ANALYTICAL PAPER Assignment Example | Topics and Well Written Essays - 750 words - 1

ANALYTICAL PAPER - Assignment Example To top it, all off, the strategy in place, advocated more power seeking opportunities for the super power in that decade (Morgenthau & Kenneth 44). Noting the tactic used by the administration of Bush after the nine eleven attacks (Morgenthau & Kenneth 85). The tactic explains that instead of using a responsive strategy the administration used an offensive strategy that reaps from the Taliban attack in different ways that influence their hold on Afghanistan economically. The strategy used by the Bush doctrine was the liberal democracy that considered domestic factors as well as systemic ones that secure neo-dominance over the economic sector. To conclude the neoclassical realism theory, it is imperative to identify that the statesmen considered international imperatives, in the manner, that it affected the strategic nature of the decisions made, based on assessed threats and strategies that remain strategically viable in the response to the threat. The made consideration and the intervention play the role of the state in neo-classical school of foreign dogma theories. International politics theory gives a priori point of view that purposefully unrelated to reality intends on bringing order in the politics of the world in a phenomenal strategy. The theory explains how the politics of the past relate to the modern politics and the nature in which it affects the society and politics. The school views the system as one with system and balances. For the analysis of this school of politics, there is need to understand how it interprets the system. Realism views and defines politics as a society and that it stays governed objectively. The interests of a nation remain defined by its power; therefore, politics is autonomous from other spheres of the economy. But it works in sync with all the other spheres. The interest of a statesman defines the whole nation and

Literature Research Paper Example | Topics and Well Written Essays - 1000 words - 1

Literature - Research Paper Example Barn Burning and Silence of the Lambs develop on the theme of good and evil and individual conscience through interactions between a powerful paternal figure and a younger pupil figure. Barn Burning is commonly considered a coming-of-age story, but the way that Sarty comes of age is precisely through the development of his own conscience and the hardest lesson that someone might learn: That their father is far from a good person. Meanwhile, in its own sense, Silence of the Lambs  is a coming-of-age story: A very young FBI agent is thrown into a very dangerous case and has to learn how to deal with serial killers, both investigating them and interacting with them. In both of these stories, the main characters are struggling to understand the true nature of their mentor: Sarty's father, Snopes, and Clarice's guide through the Buffalo Bill case, Hannibal Lecter. At the end of the story, Sarty sees that his father is going on an increasingly self-destructive path. His last attempt to b urn down a barn had succeeded and he had gotten away with it, but Snopes cannot help himself from responding to what he viewed as disrespect by again turning to the torch. Sarty knows he has to stop this imminent act of arson and escapes from his own family to do so, but as he runs, he tries to reconcile the monster he knows with the stories he's been told. â€Å"My father, he thought. "He was brave!" he cried suddenly, aloud but not loud, no more than a whisper: "He was! He was in the war! He was in Colonel Sartoris' cav'ry!" not knowing that his father had gone to that war a private in the fine old European sense, wearing no uniform, admitting the authority of and giving fidelity to no man or army or flag, going to war as Malbrouck himself did: for booty - it meant nothing and less than nothing to him if it were enemy booty or his own†. Sarty can't know Faulkner's omniscient narrator's aside here, but the information is important to confirm that Sarty's judgments about his father are right, that his instincts are correct: There is little redeeming in the character of Snopes. Similarly, Clarice goes into her discussions with Lecter knowing that he is a monster, but struggling to come to terms with his intellect and his strength of character. She never expected someone as refined, elegant and ultimately usually quite polite. Lecter respects strength, and repeatedly rewards her insistence with information; however, he despises weakness and a lack of independence, so he sometimes refuses to aid her more. In this respect, their relationship is truly that of parent and child: The child seeking more aid, the parent being careful with how much to dole out. The truly interesting element, however, is that Lecter is offering her moral advice. He gets at the core of her psychology: Like Sarty, Clarice once saw something in her childhood that she thought was unimaginably cruel, the bleating in panic and pain of lambs (a symbol of purity and sacrifice). Clarice's m otivations are to make sure she does not idly sit by again while something is butchered. The problem, though, is that Lecter's moral advice is not free and it comes from a truly questionable source. At every point, Clarice has to ask herself if Lecter is trying to get into her head to satisfy his own cravings or to advance a circuitous escape plot, or out of something resembling empathy or friendship. The last call at the end of the movie,

The background of Hai-O in Malaysia

