USS Iowa (BB-61) Battleship

USS Iowa (BB-61) was the lead ship of the Iowa-class of battleships. The last and largest class of battleship constructed for the US Navy, the Iowa-class ultimately consisted of four ships. Following the pattern set by the preceding North Carolina- and  South Dakota-classes, the Iowa-classs design called for a heavy armament combined with a high top speed. This latter trait allowed them to serve as effective escorts for carriers. Commissioned in early 1943, Iowa was the only member of the class to see extensive service in both the Atlantic and Pacific theaters of  World War II. Retained at the end of the conflict, it later saw combat during the Korean War. Though decommissioned in 1958, Iowa was modernized and brought back into service during the 1980s. Design In early 1938, work commenced on a new battleship design at the behest of Admiral Thomas C. Hart, head of the US Navys General Board. Originally conceived as an enlarged version of the South Dakota-class, the new ships were to mount twelve 16 guns or nine 18 guns. As the design was revised, the armament became nine 16 guns. Additionally, the class anti-aircraft armament underwent several revisions with many of its 1.1 guns being replaced with 20 mm and 40 mm weapons. Funding for the new battleships came in May with the passage of the Naval Act of 1938. Dubbed the Iowa-class, construction of the lead ship, USS Iowa, was assigned to the New York Navy Yard. Intended as the first of four ships (two, Illinois and Kentucky were later added to the class but never completed), Iowa was laid down on June 17, 1940. Construction With the US entry into World War II following the attack on Pearl Harbor, construction of Iowa pushed forward. Launched on August 27, 1942, with Ilo Wallace, wife of Vice President Henry Wallace, as sponsor, Iowas ceremony was attended by First Lady Eleanor Roosevelt. Work on the ship continued for another six months and on February 22, 1943, Iowa was commissioned with Captain John L. McCrea in command. Departing New York two days later, it conducted a shakedown cruise in the Chesapeake Bay and along the Atlantic coast. A fast battleship, Iowas 33-knot speed allowed it to serve as an escort for the new Essex-class carriers that were joining the fleet. USS Iowa (BB-61) - Overview Nation: United StatesType: BattleshipShipyard: New York Naval ShipyardLaid Down: June 27, 1940Launched: August 27, 1942Commissioned: February 22, 1943Fate: Museum ship Specifications Displacement: 45,000 tonsLength: 887 ft., 3 in.Beam: 108 ft., 2 in.Draft: 37 ft., 2 in.Speed: 33 knotsComplement: 2,788 men Armament Guns 9 Ãâ€" 16 in./50 cal Mark 7 guns20 Ãâ€" 5 in./38 cal Mark 12 guns80 Ãâ€" 40 mm/56 cal anti-aircraft guns49 Ãâ€" 20 mm/70 cal anti-aircraft cannons Early Assignments Completing these operations as well as crew training, Iowa departed on August 27 for Argentia, Newfoundland. Arriving, it spent the next several weeks in the North Atlantic to protect against a potential sortie by the German battleship Tirpitz which had been cruising in Norwegian waters. By October, this threat had evaporated and Iowa steamed for Norfolk where it underwent a brief overhaul. The following month, the battleship carried President Franklin D. Roosevelt and Secretary of State Cordell Hull to Casablanca, French Morocco on the first part of their journey to the Tehran Conference. Returning from Africa in December, Iowa received orders to sail for the Pacific. Island Hopping Named Flagship of Battleship Division 7, Iowa departed on January 2, 1944, and entered combat operations later that month when it supported carrier and amphibious operations during the Battle of Kwajalein. A month later, it helped cover Rear Admiral Marc Mitschers carriers during a massive aerial attack on Truk before being detached for an anti-shipping sweep around the island. On February 19, Iowa and its sister ship USS New Jersey (BB-62) succeeded in sinking the light cruiser Katori. Remaining with Mitschers Fast Carrier Task Force, Iowa provided support as the carriers conducted attacks in the Marianas. On March 18, while serving as flagship for Vice Admiral Willis A. Lee, Commander Battleships, Pacific, the battleship fired on Mili Atoll in the Marshall Islands. Rejoining Mitscher, Iowa supported air operations in the Palau Islands and Carolines before shifting south to cover Allied attacks on New Guinea in April. Sailing north, the battleship supported air attacks on the Marianas and bombarded targets on Saipan and Tinian on June 13-14. Five days later, Iowa helped protect Mitschers carriers during the Battle of the Philippine Sea and was credited with downing several Japanese aircraft. Leyte Gulf After aiding in operations around the Marianas during the summer, Iowa shifted southwest to cover the invasion of Peleliu. With the conclusion of the battle, Iowa and the carriers mounted raids in the Philippines, Okinawa, and Formosa. Returning to the Philippines in October, Iowa continued to screen the carriers as General Douglas MacArthur commenced his landings on Leyte. Three days later, Japanese naval forces responded and the Battle of Leyte Gulf began. During the course of the fighting, Iowa remained with Mitschers carriers and raced north to engage Vice Admiral Jisaburo Ozawas Northern Force off Cape Engaà ±o. Nearing the enemy ships on October 25, Iowa and the other supporting battleships were ordered to return south to aid Task Force 38 which had come under attack off Samar. In the weeks after the battle, the battleship remained in the Philippines supporting Allied operations. In December, Iowa was one of many ships that were damaged when Admiral William Bull Halseys Third Fleet was hit by Typhoon Cobra. Suffering damage to a propeller shaft, the battleship returned to San Francisco for repairs in January 1945. Final Actions While in the yard, Iowa also underwent a modernization program which saw its bridge enclosed, new radar systems installed, and fire control equipment improved. Departing in mid-March, the battleship steamed west to take part in the Battle of Okinawa. Arriving two weeks after American troops had landed, Iowa resumed its previous duty of protecting the carriers operating offshore. Moving north in May and June, it covered Mitschers raids on the Japanese home islands and bombarded targets on Hokkaido and Honshu later that summer. Iowa continued to operate with the carriers until the end of hostilities on August 15. After overseeing the surrender of the Yokosuka Naval Arsenal on August 27, Iowa and USS Missouri (BB-63) entered Tokyo Bay with other Allied occupation forces. Serving as Halseys flagship, Iowa was present when the Japanese formally surrendered aboard Missouri. Remaining in Tokyo Bay for several days, the battleship sailed for the United States on September 20. Korean War Taking part in Operation Magic Carpet, Iowa aided in transporting American troops home. Arriving at Seattle on October 15, it discharged its cargo before moving south to Long Beach for training operations. Over the next three years, Iowa continued with training, served a stint as flagship of the 5th Fleet in Japan, and had an overhaul. Decommissioned on March 24, 1949, the battleships time in the reserves proved brief as it was reactivated on July 14, 1951 for service in the Korean War. Arriving in Korean waters in April 1952, Iowa began shelling North Korean positions and provided gunfire support for the South Korean I Corps. Operating along the east coast of the Korean Peninsula, the battleship routinely struck targets ashore through the summer and fall. Departing the war zone in October 1952, Iowa sailed for an overhaul in Norfolk. Modernization After conducting a training cruise for the US Naval Academy in mid-1953, the battleship moved through a number of peacetime postings in the Atlantic and Mediterranean. Arriving at Philadelphia in 1958, Iowa was decommissioned on February 24. In 1982, Iowa found new life as part of President Ronald Reagans plans for a 600-ship navy. Undergoing a massive program of modernization, much of the battleships anti-aircraft armament was removed and replaced with armored box launchers for cruise missiles, MK 141 quad cell launchers for 16 AGM-84 Harpoon anti-ship missiles, and four Phalanx close-in weapons systems Gatling guns. In addition, Iowa received a full suite of modern radar, electronic warfare, and fire control systems. Re-commissioned on April 28, 1984, it spent the next two years conducting training and taking part in NATO exercises. Middle East Retirement In 1987, Iowa saw service in the Persian Gulf as part of Operation Earnest Will. For much of the year, it aided in escorting re-flagged Kuwaiti tanker through the region. Departing the following February, the battleship returned to Norfolk for routine repairs. On April 19, 1989, Iowa suffered an explosion in its Number Two 16 turret. The incident killed 47 crewmen and initial investigations suggested that the explosion was the result of sabotage. Later findings reported that the cause was most likely an accidental powder explosion. With the cooling of the Cold War, the US Navy began reducing the size of the fleet. The first Iowa-class battleship to be decommissioned, Iowa moved to reserve status on October 26, 1990. Over the next two decades, the ships status fluctuated as Congress debated the US Navys ability to provide gunfire support of US Marine Corps amphibious operations. In 2011, Iowa moved to Los Angeles where it was opened as a museum ship.

