My Friend Hamilton -Who I shot Essay -- essays research papers fc

A Historiographical Discussion of the Duel Between Aaron Burr and The duel between Aaron Burr and Alexander Hamilton holds a significant relevance in American history and should be examined within the context of early American culture and politics. The recent historiography of the incident provides us with a complex, evolving web of conflicting interpretations. Since the day of this tragic duel, contemporaries and historians have puzzled over why these two prominent American statesmen confronted each other on the Plains of Weehawken. What circumstances or events could have motivated two of the most brilliant political minds in America to endanger their lives and reputations by taking aim at each other on that dismal day? The recent historiography of the event can be divided into two schools which I shall denote as the â€Å"contextual† school and the â€Å"psycho-historical† school. These differing â€Å"schools† demonstrate the complexity of history and the extent to which a variety of factors, including bias and changing frames of reference can influence interpretive study and conclusions. It is the object of this discussion, therefore, to examine the heretofore mentioned interpretations, and to critically analyze the differing ideas concerning the Burr-Hamilton duel. The most succinct version of the event, as told by Joseph J. Ellis reads On the morning of July 11, 1804, Aaron Burr and Alexander Hamilton were rowed across the Hudson River in separate boats to a secluded spot near Weehawken, New Jersey. There, in accord with the customs of the code duello, they exchanged pistol shots at ten paces. Hamilton was struck on his right side and died the following day. Though unhurt, Burr found that his reputation suffered an equally fatal wound. In this, the most famous duel in American history, both participants were casualties.1 Almost every American is familiar with this most famous—and deadly—of American duels. Hamilton was celebrated and hailed as a martyr, and Burr was labeled a murderer and went on to undertake many strange adventures in the American west, eventually tried for treason for his purported conspiratorial intentions. Before engaging further in this discussion, one must first differentiate between what I have denoted as â€Å"contextual† history and â€Å"psycho-historical† history. I contend that â€Å"contextual† ... ...no. 1 (1995): 1-23. Schachner, Nathan. Aaron Burr: A Biography. New York, NY: A.S. & Barnes Company, 1961. Shalhope, Robert E. Review of Affairs of Honor: National Politics in the New Republic, by Joanne B. Freeman. The Journal of American History 89, no. 2 (2002): 620-621. Schneidman, J. Lee and Conalee Levin-Schneidman. â€Å"Suicide or Murder? The Burr-Hamilton Duel.† Journal of Psychohistory 8, no. 2 (1980): 159-181. Stevens, William Oliver. Pistols at Ten Paces: The Story of the Code of Honor in America. Boston, MA: Houghton Mifflin Company, 1940. Ward, Allen Mason. A History of the Roman People. 4th Ed. Upper Saddle River, NY: Prentice Hall, 2003. Weiten, Wayne. Psychology: Themes and Variations. 5th Ed. Belmont, CA: Wadsworth, 2001. Wood, Gordon S. The Radicalism of the American Revolution. New York, NY: Vintage Books, 1991. Wyatt-Brown, Bertram. Southern Honor: Ethics and Behavior in the Old South. New York, NY: Oxford University Press, 1982. ----------. Honor and Violence in the Old South. New York, NY: Oxford University Press, 1986. Zinn, Howard. A People’s History of the United States: 1492-Present. New York, NY: HarperCollins, 1980. My Friend Hamilton -Who I shot Essay -- essays research papers fc A Historiographical Discussion of the Duel Between Aaron Burr and The duel between Aaron Burr and Alexander Hamilton holds a significant relevance in American history and should be examined within the context of early American culture and politics. The recent historiography of the incident provides us with a complex, evolving web of conflicting interpretations. Since the day of this tragic duel, contemporaries and historians have puzzled over why these two prominent American statesmen confronted each other on the Plains of Weehawken. What circumstances or events could have motivated two of the most brilliant political minds in America to endanger their lives and reputations by taking aim at each other on that dismal day? The recent historiography of the event can be divided into two schools which I shall denote as the â€Å"contextual† school and the â€Å"psycho-historical† school. These differing â€Å"schools† demonstrate the complexity of history and