The background of Hai-O in Malaysia Background of the Company Hai-O is one of the leading traditional healthcare companies in Malaysia, competing in the niche of traditional Chinese medicine. In the first chapter, this paper will discuss the background of the company in general to further illustrate the business nature of the company. This will provide the basis for the further discussion of Hai-Os business strategy. Introduction Hai-O is a local group of companies that operates in the business of traditional Chinese medicine. Hai-O Group of Companies (the Group) comprise of a few business divisions in the corporate structure. All of these divisions operate in the core business of Chinese healthcare products that include herbal medicines, pharmaceutical products as well as health food. Hai-O divisions include multi-level marketing (MLM) wholesaling, retail stores, as well as manufacturing. The Group has also diversified into a few other industries such as advertising services and leasing of machinery. Problem Statement For thousands of years, traditional medicine has been used in some communities for health cures and remedies. As it has been re-introduced in the modern world, there has been a growing debate on its effectiveness and potential side effects. This causes a rough ride for Hai-O as a traditional medicine provider. One of the challenges arise is the lack of international standards and evaluation methods for the efficiency of traditional medication because of international diversity of cultures and regions. As a result, many countries do not have national policies and regulations for traditional medicines. And there is also an issue of disparity in definition and classification for traditional medicine therapies. Some countries may define an herbal product as food supplement while others may accept it as herbal medicine, making international access and global product distributions a challenge to abide for Hai-O Group. There is also limitation for traditional medicines in terms of safety and quality. This is due to the complex nature of the methods for research and evaluation. For example, the safety and quality of finished herbal medicine products require tests on their resources which at one point can comprise hundreds of natural constituents. And the handling of these elements also needs to be evaluated. Products of traditional medicine are produced form natural elements which mostly are collected from wild plants. Scarcity of resources could also be an issue for business practices, not to mention the social threat they might face because of destructing of natural resources. Aside from growing competitions from other extension of healthcare business, Hai-O Enterprise Berhad needs to address these challenges and issues in its strategy to exhilarate growth and expansion. Problem Questions Writing this case will aim to answer a few questions that arise in the problem statement above. Some of the questions are: What is Hai-Os strategy to tackle the negative aspects of TCM? Why does Hai-O employ its current business strategies? How does Hai-O plan to expand into international market? How does Hai-O sustain its growth despite the challenges and threats? Case Study Objectives Objective of this case study is to critically analyse the: Business strategy; Strategy formulation; and the Issues and challenges faced by Hai-O Group in its business strategy Upon completion, this study will help to understand and clearly identify the business strategy of Hai-O Group. Through the case analysis, Hai-Os strategy formulation will be carefully examined and this will guide the finding of the critical issues and challenges of its business strategy. Companys Overview Hai-O was established in 1975, and has become a famous household name in Malaysia ever since. Originally, the Company offered an assortment of Chinese medicines and healthcare products. Much later, the business expanded and grew into Hai-O Group of Companies. It first made its way to Bursa Malaysia Securities Berhad in the year 1996, by being listed in the second board of Bursa Malaysia. The Group has 5 principal business that are multi-level marketing, wholesaling, retailing, manufacturing and medicinal clinics. The Group was the first traditional healthcare company listed on the stock exchange. It was listed into the main board of Bursa Malaysia on 2007. Expert in its niche, Hai-O has managed to build extensive and efficient distribution network for the past three decades. As part of its services, the Group is also practising integrated health services which combine the traditional Chinese medicine clinic services and non-decocted Chinese herbal consultation in their retail stores. These services were collaboration with its joint venture partner, Beijing Tongrentang Co Ltd, a big TCM provider in China. History of Hai-O Hai-O Enterprise Bhd was founded by Mr. Tan Kai Hee in 1975. He was an assistant secretary-general of the Labour Party in 1960s and was arrested under the Internal Security Act (ISA) from 1965 to 1973. Only 28 years old at the time, Tan was optimistic despite the unfortunate circumstances. Finding job after the detention was not easy, and this leads him to the idea of organising other ex-comrades to venture into China trade. And so they set up Hai-O in 1975 and started operation in Klang. The business was soon became a word of mouth among friends and supporters. Due to a lot of hard work and high optimism, the Group was able to break even within the first year and all of the key historical and inspirational accomplishment took place itself in the first year it was introduced. Throughout many years of operation, the Group has earned a lot of awards for their remarkable performance. Such recognitions are awarded to all the top performing companies within the Group. The Group take pride in its achievements which have help instil good confidence among its investors and customers. Awards and recognitions received by Hai-O Group are: Hai-O Enterprise: Best Small Capitalisation Company (Malaysian Corporate Governance Index 2009) by Minority Shareholder Watchdog Group (MSWG) Hai-O Enterprise: Best Return to Shareholder Category First Runner Up Award by Malaysian Business CIMA Enterprise Governance 2009 Hai-O Enterprise: Best Under a Billion Award by Forbes Asia 2009 Hai-O Enterprise: Ranked no. 6 in Top 100 Listed Company In Terms of Shareholder Values Creations 2008 by KPMG and The Edge Hai-O Enterprise: Best Under a Billion Award by Forbes Asia 2008 Hai-O Raya: The Brand Laureate 2008-2009 under the Product Branding for Traditional