Personal Statement Lord Of The Glory - 927 Words

Father, help me to keep my eyes focused on you no matter the situation and how I am feeling today. Help me to remember that you are the one who made my body and you know every thing that is not in working order. I believe you are a healer, even of those thing I have no knowledge of. I believe Lord, that you are also a comforter, and that you sent the Holy Spirit to comfort me in my time of need, and for that Lord, I thank you in advance for healing me in both my body and my heart and for the comfort to ease my uneasiness. Lord you also made my mind and my every thought as well as my dreams and desires here on earth. Today I need encouragement for those dreams and desires and strength and an understanding to know that every setback does not mean it is not so, and I will keep my eye on the prize, because I run to win, and when I win Lord you get all the glory, because it is not in my own strength and my being that is has come to pass, but it is only with your help that I am here and for that Lord, I thank you for being the potter and I being the clay, thank you for molding me and shaping me into what you would have me to be. Thank you for keeping me in my right mind! Lord today, I struggle, I am hurting and in pain, my thoughts are clouded with what I see, what I hear and what is presented before me. Today my eyes are filled with tears because I am human and my emotions are running wild. 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The second critical role divine’s presence that protects Beowulf in all most all of the battles he joins. The narrator presents Beowulf as a god-like hero and the strength he has because of all the victories and all the undefeated glory in the battles he has done throughout the poem. Although, the narrator oftenRead MoreThe Lord Is Perfect, Reviving The Soul1569 Words   |  7 PagesThe law of the Lord is perfect, reviving the soul; the testimony of the Lord is sure making wise the simple; the precepts of the Lord are right, rejoicing the heart; the commandment of the Lord is pure, enlightening the eyes; the fear of the Lord is clean, enduring forever; the rules of the Lord are true, and righteous altogether. More to be desired are they than gold, even much fine gold; sweeter also than honey and drippings of the honeycomb. Moreover, by them is your servant warned;Read MoreJesus Miracle1383 Words   |  6 Pagesthe servants fill the jars, they pour a glass for the head steward. 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While this book is not an in depth analysis, it does provide a brief overview of why the author believes that business can be and should be used to glorify God. In the book, the author starts off by posing the question of whether or not business itself is good or evil. Of course, business by itself is neither good nor evil it is the people

Spanish Period Reaction Paper free essay sample

The Battle of Mactan, April 27, 1521, which Lapu-Lapu and his warriors defeated Magellan. SUMMARY: Ferdinand Magellan arrived in the Philippines in 1521. Magellan landed on the island of Cebu, claiming the lands for Spain and naming them Archipelago of San Lazaro. He set up friendly relations with some of the local ains and converted some of them to Roman Catholicism. However, Magellan was killed by natives, led by a local chief named Lapu-Lapu, who go up against foreign domination. Over the next several decades, other Spanish expeditions were sending off to the islands. In 1543, Ruy Lopez de Villalobos led an expedition to the islands and gave the name Las Islas Filipinas (after Philip II of Spain) to the islands of Samar and Leyte. The name would later be given to the entire archipelago. Permanent Spanish settlement was not established until 1565 when an expedition led by Miguel Lopez de Legazpi, the first Governor-General of the Philippines, arrived in Cebu from New Spain. We will write a custom essay sample on Spanish Period Reaction Paper or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Six years later, following the defeat of the local Muslim ruler, Legazpi established a capital at Manila. Manila became the center of Spanish civil, military, religious, and commercial activity in the islands. Church and state were inseparably linked in Spanish policy, with the state assuming responsibility for religious establishments. One of Spains objectives in colonizing the Philippines was the conversion of Filipinos to Catholicism. The work of conversion was facilitated by the absence of other organized religions, except for Islam, which predominated in the south, from which the Muslims of Mindanao and the upland tribal peoples of Luzon remained detached and separated. In 1781, Governor-General Josà © Basco y Vargas founded the Economic Society of Friends of the Country. The Philippines by this time was administered directly from Spain. Developments in and out of the country helped to bring new ideas to the Philippines. The opening of the Suez Canal in 1869 cut travel time to Spain. This prompted the rise of the ilustrados, an enlightened Filipino upper class, since many young Filipinos were able to study in Europe. Decline of Spanish Rule Josà © Rizal, the most celebrated intellectual and essential illustrado of the era, wrote the novels Noli Me Tangere and El Filibusterismo, which greatly inspired the movement for independence. The Katipunan, a secret society whose primary principle was that of overthrowing Spanish rule in the Philippines, was founded by Andrà ©s Bonifacio who became its Supremo (leader). The Philippine Revolution began in 1896. Rizal was concerned in the outbreak of the revolution and executed for treason in 1896. The Katipunan split into two groups, Magdiwang led by Andrà ©s Bonifacio and Magdalo led by Emilio Aguinaldo. Conflict between the two revolutionary leaders ended in the execution or assassination of Bonifacio by Aguinaldos soldiers. Aguinaldo agreed to a treaty with the Pact of Biak na Bato and Aguinaldo and his fellow revolutionaries were exiled to Hong Kong. It was the opposition to the power of the clergy that in large measure brought about the rising attitude for independence. Spanish injustices prejudice, and economic oppressions fed the movement, which was greatly inspired by the brilliant writings of Josà © Rizal. In 1896 revolution began in the province of Cavite, and after the execution of Rizal that December, it spread throughout the major islands. The Filipino leader, Emilio Aguinaldo, achieved considerable success before a peace was patched up with Spain. It took 300 years before we are free from the Spanish colony. REACTION: My opinion about Spanish Period is that through the invasion of Spain to our country we got a new and advance culture from Europe and Mexico. Our cultural traits and customs were influenced by Spain. And through the study of this period I got an idea that the Philippines fell into the Spaniards because of the Filipinos itself they are not united instead of fighting for the nation some fought for Spain. Spaniards taught us some good culture like making our country a centralized government and bringing Christianity to us, which improved the life of people. It stopped the practice of divorce, infanticide, animal and human sacrifices, polygamy and tribal wars. They made us the only Christian nation in Asia.

Mp3 Piracy Essays - File Sharing, Music Piracy,

Mp3 Piracy In this digital world, the idea of obtaining any materialistic pleasures with a computer is simply amazing to me. It initiates an already growing problem with scarcity and unlimited wants. The fact that everyone with a computer could have free music all the time is quite appealing? Of course, as with anything else, there are limits to what enjoyment we can have by suggesting that we are being morally judged. This seems to be the hidden question behind all the other piracy-related jargon. MP3 piracy and the moral fibers that bind us together are changing our lives right in front of us, while technology is bringing us closer realizing it. Those who produce intellectual property and those who benefit from it are currently debating the implications it may have on the future of online music. There are basically two sides to the issue. On the one hand, there are those corporate monsters that scream copyright infringement and push with litigation. The recording industry, for the most part, suggests that it is wrong to copy works from others and perhaps return profits for them. This is the basic notion that ideas have value. The primary concern for these people is the lack of revenue from the sale of music albums in stores. They encourage legislation for the sole purpose of protecting their own interests. They don't agree with web sites distributing free music files of which have copyright protection. Moreover, the record industry is investing in new media venture, and seeking partners, to develop online music services for its consumers. This may indeed be the unbalancing of the arguments because they have more influence over government decisions than do the consumers. They can advise governments on the laws needed to protect artists and their creations. In contrast, there are those consumer groups that feel it is a good way to promote little-known artists' music, thus becoming the springboard for their shot at success. The same could be said of struggling artists, as well. Those artists that lost their appeal to the changing of society could promote their contribution to the industry, perhaps giving them another shot. For example, a recent Spin article stated that 30% of long-time struggling artists have gradually regained recognition as a result of free access to their music. Therefore, listeners could sample their music for free and decide if they have made some sort of comeback, not to mention whether or not they are worth the inflated prices of album-length CDs. These people, concerned with corporate price fixing, feel that listeners could hear particular songs and not have to pay full price for an album that may have only two or three songs that appeal to them. This is what you call self-interest. The concern would have to be w hether there is profit sharing going on or not, such as resale of copyrighted songs. This would be the illegal aspect of this issue. However you judge this issue, both sides, both arguments hold water. News Summary As discussed earlier, the particular Spin article I came across, among many others, focused on the future of the recording industry and the subsequent effects it will have on consumer activity. The article suggests, for all intensive purposes, that the decision to accept or reject the issue should be based on intent rather than simply the act of downloading the copyrighted music, as well as the distribution of the necessary devices. It further predicts the fate of the music industry not being overrun as a result of Internet sharing, but rather as an assisting device to promote and eventually helping to sell the music. It suggests, for example, a possible way that the record companies could still turn a profit such as the concept of pay-per-view. This consists of the record companies charging a fee to web sites that have MP3 distribution software. The point that this article was trying to make was that there would have to be a trade-off so as not to force the consumer market to make s uch rash decisions like music piracy. The music industry will eventually further itself into the age of the music single, thus providing songs individually and allowing consumer to compile song libraries selectively. Organizations Foremost among the

