie gasped. â€Å"Exactly like. Even the writing! Even the amount of snow!† â€Å"Exactly like the story?†Stefan asked. â€Å"Even to the phase of the moons? How ful they are?† â€Å"Just exactly the same.† Stefan nodded. â€Å"I thought they would be. That story was a precognition, given to you with the purpose of helping us find the largest star bal ever made.† â€Å"Well, let’s go inside!†cried Bonnie. â€Å"We’re wasting time!† â€Å"Okay – but everyone on your guard. We don’t want anything to go wrong now,†Stefan said. They went into the Gatehouse of the Seven Treasures in this order: Bonnie, who found that the great black doors swung open at a touch, but that she could see nothing, coming in from bright sunlight; Stefan and Elena, hand in hand; and Damon, who waited outside for a long time in the hopes, Elena thought, of being deemed â€Å"a different party.† Meanwhile the others were having the most pleasant shock since they’d taken the Master Keys from the kitsune. â€Å"Sage – Sage!†Bonnie shril ed as soon as her eyes adjusted. â€Å"Oh, look, Elena, it’s Sage! Sage, how are you? What’re you doing here? Oh, it’s just so good to see you!† Elena blinked twice, and the dim interior of the octagonal room came into focus. She went around the only piece of furniture in the room, the large desk in the middle. â€Å"Sage, do you know how long it seems? Did you know that Bonnie almost got sold for a slave at a public auction? Did you know about her dream?† Sage looked as he always had to Elena’s eyes. The bronzed, terminal y fit body, like a model of a Titan, the bare chest and bare feet, the black Levi’s, the long spiraling tangles of bronze hair, and the strange bronze eyes that could cut steel, or be as gentle as a pet lamb. â€Å"Mes deux petits chatons,† Sage was saying. â€Å"My two little kittens, you have astounded me. I have been fol owing your adventures. The Gatekeeper is not provided with much entertainment and is not al owed to leave this fortress, but you were most brave and amusing. Je vous felicite.†He kissed first Elena’s hand and then Bonnie’s, then embraced Stefan with the Latin two-cheeked kiss. Then he resumed his seat. Bonnie was climbing Sage as if she were a real kitten. â€Å"Did you take Misao’s star bal ful of Power?†she demanded, kneeling on his thigh. â€Å"Did you take half of it, I mean? To get back here?† â€Å"Mais oui, I did. But I also left Madame Flowers a little – â€Å" â€Å"Do you know that Damon used the other half to open the Gate again? And that I fel in too, even though he didn’t want me? And that because of that I almost got sold as a slave? And that Stefan and Elena had to come after me, to make sure I was okay? And that on the way here Elena almost fel off the bridge, and we’re not sure if the thurgs are going to make it? And do you know that in Fel ‘s Church the Last Midnight is coming, and we don’t know – â€Å" Stefan and Elena exchanged a long, meaningful glance and then Stefan said, â€Å"Bonnie, we have to ask Sage the most important question.†He looked at Sage. â€Å"Is it possible for us to save Fel ‘s Church? Do we have enough time?† â€Å"Eh bien. As far as I can tel from the chronological vortex, you have enough time and a little to spare. Enough for a glass of Black Magic to see you off. But after that, no dawdling!† Elena felt like a crumpled piece of paper that had been straightened and smoothed. She took a long breath. They could do it. That allowed her to remember civilized behavior. â€Å"Sage, how did you get stuck way out here? Or were you waiting for us?† â€Å"Helas, no – I am assigned here as punishment. I got an Imperial Summons that I could not ignore, mes amis.†He sighed and added, â€Å"I am just Out of Favor again. So now I am the ambassador to the Nether World, as you see.†He waved a languid hand around the room. â€Å"Bienvenue.† Elena had a sense of time ticking away, of precious minutes being lost. But maybe Sage himself would do something for Fel ‘s Church. â€Å"You real y have to stay in here?† â€Å"But assuredly, until mon pre – my father† – Sage said the word savagely and resentful y – â€Å"relents and I am al owed to return to the Infernal Court, or, much better, to go my ways without ever returning. At least until someone takes the pity on me and kil s me.†He looked inquiringly around the group, then sighed, and said, â€Å"Saber and Talon, they are well?† â€Å"They were when we left,†Elena said, itching to get on with their real business here. â€Å"Bien,† Sage said, looking at her kindly, â€Å"but we should have your entire group in here for the viewing, no?† Elena glanced at the doors and then again at Stefan, but Sage was already cal ing – both with voice and telepathy – â€Å"Damon, mon poussinet, do you not want to come in with your comrades?† There was a long pause, and then the doors opened and a very sul en Damon stepped in. He wouldn’t reply to Sage’s friendly, â€Å"Bienvenue,† instead saying, â€Å"I didn’t come here to socialize. I want to see the treasures in time to save Fel ‘s Church. I haven’t forgotten about the damned hick town, even if everyone else has.† â€Å"Alors maintenant,† Sage said, looking wounded. â€Å"You have al passed the tests in your way and may look upon the treasures. You may even use magic again, although I am not sure that it wil help you. It al depends upon which treasure you seek. Felicitations! â€Å" Everyone but Damon made some gesture of embarrassment. â€Å"Now,†Sage continued, â€Å"I must show each gate to you before you can pick. I wil try to be quick, but be cautious, s’il vous pla?t. Once you choose a treasure, that is the only door that wil open again for any of you.† Elena found herself clutching at Stefan’s hand – which was already reaching for hers – as one by one the doors shone with a faint, silvery light. â€Å"Behind you,†said Sage, â€Å"is the very gate you entered to get into this room, yes? But next to it, ah†¦Ã¢â‚¬ A door brightened to show an impossible cavern. Impossible because of the gems lying on the ground or sticking out of the cave wal s. Rubies, diamonds, emeralds, amethysts†¦each one as big as Elena’s fist, lying thick in great piles for the taking. â€Å"It’s beautiful, but†¦no, of course!†she said firmly, and reached out to put a hand on Bonnie’s shoulder. The next door lit up, brightened, then brightened more so that it seemed to disappear. â€Å"And here,†Sage sighed, â€Å"is the famous kitsune paradise.† Elena could feel her eyes widen. It was a sunny day in the most beautiful park she had ever seen. In the background a little waterfal spil ed into a creek, which ran down a green hil , while directly in front of her was a stone bench, just the size for two, underneath a tree that looked like a cherry in ful bloom. Blossoms were flying in a breeze that rustled other cherry and peach trees nearby – causing a rain of dawn-colored petals. Although Elena had only seen the place for a moment, it already seemed familiar to her. She could just walk into it†¦ â€Å"No, Stefan!†She had to touch his arm. He had been walking right into the garden. â€Å"What?†he said, shaking his head like someone in a dream. â€Å"I don’t know what happened. It just seemed as if I were going to an old, old home†¦Ã¢â‚¬ His voice broke off. â€Å"Sage, go on, please!† The next door was already lighting, showing a scene with rack after rack of Clarion Loess Black Magic wine. In the distance, Elena could make out a vineyard with lush grapes hanging heavily, fruit that would never see the light of the sun until it was made into a famous liquid. Everyone was already sipping at their glasses of Black Magic, so it was easy to say â€Å"no†even to the luscious grapes. As the next door brightened Elena heard herself gasp. It was bril iant midday. Growing in a field as far as she could see were tal bushes thick with long-stemmed roses – the blossoms of which were a velvety-looking black. Startled, she saw that everyone was looking at Damon, who had taken a step toward the roses as if involuntarily. Stefan put an arm out, barring his way. â€Å"I didn’t look very closely,†Damon said, â€Å"but I think these are the same as the one I†¦destroyed.† Elena turned to Sage. â€Å"They’re the same, aren’t they?† â€Å"But yes,†Sage said, looking unhappy. â€Å"These are al Midnight roses, noir pur – the sort in the white kitsune’s bouquet. But these are al blanks. The kitsune are the only ones who can put spel s on them – like the removal of the curse of a vampire.† There was a general sigh of disappointment among his listeners, but Damon just looked more sul en. Elena was about to speak up, to say that Stefan shouldn’t be put through this, when she tuned in to Sage’s words and the next gate, and felt a surge of simple, selfish longing herself. â€Å"I suppose you would cal it ‘ La Fontaine of Eternal Youth and Life,'†Sage said. Elena could see an ornate fountain playing, the effervescent spray at the top making a rainbow. Smal butterflies of al colors flew around it, alighting on the leaves of the bower that cradled it in greenery. Meredith, with her cool head and straightforward logic wasn’t there, so Elena dug her nails into her palms and cried â€Å"No! Next one!†as quickly and forceful y as she could. Sage was speaking again. She made herself listen. â€Å"The Royal Radhika Flower, which legends say was stolen from the Celestial Court many mil ennia ago. It changes shape.