the extent to which a variety of factors, including bias and changing frames of reference can influence interpretive study and conclusions. It is the object of this discussion, therefore, to examine the heretofore mentioned interpretations, and to critically analyze the differing ideas concerning the Burr-Hamilton duel. The most succinct version of the event, as told by Joseph J. Ellis reads On the morning of July 11, 1804, Aaron Burr and Alexander Hamilton were rowed across the Hudson River in separate boats to a secluded spot near Weehawken, New Jersey. There, in accord with the customs of the code duello, they exchanged pistol shots at ten paces. Hamilton was struck on his right side and died the following day. Though unhurt, Burr found that his reputation suffered an equally fatal wound. In this, the most famous duel in American history, both participants were casualties.1 Almost every American is familiar with this most famous—and deadly—of American duels. Hamilton was celebrated and hailed as a martyr, and Burr was labeled a murderer and went on to undertake many strange adventures in the American west, eventually tried for treason for his purported conspiratorial intentions. Before engaging further in this discussion, one must first differentiate between what I have denoted as â€Å"contextual† history and â€Å"psycho-historical† history. I contend that â€Å"contextual† ... ...no. 1 (1995): 1-23. Schachner, Nathan. Aaron Burr: A Biography. New York, NY: A.S. & Barnes Company, 1961. Shalhope, Robert E. Review of Affairs of Honor: National Politics in the New Republic, by Joanne B. Freeman. The Journal of American History 89, no. 2 (2002): 620-621. Schneidman, J. Lee and Conalee Levin-Schneidman. â€Å"Suicide or Murder? The Burr-Hamilton Duel.† Journal of Psychohistory 8, no. 2 (1980): 159-181. Stevens, William Oliver. Pistols at Ten Paces: The Story of the Code of Honor in America. Boston, MA: Houghton Mifflin Company, 1940. Ward, Allen Mason. A History of the Roman People. 4th Ed. Upper Saddle River, NY: Prentice Hall, 2003. Weiten, Wayne. Psychology: Themes and Variations. 5th Ed. Belmont, CA: Wadsworth, 2001. Wood, Gordon S. The Radicalism of the American Revolution. New York, NY: Vintage Books, 1991. Wyatt-Brown, Bertram. Southern Honor: Ethics and Behavior in the Old South. New York, NY: Oxford University Press, 1982. ----------. Honor and Violence in the Old South. New York, NY: Oxford University Press, 1986. Zinn, Howard. A People’s History of the United States: 1492-Present. New York, NY: HarperCollins, 1980.

Kathmandu Enter Into Chinese Market Essay

With the rapid development of economy and society, Chinese market has attracted a great number of attentions from foreign companies. Therefore, how to enter into Chinese market and how to be a successful company in China has become a realistic issue faced by business managers, entrepreneurs and consultants. This essay will focus on introducing one Australian local brand â€Å"Kathmandu† which is an outdoor sport equipment company into Chinese market. Thus, a detailed analysis of the current situation of the Chinese market and this foreign company is indispensable. Firstly, this paper will analyze the current situation of the Chinese outdoor sport market and the Chinese economy, and then identify the strengths and weakness of the Kathmandu Company when entering into Chinese market. Subsequently, selection of entry modes and partner and recommendations will be provided to deal with or to reduce the risks when enter into the Chinese outdoor sport market. 2. BACKGROUND ABOUT KATHMANDU COMPANY Kathmandu Holdings Limited was established by John Pawson and Jan Cameron in 1987. The company started off as a small outdoor apparel shop in New Zealand and in 25 years has grown to a multi-national brand primarily producing outdoor sport clothing and equipment which combine with the advanced technology, high quality and high comfort level. Such as, tents and shelters, packs and luggage, sleeping gear, outdoor clothing, footwear and other accessories of outdoor. In 2006, one Australasian private equity company fully acquired Kathmandu for NZ$275 million. Currently Kathmandu does the business in Australia, New Zealand and England. The company slogan aims to capture young and adventurous individuals and the marketing strategy has been built around this notion (Kathmandu, 2012). 3. OPPORTUNITIES OF CHINESE OUTDOOR MARKET 3. 