The American Dream Represented by Dee in Alice Walkers free essay sample

The American Dream is the pursuit of life, liberty, and happiness. Since the United States became an independent country in 1776, Americans have pursued their own dreams, all hoping to earn money, own land, and lead a life not dictated by anyone else. In Alice Walker’s â€Å"Everyday Use,† Dee is a shining example of an American pursuing her dream and succeeding at it. Dee came from a background of poverty. Her lineage includes slaves and farm workers that were never able to better themselves enough to rise above the poverty. She knew since she was little that the country was not for her. She wanted an education. She wanted to move to the city. So Dee worked very hard from the time she was a child to become educated and literate enough to go to college. Dee accomplished that, and when she got there met more people similar to her. She met African Americans that felt they need not be hindered by their poor backgrounds. We will write a custom essay sample on The American Dream Represented by Dee in Alice Walkers or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page One of the wonderful things about America is that there is no caste system. A man or a woman may be born poor and uneducated, but he or she does not have to stay that way. Americans can be as successful as they set their minds to. Dee was born with this mentality. Her background did not mean much to her in respect of how successful she would be in life. â€Å"Everyday Use† begins with Mama and Maggie, Dee’s younger sister, awaiting Dee’s arrival. She is coming home for a visit after being away at college in the city for a long time. When she arrives she looks much different than Mama and Maggie. She is dressed in a way that can be described as stylized African clothes. She is wearing a bright orange African styled dress, is wearing big gold jewelry, and is wearing her hair in a natural afro. She has also brought with her a man that could be her husband, she does not say for certain. The man greets Mama with the Muslim greeting â€Å"Asalama leikum†, and since Mama cannot pronounce or perhaps remember what he says his name is, she calls his Asalama leikum throughout the story. Dee announces she has also changed her name to Wangero, because the name Dee was given to her by the people that oppressed her. Dee takes many pictures of the house and of Mama and Maggie. She asks for the lid of an old butter churn that one of Dee’s uncles made himself. Dee is hoping to capture the poverty from which she came, and take it home with her to the city to show her friends. Eventually she asks for some old family quilts. At this point Mama gets angry with Dee. Mama had offered the quilts to Dee a long time ago, but then Dee did not want them. Now they are promised to Maggie. Dee argues with Mama that the quilts need to be properly displayed, and that Maggie will just put them to everyday use. Eventually Mama wins and Dee leaves without the quilts. One interpretation of Dee in â€Å"Everyday Use† is that she has a very misguided view of her heritage. She would rather identify with the Africans that she has never been exposed to than with her more direct lineage. Dee was a family name, but because she associated it with the slave owners that owned her family, she chose to give herself a new name. Furthermore, all Dee’s life she has wanted nothing more than to get away from her poverty stricken country home, but now, all of the sudden, she wants pictures of it, and wants to bring pieces of it back home with her. It is not wonder why Mama is confused and a little upset by Dee’s actions. It does however, make good sense. Clearly, Dee did hate her home when she was a child. Mama even alluded that house fire that burned down their first home may have been caused by Dee. Dee absolutely did hate her home and everything it represented: slavery, poverty, illiteracy. Dee is an adult now, she is educated now. Now she can look back on her past and have a sense of accomplishment and pride in herself for getting out of there. It is no surprise she wants pieces of her past to with her into her future. They will remind her of why she works so hard. They will remind her every day what her American Dream is, and how she must work at achieving it every day. Dee embodies the American Dream. She was born into poverty, the descendant of slaves, but she did not want to stay that way. Dee wanted to be an educated proud woman, living in the city. Dee accomplished that. Dee became strong and independent. She hated where she came from but now she can appreciate it. Dee finally got to a place in her life where she can accept her past, as unfortunate as it was, as a huge factor in getting her where she is now. If she had not come from such a bad background, she may not have been motivated enough to better herself. Further reading into the actual life of Alice Walker would reveal that she too, was born in poverty, and she too moved to the city for an education. Walker became a member of â€Å"The Movement,† and advocate for African American civil rights. One may view Dee as Walker’s interpretation of herself. Both are strong willed women that achieved their own American Dreams, and would serve as exceptional role models for anyone else with a similar dream.

Good Business Schools With One-Year MBA Programs

Good Business Schools With One-Year MBA Programs A one-year MBA program is a Master of Business Administration (MBA) program that takes 12 months to complete. One-year MBA programs are also known as fast-track MBA programs, accelerated MBA programs, or 12-month MBA programs. What differentiates this program from a traditional MBA program is the amount of time it takes to complete the program and earn a degree. Traditional MBA programs typically take two years to complete. So, a one-year MBA program allows students to earn their degree in half the time it takes an average student. One-year MBA programs also have financial benefits over two-year programs. For instance, tuition is half the price because you have to pay for just one year of education rather than two. There is also missed income to consider. Attending school full-time for two years means two years without full-time employment income. A one-year MBA program gets you back to work in half the time. Business Schools With One-Year MBA Programs INSEAD began offering the first one-year MBA program decades ago. These programs are now commonplace in many European schools. The popularity of the programs has prompted many U.S. business schools to offer an accelerated MBA option in addition to traditional two-year MBA programs, executive MBA programs, and part-time MBA programs. You won’t find a one-year MBA program at every business school, but you should have no problem locating a one-year MBA program at a good business school. Lets take a look at some of the well-known and reputable business schools that allow students to earn an MBA in one year or less. INSEAD We start our exploration of one-year MBA programs with INSEAD because it pioneered the one-year MBA and is widely considered to be one of the best MBA schools in the world. INSEAD has campuses in France, Singapore, and  Abu Dhabi. Their accelerated MBA program can be completed in just 10 months. During that time, students take 20 courses (13 core management courses and 7 electives). Students can choose from more than 75 different elective options, which allows for a fully customizable experience. Another positive attribute of this program is the opportunity to experience multicultural education. INSEAD students are diverse, representing more than 75 nationalities. During the first four months of the program, students complete dozens of group projects so that they can learn what it is like to lead and work in diverse teams. At least half of INSEAD grads go on to own or manage their own company. Read more about the INSEAD MBA program. Kellogg School of Management The Kellogg School of Management at Northwest University is one of the highest ranked U.S. schools with a one-year MBA program. It was also one of the first U.S. schools to offer a one-year MBA program. The most interesting aspect of the Kellogg program is that it doesn’t jam two years worth of courses into 12 months like some schools do. Instead, Kellogg students get the option to skip core courses and focus on electives that match their career goals. With more than 200 courses to choose from, students can really make sure their education is as broad or as focused as they would like it to be. The customization continues with experiential learning. Kellogg has more than 1,000 experiential learning opportunities to choose from, including special labs, courses, and projects that provide real experience with critical business and management issues. Read more about the Kellogg One-Year MBA program. IE Business School IE Business School is a Madrid school that is consistently ranked among the best schools in Europe and on a global scale. The student body in the one-year MBA program, also known as the IE International MBA program, is 90 percent international, which means classrooms are diverse. MBA students can choose from either English or Spanish instruction. The curriculum shies away from the traditional - up to 40 percent of the program can be customized and tailored to your individual career goals and needs. One-year MBA students start out with a core period that emphasizes entrepreneurship before moving on to a lab period that consists of two accelerated labs designed to provide  experiential, challenge-based learning. The program culminates with an elective period that allows students to customize the rest of their education with courses, study at Wharton (a partner school), competitive IE consulting projects, a 7-10 week internship, and other unique opportunities. Read more about the IE International MBA program. Johnson Graduate School of Management For students who want to earn an Ivy League MBA from a U.S. school in just 12 months, the Johnson Graduate School of Management at Cornell University is the place to be. Johnsons one-year MBA program is specifically designed for current and aspiring professionals with strong leadership and quantitative skills. Students in the one-year MBA program take core courses during 10-week summer term before joining two-year MBA students in remaining courses. One-year MBA students also have access to the full range of courses across Cornell University, which amounts to about 4,000 different options. Highlights of the one-year MBA program include international study trips, a fall semester Management Practicum that allows students to gain hands-on experience through real consulting projects, and a spring semester Immersion Program that integrates coursework with fieldwork. Read more about the Johnson One-Year MBA program. Selecting a One-Year MBA Program The business schools mentioned in this article are not the only good schools with a one-year MBA program. There are a lot of them out there! However, these schools do provide a solid example of what you should look for in a one-year program. Some of the most desirable programs offer: Diverse classroomsA solid core curriculumCustomizable electivesExperiential learning experiencesGlobal learning experiencesInternship opportunities

EOC Essay Example | Topics and Well Written Essays - 500 words

EOC - Essay Example Moreover, the EOP also has to be risk based. Therefore, it should be inclusive of hazard-specific data based on the threats that were developed in the analysis of the hazard. An EOP comprises of three parts that is the useful extensions that talks about performance of a specific task. Secondly, the hazard specific annexes that offer extra response. Thirdly, we have the basic plan. Further, for compatibility reasons with levels of government and other jurisdictions, the basic plan therefore does not have a standard format. Moreover the basic plan should comprise of the following components: Introduction, Purpose statement, Situations and assumptions, Concept of operations, Organizing and assignment of responsibilities, Administrational and logistics, Plan development and maintenance, and lastly Authorities and references. The emergency operational plan of Holderness, New Hampshire contains all the components of the basic plan (Fagel, 2011). A well stated incident of communication system in plan enables a swift action during an emergency. Good communication is essential in handling any case of emergency within institutions. The new Hampshire EOP has laid emphasizes on communication hence making it possible to effectively handle emergency situations arising anytime. Secondly, it is important to have a clear flow of information while handling an emergency. Since this will reduce instances of confusion among members of staff. This is reflected in the new Hampshire EOP where it outlines communication between various stakeholders that include, private sector, non-governmental organizations and the government. Lastly, setting aside of the resources by the federal, state and local government specifically for emergencies will help in dealing with the situations whenever they arise. Therefore, the new Hampshire EOP has laid procedures down on how to utilize the already set aside resources by the federal, state and local

Effect of Incentives on Employees Essay Example | Topics and Well Written Essays - 1250 words

Effect of Incentives on Employees - Essay Example The concepts of recognition and reward have been found to have close link with incentives. The main purpose of incentives is to increase the motivation of the employees in any organization towards attainment of their specific organizational and performance goals. It also leads to increased motivation to work as a team towards the attainment of a common goal of the members in an organization. In simple words, incentives are rewards and recognition given to an employee beyond their expected salary. (Incentives Get Employees Working) The most common form of incentive is any kind of monetary reward to the employee. Several other kinds of incentives include a free trip, promotion on trail basis, a free holiday, gifts, discount coupons and vouchers. However, these are not the only form of incentives and there are many more, which differ according to the demand of the situation. (Incentives Get Employees Working) Incentives are given to increase the motivation of the employees. Since money has a considerable effect on the increase in the levels of motivation, money is considered to be a great incentive in most, if not all the organizations. There have been a number of studies that have proven that incentives in the form of cash prize have been successful in obtaining the desired outcome from the employees. Not only money, but several other incentives have also proven to be effective. However, it's not in all the cases that incentives such as money, will defiantly lead to the desired outcome or attainment of organizational goals. Not all the incentives lead to satisfaction in the employees. There are several reasons for this, the first being disappearance of intrinsic or intangible incentives, followed by hierarchy of needs and saturation level. Absence of Intrinsic/Extrinsic Incentive When behaviour is followed with the greed in mind solely for extrinsic rewards, then the performance decreases. For instance, a doctor who did his job because he liked helping people, now does it with only one purpose of gaining more money, would charge more and work less. This reduces his performance; however his extrinsic incentive has risen. This equally applies to employees as well. In some cases, also if the employee gains more satisfaction by intrinsic rewards, then extrinsic incentives will not lead to increased motivation and vice versa. (Management Implications of the Interaction between Intrinsic Motivation and Extrinsic Rewards) Hierarchy of Needs According to Abraham Maslow's theory of motivation, every individual has needs that are set in levels of hierarchy. When the first level is achieved, the individual moves on to the second level of his needs. However, while he is struggling to achieve his second level of need, if the individual is given the first level of need, it doesn't motivate the individual at all. When applying this to any organization, incentives could at times cause dissatisfaction in the employee leading to decrease in performance. For instance, if an individual's current need is to buy a car and he puts all his efforts to attain the goals of the organization