Chinese Medicine category Hai-O Marketing: Malaysian Business Ethics Excellence 2008 recognition certificate by Ministry of Domestic Trade and Consumer Affairs Hai-O Raya: Malaysian Business Ethics Excellence 200 recognition certificate by Ministry of Domestic Trade and Consumer Affairs Hai-O Enterprise: Best Under a Billion Award by Forbes Asia 2007 Hai-O Marketing: Outstanding Contribution Towards Developing Bumiputra Entrepreneurs 2007 recognition certificate by MECD Hai-O Raya: Superbrand 2003/2004 Hai-O Raya: Malaysian Book of Records: Greatest Number of Traditional Healthcare Chain Stores in Malaysia 2001 Hai-O Raya: Golden Bull Award: Malaysias Top 100 Outstanding SMEs 2003 Hai-O Raya: Enterprise 50 by SMIDEC and Deloitte 2003 Top Malaysian Small Cap Companies (100 Jewels 2007) by OSK Investment Bank Bhd Hai-O Marketing: 13 Years Membership with Direct Selling Association Malaysia 2007 Diamond Club Award for Excellent Performance 2002, 2003, 2006 GMP Status and ISO: 9001certification by SG Global Biotech Sdn Bhd U.S. FDA Facility Registration certificate by SG Global Biotech Sdn Bhd Source: http://en.hai-o.com.my Vision, Mission and Corporate Values The Group ultimate goal is to become a premiere healthcare company in Malaysia. Focusing on it, its vision reads: We aim to become the premier healthcare company in Malaysia and thereby bringing the greatest value and pride to our customers, business partners, employees and shareholders. This explained that their vision of being the leading healthcare company are much focused on delivering value to each key element that make up their business, internally and externally. Hai-O has strived over 35 years to take the brand name beyond the image of Chinese medicine. The Group genuine interests in healthy culture boost their spirit to promote humans well-being with the mission statement that reads: We are committed to promoting healthcare culture and improving humans well-being. Such vision and mission is incorporated into the Groups corporate value. Hai-O means seagull in Mandarin. It is a metaphor that the Group will soar high and the Group incorporated its corporate values in the word seagull itself and the image of a seagull is embedded in the Groups company logo. Their 7 core values are: Social responsibility; Hai-O strives to repay society by helping those in needs through actions and monetary support. Excellent service; Hai-O strives beyond customers expectations to give excellent quality products and superior service. Attitude; Hai-O strives to sustain a positive attitude in every dimensions of the business at any circumstances it faces. Unity; Hai-O strives to unite its organization as one big family in Malaysian culture of different races to achieve its goals in the challenging business world. Growing; Hai-O strives to capitalise on its competitive advantage and knowledge to ensure continuous improvement and growth. Loyalty; Hai-O strives to be loyal to its business partners and its commitment to convey good results to the customers as well as the shareholders. Learning; Hai-O strives to build a knowledge-based working environment by collecting its resources together to achieve goals to educate consumers on healthcare and to contribute to the research and development in the biotechnology and pharmaceutical science. Figure 1: Hai-Os Company Logo Image source: Adapted from http://en.hai-o.com.my Strategy One of the obvious strategies to market its product was the Group formation of Hai-O Marketing Sdn. Bhd. in 1992. This subsidiary company is targeted to market Hai-Os products through multilevel marketing. Products that are sold through this company are health food, wellness and beauty products. This strategy of has boosted the Groups business substantially and has brought a huge exposure for Hai-Os brand into the consumer market. Although the business move has brought a giant impact, the Group fundamental strategies still remain in three main criteria; choosing the right product, targeting the Bumiputra segment and venturing abroad. Hai-O sources raw materials for its product from the main land China. TCM market in China is saturated and the products are variety. But Hai-O is devoted to solitary select the right ones to bring into its product line. Only importing patented products that are approved by the Ministry of Health, the Group built its clients trust by selling genuine quality products at a fair price with Hai-O branding. In 2002, links to China were further consolidated in a partnership with Peking Tongrentang, a renowned company with a 338-years history and is famous for working for the emperor during the Qing dynasty. Other than that, the Group also signed a sole distributorship agreement in 2007, with Yunnan Baiyao Group Co Ltd. Since the setting of its MLM division, Malay consumers have constituted a large segment of its market as well as its sales force, which has result in a remarkable transformation for Hai-O as a group. The concept of MLM suited the Bumiptra market very well. Famous product among the Malay consumer is the Pur Er tea which is considered as a wonder tonic with abundant health benefits ranging from removing toxins to improving blood circulation. Achieving reputation among Malay consumers has changed the Groups image from previously a mainly Malaysian Chinese trade. As a result, the brand is more accessible and well received by other citizen in Malaysia. As the power of traditional medicine is showing evident results in todays healthcare industry, the Group decided to take the business abroad by penetrating the lucrative markets of China and Indonesia. A joint venture company has been set up in Jakarta and has started business in August 2009. As for China, the Group is in the midst of obtaining the necessary rights and licences to promote Malaysias traditional medicines and health products such as Tongkat Ali, and Kacip Fatimah in its local market. Venturing into the international market is a strategy that the Group hope will help to expose their brand even further as well as promote traditional Chinese