† A simple enough thing to say†¦but actual y to see it†¦ Elena watched in astonishment as a dozen or so thick, twining stems, topped by gorgeous white cal a lily blossoms, trembled slightly. The next instant she was looking at a cluster of violets with velvet leaves and a drop of dew shining on a petal. A moment later, the stems were topped with radiant mauve snapdragons – with the dewdrop Stillin place. Before she could remember not to reach out and touch them, the snapdragons had become deep, ful y open red roses. When the roses became some exotic golden flower that Elena had never seen, she had to turn her back. She found herself bumping into a hard, masculine, bare chest while forcing herself to think realistical y. Midnight was coming – and not in the form of a rose. Fel ‘s Church needed al the help it could get and here she was staring at flowers. Abruptly, Sage swung her off her feet and said, â€Å"What a temptation, especial y for a lover of la beaute like you, belle madame. What a foolish rule to keep you from taking just a bud! But there is something even higher and more pure than beauty, Elena. You, you are named for it. In old Greek, Elena means ‘light’! The darkness is coming fast – the Last, Everlasting Midnight! Beauty wil not hold it back; it is a bagatel e, a trinket, useless in times of disaster. But light, Elena, light wil conquer the darkness! I believe this as I believe in your courage, your honesty, and your gentle, loving heart.† With that, he kissed her on the forehead and set her down. Elena was dazed. Of al the things she knew, she knew best that she could not defeat the darkness that was coming – not alone. â€Å"But you’re not alone,†Stefan whispered, and she realized that he was right beside her, and that she must be wide open, projecting her thoughts as clearly as if she were speaking. â€Å"We’re al here with you,†Bonnie said in a voice twice her size. â€Å"We’re not afraid of the dark.† There was a pause while everyone tried not to look at Damon. At last he said, â€Å"Somehow I got talked into this insanity – I’m Stillwondering how it happened. But I’ve come this far and I’m not going to turn around now.† Sage turned toward the final door and it brightened. Not by much, however. It looked like the shady underside of a very large tree. What was odd, though, was that there was nothing at allgrowing under it. No ferns or bushes or seedlings, not even the normal y ever-present creepers and weeds. There were a few dead leaves on the ground, but otherwise it was just dirt. Sage said, â€Å"A planet with only one corporeal form of life upon it. The Great Tree that covers an entire world. The crown covers al but the natural freshwater lakes it needs to survive.† Elena looked into the heart of the twilit world. â€Å"We’ve come so far, and maybe together – maybe we can find the star bal that wil save our town.† â€Å"This is the door you pick?†asked Sage. Elena looked at the rest of the group. They al seemed to be waiting for her confirmation. â€Å"Yes – and right now. We have to hurry.†She made a motion as if to put her cup down and it disappeared. She smiled thanks at Sage. â€Å"Strictly speaking, I shouldn’t give you any help,†he said. â€Å"But if you have a compass†¦Ã¢â‚¬  Elena had one. It was always dangling from her backpack because she was always trying to read it. Sage took the compass in his hand and lightly traced a line on it. He gave the compass back to Elena and she found that the needle no longer pointed to the north, but at an angle northeast. â€Å"Fol ow the arrow,†he said. â€Å"It wil take you to the trunk of the Great Tree. If I had to guess at where to find the largest star bal , I would go this way. But be wary! Others have tried this path. Their bodies have nourished the Great Tree – as fertilizer.† Elena scarcely heard the words. She had been terrified at the thought of searching an entire planet for a star bal . Of course, it might be a very smal world, like†¦like†¦ Like the little diamond moon you saw over the Nether World? The voice in Elena’s mind was both familiar and not. She glanced at Sage, who smiled. Then she looked around the room. Everyone seemed to be waiting for her to take the first step. She took it. How to cite The Return: Midnight Chapter 33, Essay examples

A Comparative Study of Professional and Traditional College Students Perception Towards Two Wheeler Brands free essay sample

A RESEARCH REPORT ON â€Å"A COMPARATIVE STUDY OF PROFESSIONAL AND TRADITIONAL COLLEGE STUDENTS PERCEPTION TOWARDS TWO WHEELER BRANDS† CONTENTS 1. HISTORY OF BAJAJ ? Profile ? Key Person ? Bajaj Introduction ? Company History ? Timeline Of New Release 2. HISTORY OF HERO HONDA ? Board Of Directors ? Company Profile 3. HISTORY OF TVS 4. OBJECTIVES OF THE RESEARCH 5. RESEARCH METHODOLOGY ? Data Source ? Research Approach ? Sampling Unit ? Data Completion And Analysis ? Scope 6. LIMITATION OF RESEARCH STUDY 7. ANALYSIS AND INTERPRETATION 8. FINDINGS 9. CONCLUSION 10. RECOMMENDATION 11. BIBLIOGRAPHY 12. QUETIONNAIRE Bajaj Auto limited is one of the largest two wheeler manufacturing company in India apart from producing two wheelers they also manufacture three wheelers. The company had started way back in 1945. Initially it used to import the two wheelers from outside, but from 1959 it started manufacturing of two wheelers in the country. By the year 1970 Bajaj Auto had rolled out their 100,000th vehicle. Bajaj scooters and motor cycles have become an integral part of the Indian milieu and over the years have come to represent the aspirations of modern India. Bajaj Auto also has a technical tie up with Kawasaki heavy industries of Japan to produce the latest motorcycles in India which are of world class quality The Bajaj Kawasaki eliminator has emerged straight out of the drawing board of Kawasaki heavy industries. The core brand values of Bajaj Auto limited includes Learning, Innovation, Perfection, Speed and Transparency. Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in Maharashtra, western India, which produced 2,314,787 vehicles in 2005-06. The sales are backed by a network of after sales service and maintenance work Shops all over the country. Bajaj Auto has products which cater to every segment of the Indian two wheeler market Bajaj CT 100 Dlx offers a great value for money at the entry level. Similarly Bajaj Discover 125 offers the consumer a great performance without making a big hole in the pocket. Bajaj Auto is a major Indian automobile manufacturer. It is Indias largest and the worlds 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Waluj near Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makers motor scooters, motorcycles and the auto rickshaw. COMPANYS HISTORY Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicles and produced and sold 1 million vehicles in a year. Timeline of new releases ? 1971 three-wheeler goods carrier ? 1972 Bajaj Chetak ? 1976 Bajaj Super ? 1977 Rear engine Autorickshaw ? 1981 Bajaj M-50 ? 1986 Bajaj M-80, Kawasaki Bajaj KB100 ? 1990 Bajaj Sunny ? 1994 Bajaj Classic ? 1995 Bajaj Super Excel ? 1997 Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw ? 1998 Kawasaki Bajaj Caliber, Legend(Indias first four-stroke scooter) ? 2000 Bajaj Saffire ? 2001 Eliminator, Pulsar 2003 Caliber115, Bajaj Wind 125, Bajaj Pulsar ? 2004 Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i ? 2005 Bajaj Wave, Bajaj Avenger, Bajaj Discover ? 2006 Bajaj Platina ? 2007 Bajaj Pulsar-200 Scooters ? Bajaj Sunny ? Bajaj Chetak ? Bajaj Cub ? Bajaj Super ? Bajaj Wave ? Bajaj Legend Motorcycles ? Kawasaki Eliminator ? Bajaj Pulsar ? Bajaj Kawasaki Wind 125 ? Bajaj Boxer ? Bajaj CT 100 ? Bajaj Platina ? Baja j Caliber ? Bajaj Discover ? Bajaj Avenger ? Bajaj Pulsar 220 DTS-Fi Upcoming Models Bajaj Krystal ? Bajaj Blade ? Bajaj Sonic ? Bajaj XCD String New Image The company, over the last decade has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer, product range ranging from Scooterettes to Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahul Bajaj who is worth more than US$1. 5 billion. India has the largest number of two wheelers in the world with 41. 6 million vehicles. India has a mix of 30 percent automobiles and 70 percent two wheelers in the country. India was the second largest two wheeler manufacturer in the world starting in the 1950’s with the birth of Automobile Products of India (API) that manufactured scooters. API manufactured the Lambrettas but, another company, Bajaj Auto Ltd. surpassed API and remained through the turn of the century from its association with Piaggio of Italy (manufacturer of Vespa). The license raj that existed between the1940s to1980s in India, did not allow foreign companies to enter the market and imports were tightly controlled. This regulatory maze, before the economic liberalization, made business easier for local players to have a seller’s market. Customers in India were forced to wait 12 years to buy a scooter from Bajaj. The CEO of Bajaj commented that he did not need a marketing department, only a dispatch department. By the year 1990, Bajaj had a waiting list that was twenty-six times its annual output for scooters. The motorcycle segment had the same long wait times with three manufacturers; Royal Enfield, Ideal Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-stroke engine at that time and took the higher end of the market but, there was little competition for their customers. Ideal Jawa and Escorts took the middle and lower end of the market respectively. In the mid-1980s, the Indian government regulations changed and permitted foreign companies to enter the Indian market through minority joint ventures. The two-wheeler market changed with four Indo-Japanese joint ventures: Hero Honda, TVS Suzuki, Bajaj Kawasaki and Kinetic Honda. The entry of these foreign companies changed the Indian arket dynamics from the supply side to the demand side. With a larger selection of two-wheelers on the Indian market, consumers started to gain influence over the products they bought and raised higher customer expectations. The industry produced more models, styling options, prices, and different fuel efficiencies. The foreign companies new technologies helped make the products more reliable and with be tter quality. Indian companies had to change to keep up with their global counterparts. Hero Honda Motorcycles Limited is an Indian manufacturer of motorcycles and scooters. Hero Honda is a joint venture that began in 1984 between the Hero group of India and Honda from Japan. It has been the worlds biggest manufacturer of 2-wheeled motorized vehicles since 2001, when it produced 1. 