Natural monopoly Essay Example for Free

Natural monopoly Essay This report studies what are the various sources of monopoly and real life examples for each source. It analyses how each of these businesses grew into a monopoly and substantiates the analysis with actual facts figures (wherever available). Methodology of study: The subject has been divided into sub-topics based on the source out of which the monopoly arises. The report begins with the introductory analysis of the monopoly functioning. Each source has then been studied with reference to one real life example followed by the conclusion. What defines a Monopoly – Its Characteristics: Profit Maximizer, Price Maker, High Barriers to Entry, Single seller, Price Discrimination: Major sources of monopolies: 1. Ownership of strategic resources: A monopoly is likely to arise if a firm has complete control over a key input or resource used in production. Famous example is diamond trade monopoly firm De Beers. 2. Government regulations: A government-granted monopoly (also called a de jure monopoly) is a form of coercive monopoly by which a government grants exclusive privilege to a private individual or company to be the sole provider of a commodity. Potential competitors are excluded from the market by law, regulation, or other mechanisms of government enforcement. 3. Patents: Patents grant the inventor the exclusive right to produce a product for 20 years (new worldwide patent period established with a 1995 GATT agreement). By granting the right to produce a new product without fear of competition, patents provide incentive for companies or individuals to continue developing innovative new products or services. For example pharmaceutical companies spend large sums on research and development and patents are essential to earning a profit. 4. Natural monopoly: A natural monopoly is a company that experiences increasing returns to scale over the relevant range of output and relatively high fixed costs. A natural monopoly occurs where the average cost of production declines throughout the relevant range of product demand. When this situation occurs, it is always cheaper for one large company to supply the market than multiple smaller companies. An early market entrant that takes advantage of the cost structure and can expand rapidly can exclude smaller companies from entering and can drive or buy out other companies. Monopoly through ownership of key resource: De Beers Diamonds are one of the worlds, and specifically Africa’s, major natural resources. An estimated US$13 billion worth of rough diamonds are produced per year, of which approximately US$8. 5 billion are from Africa (approximately 65%). Global diamond jewellery sales continue to grow, increasing three-fold in the past 25 years, and are currently worth in excess of US$72 billion every year. Chronology over which DeBeers has become one of the world’s most powerful monopolies:1. Ownership of all South African diamond mines: Smaller groups needing common infrastructure form diggers committees and small claim holders wanting more land merge into large claimholders to form larger ones. In no time, it could establish De Beers consolidated mines. 2. Supply and Demand control: The Diamond Trading Company has been formed. The mantra is: Create a scarcity of diamonds and high prices will follow. And while other commodities have seen price fluctuations over the years, diamonds prices have climbed since the Great Depression mostly. Demand has also been consistently good over the years irrespective of economic scenario. [pic] [pic] 3. Business model: De Beers and its Central Selling Organization established exclusive contracts with suppliers and buyers, making it impossible to deal with diamonds outside of De Beers. The structure remained the same for much of the 20th century: A De Beers subsidiary would buy the diamonds. De Beers would determine the amount of diamonds they wanted to sell, and at what price, for the whole year. How the monopoly functions: Sends invitations to 250 chosen clients to attend the 10 annual â€Å"sights â€Å"client receives a small box: uncut diamonds price of the box ($1-$25 million) client can only buy the whole box and he cannot resell it in a rough form. Thus, De Beers decides: How many diamonds of each quality will be distributed in total. How this supply will be divided among the clients and the Price of diamonds. 5. The creation of Debswana: A joint venture between the company and the nation of Botswana meant a significant shareholding claim in De Beers by the African country. 6. Marketing campaigns: Coined world famous marketing campaign, A diamond is forever† 7. Antitrust laws of US and conflict with various governments: During its initial years, it controlled over 90% of world’s diamond production but over time, it has lost its monopoly to various controversies and oppositions from countries with great stockpiles. [pic] Source: CNN Money Report 8. Statistical graphs showing how De Beers fared over years in its sales, production and profitability: [pic] Source: De Beers Group Website [pic] [pic] Source: Rapaport Trade Report [pic]. Above graph indicates how competitors have dampened the monopoly of DeBeers over the years. Like ALROSA, De Beers needs to be assured of a sustainable level of demand for its goods. Monopoly through govt. owned strategic resources: Coal India limited CIL is the worlds largest coal mining company both in terms of proven coal reserves and coal production. It is entirely owned by the union government, under the administrative control of the Ministry of Coal. It is involved in coal mining and production and contributes around 81. 1 per cent of Indias coal production. It produced around 431. 32 million tons of raw coal in fiscal 2011. CIL currently operates eight subsidiaries, of which, seven are involved in coal production while the eighth is Central Mine Planning and Design Institute (CMPDI) which is involved in mine planning and other consultancy services related to mining. The seven coal-producing subsidiaries of CIL: Eastern Coalfields Ltd (ECL) ,Bharat Coking Coal Ltd (BCCL),Central Coalfields Ltd (CCL),Northern Coalfields Ltd (NCL),Western Coalfields Ltd (WCL),South Eastern Coalfields Ltd (SECL),Mahanadi Coalfields Ltd (MCL)[pic] Outlook on demand, supply, and imports of non-coking coal and cooking coal in India over the next five years: CRISIL Research expects the total demand for non-coking coal to grow at 10 per cent CAGR over the next 5 years (2012-13 to 2016-17). Production of non-coking coal is expected to rise only at a CAGR of 7 per cent from 2012-13 to 2016-17. Consequently, imports are set to increase to 196 million tonnes by 2016-17 from 83 million tonnes in 2011-12. Growth in steel production through the blast furnace route and pig iron production are expected to increase coking coal demand, to 68 million tonnes in 2016-17 from 38 million tonnes in 2011-12 rising at 12. 4 per cent CAGR over the next five years. On the other hand, coking coal production is expected to rise to 60 million tonnes in 2016-17 at a CAGR of only 6. 6 per cent. CIL hike domestic coal prices in February 2011 Coal India Limited (CIL) has increased the prices of different grades of coking and non-coking coal with effect from February 28, 2011. For the first time in its history, CIL adopted a differential pricing approach by increasing the prices of coal for industrial end-use sectors such as steel, cement, paper, and aluminum, while effecting only a marginal increase in the prices of coal for deemed essential services such as power utility, fertilisers, and defense sectors. This differential pricing is intended to bring the prices of coal consumed by non-priority sectors in line with the international coal prices. Cement and sponge iron players to be affected. The Economic Survey has said that Coal India Ltds (CIL) â€Å"near monopolistic† position has also led to â€Å"supply bottlenecks†. Calling for infusing competition in the domestic coal sector, due to the CIL’s dominance there have been delays in development of new coal fields and inadequate emphasis on cost reductions at operational levels. [pic] Federation of Indian Chambers of Commerce and Industry (FICCI) said the Government should take steps to end the monopoly of Coal India and allow private players in coal mining. As regards coal, today our imports are 15 per cent. By the end of the 12th plan, imports are going to be 28 per cent, he said, adding currently power plants with 22,000 MW capacities are suffering due to lack of availability of coal. What can be done to reduce monopoly of CIL India 1. The gap between demand for coal and domestic availability is widening at a faster pace. There is perhaps need to introduce competition in this sector India must bring in more private miners to develop coal reserves which majority state-owned Coal India Ltd has left untapped.. It will push up the cost of power generation and the resultant pressure on the regulated tariffs in the power sector. Therefore, both the factors should be considered. 2. Coal pricing is also a major issue. It has to be transparent, flexible and based on global norms. Monopoly through the ‘Patent’ way : In the highly competitive pharmaceuticals sector where development programmes last for years and have budgets ranging into six-figure sums, maintaining a monopoly position for an important drug is key to commercial success. Only by securing a monopoly can a company justify the very significant investment of time and funding into the pre-clinical and clinical development necessary to support the stringent requirements for grant of a marketing authorization. The mechanisms for achieving this include: †¢ Patent protection †¢ Supplementary protection certificate †¢ Data exclusivity †¢ Orphan drug status. The European framework for pharmaceutical regulation and authorization attempts to protect the investment of companies in their innovations by providing periods of so-called data exclusivity. The Food and Drug Administration can also protect the company’s exclusive access to the market, independent of the patents. Such exclusivity prevents FDA approval for a competing drug for up to seven years, depending on the type of drug. In addition to the market exclusivity and patents, drug companies already receive incentives to develop so-called orphan drugs used to treat rare diseases. These incentives include FDA research grants, tax credits for up to 50 percent of the cost of clinical research and a waiver of FDA fees. Fewer drug companies competing in a therapeutic class leads to fewer prescription drugs being developed within that class and allows the companies to use their patents and market exclusivity to further increase prices. Effect on price of the Drug before and after Patent expiry The following graph shows the effect on price of the drug when the patent gets expired and more and more generic manufacturers enter into the marketplace. Initially the price of the drug is very high but as patent gets expired and more manufacturers comes in the price of the drug falls[pic] Effect on revenues earned by company before and after patent expiry: The following graph depicts the effect of the revenues due to patent. Initially the revenues earned are in negative because of huge initial investment that is required for the launch. The next few years the revenues earned increases every year till the year when the patent gets expired and more players enter into the market and the revenue earned by the company goes down. [pic]. The case of Zyprexa : Zyprexa (olanzapine), an antipsychotic for the treatment of schizophrenia and bipolar disorder is an atypical antipsychotic medication by Eli Lilly. The patent of which got expired in October 2011, generated more than 20 percent of the company’s total revenue in the year-ago quarter. With new generics now competing in the market, revenue from the drug slid 44 percent to $749. 6 million from $1. 34 billion [pic] The case of Ambien (Zolpidem by Sanofi aventis): The first drug to compete with Ambien was Sonata (active ingredient Zaleplon) introduced to market in 1999, but did little to compete with Ambien. In fact, it did not even make the list of top 200 selling drugs from 2003-2007. By that time Ambien had already captured most of the United States insomnia market. Ambien and Sonata held the market until 2005 when Lunesta (active ingredient eszopiclone) was approved. Lunesta’s popularity steadily grew and sales remain around $900 million. All three drugs are structurally similar, and act on the same class of receptors. The sales of Ambien continued to stay strong until its patent expired in 2007. Shortly after, 13 generic drugs manufactures got approval to manufacture Zolpidem and the sales of Ambien fell from about 2 billion to less than 1 billion. [pic] Total yearly sales of Ambien and Lunesta. A case of Natural Monopoly: Indian Railways At the centre, there is a Union Minister of Railways, under whom there are two Minister of State for Railways. At the national level, the Railway Board is responsible for formulation of policies and effective operation of railways. Operating ratio was 91. 1 percent in 2010-11, improved to 95. 0 percent in 2011-12. How it became a monopoly: IR is a classic example of a public monopoly. Historically, this monopoly was a necessity since construction of railway infrastructure required large resources, investment involved long gestation periods and returns were uncertain. Capital Intensive venture, which can be understood from the fact that Indian railways has a separate budget each year 1. Economies of scale, as Indian railways operate all over India and thus have sufficient operating domain to achieve economies of scale which a new entrant cannot easily replicate 2. Government rules and regulations Factors that enabled railways to engage in price discrimination using up part of consumer surplus: 1. The products or services of Indian railways are not resalable and thereby restricts its discount customers to become resellers and benefit from arbitrage. 2. It has monopoly and hence is able to dictate the pricing terms and conditions to a greater extent, in spite of being owned and regulated by Indian government. Degrees of price discrimination, the tools that express monopolist’s power and capacity of price making: Second degree price discrimination: Usually monopolist sets the block prices, under which prices are highest for first block of quantity bought and it is reduced for each successive purchase. Indian railways charge for every kilometer which is reduced as one travels longer and longer. Thus a train ticket for the Rajdhani’s 1st AC between Bangalore to Delhi (Rs 4555) is lesser than the cost of two 1st AC tickets one from Bangalore to Nagpur (Rs 3245) and Nagpur to Delhi (Rs 2845). The cost differences are negligible if any for providing the same seat on the same train on same day. The price differences are much more than what can be explained by cost, hence this is a case of second degree price discrimination. | |Bangalore to Delhi |Bangalore to Nagpur |Nagpur to Delhi | |Rajdhani 1st AC fares |4555 |3245 |2845 |. * Source: www. irctc. co. in Third degree price discrimination: Here, price usually varies by attributes such as location of purchase, customer segment etc. Indian railways heavily employs third degree of price discrimination as below: |Train |Child (5-12 years) |Citizen (12 60 years) |Senior Citizen (M, F) | |Sampark Kranti |1873 |3560 |2548, 1873 | |Rajdhani |2330 |4555 |3220, 2330 | |Karnataka Express |1806 |3427 |2455, 1806 | |Discount Code |Description |Discount Percent | |SPORTN |Sports National Level |50% | |STDNT |Student Concession |50% | |TEACHR |Teacher |25% | |TLSMIU |Thalassemia Patient |50%. | |KIDNEU |Kidney Patients |50% | |YTH2SR |Unemployed Youth for Interview |100% | * Source: www. irctc. co. in Statistical data showing the indispensable monopoly of Indian railways: [pic] [pic][pic] Conclusion: Whilst we want to be in a perfect competition, sometimes it isn’t possible due to multiple constraints. Sometimes, it is also useful especially when it comes to cost efficiency in terms of natural monopolies. And then there are cases of strangle holding system to exert monopoly like De Beers. All these play different roles under different situations. Going by the examples we discussed, there may not be complete monopoly due to inherent monopoly’s inefficiencies and a constant push to improve market equilibrium for the social welfare of the society. References: 1. Unvieling the diamond industry – 2011 report – Bain and Company 2. www. diamondcouncil. org 3. http://www. businessinsider. com/history-of-de-beers-2011-12? op=1#ixzz25KFAEdXk 4. Crisil Research Report – Coal India Limited 5. Railway Budget Highlights 2011-2012, Govt. of India report. 6. www. irctc. co. in 7. Indian Pharmacy Society Report 8. Sanofi Aventis Annual Report.