medicine to a higher level. Corporate Structure Figure 2: Hai-Os Corporate Structure Source: http://en.hai-o.com.my Wholesale Division As a second largest contributor to the Group, the wholesale division have secured exclusive agency rights for importing and distributing of more than 200 branded products from China under the company names Hai-O Medicine Sdn. Bhd., Kinds Resources Sdn. Bhd., Grand Brands (M) Sdn. Bhd., Chop Aik Seng Sdn. Bhd. and Vintage Wine Sdn. Bhd. These products include a wide range of traditional Chinese medicines, teas and wines that are distributed through Hai-Os multi-distribution channels. These channels offer a broad access to Chinese medical halls, hyper/ supermarkets, convenience stores, retail outlets and restaurants. Direct Selling Division The direct selling division, also known as the MLM division has been the Groups fastest growing segment since it is first introduced in 1992. Operating under the company name Hai-O Marketing Sdn. Bhd., the division has a strong distribution force that helped the company to emerge as a leading local direct selling company. Hai-O Marketing Sdn. Bhd. is now serving over 34,000 distributorships, through more than 50 distribution centres throughout Malaysia. With the product mix ranging from healthcare to household products, Hai-O Marketing Sdn. Bhd. also owns a subsidiary company, PT Hai-O Indonesia which took up a 60% stake in a joint-venture company with an Indonesian partner. The company has started business in August 2009, selling products manufactured from Malaysia. Retail Division The Group has over 60 chain stores in major cities and towns across Malaysia. These chain stores carry an extensive range of traditional Chinese medicines, teas, wines and other healthcare products. Operating under the company name Hai-O Raya Berhad, the Group also owns retail counters in some of major supermarkets namely Carrefour and AEON Jusco. These outlets provide consultations on herbs and TCMs by professional herb masters. Hai-O Raya Berhad also provides a franchise program for entrepreneurs who are interested in operating a professional TCM store. In 2002, the Group expanded to also offer integrated clinical service under the company name, Peking Tongrentang (M) Sdn. Bhd. This integrated clinic is a joint-venture between Hai-O and Beijing Tongrentang Co Ltd, the largest producer of traditional Chinese medicine in China. Besides that, the Group also owns another subsidiary company that offers extensive traditional Chinese medicine products and service, Hai-O Polaris (M) Sdn. B hd. Manufacturing Division Realizing the importance and the fast growing demand of traditional Chinese medicine in the country, the Group made a decision to open up its own pharmaceutical manufacturing plant in 1994. Operating under the name SG Global Biotech Sdn. Bhd., it was the first traditional medicinal manufacturer that complies with the Good Manufacturing Practice (GMP) standards in the country. The companys obligation to quality assurance has obtained the qualification under ISO 9002 in 1999 and ISO9001: 2000 in 2002. Its core businesses is producing and processing of herbal and other health products and SG Global is also active in a lot of research and development activities. The company shared the technology and expertise with China and several local counterparts in Malaysia. Riding on the potential growth of the research and development area in herbal and traditional medicine in Malaysia, the Group extended its operation into another subsidiary that focuses on laboratory research to increase product innovation. QIS Research Laboratory Sdn. Bhd. is established to offer a full service in analytical laboratory, microbiology and chemical analysis of traditional medicine. QIS Lab is accredited to ISO 17025 by the Department of Standard Malaysia (DSM) of the Ministry of Science and Technology. In the past years, the Group has also ventured in several other business segments. Other subsidiary companies include Seagull Advertising Sdn. Bhd., Hai-O Credit and Leasing Sdn. Bhd., Sri Pangkor Credit and Leasing Sdn. Bhd., Hai-O Energy (M) Sdn. Bhd. and Hai-O Properties Sdn. Bhd. The Group other supporting businesses involved the leasing of machinery and equipment, advertising services, investment holding as well as insurance agency. Corporate Governance The Board of Directors of Hai-O Enterprise Berhad (the Board) embraces the value of the Malaysian Code of Corporate Governance which outlines the ethics and the best practices on corporate governance. In regards, the Board is dedicated to make sure that the corporate governance principles are well practiced and well observed throughout the operation of Hai-O Group in order to ensure integrity and professionalism within the organization to safeguard shareholders investment and value. Composition of the Board The Board of Hai-O Group is consists of 8 members, comprising of 3 Executive Directors and 5 Non-Executive Directors. 4 of these Non-Executive Directors are Independent Directors who act as independent advisors. This composition meets the terms with the Listing Requirements of Bursa Malaysia Securities Bhd which requires one-third (1/3) of the Board to be Independent Directors. The Executive and Non-Executive Directors functions are defined clearly. The Executive Directors capacity is to administer the Groups operations and execute the operational and corporate decisions while the Non-Executive Directors offer the Company with necessary opinions and decisions. Formulation of the Groups strategies and policies are shaped from the combination between the expertise of the Independent Non-Executive Directors and the skill and wisdom of the Executive Directors. If a conflict of interest is likely to arise, it is the obligation for the director concerned to declare his interest and withdraw from the process of the decision making. The same formula is tailored to the responsibilities between the Chairman and the Managing Director in order to maintain a balance of authority and accountability. The Chairman provides a general