3 million motorbikes in a single year. Hero Hondas Splendor is the worlds largest selling motorcycle. Its 2 plants are in Dharuhera and Gurgaon, both in Haryana, India. It specializes in dual use motorcycles that are low powered but very fuel efficient. [Models] Bikes ? Hero Honda Splendor Plus ? Hero Honda Passion Plus ? Hero Honda Karizma ? Hero Honda CBZ ? Hero Honda Super Splendor Hero Honda CD Dawn ? Hero Honda CD Deluxe ? Hero Honda Achiever ? Hero Honda Glamour ? Hero Honda Ambition Hero Honda Splendor Model COMPANY PROFILE â€Å"Hero†, is the brand name used by the Munjal brothers in the year 1956 with the flagship company Hero Cycles. The two-wheeler manufacturing business of bicycle components had originally started in the 1940’s and turned into the wor ld’s largest bicycle manufacturer today. Hero, is a name synonymous with two-wheelers in India today. The Munjals roll their own steel, make free wheel bicycle critical components and have diversified into different ventures like product design. The Hero Group philosophy is: â€Å"To provide excellent transportation to the common man at easily affordable prices and to provide total satisfaction in all its spheres of activity†. The Hero group vision is to build long lasting relationships with everyone (customers, workers, dealers and vendors). The Hero Group has a passion for setting higher standards and â€Å"Engineering Satisfaction† is the prime motivation, way of life and work culture of the Group. In the year 1984, Mr. Brijmohan Lal Munjal, the Chairman and Managing Director of Hero Honda Motors (HHM), headed an alliance between the Munjal family and Honda Motor Company Ltd. HMC). HHM Mission Statement is: â€Å"We, at Hero Honda, are continuously striving for synergy between technology, systems, and human resources to provide products and services that meet the quality, performance, and price aspirations of our customers. While doing so, we maintain the highest standards of ethics and societal responsibil ities, constantly innovate products and processes, and develop teams that keep the momentum going to take the company to excellence in the new millennium†. This alliance became one of the most successful joint ventures in India, until the year 1999 when HMC had announced a 100% subsidiary, Honda Motorcycle Scooter India (HMSI). This announcement caused the HHM stock price to decrease by 30 percent that same day. Munjal had to come up with some new strategic decisions as, HMSI and other foreign new entry companies were causing increased intensity of rivalry for HHM. GROWTH The business growth of Hero Honda has been phenomenal throughout its early days. The Munjal family started a modest business of bicycle components. Hero Group expanded so big that by 2002 they had sold 86 million bicycles producing 16000 bicycles a day. Today Hero Honda has an assembly line of 9 different models of motorcycles available. It holds the record for most popular bike in the world by sales for Its Splendor model. Hero Honda Motors Limited was established in joint venture with Honda Motors of Japan in 1984, to manufacture motorcycles. It is currently the largest producer of Two Wheelers in the world. It sold 3 million bikes in the year 2005-2006. Recently it has also entered in scooter manufacturing, with its model PLEASURE mainly aimed at girls. The Hero Group has done business differently right from the start and that is what has helped them to achieve break-through in the competitive two-wheeler market. The Groups low key, but focused, style of management has earned the company plaudits amidst investors, employees, vendors and dealers, as also worldwide recognition. The growth of the Group through the years has been influenced by a number of factors: Just-in-Time The Hero Group through the Hero Cycles Division was the first to introduce the concept of just-in-time inventory. The Group boasts of superb operational efficiencies. Every assembly line worker operates two machines simultaneously to save time and improve productivity. The fact that most of the machines are either developed or fabricated in-house, has resulted in low inventory levels. In Hero Cycles Limited, the just-in-time inventory principle has been working since the beginning of production in the unit and is functional even till date.. This is the Japanese style of production and in India; Hero is probably the only company to have mastered the art of the just-in-time inventory principle. Ancillarisation An integral part of the Group strategy of doing business differently was providing support to ancillary units. There are over 300 ancillary units today, whose production is dedicated to Heros requirements and also a large number of other vendors, which include some of the better known companies in the automotive segment. Employee Policy: Another Striking feature within the Hero Group is the commitment and dedication of its workers. There is no organized labor union and family members of employees find ready employment within Hero. The philosophy with regard to labor management is Hero is growing, grow with Hero. When it comes to workers benefits, the Hero Group is known for providing facilities, further ahead of the industry norms. Long before other companies did so, Hero was giving its employees a uniform allowance, as well as House Rent Allowance (HRA) and Leave Travel Allowance (LTA). Extra benefits took the form of medical check-ups, not just for workers, but also for the immediate family members. Dealer Network The relationship of Hero Group with their dealers is unique in its closeness. The dealers are considered a part of the Hero family. A nation-wide dealer network comprising of over 5,000 outlets, and have a formidable distribution system in place. Sales agents from Hero travels to all the corners of the country, visiting dealers and send back daily postcards with information on the stock position that day, turnover, fresh purchases, anticipated demand and also competitor action in the region. The manufacturing units have a separate department to handle dealer complaints and problems and the first response is always given in 24 hours. Financial Planning The Hero Group benefits from the Group Chairmans financial acumen and his grasp on technology, manufacturing and marketing. Group Company, Hero Cycles Limited has one of the highest labor productivity rates in the world. In Hero Honda Motors Limited, the focus is on financial and raw material management and a low employee turnover. Quality Quality at Hero is attained not just by modern plants and equipment and through latest technology, but by enforcing a strict discipline. At the Group factories, attaining quality standards is an everyday practice a strictly pursued discipline. It comes from an amalgamation of the latest technology with deep-rooted experience derived from nearly four decades of hard labor. It is an attitude that masters the challenge of growth and change change in consumers perceptions about products and new aspirations arising from a new generation of buyers. Constant technology up gradation ensures that the Group stays in the global mainstream and maintains its competitive edge. With each of its foreign collaborations, the Group goes onto strengthen its quality measures as per the book. The Group also employs the services of independent experts from around the world to assist in new design and production processes. Diversification Throughout the years of enormous growth, the Group Chairman, Mr. Lall has actively looked at diversification. A considerable level of backward integration in its manufacturing activities has been ample in the Groups growth and led to the establishment of the Hero Cycles Cold Rolling Division, Munjal and Sunbeam Castings, Munjal Auto Components and Munjal Showa Limited amongst other component-manufacturing units. Then there were the expansion into the automotive segment with the setting up of Majestic Auto Limited, where the first indigenously designed moped, Hero Majestic, went into commercial production in 1978. Then came Hero Motors which introduced Hero Puch, in collaboration with global technology leader Steyr Daimler Puch of Austria. Hero Honda Motors was established in 1984 to manufacture 100 cc motorcycles. The Hero Group also took a venture into other segments like exports, financial services, information technology, which includes customer response services and software development. Further expansion is expected in the areas of Insurance and Telecommunication. The Hero Groups phenomenal growth is the result of constant innovations, a close watch on costs and the dynamic leadership of the Group Chairman, characterized by a culture of entrepreneurship, of right attitudes and building stronger relationships with investors, partners, vendors and dealers and customers TVS MOTOR COMPANY The TVS group was established in 1911 by Shri. T. V. Sundaram Iyengar. As one of India’s largest industrial entities it epitomizes Trust, Value and Service. It all began way back in 1984 when Sundaram Clayton Limited (A TVS Group company) introduced its 50 CC mopeds in the arena of road racing, notching up unbelievable speeds of 105 kmph. Since then, there has been no looking back for TVS Motor Company. TVS Racing was established in 1987 with the objective of improving the performance of its bikes. Over the years it has provided valuable data, design inputs, development of reliable motorcycle models, excellent vehicle dynamics handling etc. The true evidence of it is seen in todays TVS Victor and TVS Fiero. Today, there are over thirty companies in the TVS Group, employing more than 40,000 people worldwide and with a turnover in excess of USD 2. 