Coca Cola Performance Appraisal System Management Essay

Coca Cola Performance Appraisal System Management Essay The Coca-Cola Company is the worlds largest manufacturer, distributor, and marketer of non-alcoholic beverage concentrates and syrups. Based in Atlanta, Georgia, KO sells concentrated forms of its beverages to bottlers, which produce, package, and sell the finished products to retailers. The Coca-Cola Company operates in over 200 countries and sells over 400 different products, including the world-famous Coca-Cola and Sprite lines of soft drinks. KO faces several challenges today. An increased consumer preference for healthier drinks has resulted in slowing growth rates for sales of carbonated soft drinks (abbreviated as CSD), which constitutes 74% of KOs sales. KOs profits are also vulnerable to the rising costs for the raw materials used to make drinks such as the corn syrup used as a sweetener, the aluminum used in cans, and the plastic used in bottles. Additionally, as food retailers continue consolidating, theyre gaining more power to negotiate for lower prices, decreasing KOs price flexibility. Despite these challenges, Coca-Cola has remained highly profitable. Though the non-CSD market is growing quickly, the traditional CSD market is still much larger in terms of both revenues and volume. The size and variety of KOs offerings in the CSD category, coupled with the unparalleled brand equity of the Coca-Cola trademark, has allowed KO to maintain its share of the large, high-margin CSD market. At the same time, KO has responded to consumers changing tastes and begun launching new, non-CSD alternatives. The Coca-Cola Company engages in the manufacture, distribution, and marketing of nonalcoholic beverage concentrates and syrups worldwide. It principally offers sparkling and still beverages. The companys sparkling beverages include nonalcoholic ready-to-drink beverages with carbonation, such as energy drinks, and carbonated waters and flavored waters. Its still beverages consist of nonalcoholic beverages without carbonation, including non-carbonated waters, flavored waters and enhanced waters, juices and juice drinks, teas, coffees, and sports drinks. The Coca-Cola Company also offers fountain syrups, syrups, and concentrates, such as flavoring ingredients and sweeteners. The company markets its nonalcoholic beverages under the Coca-Cola, Diet Coke, Fanta, and Sprite brand names. The Coca-Cola Company also owns mineral water brands Kinley. The Coca-Cola Company, nourishing the global community with the worlds largest selling soft drink since 1886, returned to India in 1993 after a ga p of 16 years giving a new thumbs-up to the Indian Soft Drink Market. In the same year, the Company took over ownership of the nations top soft-drink brands and bottling network. No wonder, their brands have assumed an iconic status in the minds of the consumers. Coca-Cola serves in India some of the most recalled brands across the world including names such as Coca-Cola, Diet Coke, Sprite, Fanta, Thumps Up, Limca, Maaza and Kinley (packaged drinking water). INTRODUCTION Human resource management (HRM) is the strategic and coherent approach to the management of an organizations most valued assets the people working there who individually and collectively contribute to the achievement of the objectives of the business. It is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. Objectives for performance appraisal policy can best be understood in terms of potential benefits Increase motivation to perform effectively. Increase staff self-esteem. Gain new insight into staff and supervisors. Better clarify and define job functions and responsibilities. Develop valuable communication among appraisal participants. Encourage increased self-understanding among staff as well as insight into the kind of development activities that are of value. Distribute rewards on a fair and credible basis. Clarify organizational goals so they can be more readily accepted. Improve institutional/departmental manpower planning, test validation, and development of training programs. Performance appraisal may be defined as a structured formal interaction between a subordinate and supervisor, that usually takes the form of a periodic interview (annual or semi-annual), in which the work performance of the subordinate is examined and discussed, with a view to identifying weaknesses and strengths as well as opportunities for improvement and skills development. In many organizations but not all appraisal results are used, either directly or indirectly, to help determine reward outcomes. That is, the appraisal results are used to identify the better performing employees who should get the majority of available merit pay increases, bonuses, and promotions. By the same token, appraisal results are used to identify the poorer performers who may require some form of counseling, or in extreme cases, demotion, dismissal or decreases in pay. (Organizations need to be aware of laws in their country that might restrict their capacity to dismiss employees or decrease pay). The Performance Appraisal System (PAS) is designed to improve overall organizational performance by encouraging a higher level of involvement and motivation and increased staff participation in the planning, delivery and evaluation of work. The system establishes a process for achieving responsibility and accountability in the execution of programmes approved by the General Assembly. It is based on linking individual work plans with those of departments and offices and entails setting goals, planning work in advance and providing ongoing feedback. An important function of the PAS is to promote communication between staff members and supervisors on the goals to be achieved and the basis on which individual performance will be assessed, encouraging teamwork in the process. OBJECTIVES To get familiar with cooperate world environment and culture. To learn how appraisals of a employee in the company is decide by managers. To learn the parameters seniors look while doing the appraisals. To see what are the factors, which decide how much appraisals, a particular should get. Who are the Peoples involved in appraisals system and who takes which decision? To understand the appraisals system and methodology for appraisals in Coca-Cola India. To get familiar with the work and duties of a Human Resource (HR) Manager. INDUSTRY PROFILE REVIEW OF LITERATURE ON THE INDUSTRY An industry analysis through Porters Five Forces reveals that market forces are favorable for profitability. Defining the industry Both concentrate producers (CP) and bottlers are profitable. These two parts of the industry are extremely interdependent, sharing costs in procurement, production, marketing and distribution. Many of their functions overlap; for instance, CPs do some bottling, and bottlers conduct many promotional activities. The industry is already vertically integrated to some extent. They also deal with similar suppliers and buyers. Entry into the industry would involve developing operations in either or both disciplines. Beverage substitutes would threaten both CPs and their associated bottlers. Because of operational overlap and similarities in their market environment, we can include both CPs and bottlers in our definition of the soft drink industry. In 1993, CPs earned 29% pretax profits on their sales, while bottlers earned 9% profits on their sales, for a total industry profitability of 14% (Exhibit 1). This industry as a whole generates positive economic profits. Rivalry Revenues are extremely concentrated in this industry, with Coke and Pepsi, together with their associated bottlers, commanding 73% of the case market in 1994. Adding in the next tier of soft drink companies, the top six controlled 89% of the market. In fact, one could characterize the soft drink market as an oligopoly, or even a duopoly between Coke and Pepsi, resulting in positive economic profits. To be sure, there was tough competition between Coke and Pepsi for market share, and this occasionally hampered profitability. For example, price wars resulted in weak brand loyalty and eroded margins for both companies in the 1980s. The Pepsi Challenge, meanwhile, affected market share without hampering per case profitability, as Pepsi was able to compete on attributes other than price. Substitutes: Through the early 1960s, soft drinks were synonymous with â€Å"colas† in the mind of consumers. Over time, however, other beverages, from bottled water to teas, became more popular, especially in the 1980s and 1990s. Coke and Pepsi responded by expanding their offerings, through alliances (e.g. Coke and Nestea), acquisitions (e.g. Coke and Minute Maid), and internal product innovation (e.g. Pepsi creating Orange Slice), capturing the value of increasingly popular substitutes internally. Proliferation in the number of brands did threaten the profitability of bottlers through 1986, as they more frequent line set-ups, increased capital investment, and development of special management skills for more complex manufacturing operations and distribution. Bottlers were able to overcome these operational challenges through consolidation to achieve economies of scale. Overall, because of the CPs efforts in diversification, however, substitutes became less of a threat. Power of Suppliers The inputs for Coke and Pepsis products were primarily sugar and packaging. Sugar could be purchased from many sources on the open market, and if sugar became too expensive, the firms could easily switch to corn syrup, as they did in the early 1980s. So suppliers of nutritive sweeteners did not have much bargaining power against Coke, Pepsi, or their bottlers. NutraSweet, meanwhile, had recently come off patent in 1992, and the soft drink industry gained another supplier, Holland Sweetener, which reduced Searles bargaining power and lowering the price of aspartame. With an abundant supply of inexpensive aluminum in the early 1990s and several can companies competing for contracts with bottlers, can suppliers had very little supplier power. Furthermore, Coke and Pepsi effectively further reduced the supplier of can makers by negotiating on behalf of their bottlers, thereby reducing the number of major contracts available to two. With more than two companies vying for these contracts, Coke and Pepsi were able to negotiate extremely favorable agreements. In the plastic bottle business, again there were more suppliers than major contracts, so direct negotiation by the CPs was again effective at reducing supplier power. Power of buyers The soft drink industry sold to consumers through five principal channels: food stores, convenience and gas, fountain, vending, and mass merchandisers Supermarkets, the principal customer for soft drink makers, were a highly fragmented industry. The stores counted on soft drinks to generate consumer traffic, so they needed Coke and Pepsi products. But due to their tremendous degree of fragmentation (the biggest chain made up 6% of food retail sales, and the largest chains controlled up to 25% of a region), these stores did not have much bargaining power. Their only power was control over premium shelf space, which could be allocated to Coke or Pepsi products. This power did give them some control over soft drink profitability. Furthermore, consumers expected to pay less through this channel, so prices were lower, resulting in somewhat lower profitability. National mass merchandising chains such as Wal-Mart, on the other hand, had much more bargaining power. While these stores did car ry both Coke and Pepsi products, they could negotiate more effectively due to their scale and the magnitude of their contracts. For this reason, the mass merchandiser channel was relatively less profitable for soft drink makers. The least profitable channel for soft drinks, however, was fountain sales. Profitability at these locations was so abysmal for Coke and Pepsi that they considered this channel â€Å"paid sampling.† This was because buyers at major fast food chains only needed to stock the products of one manufacturer, so they could negotiate for optimal pricing. Coke and Pepsi found these channels important, however, as an avenue to build brand recognition and loyalty, so they invested in the fountain equipment and cups that were used to serve their products at these outlets. As a result, while Coke and Pepsi gained only 5% margins, fast food chains made 75% gross margin on fountain drinks. Vending, meanwhile, was the most profitable channel for the soft drink industry. Essentially there were no buyers to bargain with at these locations, where Coke and Pepsi bottlers could sell directly to consumers through machines owned by bottlers. Property owners were paid a sales commission on Coke and Pepsi products sold through machines on their property, so their incentives were properly aligned with those of the soft drink makers, and prices remained high. The customer in this case was the consumer, who was generally limited on thirst quenching alternatives. The final channel to consider is convenience stores and gas stations. If Mobil or Seven-Eleven were to negotiate on behalf of its stations, it would be able to exert significant buyer power in transactions with Coke and Pepsi. Apparently, though, this was not the nature of the relationship between soft drink producers and this channel, where bottlers profits were relatively high, at $0.40 per case, in 1993. With this high profitability, it seems likely that Coke and Pepsi bottlers negotiated directly with convenience store and gas station owners. So the only buyers with dominant power were fast food outlets. Although these outlets captured most of the soft drink profitability in their channel, they accounted for less than 20% of total soft drink sales. Through other markets, however, the industry enjoyed substantial profitability because of limited buyer power. Barriers to Entry It would be nearly impossible for either a new CP or a new bottler to enter the industry. New CPs would need to overcome the tremendous marketing muscle and market presence of Coke, Pepsi, and a few others, who had established brand names that were as much as a century old. Through their DSD practices, these companies had intimate relationships with their retail channels and would be able to