leadership to the Board without restricting the principle of collective responsibility for Boards decisions. And the Managing Directors principal responsibility is to formulate the business strategies and to employ the corporate decisions as well as to administer the overall business operations. The Boards composition represents a mix of skill, knowledge and expertise that are significant to the activities of the Group. The Board meeting is held once every 3 months. The Board entrusted the Nomination Committee with the necessary responsibilities to appoint and re-elect the directors. This committee is comprises of Independent and Non-Executive Directors and is responsible to recognize and pick potential new directors and propose nominations to the Board. The Board also recognizes that constant learning is critical for its members in order to gain insights into the state of economy, technological advances, regulatory updates and management strategies. Thus all the Directors of the Company have to complete the Mandatory Accreditation Programme (MAP) which is compulsory for the Listing Requirements of the Bursa Malaysia Securities Bhd. The Directors will continue to undertake other significant training programmes and the Continuing Education Programmes (CEP) to supplement and maximize knowledge in the latest statutory and regulatory developments. This is also to assist them in keeping abreast with developments in the business environment in order to enable them to uphold their responsibilities more effectively. Directors Remunerations A remuneration Committee was set up by the Board to manage the Executive Directors remuneration package. The committee members are majority consisting of the Non-Executive Directors. This remuneration package is based on the Groups results apart from the individual directors performance. The committee meeting is held frequently as required to resolve all aspect of remuneration as well as terms and conditions of service of the Executive Directors. Level of the remuneration is structured as such to motivate and encourage the Directors to run the Group at the top of their performances. And the compensation for the Non-Executive Directors is subjected to the Boards decision as a whole. The fees for both the Executive and Non-Executive Directors are approved by the shareholders at the Annual General Meeting (AGM). Shareholders and Investors It is important to public listed organizations to inform the current status of the Group to the shareholders, stakeholders as well as the general public. Hence, the Group has been keeping up a constructive and active communication policy which enables the management and the Board to communicate effectively with its shareholders. The Groups website, www.hai-o.com.my is one of the channels available for corporate information to assist shareholders and investors to assess their investment decisions. The Groups AGM proceedings are open to all shareholders to promote transparency. Shareholders are also invited to attend any Extraordinary General Meetings which are announced through circulars and notice of meeting whenever it occurs. Accountability and Audit An Audit Committee is set up to manage the annual financial statements of the Group. This committee is responsible to ensure that the statements are complied with the requirements in the valid accounting standards in Malaysia under the Companies Act, 1965 as well as the Listing Requirements of Bursa Malaysia Securities Bhd. The committee is also accountable to establish an appropriate and transparent relationship with the Groups internal and external auditors. The Board also recognizes the significant of financial controls, operational and compliance controls as well as risk management. Hence, the internal control system is designed to administer the risk of failure to accomplish business objectives. Board of Directors The names and positions of Hai-O Enterprise Berhads executive officers (as of February 17, 2010) are listed below: Table 1: Hai-Os Board of Directors Name Position Y. Bhg. Tan Sri Osman S. Cassim Chairman, Independent Non- Executive Director Tan Kai Hee Managing Director, Non-Independent Director Datin Sunita Mei-Lin Rajakumar Independent Non-Executive Director Tan Keng Song Executive Director, Non-Independent Director Chia Kuo Wui Executive Director, Non-Independent Director Y. Bhg. Dato Abdul Rani Bin Mohd Razalli Non-Independent Non-Executive Director Lim Chin Luen Independent Non-Executive Director Quek Ah Ba Independent Non-Executive Director Source: Adapted from http://en.hai-o.com.my Profile of the Board of Directors Y. Bhg. Tan Sri Osman S. Cassim (Chairman, Independent Non-Executive Director) Tan Sri Osman graduated from University of Malaya, Singapore with an Honors Degree in Arts. He later attended the Advanced Management Programmes by Harvard Business School, Boston in 1984. During his 30 years career in public sector, Tan Sri Osman used to serve as Secretary General in the Ministry of Labour, the Ministry of Information, and Ministry of Home Affairs. He was elected as the Director General of the Public Services Department Malaysia in 1980. Later in 1988, he was appointed as the National Advisor to the General Electric International (USA) Currently he is the Vice President in the Court of Fellows of Malaysia Institute of Management. Tan Sri Osman was also the Chairman of Southern Bank Berhad from 1990 to 2005. He joined Hai-O Group and become the Chairman on 31 January 2005. Tan Sri Osman is also the Chairman of the Remuneration and Nomination Committee of Hai-O Group. Tan Kai Hee (Managing Director, Non-Independent Director) Mr. Tan Kai Hee is one of the founders of the Group. He is also the main policy and decision-maker. Mr. Tan has more than 33 years of experience in the trading business. In August 2006, he attended China Market Study Tour Program which was carried out by Beijing International MBA, Peking University. Mr. Tan is also an avid social worker for the past 35 years. As also a founder of Malaysia-China Friendship Association (PMC), Mr. Tan acts