1 Outdoor sport in China Along with the development of economy and living stander, outdoor sport becomes increasingly popular in China. In China, outdoor sport was started at Beijing, Shenzhen and Shanghai in 1999(Chinese News, 2011). Currently, combing with pressure reducing, such sport increase quite fast and become one kind of society fashion. There are four outdoor sport activities which include High Mountain, exploration, rock climbing and bicycling in China (Chinese outdoor Sport Association, 2012). The outdoor sport is an professional sport activity not only require a good physical quality but also good clothing and equipment to resist the bad environment. Therefore, fast increase of the outdoor sport contributes to sharp augment on demand of outdoor sport clothing and equipment. As reporting by China Outdoor Sport Association, the number of annual sales from existing manufactories of outdoor equipment was 800 million RMB in 2010, while the number of that in 2000 was 60 million RMB, and the number of Chinese participation in the outdoor sport has reached one hundred million (China Outdoor Sport Association, 2012). Hence, along with the unbelievable development of the outdoor sport and the higher demand of outdoor products, obviously, the potential of the Chinese outdoor sport market is quite considerable. 3. 2 Situation of Chinese outdoor market Basic the market research, currently, there are approximately 200 Chinese local outdoor sport brands and around 1100 outdoor clothing and equipment stores. Although the outdoor industry of China is at beginning phases, every year increase 50%. The CEO of the GORE Company which is one of the beat 100 American outdoor equipment companies pointed out that such fast increase would maintain at the least 5 years in China (Simone, 2002). It can be calculated that the Chinese outdoor sport market should be worth around two billion. However, even though the outdoor sport is obtaining swift development, the outdoor market is relatively backward. The local manufactures only produce or provide elementary products or services, lack of the leading company and well-known brand is a serious issue in the local market. Therefore, it is a favorable opportunity for Kathmandu to expend to the Chinese outdoor market, because of the sharp escalation of market demand and insufficient supply of the local outdoor market. 3. 3 Competitors in Chinese outdoor market China already had around 200 local brands in outdoor sport market. However, in such new industry market foreign companies occupied the main position. According to the research, there are four main competitors for Kathmandu in the Chinese outdoor market, which include The North Face that is an American company, it has a long history and produce fine workmanship products, one company of France named ALGLE which entered into China in 1997, and its products are practical and noble. OZARK which is a Switzerland Company and the design of their products is following the characteristic of the Chinese. The last one competitor is Salewa from German (Chinese News, 2011). Compare with these foreign companies, the technology and quality of the local brands are at lower level, particularly, at the aspect of technology. Company is difficult to survive without advanced technology supporting, especially, in the outdoor sport market. Therefore, the outdoor market that has a small number of strong competitors will supply an opportunity for Kathmandu to obtain the biggest market share by adopting the advanced technology. 3. 4 Chinese economic situation For the financial reason, the Chinese market is quite appropriate for the Kathmandu to enter. According to the National Bureau of Statistics (NBS) recourses, in 2010 the number of average disposable personal income of cities and towns was 21033 RMB, which was higher 11. 3% than that in 2009. Meanwhile, the recourses also mentioned that the number of average disposable personal income in cities and towns was 7414 RMB in the first quarter 2011, which was higher 14. 1% than that in 2010 (National Bureau of Statistics, 2011). The increase of the disposable personal income of the Chinese offered an ideally material guarantee for consumption of the outdoor sport, which also means that Chinese has obtained higher purchasing power than before. The Nominal GDP per capita continues experiencing increase since 2001 to 2010 from 8. 3% to 10. 3% (National Bureau of Statistics, 2011). Following the acceleration of the urbanization progress, increasingly Chinese has selected outdoor sport, particularly, the young people. As the China Outdoor Sport Association report 2010, 90% of the participators already have attained high education degrees and the wages in the 65% of them over 5000RMB per month, 20 to 40 years old people occupied 84. 