defend their positions effectively through discounting or other tactics. So, although the CP industry is not very capital intensive, other barriers would prevent entry. Entering bottling, meanwhile, would require substantial capital investment, which would deter entry. Further complicating entry into this market, existing bottlers had exclusive territories in which to distribute their products. Regulatory approval of intrabrand exclusive territories, via the Soft Drink Interbrand Competition Act of 1980, ratified this strategy, making it impossible for new bottlers to get started in any region wh ere an existing bottler operated, which included every significant market in the US. In conclusion, an industry analysis by Porters Five Forces reveals that the soft drink industry in 1994 was favorable for positive economic profitability, as evidenced in companies financial outcomes. MAJOR COMPANIES In India there are only two major companies Hindustan Coca Cola Beverages Private Ltd. Pepsi Co. Hindustan Coca Cola Beverages Private Ltd. The Coca-Cola Company engages in the manufacture, distribution, and marketing of nonalcoholic beverage concentrates and syrups worldwide. It principally offers sparkling and still beverages. The companys sparkling beverages include nonalcoholic ready-to-drink beverages with carbonation, such as energy drinks, and carbonated waters and flavored waters. Its still beverages consist of nonalcoholic beverages without carbonation, including non-carbonated waters, flavored waters and enhanced waters, juices and juice drinks, teas, coffees, and sports drinks. The Coca-Cola Company also offers fountain syrups, syrups, and concentrates, such as flavoring ingredients and sweeteners. The company markets its nonalcoholic beverages under the Coca-Cola, Diet Coke, Fanta, and Sprite brand names. The Coca-Cola Company also owns mineral water brands Kinley. The Coca-Cola Company, nourishing the global community with the worlds largest selling soft drink since 1886, returned to India in 1993 after a ga p of 16 years giving a new thumbs-up to the Indian Soft Drink Market. In the same year, the Company took over ownership of the nations top soft-drink brands and bottling network. No wonder, their brands have assumed an iconic status in the minds of the consumers. Coca-Cola serves in India some of the most recalled brands across the world including names such as Coca-Cola, Diet Coke, Sprite, Fanta, Thumps Up, Limca, Maaza and Kinley (packaged drinking water). PEPSI Co. PepsiCo is a world leader in convenience foods and beverages, with 2007 revenues of more than $39 billion and more than 185,000 employees across the world. Its world renowned brands are available in nearly 200 countries and territories. PepsiCo entered India in 1989 and has grown to become the countrys largest selling food and beverage companies. One of the largest multinational investors in the country, PepsiCo has established a business which aims to serve the long term dynamic needs of consumers in India. PepsiCo India and its partners have invested more than U.S.$700 million since the company was established in the country in 1989. In India, PepsiCo provides direct employment to 4,000 people and indirect employment to 60,000 people including suppliers and distributors. PepsiCo Indias expansive portfolio includes iconic refreshment beverages Pepsi, 7 UP, Mirinda and Mountain Dew, in addition to low calorie options- Diet Pepsi and 7Up Light; hydrating and nutritional beverages such as Aquafina drinking water, isotonic sports drinks Gatorade, and 100% natural fruit juices and juice based drinks Tropicana, Tropicana Twister and Slice. Our local brands Lehar Evervess Soda, Dukes Lemonade and Mangola complete our diverse spectrum of brands. PepsiCos snack food company, Frito-Lay, is the leader in the branded potato chip market and was amongst the first companies to eliminate the use of trans fats and MSG in its products. It manufactures Lays Potato Chips; Cheetos extruded snacks, Uncle Chipps and traditional namkeen snacks under the Kurkure and Lehar brands. The companys high fibre breakfast cereal, Quaker Oats, along with Lehar Lites, low fat and roasted snack options enhance the choices available to the growing health and wellness needs of our consu mers. Frito Lays core products, Lays, Kurkure, Uncle Chipps and Cheetos are cooked in Rice Bran Oil to significantly reduce saturated fats and all of its products contain voluntary nutritional labeling on their packets. The group has built an expansive beverage, snack food and exports business and to support the operations are the groups 43 bottling plants in India, of which 15 are company owned and 28 are franchisee owned. In addition to this, PepsiCos Frito Lay snack division has 3 state of the art plants. PepsiCos business is based on its sustainability vision of making tomorrow better than today. Our commitment to living by this vision every day is visible in our contribution to our country, consumers, farmers and our people. SWOT ANALYSIS Coca Cola Co. Pepsi Co. Strengths Established Market Share Well Established Network Parle brands acting as Substitutes Regional Presence of some Brands Strengths Market presence felt by customers. Increasing influence and identification. Strong promotional Campaign In touch with customer Weakness Alienation of Bottlers Not in touch with Customers Weakness Smaller Market Share Other brands are not very popular (except Pepsi and Mirinda) Opportunities Regaining Previous Market Share by promoting parle brands Opportunities Can gain a large Share in Existing Market while Coca Cola consolidates its position. Threats Pepsi co, the biggest competitor Pepsi cos ability to judge the market mood accurately. Threats Coca Colas change in strategy which will be taking away the advantage. Coca cola ability to bring about price war. SWOT ANALYSIS FOR THE INDUSTRY SWOT stands for Strengths Weakness Opportunities Threats SWOT analysis is a technique much used in many general management as well as marketing scenarios. SWOT consists of examining the current activities of the organization- its Strengths and Weakness- and then using this and external research data to set out the Opportunities and Threats that exist. Strengths: Strong and well differentiated brands with leading share positions. Brand portfolio includes both global Unilever brands and local brands of specific relevance to India. Consumer understanding and systems for building consumer insight. Strong RD capability well linked with business. Integrated supply chain and well spread manufacturing units. Distribution structure with wide reach, high quality coverage and ability to leverage scale. Access to Unilever global technology capability and sharing of best practices from other Unilever companies. High quality manpower resources. Weaknesses: Limited success in changing drinking habits of people. Complex supply chain configuration, unwieldy number of SKUs with dispersed manufacturing locations. Price positioning in some categories allows for low price competition. Threats: Low priced competition now present in all categories. Changes in fiscal benefits. Unfavorable raw material prices in sugar, aluminum, commodity etc. Opportunities: Market and brand growth through increased penetration especially in rural areas. Brand growth through increased consumption depth and frequency of usage across all categories. Upgrading consumers through innovation to new levels of quality. Leveraging the latest IT technology. COCA-COLA PROFILE REVIEW OF LITERATURE The Coca-Cola Company (NYSE: KO) is the worlds largest manufacturer, distributor, and marketer of non-alcoholic beverage concentrates and syrups. Based in Atlanta, Georgia, KO sells concentrated forms of its beverages to bottlers, which produce, package, and sell the finished products to retailers. The Coca-Cola Company operates in over 200 countries and sells over 400 different products, including the world-famous Coca-Cola and Sprite lines of soft drinks. KO faces several challenges today. An increased consumer preference for healthier drinks has resulted in slowing growth rates for sales of carbonated soft drinks (abbreviated as CSD), which constitutes 74% of KOs sales. KOs profits are also vulnerable to the rising costs for the raw materials used to make drinks such as the corn syrup used as a sweetener, the aluminum used in cans, and the plastic used in bottles. Additionally, as food retailers continue consolidating, theyre gaining more power to negotiate for lower prices, decreasing KOs price flexibility. Despite these challenges, Coca-Cola has remained highly profitable. Though the non-CSD market is growing quickly, the traditional CSD market is still much larger in terms of both revenues and volume. The size and variety of KOs offerings in the CSD category, coupled with the unparalleled brand equity of the Coca-Cola trademark, has allowed KO to maintain its share of the large, high-margin CSD market. At the same time, KO has responded to consumers changing tastes and begun launching new, non-CSD alternatives. History and Corporate Overview The Coca-Cola Company traces its origin to 1884, when an entrepreneur named John Stith Pemberton concocted a cocaine-infused wine for sale in the U.S. A non-alcoholic version, called Coca-Cola, was introduced in the following year in response to new laws prohibiting alcoholic beverages, and the company was officially incorporated in 1888 in Atlanta, Georgia. The entire Coca-Cola system is divided into two parts: the Coca-Cola Company and its bottlers. KO manufactures concentrates and syrups for its beverages, which it then sells to bottlers for packaging and distribution. KO owns all the rights for its brands, which include some of the worlds most popular non-alcoholic beverages, though it does grant bottlers some rights as part of its bottling agreements. In addition to manufacturing the concentrates, KO is also primarily responsible for marketing its brands, which includes running advertising and promotional campaigns. Bottling companies are generally independent of the Coca-Cola Company, though some are either partially or completely owned by KO. KO is now one of the largest corporations in the world, with a global workforce of over 90,000 and revenues of $28.8 billion in revenues in 2007. Over the years, the brand equity of the Coca-Cola trademark, as well as that of other KO-produced brands, has established KO as a prominent figure in the non-alcoholic beverage industry and allowed the company to keep both revenues and profits high. Sales and income data, in millions 2004 2005 2006 2007 2008 Net sales $20,857 $21,742 $23,104 $24,088 $28,857 Net income (profits) $4,347 $4,847 $4,872 $5,080 $5,981 Units sold, in billions 19.4 19.8 20.6 21.4 22.7 Bottlers Coca-Cola holds controlling and noncontrolling interest in 64% of its worldwide bottlers Coca-Cola holds controlling and non controlling interest in 64% of its worldwide bottlers. Bottling and canning companies are typically separate from the Coca-Cola Companys main concentrate manufacturing business. However, KO does maintain ownership interests in many of its bottlers, ensuring that the relationship between the two parts of the Coca-Cola system remains close. Some of the Coca-Cola Companys principal bottlers are: Coca-Cola Enterprises (CCE) (NYSE: CCE), which is the largest member of the Coca-Cola bottling network by volume. CCE accounts for 80% of all domestic Coca-Cola sales and 18% of all sales worldwide. KO retains a 35% share of CCE stock, as well as two of its thirteen board seats. Coca Cola Femsa S.A.B. de C.V. (KOF) (NYSE: KOF), the second-largest bottler in the Coke system, produced 2 billion unit cases of beverages in 2007. KO owns 32% of Coca Cola Femsa S.A.B. de C.V. (KOF), which has a strong presence in Central and South America. COCA COLA HELLENIC BOTTLING CO (CCH) S.A. (NYSE: CCH) is KOs fourth-largest bottling company, selling 1.81 billion cases in 2007. CCH has a large market presence in Europe, Asia, and Africa with its operations spread among 26 different countries. KO currently owns 23% of CCHs stock. Products The Coca-Cola Company produces over 400 brands of non-alcoholic beverages, including carbonated and non-carbonated beverages, such as ready-to-drink juices, coffee drinks, tea and bottled water. Of these over 400 brands, there are more than 2,600 different varieties. Most of KOs beverage portfolio is composed of CSD, though the company has been expanding into the non_CSD category in response to a shift in consumer demand and a greater emphasis on healthy options. Carbonated Soft Drinks Carbonated soft drinks are the single largest component in the Coca-Cola Companys collection of beverages, accounting for around 74% of total volume sold in 2006. Within the CSD category, KO offers other sugared drinks and diet drinks. Of all CSD sales, beverages bearing the Coca-Cola or Coke trademark make up 55% of total volumes. Some of the Coca-Cola Companys major CSD offerings include: Coca-Cola Diet Coca-Cola Sprite Fanta Barqs Root Beer Coke Zero Introduced in 2005, Coke Zero is the most significant of KOs new innovations. This beverage is marketed as a calorie-free version of Coca-Cola Classic, omitting the diet label in an attempt to appeal to new demographics. This brand alone accounted for nearly on third of all 2006 growth for beverages bearing the Coca-Cola trademark. Most of KOs carbonated soft drinks come in several varieties with different flavors, caloric values, etc. KO also offers energy drinks such as TaB and Full Throttle, which are carbonated but are aimed at different demographics, putting them in a special category of their own. Non-carbonated Soft Drinks The remaining 26% of KOs total volume is composed of non-carbonated soft drinks, which include a variety of beverages such a fruit juices, waters, sports drinks, and teas. This non-CSD segment has been showing higher growth rates than the CSD category, resulting from higher demand for healthy alternatives to traditional CSD. Among KOs significant non-CSD beverages are: Dasani bottled water Glaceau Vitamin Water POWERade sports drinks Minute Maid and Minute Maid To Go juices Nestea Fuze Healthy Infuzions Odwalla Juice drinks Within the non-CSD category, bottled waters like Dasani and Spring! by Dannon are showing the highest rates