as the Secretary-General. He is also the founder of Malaysia-China Medicine Health Product Association (MCMHPA), Malaysia-China Chamber of Commerce (MCCC) and Malaysia Ru-Shang Social Association. Among others, Mr. Tan is also the Chairman in the Trading Services of the Malaysia China Business Council (MCBC) and the Advisor for the Federation of Chinese Physicians and Medicine Dealers Association of Malaysia (FCPMDAM). Mr. Tan holds directorship in Hai-O Raya Bhd. as well as a few other private limited companies. He was selected to the Groups Board o n 30 August 1975 and is also a member in the Remuneration and Investment Committee. Mr. Tan is the father of Ms. Tan Keng Song, who is the Executive Director of Hai-O Enterprise Bhd. Datin Sunita Mei-Lin Rajakumar (Independent Non-Executive Director) Graduated from University Bristol, United Kingdom, Datin Sunita holds a Bachelor Degree in Law. She is the Member of Institute of Chartered Accountants of England and Wales, earning her qualification certificate in 1994. She used to work for Ernst Young, London as the Audit Manager. She also used to be the Manager in RHB Sakura Merchant Bank, Kuala Lumpur. In addition, she used to work in Corporate Finance as the Vice President at Petra Technologies and was appointed as the Director of Corporate Finance at Southern Plastic. She also used to work for MIMOS Berhad as the Venture Capital Consultant before joining the Groups Board on January 2009. Datin Sunita is also a member of the Groups Audit Committee. Tan Keng Song (Executive Director, Non-Independent Director) Ms. Tan Keng Song holds a Bachelor Degree in Commerce from University of Western Australia. Majoring in Marketing and Management, she used to work for UMW Group. She joined Hai-O Group in 2000 as the MIS Executive at Hai-O Raya Bhd. Later she was promoted to the head of the Groups IT and MIS division. Currently she is leading the Business Administration, MIS and Human Resources Department and is a member of the Investment Committee. Ms. Tan joined the Board on 2001. She is the daughter of Mr. Tan Kai Hee, the Managing Director of Hai-O Enterprise Bhd. Chia Kuo Wui (Executive Director, Non-Independent Director) Mr. Chia Kuo Wui obtained his Bachelor Degree in Accounting at Curtin University, Australia. Later he continued to earn his study MBA from Charles Stuart University at Help University College Kuala Lumpur. Mr. Chia joined Hai-O Group in the Corporate Planning and the Investor Relation Department. Holding key positions in some of Hai-O Groups, he also holds the directorships in a few other private limited companies. Mr. Chia Kuo Wui was appointed to the Groups Board on 14 November 2008. Y. Bhg. Dato Abdul Rani Bin Mohd Razalli (Non Independent Non Executive Director) Dato Abdul Rani obtained his Senior Cambridge Certificate in 1952. He used to serve the Government Royal Custom Excise, Malaysia as the Deputy Director General. He later ventured into commercial business in the fields of shipments, transportation, warehousing, and manufacturing. Dato Abdul Rani joined Hai-O Group on 1995 as the Executive Director. He was also a member of the Investment Committee of Hai-O Group and was re-designated as Non Executive and Non Independent Director in 2003. Lim Chin Luen (Independent Non-Executive Director) Mr. Lim Chin Luen has been involved with the trading of Chinese traditional medicine and herbal products for over 15 years. He also owns a nourishing food and noodles stores in Singapore. Mr. Lim joined the Groups Board in December 1997. He was also a member of the Audit, Remuneration and Nomination Committee of Hai-O Group. Quek Ah Ba (Independent Non-Executive Director) Mr. Quek Ah Ba served as an Accountant and Operational Manager in many companies. He also served two of the Securities firms, Noone Co Sdn Bhd from 1980 to 1983, and C.S. Securities Sdn Bhd from 1986 to 1989. Mr. Quek was a member of Australia Society of Accountants (A.S.A.) and CPA (Australia). He joined Hai-O on 2001 and became the Chairman of the Audit Committee. In addition, Mr. Quek is also a member of the Nomination Committee.

Animal testing Essay -- Animal Testing

When it comes to animals and their rights, there is a definite line between our needs and our taking advantage of those species that we consider inferior. As long as man has existed he has been carnivorous, and the same holds true for many other species of animals. Animals are a necessity to humans for survival, whether it be for food, clothing, etc. However, the unnecessary torture of animals through testing is not a necessity for human survival. When it comes to the needless torture of animals that we claim to benefit, the animals lives need to be taken into consideration. S. F. Sapontzis gives his theory as to why animals should not be used in testing. To start with, animals are not capable of giving their consent to be used as subjects in an experiment. Secondly, "experiments can only be performed on an individual who is willing, morally speaking. Therefore it is immoral to use animals in experiments" (Sapontzis 209). It would be great if this world where our lives wer e actually governed by morals. The sad truth is that we do not. Until we do, someone is going to have to stand up for the silent majority that is incapable of voicing its opinion. When there is torture and unjust treatment towards humans, people then realize that it is wrong. These people realize that it's wrong when it comes to animals as well. Henry Spira said of the animals used in experiments: "†¦the victims are unable to organize in defense of their own interests" (Spira 194). When it comes to needlessly conducting experiments on animals, no one ever says anything. Humans need to stop thinking about themselves as a superior species to other animals. They have to start thinking about how we can stop the cruelty that they inflict upon animals day after day in experiment after experiment. Tom Regan, a well-known animal rights activist, wrote, "the fundamental wrong is the system that allows us to view animals as our resources, here