2 billion. With steady growth, expansion and diversification, TVS commands a strong presence in manufacturing of two-wheelers, auto components and computer peripherals. We also have vibrant businesses in the distribution of heavy commercial vehicles passenger cars, finance and insurance. TVS Motor Company Limited, the flagship company of the USD 2. billion TVS Group, is the third largest two-wheeler manufacturer in India and among the top ten in the world, with an annual turnover of over USD 650 million. The year 1980 is one to be remembered for the Indian two-wheeler industry, with the roll out of TVS 50, Indias first two-seater moped that ushered in an era of affordable personal transportation. For the Indian Automobile sector, it was a breakthrough to be etched in history. TV S Motor Company is the first two-wheeler manufacturer in the world to be honoured with the hallmark of Japanese Quality – The Deming Prize for Total Quality Management. OBJECTIVES OF THE RESEARCH 1. To analyze the customer satisfaction. 2. To analyze the customer preference. 3. To know which manufacturer is providing better services. 4. To analyze after sales services of bikes. 5. To study the behavioral factors of consumers in motor bikes. 6. To suggest various factors to improve sales. RESEARCH METHODOLOGY It is well known fact that the most important step in marketing research process is to define the problem. Choose for investigation because a problem well defined is half solved. That was the reason that at most care was taken while defining various parameters of the problem. After giving through brain storming session, objectives were selected and the set on the base of these objectives. A questionnaire was designed major emphasis of which was gathering new ideas or insight so as to determine and bind out solution to the problems. DATA SOURCE Research included gathering both Primary and Secondary data. Primary data is the first hand data, which are selected a fresh and thus happen to be original in character. Primary Data was crucial to know various customers and past consumer views about bikes and to calculate the market share of this brand in regards to other brands. Secondary data are those which has been collected by some one else and which already have been passed through statistical process. Secondary data has been taken from internet, newspaper, magazines and companies web sites. RESEARCH APPROACH The research approach was used survey method which is a widely used method for data collection and best suited for descriptive type of research survey includes research instrument like questionnaire which can be structured and unstructured. Target population is well identified and various methods like personal interviews and telephone interviews are employed. SAMPLING UNIT It gives the target population that will be sampled. This research was carried in Indore (Distt. Indore). These were 90 respondents. DATA COMPLETION AND ANALYSIS After the data has been collected, it was tabulated and findings of the project were presented followed by analysis and interpretation to reach certain conclusions. SCOPE My project was based on the A COMPARATIVE STUDY OF PROFESSIONAL AND TRADITIONAL COLLEGE STUDENTS PERCEPTION TOWARDS TWO WHEELER BRANDS and data was taken in the City Indore only. LIMITATION 1. Research work was carried out in one Distt of U. P. (INDORE) only the finding may not be applicable to the other parts of the country because of social and cultural differences. 2. The sample was collected using connivance-sampling techniques. As such result may not give an exact representation of the population. 3. Shortage of time is also reason for incomprehensiveness. 4. The views of the people are biased therefore it doesn’t reflect true picture. Q1) Which bike do you have? Hero Honda |30 | | | | |Bajaj |30 | | | | |Any other |30 | | | | INTERPRETATION: Out of the sample size of 90 customers, 30 customers are of Hero Honda, 30 are of Bajaj and 30 customers of TVS bikes are taken into consideration. |Q2) Which Model do you Have? | | | | | | | | | | |Hero Honda | |Bajaj | |TVS | | | | | | | | | |Splender |13 |CT 100 |5 |Flame |4 | | | | | | | | |Passion |5 |Discover |11 |Star City |9 | | | | | | | | |Karizma |2 |Pulsar |10 |Apache |7 | | | | | | | | |Any othe r |10 |Any other |4 |Any other |10 | | | | | | | | HERO HONDA INTERPRETATION: In Hero Honda mostly the customers are having splendor while the ratio of the customers using Passion, Karizma and other bikes are comparatively low. BAJAJ INTERPRETATION: In Bajaj the customers are giving more preference to Discover and Pulsar models. TVS INTERPRETATION:- In TVS Bikes the customers are givig more preference to the other models rather than Flame,Starcityand Apache. |Q3) In which family Income level do you Fall? | | | |100000-200000 |22 | | | | |200000-300000 |45 | | | | |300000-400000 |23 | | | | |above 400000 |10 | | | | INTERPRETATION: The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. While this ratio is minimum in case of customers whose income level fall between 300000-400000. |Q4) For how long do you own a bike? | | | | | |0-1 year |34 | | | | | |1-2 year | |29 | | | | | |2-3 year | |26 | | | | | |above 3 year | |11 | | | | | INTERPRETATION: It is observed that mostly the customers are having new bikes. | |Q5) For what purpose do you use your Motor Bike? | | | | | | | | | | | | |Hero Honda | |Bajaj |TVS | | | | | | | | | | |Office Purpose |13 | |42 |38 | | | | | | | | | | | |Personal purpose |17 | |15 |27 | | | | | | | | | | | |Joy Purpose |10 | |18 |10 | | | | | | | | | | | |Other |40 | |15 |15 | | | | | | | | | | | | | | | | | | INTERPRETATION:- The customers are using their bikes mostly for official and personal purpose. | |Q6) How do you come to know about this Motor Bike? | | | | | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | | | | | |Newspaper |28 |33 |22 | | | | | | | | | | |Television |22 |28 |18 | | | | | | | | | | |Magazine |8 |16 |28 | | | | | | | | | | |Friends Relative |37 |13 |22 | | | | | | | | | | | | | | | | INTERPRETATION: It is observed that the awareness of Hero Honda bikes mostly comes from friends while of Bajaj and TVS the awareness comes from newspapers and televisions. Q7) Does Advertisement Influence your decision in choosing a Motor Bike? Yes |65 | | | | |No |15 | | | | |Can’t say |10 | | | | INTERPRETATION: Out of the sample size of 90 customers, 65 customers agrees with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. Q8 Are you satisfied with the performance of the bike that you are currently havin? Yes |55 | | | | |No |28 | | | | |Can’t say |7 | | | | INTERPRETATION:- Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. |Q9) Do you have full knowledge about Bikes before buying? | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | |Yes | 42 |34 |37 | | | | | | |No |37 |27 |22 | | | | | | |Can’t Say |11 |29 |31 | | | | | | INTERPRETATION:- It is observed that most of the customers are having full knowledge of the bike before purchasing. |Q10) Which Factor below Influence your decision? | | | | | | | | |Hero Honda | |Bajaj |TVS | | | | | | | |Price |17 | |22 |28 | | | | | | | |Mileage |28 | |15 |15 | | | | | | |Quality |11 | |20 |16 | | | | | | | |Resale Value |12 | |14 |17 | | | | | | | |Status symbol |32 | |19 |14 | | | | | | | HERO HONDA INTERPRETATION:- In Hero Honda bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. BAJAJ INTERPRETATION:- In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. TVS INTERPRETATION: In TVS bike the economic price of the bikes influences the buying behavior of the customers. |Q11) How would you rate the following factors of Bikes with respect to different | |company? | | | | | | | | | | |Hero Honda |Bajaj TVS | | | | | | |Mileage |74% |72% |68% | | | | | | |Price |68% |65% |47% | | | | | | |Pick up |70% |80% |62% | | | | | | |Maintenance |58% |62% |74% | | | | | | |Look Shape |85% |80% |72% | | | | | | |Brand Image |53% |55% |69% | | | | | | INTERPRETATION: It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pick up. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image. |Q12) If new Bike with good features comes in, then would you like to change your bike? | | | | | | | |Hero Honda |Bajaj |TVS | | | | | | | |Yes |10 |16 |14 | | | | | | | | |No |16 |11 |11 | | | | | | | | |Can’t say |4 |3 |5 | | | | | | | | | | | | | | INTERPRETATION:- It is observed that the customers of Hero Honda bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of Bajaj and TVS are ready to change their bikes if new bike provides some good features to them. FINDINGS During this research project I came in to contact with many customers who are having bikes. It has been found that in Hero Honda mostly the customers are having splendor while the ratio of the customers using Passion, Karizma and other bikes are comparatively low. In Bajaj the customers are giving more preference to Discover and Pulsar models and in case of TVS Bikes the customers are givig more preference to the other models rather than Flame,Starcityand Apache. The maximum numbers of customers that are using these bikes fall in the income group of 200000-300000. It has been observed that the customers are using their bikes mostly for official and personal purpose. It is observed that the awareness of Hero Honda bikes mostly comes from friends while of Bajaj and TVS the awareness comes from newspapers and televisions. Out of the sample size of 90 customers, 65 customers agree with the fact that advertisements play a very significant role in influencing their behavior to choose the bike. On the other hand 15 customers do not agree to this fact. While remaining 10 customers are not sure about it. When the customers are asked that are they satisfied with the performance of their bikes then most of them agrees to the fact. Out of the sample size of 90 customers, 55 customers says that they are satisfied with the performance of their bikes. On the other hand 28 customers are not satisfied with the performance of the bikes that they are having. While the remaining 10 customers are unable to say anything. It is observed that most of the customers are having full knowledge of the bike before purchasing. It has been seen that In Hero Honda bikes the mileage of the bike and the value that it adds to the status symbol of the customers influences the decision criteria of most of the customers. In Bajaj bikes customers gets more influenced by the price and quality of the bike and also they think that it adds value to their prestige. While in case of TVS bike the economic price of the bikes influences the buying behavior of the customers. It is observed that in rating of different features of different bikes people give maximum rating to the look and shape of the bike. At the second level they give their rating to the pick up. At the third level they rate mileage. And at the fourth level they give points to maintenance. At last they rate price and brand image. It is observed that the customers of Hero Honda bikes are not ready to change their bikes even if a new bike comes in with good features. While majority of the customers of Bajaj and TVS are ready to change their bikes if new bike provides some good features to them. Conclusion 1. Most of the Flame, Apache, Pulsar, CBZ Karizma are purchased by young generation 18 to 30 years because they prefer stylish looks and rest of the models of Hero Honda, TVS and Bajaj are purchased more by daily users who needs more average of bikes than looks. 2. Hero Honda is considered to be most fuel-efficient bike on Indian roads. 3. Service Spare parts are available throughout India in local markets also. 4. While buying a motorcycle, economy is the main consideration in form of maintenance cost, fuel efficiency. 5. Majority of the respondent had bought their motorcycle more than 3 years. RECOMONDATION 1. Bajaj should introduce some more models having more engine power. 2. Hero Honda should think about fuel efficiency in case of upper segment bikes. 3. More service centers should be opened. 4. Maintenance cost and the availability of the spare parts should also be given due importance. 5. They also introduce some good finance/discount schemes for students. 6. The price should be economic. BIBLIOGRAPHY 1. www. herohonda. com 2. www. google. com 3. www. bajaj. com 4. www. twowheeler. com 5. www. extrememachines. com QUESTIONNAIRE |NAME: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ | | | |CONTACT No. .†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. | | | | | | | |20-25 | | |AGE:- | | |15-20 | | | | | | | | | | |Above 30 | | | | | | |25-30 | | | | | | | | |Employee | | |OCCUPATION:- | | | |Businessman | | | | | | | | | | |Other | | | | | | | | | | | | | | | | | | | |Student | | | | | | | | | | | | | |Q1) |Which Bike do you have? | | | | | | | | | | | | | |TVS | | | | | | | | | | | | | | | | | | | | | | | |Q2) |Which Model do you have? | | | | | | | | | |Passion | | |Hero Honda: | | |Splendor | | | | | | | | | | |Other | | | | | | | | | | |Bajaj: | | |CT 100 | | | | | | | | | | | | |TVS:- | | |Flame | | | | | | | | | | | | | | | |200000-300000 | | | | | | | | | | |1-2 year | | | | | | | | | | | |Personal Purpose | | | | | | | | | | | |Television | | | | | | | | | | | | | | | | | | | | | | | | | | | |Q7) |Are you satisfied with the performance of the bike that you are currently having? | | | | | | | | | |Can’t say | | | | | | | | | | | | | | |Can’t say | | | | | |Yes | |No | | | | | |Q9) |Do you have full knowledge about Bikes before buying? | | | | | | | | | |Can’t say | | | | | |Yes | | |No | | | | | | | | | | | | | | | |Q10). Which factor below influence your decision? | | | | | | | | |Quality | | | | | | | | | |Price | | | | | |Resale Value | | | | | | Q11) How would you rate the following factors of bikes with respect to different companies? Hero Honda |Bajaj | | |Mileage | | | | | | | | | | | | | | | | | | | | | | | | | | | |Price | | | | | | | | | | | |Pick up | | | | | | | | | | | |Maintenance | | | | | | | | | | | |Look/Shape | | | | | | | | | | | |Brand Image | | | | | Q12) If new bike with good feature comes in, then would you like to change your bikes? |Yes | | | |Can’t say | | | | |No | | | | | | | | | | Q13) Any Suggestions for Company †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦

Death Penalty in the Philippines Essay Essay Example

Death Penalty in the Philippines Essay Paper 1987. But six yearsafter it has reimposed the decease punishment. the Philippines has overtaken its Asiatic neighbours and hasthe most figure of decease inmates. Within less than a twelvemonth. nevertheless. the military constitution was buttonholing for its reimposition as ameans to battle the â€Å"intensifying† offenses of the CPP/NPA guerillas. Gen. Fidel V. Ramos. thenChief of the Armed Forces of the Philippines and subsequently elected President of the Philippines in 1992. was among those who were strongly naming for the reintroduction of the decease punishment againstrebellion. slaying and drug trafficking. In mid 1987. a measure to reinstate the decease punishment was submitted to Congress. We will write a custom essay sample on Death Penalty in the Philippines Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Death Penalty in the Philippines Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Death Penalty in the Philippines Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Military force per unit area wasvery much evident in the preamble which cited the pestering insurgence every bit good asthe recommendations of the constabulary and the military as obliging grounds for the reimposition ofthe decease punishment. The measure cited recent right flying putsch efforts as an illustration of the alarmingdeterioration of peace and order and argued for the decease punishment both as an effectual deterrentagainst flagitious offenses and as a affair of simple retaliatory justness. When Ramos was elected as President in 1992. he declared that the reimposition of the deathpenalty would be one of his precedences. Political discourtesies such as rebellion were dropped from thebill. However. the list of offenses was expanded to include economic discourtesies such as smuggling andbribery. In December 1993. RA 7659 reconstructing the decease punishment was signed into jurisprudence. The jurisprudence makersargued the deteriorating offense state of affairs was a compeling ground for its reimposition. The mainreason given was that the decease punishment is a hindrance to offense. In 1996. RA 8177 was approved. qualifying deadly injection as the method of executing. Six old ages after Last February 5. 1999. Leo Echegaray. a house painter. was executed for repeatedly ravishing hisstepdaughter. He was the first inmate to be executed since the re-imposition of decease punishment in1995. His executing sparked one time once more a het argument between the anti and the pro-death penaltyforces in the Philippines with a immense bulk of people naming for the executing of Echegaray. Thatthere was a strong blare for the infliction of the decease punishment should be viewed from the pointof position of a citizen who is urgently seeking ways to halt criminalism. The Estrada disposal peddled the decease punishment as the counterpoison to offense. The concluding wasthat if the felons will be afraid to perpetrate offenses if they see that the authorities is determinedto put to death them. Oppositors maintained that the decease punishment is non a hindrance and that therehave been surveies already exposing the disincentive theory. Legislators and politicians refused toheed the rec ommendation of the Supreme Court for Congress to reexamine the decease punishment siting onthe popularity of the pro-death punishment sentiment Six old ages after its reimposition. more than 1. 200 persons have been sentenced to decease andseven inmates have been executed through deadly injection. Yet today. there are no marks thatcriminality has gone down. From February 6. 1999. a twenty-four hours after Leo Echegaray was executed. to May 31 1999 two leadingnewspapers reported a sum of 163 offenses which could be punishable by decease punishment. But perhapsthe best index that this jurisprudence is non a hindrance to criminalism is the ever-increasing figure ofdeath inmates. From 1994 to 1995 the figure of individuals on decease row increased from 12 to 104. From 1995 to1996 it increased to 182. In 1997 the entire decease inmates was at 520 and in 1998 the inmates indeath row was at 781. As of November 1999 there are a sum of 956 decease inmates at the NationalBilibid Prisons and at the Correctional Institute for Women. As of December 31. 