Difficult Conversations Essay

Great concepts on how communication goes and misses our intended mark. I believe most people begin communicating with the best of intentions, then let their emotions get in the way to forget what the intended outcomes were. Understanding our own emotions, most of us are lost are lost but at the end we all want what’s best for ourselves and what’s best for ourselves is to get along with everyone. This is something that I have pondered and wondered for quite some time now. I often struggled with the reasons why people were confrontational. It made no sense to put any one down or say they are in the wrong. I always have been told treat people well with kindness and respect. But communication is defined as a process by which we assign and convey meaning in an attempt to create shared understanding. This process requires a vast repertoire of skills in an attempt to create shared understanding. This process requires a vast repertoire of skills in intrapersonal and interpersonal processing, listening, observing, speaking, questioning, analyzing, and evaluating. A difficult conversation is any conversation that you dread and perhaps seek to avoid, if possible. There are the situations that keep you up at night in anticipation that you put off or face up to like bad medicine. Our typical approach to the complexity of what happened, the reality of feeling and potential threat to our identity tend to make our conversations more difficult, rather than more productive, often escalating conflict, hurting feelings and damaging relationships indeed, it is our intuitive understanding of this danger that leads us to want to avoid such conversations given how we are likely to handle the conversations, our fears are justified. But unfortunately sometimes assumptions make avoiding a conversation just as problematic. We continue to feel upset. We may feel like such a wimp for not standing up for ourselves. The problem gets worse, since we have done nothing to change the other person’s view or give them the benefit of our view. And the relationship deteriorates anyway, as our lead us to distance and disconnect.