for us- to be eaten, or surgi cally manipulated, or exploited for sport or money" (Regan 14). Nothing could be more true than this fact; man considers itself such a superior species that all others were put on earth for his convenience. It is this type of thinking that has gotten humans to the place where we are today. What humanity needs to do is get off its high-horse and realize that they are not the king of the jungle and we rea... ...n estimated that between 100 million and 200 million animals die in laboratories around the world each year" (Ryder 77-78). Although it has been proven that a lot of good has come out of animal research and animal testing, this does not make up for all the pain and suffering that these animals go though without being able to consent. The truth still remains that, despite the benefits (when there are benefits), perhaps we need to contemplate the effects that our actions are having on these animals. Work Cited Blum, Debrorah. The Monkey Wars. New York: Oxford. 1994 "Experiments on Animals." Animal Rights and Human Obligations. Eds. Tom Regan and Peter Singer. Englewoods Cilffs: Prentice Hall. 1976 Regan, Tom. The Case for Animal Rights. Los Angels: University of California Press. 1983 Ryder, Richard R. Animal Revolution. Cambridge: Basil Blackwell. 1989 Sapontzis, S. F. Morals, Reason, and Animals. Philidelphia: Temple U P. 1987 "Speciesism in the Laboratory." In Defense of Animals." Ed. Peter Singer. Oxford: Blackwell. 1985 Spira, Henry. "Fighting To Win." In Defense of Animals." Ed. Peter Singer. Oxford: Blackwell. 1985

Confirming Alzehimer’s Disease

Running head: Confirming Alzheimer’s Disease Confirming Alzheimer’s Disease Carissa Davis Walden University Diagnosis and Assessments 6720 Confirming Alzheimer’s Disease The Forgetful Mail Carrier Han’s is a 66 year old retired government worker that has been dealing with issues related to his memory. Han’s retired at the age of 60 because he could no longer perform his duties at work properly. The problems with his work performance had been an issue for five years before his retirement. At the age of 62, he could not remember the way home while leading a hike in an area he was familiar with and knew well.Over time his memory problems have become more noticeable and he even has failed to recognize good friends. He has become more and more quiet, given up his hobbies and lost interest in the newspaper and television. His wife is not comfortable leaving him alone because of his memory issues (Butcher, Mineka, ;amp; Hooley, 2010). Confirm Diagnosis Dem entia of the Alzheimer Type is a diagnosis of exclusion, other causes for the cognitive deficits must be ruled out first (American Psychiatric Association, 2000).This diagnosis is normally given after all other potential causes are ruled out by medical and family history, along with a physical examination including laboratory test in some cases (Butcher, Mineka, ;amp; Hooley). Han’s has no sign of a medical condition that would be a factor in his memory failure. Han’s symptoms do not fit diagnostic criteria (C) for vascular dementia or other dementias due to other general medical conditions (APA). After the other possible diagnoses are ruled out then I must insure that Han meets the criteria for dementia of the Alzheimer type.Hans’ memory failures meet the criteria for A1. His inability to find his way home in an area that he has lived for 40 years meets the criteria for 2(d). The next criteria for this diagnoses requires that the cognitive deficits in A1 and A2 cause significant impairment in social or occupational functioning and represents a significant decline for a previous level functioning (APA, 2000). The fact that his memory failure required him to retire early shows a significant impairment in occupational functioning.Han not recognizing his close friends and giving up hobbies shows a significant impairment in social function. There are standardized published rating scales that can be used to measure the severity of impairment (APA, 2000). Criteria D requires cognitive deficits in A1 and A2 are not caused by other central nervous system conditions (1), systemic conditions that are known to cause dementia (2) or substance induced conditions (3). The information that I have would lead me to believe that this clients condition is not related one, two or three of criteria D.Criteria E requires that the deficits do not occur exclusively during the course of delirium, which they do not (APA). Criteria F requires the disturbance not to better accounted for by another disorder (APA). This is an area that I felt another disorder might need to be considered. The fact that Han has begun to speak less and less, given up his hobbies, has not interest in the newspaper or televisions could be cause to diagnosis him with Major Depressive Disorder due to Alzheimer’s with depressive features, 293. 83 (APA). This could be listed along with 294. 10 Dementia of the Alzheimer’s type with early onset.The early onset needs to be the specify subtype because is memory failure began before the age of 65. Counseling There is no treatment or cure for Alzheimer’s disease that will reverse the loss that this disease causes. The treatment that is used is to work the clients and their families to diminish agitiation and aggression in the patients. Also to help the family deal with the stress of caring for a family member who is suffering from this disease. As a counselor I would help this client reduce frustration and embarrassment that they might feel because of this disease.In this type of situation I would see my professional services helping the family of the client. Taking care of a loved one that is suffering from Alzheimer’s can be stressful and demanding. Helping caregives learn how to distress and cope the stress will benefit them along with the person they was caring for.References American Psychiatric Association. (2000). DSM-IV-TR. Arlington, VA: Author. Butcher, J. N. , Mineka, S. , ;amp; Hooley, J. M. (2010). Abnormal psychology (14th ed. ). Boston, MA: Allyn ;amp; Bacon.