1999. based on the statistics compiled by the Episcopal Commission on PrisonerWelfare of the Catholic Bishops Conference of the Philippines. there were a sum of 936 convictsinterned at the National Bilibid Prisons and another 23 detained at the Correctional Institute forWomen. Of these figures. six are bush leagues and 12 are aliens. One of the grounds as to why human rights groups oppose the decease punishment is because of theweaknesses and imperfectnesss of the Philippine justness system. This is really much evident in thereview of decease punishment instances made by the Supreme Court from 1995 to 1999. Two out of everythree decease sentences handed down by the local tribunals were found to be erroneous by the SupremeCourt. Out of the 959 inmates the SC reviewed 175 instances affecting 200 inmates from 1995 to 1999 ; 3cases were reviewed in 1995. 8 in 1996. 8 in 1997. 38 in 1998. 118 in 1999. Of these 175 instances. the SC affirmed with conclusiveness and first avowal merely 31 % or 54 casesinvolving 60 inmates. Of these instances 24 were affirmed with conclusiveness. while the staying 36 weregiven first avowal. Sixty nine per centum ( 69 % ) or 121 instances were either modified. acquitted or remanded for retrial. Eighty four ( 84 ) instances affecting 95 inmates were modified to reclusion perpetua. 10 insta nces involving11 inmates were modified to indeterminate punishment. 11 instances affecting 11 inmates were remanded tolower tribunal for retrial and 16 instances affecting 23 inmates were acquitted by the SC. . In a survey prepared by the Free Legal Assistance Group ( FLAG ) . it pointed out that the consequence ofthe reappraisal of instances done by the Supreme Court â€Å"point all excessively clearly to the imperfectnesss. failings and jobs of the Philippine justness system† . Some determinations of the test tribunals wereoverturned for enforcing decease punishment on discourtesies which were non capable to decease punishment. Otherdecisions of the lower tribunals were set aside because of substantial and procedural mistakes duringarraignment and test. Still others were struck down because the lower tribunal mis-appreciatedevidences. In a study conducted among 425 inmates in 1998. 105 or 24. 7 % were agricultural workers. 103were building workers. 73 were transport workers. and 42 were in workers in gross revenues andservices. Merely 6 % finished college while 32. 4 % finished assorted degrees of high school while theremaining did non travel to school or hold finished merely simpl e or vocational instruction It is possibly of import to indicate out that out of these 46 offenses punishable by decease. the deathpenalty has been applied to merely 17 offenses. No 1 has been convicted of qualified graft. qualifiedpiracy and loot. Interestingly besides. no public functionary has been sentenced to decease for crimesinvolving public functionaries. Yet. the authorities maintains that it is effectual in battling offense. Under the decease penaltylaw. 46 offenses are considered flagitious and are now capable to the decease punishment. It imposes themandatory decease punishment on 21 offenses while the other 25 offenses are decease eligible. These arecrimes for which a scope of punishments including the decease punishment is imposed. Some Congressmans and Senators are suggesting other lists of offenses to add to the above. Some evencontemplated take downing the age of those punishable by the decease punishment to include youthfuloffenders. The decease punishment is an easy manner out for a authorities in the face of a strong call from thecitizenry who wanted the authorities to halt criminalism. It is being used to make the semblance thatthe author ities is making something to halt the offenses when in fact it is non. Sad though it possibly. more lives would be lost unless the decease punishment in the Philippines is repealed. SANTOS A. LABANPHILIPPINE ALLIANCE OF HUMAN RIGHTS ADVOCATESAquino disposal 1987 Harmonizing to the 1987 Constitution. Art. III ( Bill of Rights ) . Sec. 19. ( 1 ) Excessive mulcts shall non be imposed. nor barbarous. degrading or cold penalty inflicted. Neither shall decease punishment be imposed. unless. for obliging grounds affecting flagitious offenses. theCongress afterlife provides for it. Any decease punishment already imposed shall be reduced toreclusion perpetua. In mid-1987. a measure to seeking to reinstate the decease punishment for 15 ‘heinous crimes’ includingmurder. rebellion and the import or sale of forbidden drugs was submitted in Congress. 1988 In 1988. the armed forces started buttonholing for the infliction of the decease punishment. Then Armed Forcesof the Philippines Chief General Fidel Ramos was outstanding among those naming for thereintroduction of the decease punishment for rebellion. slaying and drug-trafficking. The militarycampaign for the Restoration of the capital penalty was chiefly against the CPP-NPA. whoseoffensives so included urban blackwash runs. Anti-death punishment groups including Amnesty International opposed the measure. but the House ofRepresentatives voted for Restoration by 130 ballots to 25. 1989 Three similar measures were put before the Senate. After a bloody 1989 putsch. President Aquinocertified as pressing one of these measures on the suggestion of Ramos. The said measure once more proposed deathpenalty for rebellion. every bit good as for sedition. corruption and rebellion. 1990 The Senate suspended the ballot on decease punishment for a twelvemonth1991 The Senate did non hold to travel to a determination. Ramos disposal A series of high profile offenses during this period. including the slaying of Eileen Sarmenta andAllan Gomez. created public feeling that flagitious offenses were on the rise. The Ramosadministration succeeded in reconstructing decease punishment. 1992 President Fidel Ramos during his first State of the Nation reference declared that hisadministration would see the Restoration of the decease punishment a legislative precedence. and urgedCongress to take rapid action. 1993 Ramos signed into Republic Act 7659. the new decease punishment jurisprudence. on December 13. 1993. 1994Republic Act 7659 took consequence on January 1. 1994.1996 Republic Act No. 8177. which mandates that a decease sentence shall be carried out through lethalinjection. was approved on March 20. 1996. Estrada disposal Seven decease inmates were executed during the Estrada disposal before he announced amoratorium on executings. 1999 Leo Echegaray. 38. was executed by deadly injection on February 5. 1999. He was the first to beexecuted after the Philippines restored decease punishment. It was the Philippine’s first executing in 22 old ages. Six more work forces followed within the following 11 months. 2000 On March 24. 2000. Estrada imposed a de facto moratorium in observation of the Christian JubileeYear. He besides granted 108 Executive Clemencies to decease inmates. On December 10. 2000. Human Rights Day. Estrada announced that he would transpose sentences ofall decease inmates to life imprisonment. He expressed his desire to attest as pressing a measure seeking arepeal of the Death Penalty Law. Arroyo disposal Please see Gloria Arroyo on decease penalty–a timelineWhile the Arroyo disposal has been characterized by a flip-flopping base on decease punishment. no decease inmate has been executed under her ticker. Voting individually. the two Houses of Congress on June 6. 2006 repealed the decease punishment jurisprudence. Arroyo signed Republic Act 9346 on June 24. 2006. The jurisprudence prohibited the infliction of the deathpenalty. History of decease punishment inthe Philippines The history of the decease punishment was extensively discussed by the Supreme Court in People vs. Echegaray. [ 1 ] As early 1886. capital penalty had entered the Philippine legal system through theold Penal Code. which was a modified version of the Spanish Penal Code of 1870. The Revised Penal Code. which was enforced on 1 January 1932. provided for the decease punishment inspecified offenses under specific fortunes. Under the Revised Penal Code. decease is the penaltyfor the offenses of lese majesty. correspondence with the enemy during times of war. qualified buccaneering. parricide. slaying. infanticide. snatch. colza with homicide or with the usage of deathly weapon orby two or more individuals ensuing in insanity. robbery with homicide. and arson ensuing in decease. The list of capital discourtesies lengthened as the legislative assembly responded to the exigencies of thetimes. In 1941. Commonwealth Act ( C. A. ) No. 616 added espionage to the list. In the fiftiess. at the heightof the Huk rebellion. the authorities enacted Republic Act ( R. A. ) No. 1700. otherwise known as theAnti-Subversion Law. which carried the decease punishment for leaders of the rebellion. From 1971 to1972. more capital discourtesies were created by more Torahs. among them. t he Anti-Hijacking Law. theDangerous Drugs Act. and the Anti-Carnapping Law. During soldierly jurisprudence. Presidential Decree ( P. D. ) No. 1866 was enacted punishing with decease. among others. offenses affecting homicide committedwith an unaccredited piece. In the wake of the 1986 revolution that dismantled the Marcos government and led to thenullification of the 1973 Constitution. a new fundamental law was drafted and ratified. The1987Constitutionprovides in Article III. Section 19 ( 1 ) that: Excessive mulcts shall non be imposed. nor barbarous. degrading or cold penalty inflicted. Neithershall decease punishment be imposed. unless. for obliging grounds affecting flagitious offenses. the Congresshereafter provides for it. Any decease punishment already imposed shall be reduced to reclusionperpetua. Congress passed Republic