1% (Chinese News, 2011). China possesses the most enormous consumer groups which attract the vision of the world. Such consumer groups will contribute more benefits than England and New Zealand for Kathmandu. According to the National Development and Reform Commission, there is a police of 5 years plant from 2011 to 2015, which will focus on inequality of wealth distribution and shifting emphasis from investment to consumption (National Development and Reform Commission, 2011). Therefore more money will be spent in rural and inland development. So that Kathmandu can expect a growing number of potential customers in the coming 5 years. Therefore, the current situation of the Chinese market is ideally for Kathmandu to attract more customers and to sales more outdoor products. 4. STRENGTHS AND WEAKNESSES OF KATHMANDU IN CHINA Kathmandu has sufficient experience on oversea expending. According to the Kathmandu office report, currently, the company of Kathmandu has totally 107 retail stores, 65 located in Australia, 39 in New Zealand and 6 in United Kingdom respectively. In 2003 and 2004, the company entered into the market of United Kingdom, and speedy became one of the top two outdoor brands in the UK. The office report also mentioned that the Kathmandu Company made 237 million AU$ sales and obtained 7 million profit in 2011(Kathmandu, 2012). Therefore, the Kathmandu has sufficient expending experience, which enables to reduce risks that are bought by the insufficient of experience when enter into China. Furthermore, owning of advanced technologies is able to guarantees the leading position in Chinese outdoor market. Specifically, the technologies of anti-wind, anti-fire, waterproof and high heat preservation are adopted by all of their products with high comfortable level. Such advanced technologies are what the Chinese local outdoor equipment market and customers need. However, there are some weaknesses of Kathmandu can not be ignored in Chinese market. Firstly, lack of Guan XI (special relationship) will be the main issue for the company. In Chinese market, it is difficult to obtain long-term profit that making the business without a favorable Guan Xi, particularly, the closing relationship with the Chinese government. The Kathmandu may face some restriction from the Chinese Government. Such as, polices changing, law modifying and the controlling on some local resources, which will bring a great number of obstacles on operation of the Kathmandu company in China. Secondly, low brand awareness will lead to high cost in Chinese market. Obviously, although there is an increase in the demand of western products for the Chinese customers, the products selection of customers is quite cautious, especially on unacquainted brands. The Kathmandu may needs more patience to the Chinese clients to know more about the products of the Kathmandu, in other words, more time is required by the Chinese market. In addition, in such situation, more capitals will be spent by the company on advertising in order to build the name recognition. Thus, these weaknesses may bring some risks for the Kathmandu company operation in China. 5. HOW TO ENTER INTO CHINESE OUTDOOR MARKET 5. 1 Selection of the entry modes The selection of entry modes is crucial for every company when enter into a new market. There are two major entry modes, which include non-equity modes and equity modes (Chen Hui, 2002). As a multinational company and has good expending experience in the UK and New Zealand, it is undeniable that equity modes is appropriate to the Kathmandu when enter into Chinese market. The entry modes contain joint-venture, acquisitions and green-fields (Peter, 2008). Merger and acquisition can assists the Kathmandu directly entering into Chinese market by purchasing the company that already has established in China. However, a large number of capitals are required by the Kathmandu company to merger the Chinese local company, which means more cost will occur when choose this entry method. In addition, social-cultural environment issue should be considered by the western companies, acquisition entry method may be related to a sort of aggression by Chinese duo to the Chinese history, so that some threatens will be faced by the Kathmandu Company, for instant, anti-products and service of the company. The green-fields entry method also requires large number of capitals to support, and this approach is quite complicate to operate. While more freedom in designing the plant, selecting suppliers, and hiring a work force will be contributed by green-field (Ilkaka, 2007). Compare with acquisition and green-field, joint-venture entry method is more appropriate to the Kathmandu Company to enter into the Chinese outdoor market. The reasons as follow, firstly, Beamish pointed out that joint-venture is cheaper to exit compare with green-fields and also has the advantage that benefits the company to directly enter the market of other countries (Beamish, 2001). Secondly, the Kathmandu Company is not familiar with Chinese institutions and regulations, finding a Joint-Venture partner can help understand rules of running business, and the Guan Xi of the Chinese partner can be used by the Kathmandu in China. Moreover, such method will provide strong bargaining power with Joint-Venture partner for the company, as Kathmandu can provide high technical resources and product line which is the crucial issue facing by the Chinese outdoor companies. However, there are some disadvantages that lead to the risks to the Kathmandu Company from the joint-venture entry method. Firstly, the joint-venture may modify the partner to competitor (Swierczak, 1994). Specifically, it is dangerous that giving the advanced technologies to the partner to control. Perhaps the primary goal of the local partner is to control the leading technologies of the Kathmandu; such technologies will be used by other local companies on their products in order to obtain the bigger market share and to make more profit, which should be the most primary risk for the Kathmandu Company. Secondly, shared ownership can lead to conflict over goals and control. The ownership and administrative power will become the main conflict between the partner and the foreign company (Swierczak, 1994). In order to control and make the biggest profit to their own company, both local and foreign company adopts various approaches to attain the beneficial position in the joint-venture company. Such as, increasing the investment and controlling the resources. Balancing the advantages and disadvantages for the Kathmandu Company to select the entry modes in Chinese market, joint-venture is the ideally entry modes for the company. However, which Chinese partner should be selected by the Kathmandu is another issue. 5. 2 Selection of the Chinese partner There are a great number of local outdoor or sport brands in China. However, it is difficult to find a well-known outdoor sport brand because of the new outdoor market. Thus selecting a famous sport equipment company as the joint-venture partner is the best selection for Kathmandu Company. The Chinese sport companies include 361, ERKE, ANTA, PEAK, DOUBLE STAR, Xtep and LI NING (Chinese sport research, 2011). According to LI NING annual report 2010, the capitalization of the company has reached 8. 387 billion and has had 8156 sales shops in 1800 cities in China, and The number of LI NING brand retail stores is 7478 Moreover, LI NING has the highest reputation as the company is sponsoring several of Chinese sport national teams. The company already cooperated with AIGLE, LOTTO and Kason using joint-venture entry modes, which means that LI NING has had sufficient experience on such entry modes, and the high experience will assists the Kathmandu to reduce the risks on joint-venture (LI NING, 2011). Therefore, LI NING should be the most appropriate joint-venture partner for the Kathmandu Company, the large number of LI NING sales network and capitalization will contribute the convenience to the Kathmandu to enter into Chinese outdoor market. 6. CONCLUSION China has become the biggest market for the foreign company duo to the rapid development of economy and society. Such development specifically expressed in the GDP and the average disposable personal income continually increase, which also represent high purchasing power in China. In the same period, the fast development of Chinese outdoor sport market contributes to the high demand not only for the outdoor clothing and equipment but also for the advanced technologies of the outdoor equipment in the Chinese outdoor market, and the lower strong competitors also provide a God-given opportunity for the Kathmandu outdoor equipment company to enter such ideally market. Hence, how to enter Chinese market will be the first issue faced by every foreign company manager. The joint-venture entry modes should be the possible modes selected by the foreign company, particularly, the Kathmandu Company duo to the lower cost, easily access the market. The Kathmandu enables to use the local resources and Guan Xi network of the LI NING Company, which are the weaknesses of the Kathmandu, via joint-venture in order to become a successful company operating in China after into the outdoor market. Both companies will obtain the benefits that they want from joint-venture entry modes. 