Sophie Tucker Biography

Dates:  January 13, 1884 -  February 9, 1966 Occupation:  vaudeville entertainerAlso known as:  Last of the Red Hot Mamas Sophie Tucker was born while her mother was emigrating from the Ukraine, then part of the Russian Empire,  to America to join her husband, also a Russian Jew. Her birth name was Sophia Kalish, but the family soon took the last name Abuza and moved to Connecticut, where Sophie grew up working in her familys restaurant. She discovered that singing at the restaurant brought in tips from customers. Playing piano to accompany her sister at amateur shows, Sophie Tucker quickly became an audience favorite; they called for the fat girl. At age 13, she already weighed 145 pounds. She married Louis Tuck, a beer driver, in 1903, and they had a son, Albert, called Bert. She left Tuck in 1906, and left her son Bert with her parents, going to New York alone. Her sister Annie raised Albert. She changed her name to Tucker, and began singing at amateur shows to support herself.   Her divorce from Tuck was completed in 1913. Sophie Tucker was required to wear blackface by managers who felt that she would not otherwise be accepted, since she was so big and ugly as one manager put it. She joined a burlesque show in 1908, and, when she found herself without her makeup or any of her luggage one night, she went on without her blackface, was a hit with the audience, and never wore the blackface again. Sophie Tucker briefly appeared with the Ziegfield Follies, but her popularity with audiences made her unpopular with the female stars, who refused to go on stage with her. Sophie Tuckers stage image emphasized her fat girl image but also a humorous suggestiveness. She sang songs like I Dont Want to Be Thin, Nobody Loves a Fat Girl, But Oh How a Fat Girl Can Love. She introduced in 1911 the song which would become her trademark: Some of These Days. She added Jack Yellens My Yiddishe Momme to her standard repertoire about 1925 -- the song was later banned in Germany under Hitler. Sophie Tucker added jazz and sentimental ballads to her ragtime repertoire, and, in the 1930s, when she could see that American vaudeville was dying, she took to playing England. George V attended one of her musical performances in London. She made eight movies and appeared on radio and, as it became popular, appeared on television.   Her first movie was  Honky Tonk  in 1929. She had her own radio show in 1938 and 1939, broadcasting for CBS three times a week for 15 minutes each. On television, she was a regular on variety shows and talk shows including  The Tonight Show  and  The Ed Sullivan Show.   Sophie Tucker became involved in union organizing with the American Federation of Actors, and was elected president of the organization in 1938. The AFA was eventually absorbed into its rival Actors Equita as the American Guild of Variety Artists. With her financial success, she was able to be generous to others, starting the Sophie Tucker foundation in 1945 and endowing in 1955 a theater arts chair at Brandeis University. She married twice more: Frank Westphal, her pianist, in 1914, divorced in 1919, and Al Lackey, her fan-turned-personal-manager, in 1928, divorced in 1933.   Neither marriage produced children. She later credited her reliance on financial independence for the failure of her marriages. Her fame and popularity lasted more than fifty years; Sophie Tucker never retired, playing the Latin Quarter in New York only months before she died in 1966 of a lung ailment accompanied by kidney failure. Always partly self-parody, the core of her act remained vaudeville: earthy, suggestive songs, whether jazzy or sentimental, taking advantage of her enormous voice.   She is credited as an influence on such later women entertainers as Mae West, Carol Channing, Joan Rivers and Roseanne Barr.   Bette Midler more explicitly credited her, using Soph as the name of one of her on-stage personas, and naming her daughter Sophie. Sophie Tucker on this site Sophie Tucker Quotations

Analysis of Starbucks - 5240 Words

An Analysis of Starbucks Company History Starbucks was opened its first coffee company in Seattle’s Pike place Market on 1971. The name was taken from the first mate in Herman Melville’s Moby Dick (Company Profile, 2005). Products Beverages: Brewed coffees, Italian-style espresso, cold blended beverages, roasted whole bean coffees, tea products, fruit juice, sodas, and coffee liqueur. Food: Sandwich, Salads, pastries and ice creams. Non food items: Mugs, Travel tumblers, coffeemakers, coffee grinders, storage containers, compact discs, games, seasonal novelty items, Starbucks card, media bar. International Business Development In order to achieve Starbucks mission to be a global company, the†¦show more content†¦It means that domestic market in China can supply abundant coffee beans, besides importing from the United States. Besides, rapid growth of economy in China is one of aspects to which Starbucks paid much attention. Although China is still among the developing countries with a relatively low per capita income, it has had tremendous economic growth since the late 1970s. According to the report of Asian Development Bank, China s growth rate for the coming 2-3 years is predicted to be 8.5 % and above (â€Å"Economy of China†, 2005). Therefore, We believe that China has enormous growth potential, said Martin Coles, president of international operations at Starbucks (â€Å"China is Starbuck s Cup of Tea†, 2005). Detail Analysis SWOT Analysis Strengths * The reputation of brand name and image Strong brand name and image of Starbucks allow brand recognition and consumer retention. Therefore, the expanding of stores to other countries is easier and proficient. * High revenues and profits The financial performance of company has positive aspects. The revenues of Starbucks in 2004 were $5.3 billion, growing at about 30 percent. 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