Act No. 7659 ( entitled â€Å"An Act to Enforce the Death Punishment on CertainHeinous Crimes. Amending for that Purpose the Revised Penal Code. as Amended. Other SpecialPenal Laws. and for Other Purposes† ) . which took consequence on 31 December 1993. Constitutional challengeThis is extensively discussed in the instance of Peoples vs. Echegaray. ( For redacting ) Abolition of decease penaltyOn 24 June 2006. President Gloria Macapagal-Arroyo signed into jurisprudence Republic Act No. 9346. entitled â€Å"An Act Forbiding the Imposition of Death Penalty in the Philippines† Effectiveness of the new jurisprudence Section 5 of R. A. No. 9346 specifically provides that it shall take consequence instantly after itspublication in two national newspapers of general circulation. This is pursuant to Article 2 oftheCivil Codewhich provides that Torahs shall take consequence after 15 yearss following the completion oftheir publication either in the Official Gazette. or in a newspaper of general circulation in thePhilippines. unless it is otherwise provided. R. A. No. 9346 was published in Malaya and Manila Times. two national newspapers of generalcirculation on 29 June 2006. Consequently. R. A. No. 9346 took consequence on 30 June 2006. [ 2 ] Exemplifying instances As a consequence of the abolishment of the decease punishment. bing punishments for decease were reducedtoreclusion perpetua. within the possibility ofparole. Here are exemplifying instances: The instance of Peoples of the Philippines vs. Quiachon [ 3 ] involves an accused who raped his 8-year olddaughter. a deaf-and-dumb. Under Article 266-B of theRevised Penal Code. the imposable penaltyshould have been decease. With the abolishment of the Death Penalty. nevertheless. the punishment was reducedtoreclusion perpetua. without the possibility of parole under theIndeterminate Sentence Law. The instance of Peoples of the Philippines vs. Santos [ 4 ] involves therapeof a 5-year old kid. Theaccused was meted the punishment of decease because colza committed against a  ¶child below seven ( 7 ) old ages old · is a dastardly and abhorrent offense which merits no less than the infliction of capitalpunishment under Article 266-B of theRevised Penal Code. The sentence was besides reducedtoreclusion perpetua. without the possibility ofparole. The instance of Peoples vs. Salome [ 5 ]involves arapeof a 13-year old miss ( who got pregnant ) . committedin a home and with the assistance of a bladed arm. The imposable punishment should hold been decease. but with the abolishment of the Death Penalty. theSupreme Courtreduced the punishment toreclusion perpetua. without the possibility ofparole. The instance of Peoples of the Philippines vs. Tubongbanua [ 6 ]involves the slaying of a victim whosuffered 18 pang lesions which were all directed to her thorax. bosom and lungs. Sing theexistence of the measure uping circumstance of apparent forethought and the aggravatingcircumstances of brooding. and taking advantage of superior strength without any mitigatingcircumstance. the proper imposable punishment would hold been decease. However. with the abolishment ofthe decease punishment jurisprudence. the punishment imposed wasreclusion perpetua. without the possibility ofparole

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Accounting Basics for Managers Essay Example | Topics and Well Written Essays - 1250 words

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Company Law Issues Essay Example | Topics and Well Written Essays - 1000 words

Company Law Issues - Essay Example The question of majority rule and minority protection arises in the van purchase, mismanagement of Resort Ltd by Samson and Delilah and the sale of shares to prevent a take over bid. Another significant issue raised by this case scenario is the liquidation of â€Å"Crystal Ltd† which increases the level of scrutiny of director activity. 1. The relevant issue that arises here is the pre incorporation of the contract for the purchase of the van. Per Section 36 (c ) of the Companies Act of 1985, any contract made prior to the incorporation of a Company by a person will make the person himself/herself liable for said contract. Muddle has signed the sale document on behalf of resort Ltd, in February, when the Company was not formed. Moreover, Muddle is a minority shareholder with only 20% of the shares, he can only table resolutions, he cannot push them through. If the Articles of association of Resort Ltd do not provide him authority to make the van purchase, it should have been ratified at a Board meeting with requisite majority, otherwise it will not stand. The rule established in Foss v Harbottle1 provides minority protection in that a corporation can sue where a wrong arises that is ratifiable. However, since Samson and Delilah oppose the purchase, hence Muddle may be personally liable for payment on the van. 2. Mr. Muddle may be found guilty of a serious breach of fiduciary duty that is expected of a Director of Resort Ltd. He has used his influence as Director in order to derive personal benefit through the sale of the building in Mislington to Restore Ltd, to the tune of 250,000 pounds2. Section 317 of the Companies Act of 1985 also places on directors a statutory duty to reveal any interest, profit or financial advantage accruing to them by virtue of their position. Therefore, by using his position to influence the purchase of the building in Mislington which he owns, he has breached his fiduciary duty and

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Managing people

Managing people Introduction: Leadership is integrated part of our life. According to corporate chief and former US presidential candidate Ross Perot, â€Å"the principles of leadership are timeless because, in a rapidly changing world, human nature remains a constant†. We all experience leadership in our life from early childhood in our families, through friendships, social, recreational and sports activities, school and higher education, to politics and government, and, of course, in our work, we all recognize leadership in other people and often in ourselves. In government, global corporations and small businesses alike, the leadership role is becoming more demanding, more open to scrutiny and more difficult [Roger Gill]. The development of leadership theory also parallels the development of organizational theory. The bureaucratic form of organization is characterized by ‘laissez-faire leadership whereby so-called leaders tend to avoid taking a stand, ignore problems, not follow up, and refrain from intervening or transactional leadership, in which leaders practise management by exception, focusing only on deviations from what is required, and contingent reward, rewarding people (either materially or psychologically) for achieving what is required. The emergence of the post-bureaucratic form of organization in the late nineteenth century reflects the development of the concept of transformational leadership. Theory Approaches to Leadership:Number of Leadership theories and approaches has been evolved on the basis of Style, Trait, Behavioural, Transformational, Situational and Charisma. Many researchers made efforts linking some of the theories across these leadership approaches. But each model has its own pros, cons, assumptions and limitations. Latest researches are conducted on Situational Transformational leadership styles. Leadership gurus presented new models as variations to the already existing models. Max Weber, MacGregor, Bernard Bass, Warren Bennis Nanus are few important researchers in the area of transformational leadership. Understanding the difference between transactional and transformational leadership is vital in getting the whole concept of transformational leadership theory. In general, a relationship between two people is based on the level of exchange they have. Exchange need not be money or material; it can be anything. The more exchange they have the more stronger the relation. Managers expects more productivity from employee in order to give good rewards. In this way, if something is done to anyone based on the return then that relation is called as ‘Transactional type. In business, leaders announces rewards in turn to the productivity. These relations are all about requirements, conditions and rewards. In life, at one point of time, things happen without expectation from other side. Say, moms dedicated service to her kid. Mom doesnt expect anything from the child and the service she provides in raising the child isunconditional, dedicated, committed. Mom plays a major role in shaping up the kids future life. This type of relation is called as ‘Transformational. Leaders do exist in this world with these behaviours. Transformational Leade rs work toward a common goal with followers; put followers in front and develop them; take followers to next level; inspire followers to transcend their own self-interests in achieving superior results. Leadership Approach in TATA Group: TATA Group founded in 1868, is an Indian multinational conglomerate headquartered in the Mumbai, India. The Group has 500,000 employees spread over six continents (more than 80 countries). TATA Group has market capitalization worth $70bn as of today and is the largest private corporate group in India. TATA Group is biggest employer in UK, employing more than 50,000 people. TATA Group has interests in communications, IT, engineering, materials, services, energy, consumer products and chemicals. Its chairman, Ratan Tata is one of Indias and the worlds most influential person right now. The Tata Group is known for its good business ethics and corporate governance. The