7. REFERENCES Beamish, P. W. ,&Banks, J. C. 2001. Equity joint ventures and the theory of the multinational enterprise. Journal of International Business Studies, 18(2):1-16. Chinese Customs, 2011, â€Å"Export Procedure†, viewed: 20 May 2012, from http://www. customs. gov. cn/publish/portal0/. Chen, H. 2002, An analysis of determinants of entry mode and its impact on performance, Int. Bus. Rev. , 11 (2002), pp. 193–210. Chinese News, 2011, The demand of copper is recovering to the level before financial crisis, viewed: 20 May, 2012, from. http://www.chinanews. com/cj/2011/06-13/3108018. shtml Chinese Outdoor Sport Association 2012, â€Å"report of Chinese outdoor sport situation†, viewed: 20 May 2012, from http://www. iouter. com/. Ilkka A. Ronkainen, 2007, International marketing, Cengage Learning, 2007, p417-422. Joseph Simone, â€Å"Criminal Enforcement Against Counterfeiters†, China Business Review, 29/6 (2002): 22-23; Timothy Trainer, â€Å"The Fight Against Trademark Counterfeiting,† China Business Review, 29/6 (2002): 20-24. Kathmandu Annual Report, 2012, Introduction of Kathmandu, viewed 17 May, 2012, from homepage: http://www. kathmandu. com. au/. Kobrin, op. cit. ; Minor, op. cit. ; Charles Hill, International Business: Competing in the Global Marketplace, 4th Edition (Bostom, MA: McGraw-Hill Irwin, 2003), p. 47. Lining Annual Report, 2011, Introduction of Lining, viewed 17 May, 2012, from http://www. lining. com/eng/global/home. php. National Bureau of Statistics, 2011, â€Å"situation of Chinese economic†, viewed 17 May, 2012, from http://www.stats. gov. cn/. National Development &Reform Commission, 2011, â€Å"situation of Chinese market development†, viewed 17 May, 2012, from http://www. sdpc. gov. cn/. Peter Liesch, and Duncan Poulson, 2008, â€Å"An Unconventional Approach to Intellectual Property: The Case of an Australian Firm Transferring Shipbuilding Technologies to China,† Journal of World Business, 35/1 (2000): 1-20. Swierczak, F. W. 1994, Culture and conflict in Joint Venture in Asia, International Journal of Project Management, 12 (1) (1994), pp. 39–47.

Overview of Suicide Essay - 1141 Words

Suicide is a permanent solution to a temporary problem, is what many say. How ever there is no single explanation for taking ones own life as the conflicts are what branches out to many possibilities. This topic is a taboo among todays society, its seen as something shamed to talk about however from ignoring this topic it lets the opportunity of knowledge for young people to understand that there is a way to get help and that theyre not alone. almost 3000 people commit suicide everyday between the years of 1952 and 1995 the suicide rates almost tripled and 90% of those have some sort of mental disorder or substance abuse problem and 15% of those who took their own life were clinically depressed and at one point did reach out for†¦show more content†¦one who cuts off from society to be alone. this type is common more towards the teenagers going through changes in their life, they will lock themselves away for days trying to forget the world and avoid dealing with their probl ems. as the individual may feel that its a good escape it does not benefit them and may lead them into a deeper depression. the second Type Altrustic Suicide: which resulted the individual from the taking of their own life due to higher commandments in other words, commiting suicide for the feeling that it will benefit others. For the third type Anomic suicide Is due to an individual dealing with a certain breakdown of a social circumstance for an example bankruptcy. where they feel like they are forced to kill themselves in order not to deal with the circumstance. Finally, for the last type Fatalistic suicide due to the overregulation in society. One of Durkheim main arguments was that suicide was not an individual act His theory supported this by explaining that suicide was a social fact tied to social structures which is basically Durkeims way of saying that for one to take ones own life youd have to analyze the structure of the environment the individual came from and the wa y they would socially interact with society prior to this outcome in order to determine what has driven them into this state. The sociological factorsShow MoreRelatedHow Does Teen Suicide Affect Society?1622 Words   |  7 Pagesnegative effects of teen suicide. 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