Overcrowding in American Jails and Prisons: An Overview of the Issue and Possible Solutions Essay

The issue of overcrowding in American jails and prisons is not unheard of. It is frequently discussed amongst politicians and American citizens alike. This is a controversial issue considering the large number of different opinions many people have. Though the issue is certainly acknowledged, it is rare that a feasible solution is discussed. According to Vincent Tompkins, one of the many editors in American Decades, most Americans chose to not dwell on the growing crime problem during the 1950s. This was evident through the increase in prison population, which, by the end of the decade, was 22,492 men and women in federal penitentiaries, and 185,021 in state facilities. Tompkins and the rest of the editors compare the amount of prisoners to the size of a city like Tulsa, Oklahoma to put the issue during the 1950s into perspective. However, the amount of prisoners were not the only problem the prison system was faced with. In 1952 alone, there were twenty riots in various federal and state penitentiaries (Tompkins 242). David S. Clark, the editor of the Encyclopedia of Law and Society: American and Global Perspectives, describes overcrowded prisons as, â€Å"a breach of United Nations and other international standards that require that states treat prisoners with respect to their inherent dignity. † Clark calls attention to what follows overcrowding, including restricted living space, poor conditions of hygiene, poor sanitation arrangements, less time available for outdoor activities, etc. He claims the result of these conditions are an increase in violence, including suicide and self-injury (Clark 1177). According to â€Å"Equal Justice Initiative,† an organization that works toward ending mass incarceration, the U. S. incarcerates more of their citizens in comparison to any other country in the world. Jail and prison populations have increased from 200,000 to 2. 3 million in the past 40 years. This not only lead to unprecedented prison overcrowding, but also put a huge strain on state budgets. For instance, Alabama’s prisons were built with the intention of holding up to 14,000 prisoners, but instead hold double the amount—28,000. Alabama is one of many states who are faced with the crisis of overcrowding. The inmate to correctional officer ratio in Alabama is the highest in the country, which only illustrates how serious of an issue overcrowding is. Many Alabama prisoners are on â€Å"waiting lists† for solitary confinement. Due to unsafe prison conditions, â€Å"Equal Justice Initiative† reports a rise in lawsuits where courts have described overcrowding in both state and local facilities as â€Å"barbaric. † The conditions of some of these Alabamian prisons are extreme. Some prisoners are forced to sleep on concrete floors where the, â€Å"sardine-can appearance of cell units more nearly resemble the holding units of slave ships during the Middle Passage of the eighteenth century than anything in the twenty-first century. † Considering these unbelievable facts about prison conditions, the questions remains: how would one resolve the issue of overcrowding? Probably the most universally agreed upon idea is to incarcerate fewer drug offenders. Saki Knafo reports in the Huffington Post that 219,000 inmates in federal prison, which, in comparison to the 25,000 in 1980, is a dramatic increase. Knafo writes that half of those prisoners are drug offenders, and that if 20 percent fewer (non-violent) drug offenders were imprisoned, the federal government would save $1. 29 billion, and prisons would save 125,000 bed years—or a year’s worth of prison time for one person. Among similar lines, another possible solution would be to reduce the incarceration time drug offenders face. If given the opportunity to reduce one year off their prison time by participating in a drug rehabilitation program, Knafo reports the savings to be 880 bed years, and $9.1 million for the U. S. economy. This is supposedly in effect, though due to overcrowding, many prisoners awaiting their opportunity have less than a year of incarceration time when they are offered a place in the program. Expanding this program would not only provide prisoners with a more successful program—which would prevent many released convicts from repeating similar drug related crimes that caused their impri sonment initially—but would also create a number of jobs, which, statistically, would reduce crime rates. Another idea that could potentially reduce the overcrowding in prisons is to release some elderly prisoners from custody. Knafo claims that after the age of 55, released prisoners are â€Å"highly unlikely to commit new crimes, according to many studies. † Despite the lack of a threat those over the age of 55 are, 17,400 federal prisoners are older than 55. It is evident that there are numerous ways to lessen the amount of incarcerated prisoners, while still ensuring the safety of others on the street. Claiming the United States has an addiction to imprisonment when it comes to preventing crime is certainly arguable. Though many of these potential solutions can be considered controversial, it is difficult to deny that things could be done to lessen the overcrowding in prisons and jails. Some might say the U. S. overlooks many alternatives to incarceration. Though arguable, considering the facts and statistics, it certainly could be beneficial for the U. S. to broaden their punishment and rehabilitation methods when it comes to non-violent crimes. Considering alternatives to imprisonment could not only be profitable, but also advantageous.

Reform movements essays

Reform movements essays Reform movements in the early and mid nineteenth century were popular in the still infant nation of the United States. As the country became more stable politically, more concentration was placed on furthering the quality of life for all American citizens. As the reform movements became more popular, they also became more frequent, numerous and ranging in subject. Various issues, mainly slavery, religion, womens rights, immigration and temperance, controlled the social setting of 1825-1850. The invention of the cotton gin, and the beginning of the cotton movement in the South greatly increased the support and use of slavery in many states, which led to the reform movements started by those opposing slavery. Primarily due to the Second Great Awakening, many people led a powerful movement against slavery called the abolitionist movement. One of the most influential examples of the abolitionist movement is William Lloyd Garrison and his newspaper, The Liberator, which contributed tremendously to the spread of antislavery beliefs. Many slaves also turned to God to lead them in their crusade for freedom because they could no longer accept the notion of being a piece of property (Document C). Religious movements, led by the Second Great Awakening, caused the formation of many groups who believed that a strict interpretation of religion would bring the most beneficial changes to the nation. They believed that reform in the Church would bring changes in the congregation also (Document B). The obvious example is the American born Church of Jesus Christ of Latter Day Saints. Another example of religious pioneers who worked to promote democratic ideals were the Shakers, started by Mother Ann Lee. People found comfort in knowing that regardless of the background God would take care of them and that God decided and blessed the life of each and every person (Document E). Another controversial subject that arose during...

Major Wars and Conflicts of the 20th Century

Major Wars and Conflicts of the 20th Century The 20th century was dominated by wars and conflicts that often altered the balance of  power around the globe. The 20th century saw the emergence of total wars, such as World War I and World War II, which were  large enough to encompass nearly the entire world. Other wars, like the Chinese Civil War, remained local but still caused the deaths of millions of people. The reasons for the wars varied from expansion disputes  to  upsets in government to the  intentional murder of an entire people. However, they all shared one thing: an extraordinary number of deaths. Which Was the Deadliest War of the 20th Century? The largest and bloodiest war of the 20th century (and of  all time) was World War II. The conflict, which lasted from 1939 to 1945, involved most of the planet. When it was finally over, more than 60 million people were dead. Of that enormous group, which represents about 3 percent of the entire world population at the time, the huge majority (well over 50 million) were civilians. World War I was also bloody, with 8.5 million military deaths plus an estimated 13 million more civilian fatalities. If we were to add in the deaths caused by the  1918  influenza epidemic, which was spread by returning soldiers at the end of  World War I,  the WWI total would be much higher, since the epidemic alone was responsible for  50 to 100 million deaths. Third in the list of bloody wars of the 20th century is the Russian Civil War, which caused the deaths of an estimated 9 million people. Unlike the two world wars, however, the Russian Civil War did not spread across Europe or beyond. Rather, it was a struggle for power following the Russian Revolution, and it pitted the Bolsheviks, headed by Lenin, against a coalition called the White Army. Interestingly, the Russian Civil War was over 14 times deadlier than the American Civil War, which saw the deaths of 620,000. The American Civil War was by far the deadliest war in history for United States soldiers. The second deadliest war in terms of American deaths was World War II in which 405,399 Americans died. The List of Major Wars and Conflicts of the 20th Century All of these wars, conflicts, revolutions, civil wars, and genocides shaped the 20th century. Below is a chronological list of the major wars of the 20th century. 1898–1901 Boxer Rebellion1899–1902 Boer War1904–1905 Russo-Japanese War1910–1920 Mexican Revolution1912–1913 First and Second Balkan Wars1914–1918 World War I1915–1918 Armenian Genocide1917 Russian Revolution1918–1921 Russian Civil War1919–1921 Irish War of Independence1927–1937 Chinese Civil War1933–1945 Holocaust1935–1936 Second Italo-Abyssinian War (also known as the Second Italo-Ethiopian War or the Abyssinian War)1936–1939 Spanish Civil War1939–1945 World War II1945–1990 Cold War1946–1949 Chinese Civil War resumes1946–1954 First Indochina War (also known as the French Indochina War)1948 Israel War of Independence (also known as the Arab-Israeli War)1950–1953 Korean War1954–1962 French-Algerian War1955–1972 First Sudanese Civil War1956 Suez Crisis1959 Cuban Revolution1959–1975  Vietnam War1967 Six-Day War1979–1989 Soviet-Afgha n War1980–1988 Iran-Iraq War1990–1991 Persian Gulf War1991–1995 Third Balkan War1994 Rwandan Genocide