Group leadership style has been quite consistent from its existence. The Group has incorporated some more leadership changes which are essential in current century to drive towards more competitive. In terms of leadership style, TATA Group has adopted a team-led culture. With Ratan as a leader, the management style of the entire group changed, trust became a huge facet and theme of the group. Ratan put in a complete organisational restructuring in place when he took over taking a more matrix-style approach building teams, replacing many of the senior managers with younger ones and bringing the retirement age of senior managers to 65 from 70 years. These changes would have obviously transformed a lot in the business, senior managers would have had to be on their toes and flexibility and adaptability became essential qualities to have. The leadership changed from a centralised, command centre to a much more distributed form with employees and all managers enjoying greater responsibility and knowledge about the Group, which would have in turn; motivated them to work harder and as a group. From distinctive Leadership models available such as the McGregor Theory X and Y; where a theory X manager believes workers dislike work, are not creative and avoid al l responsibility while a theory Y manager believes that workers get as much enjoyment from work as they can derive with leisure, accept responsibility and are creative; it can be seen from this, that Ratan wanted all his managers to be modelled as closely to Theory Y and he himself could be called a Theory Y manager. He encouraged managers to be innovative and share all their ideas, consulting actively with them and giving them more responsibility and importantly encouraged team-working. Using standard leadership style models of Autocratic, Democratic, Paternalistic and Laissez-faire, Ratan Tata can be described as the leader who employs a more democratic approach but also uses facets of the other three models, a perfect leader in my view. He is democratic because he encourages communication and participation, and workers have access to some of the knowledge of the business. However, he is also paternalistic in a way, because he cares greatly about the well-being of his employees as was evident because after the 26/11 terror attacks, he personally visited each affected employees residence (80 in total) which shows he does have a humanistic touch to his leadership as well. He is autocratic in certain ways but only when needed especially when quick and informed decisions have to be taken, but he is never too commanding in his nature, being a man of few words and being more of a man of action, this is evident from the manner he aggressively pushes for bold international deals, such as during the global acquisitions of business powerhouses such as Corus, Jaguar and Land Rover, and Tetley Tea. This quote from Mr. Muthuram, another executive director, clearly shows that he is a man, who is intent on succeeding and is sure of himself, â€Å"Ratan was the chief architect of the Corus deal. I was worried about the magnitude and the amount of money. But he instilled confidence.† He also uses facets of the Laissez-Faire model such as the delegation of important duties and decision-making, he also does not in any way interfere with any managers functioning, he might make a broad strategic assessment but he does not interfere in operational issues and details, this shows that he has complete trust and faith in his managers and believes in their ability, this quote from Mr. Gopalakrishnan, an executive director of the company, shows how much value Ratan Tata places on his trust, this can be highly motivating for managers and workers alike, I remember what Mr Tata told us at a meeting. He said that he will continue to trust all his managers, but once they lose that trust, he will go after them. I think that is a very fair deal† Looking at other leadership models, such as Max Webers Transactional and Transformational Leadership models, where a leader is classed in three brackets which are Bureaucratic, Charismatic and Traditional, where a bureaucratic leader is one who is always bound by the set rule and does not want to tread beyond them; a Traditional leader is one who does and follows everything from a long past or history and always loyally obeys these ‘traditions; a Charismatic leader is one who uses his own laurels or abilities to inspire and is one who can be described as radically opposed to administrative rules and legal principles. From these models Ratan Tata easily falls into the Charismatic Model because he is one who leads by example, coming up with highly innovative ideas such as the one lakh car the ‘Nano, budget hotels or low-end watches, he brought radical change to the Tata Group as a whole, changing it from its ‘Traditional mindset to new more flexible and adaptive cultu ral mindset. One can also look at Bennis and Nanuss Transformational leadership model which states that transformational leaders make their followers into self-empowered leaders and their main focus is to articulate vision and values clearly so the newly self-empowered leaders know where to go; it then talks about the four Is of Transformational leadership which are Idealised Influence ( being a role model) Inspirational Motivation( cultivating a team spirit, motivate and provide a challenge) Intellectual Stimulation( Innovation and creativity) Individual Consideration(mentoring and providing support for followers) Ratan Tata can be then described as a complete transformational leader, because he epitomises all the Is and is clearly a man with a great vision; he changed the business culture to one that is team-based, he empowers all his managers and executives and has complete faith in them, he is extremely innovative and is credited for much of the Groups new products, he places a great deal of importance to his Research and Development department and he definitely cares deeply about the welfare of all his employees and managers, which was demonstrated during the 26/11 terror attacks that hit Mumbai and targeted one of his hotels. He is a visionary and proof of this comes from this quote, â€Å"One hundred years from now, I expect Tatas to be much bigger, of course, than it is now. More importantly, I hope the group comes to be regarded as being the best in India. Best in the Manner in which we operate, Best in the products we deliver, and best in our value system and ethics. Having said that, I hope that a hundred years from now we will spread our wings far beyond India, that we become a global group, operating in many countries, as Indian business conglomerate that is at home in the world, carrying the same set of trust as we do today† Ratan Tata is a leader who realised the kind of market his businesses were in competitively and always wanted them to be up to date in all their processes and technology. This famous quote from his lips is proof enough of this fact, A company or business which remains static is a business that will die; a company that constantly changes and accepts that there are better ways to do things than the way they are done today, is a company that will survive in the global market that we face. From this statement we can figure that he is a fierce competitor and a man who understands the market he faces. Ratan Tata. He is also a very deep thinker and a brilliant strategist as is described by one of his Executive directors, Mr. Alan Rosling, â€Å"He is a deep thinker and extremely strategic. He is always 2-3 steps ahead† Another important quality that Ratan Tata has is that he is a man of strong Integrity and principle; he never compromises on his ethics and does not deal with any business or company that compromises them and values his shareholders very highly , another quote from Mr. Gopalakrishnan shows this fact, Tata has shown that there is no other way he will do business other than do it ethically There is evidence of this fact from the incident when the finances of Tata Finance were in huge losses due to financial faults made by senior officials; Ratan announced that the holding company they owned would provide the necessary finance needed for the unascertained losses, thus giving shareholders their dividend. His personality is reflecting in the Groups reputation and giving them a good global image. I choose Ratan Tata because I feel he is a complete leader and he is someone who definitely has transformed the face of the Indian business world, he is someone who never compromises on his ethics and principles and has set a strong value system for the Tata Group as a whole, in a country where ethical and value-orientated business is never a top priority. He is someone who epitomises the complete leader with all his qualities; he is a man of great integrity and dignity, and he is also a champion of social causes with his the Tata Foundation being the largest charitable organisation base in the country, and he is a man of modesty who never likes to take credit for anything even if it does completely belong to him. Critically evaluate what is the relationship between Prediction Markets and the concept of Open Innovation. Answer to Question 2: There is a very strong fundamental relationship between Prediction Markets and the Concept Question 3: Discuss whether and to what extent business organisations can make use of Prediction Markets and critically evaluate what are the necessary modifications that organisations have to put in place in order to profit from the use of Prediction Markets. Answer to Question 3: In comparison with traditional methods to demand forecast, Prediction Markets provides