Mission Statement and Marketing Research Essay Example | Topics and Well Written Essays - 250 words

Mission Statement and Marketing Research - Essay Example well elaborated example is the Sharp Healthcare’s mission, â€Å"our mission is to improve the health of those we serve with a commitment to excellence in all that we do and our goal is to offer quality care and programs that set community standards, exceed patients’ expectations and are provided in a caring, convenient, cost-effective and accessible manner. This clearly gives a historical and dream purpose of the organization and its value structure and it explains that their existence is mainly to improve health in the society. The business is well managed so as to serve and give quality services to their patients, and it promises them a future that is caring, convenient and cost-effective. Marketing research is a core functional aspect of any business and it is based on two perspectives which are the vision, mission and organization goals and the other part is the internal/external analysis (Hillestad, 2004) which includes the assessment of the environment, competitors, an internal analysis, market evaluation and a review of marketing activities. the marketing plan of establishing a surgical center must uncover numerous opportunities and have all the necessary information ,have adequate data, and financial planning issues, building issues and miscellaneous of the surgical center. It provides potential partners information about the expectations, risks and profits of the project as well as the total equity to be contributed for the success of the outpatient surgical center (Lawrence, 2004). The marketing research plan embrace financial, human resource, technological, regulatory ,operational ,analysis of data linked with organization’s strategic plan, marketing s trategy, tactical marketing and information system compensations and have to build on the values and mission of the

Citizens National Bank Searches For System Solution

Citizens National Bank Searches For System Solution In the information system world, before a problem can be solved, it first must be properly defined. Members of the organization must agree that a problem actually exists and that it is serious. The problem must be investigated so that it can be better understood. Next comes a period of devising alternative solutions, then one of evaluating each alternative and selecting the best solution. The final stage is one of implementing the solution, in which a detailed design for the solution is specified, translated into a physical system, tested, introduced to the organization, and further refined as it is used over time. Unfortunately, the same mistakes happen again and again when organizations decide to embrace a new information system either as a solution to a problem or set of problems the organization perceives it is facing, or a management realization that the organization should take advantage of new opportunities to perform more effectively. These mistakes occur repeatedly due to the lack of a thorough system analysis which includes a feasibility study to determine whether each proposed solution is feasible, or achievable, from a financial, technical, and organizational standpoint. The importance of system analysis, information requirements, and feasibility study come of their advantages in determining whether each alternative solution is a good investment, whether the technology needed for the system is available and can be handled by the firms information systems staff, and whether the organization is capable of accommodating the changes introduced by the system. Customer relationship management systems are very popular information systems nowadays and have been hailed as a way for companies to find, influence, and retain customers, even though industry experts cite failure rates for CRM rollouts of up to 70 percent. Thats a disastrously high figure for initiatives that typically cost hundreds of thousandsor even millionsof dollars. Most often the complexity of CRM systems can turn deployments into expensive, time-consuming mistakes when companies embrace a complete CRM package from well known vendors like SAP, or Seibel while they need only low-cost, easy-to-implement CRM software with some common CRM features like lead generation and management, deal tracking, and customer support management. Citizens National Bank searches for a system solution will be my main discussion in this case study which I think depicts a simple example of organizations that underestimate the importance of a thorough assessment to business processes and a deep analysis to the projected information system to define the requirements of the new system, available alternatives, and comparing multiple selection criteria in order to choose the best available solution which capable of performing the required tasks, satisfy users needs, and compatible with the organizations legacy systems. Singleton Needs a CRM Package The initial problem that Mark Singleton was trying to resolve is the implementation of a CRM system to increase sales by raising the number of contacts relationship bankers were making and improving the tracking of these activities so that the bank could learn more from them. Also Singleton wanted a CRM system that places a great value on the person-to-person interactions between his relationship bankers and their customers and doesnt interfere with those interactions and diminishes the relationship bankers rapport with customers. (Lauden, 2010) In the problem-solving process which is especially valuable when we need to build new systems as a solution to a problem or set of problems the organization perceives it is facing. The problem in this case came from the management realization that the organization should take advantage of new opportunities to perform more effectively, but they didnt apply the four steps of problem solving. In the problem-solving process to system building, we would need to take the following four steps: (Lauden, 2010) (1) Define and understand the problem. (2) Develop alternative solutions. (3) Choose the best solution. (4) Implement the solution. Citizens National Bank CEO Mark Singleton achieved the first step with an outstanding performance in defining and understanding the problem for which they need to build a new system but he failed dramatically in applying the rest of the steps required by the problem-solving process to build a new system. Mr. Singleton did not devise, develop or try several alternative solutions before opting for a new CRM system to solve the problem of paper and manual work and replace it with a new information system to automate some of the bankers tasks. Because he did not develop alternative solutions, he couldnt choose the best solution which led to a failed implementation at the first time. Figure : Problem Solving Process Source: Lauden, Management Information Systems New System Implementation! Its Tangible and Intangible Benefits Organizationally, Citizens National Bank of Texas is a private, full-service bank with headquarters in Waxahachie, Texas, and 200 employees that has operated independently since 1868. Citizens National Bank relies on personal, retail, and commercial customers and serves businesses and consumers in Ellis County and other nearby counties, primarily in communities with populations of 25,000 or less. (Lauden, 2010) Citizen National bank operates heavily manual and count on paper system in which sometimes a salesperson that left Citizens National could take records of customer interaction with him or her, leaving the bank with no information to maintain the relationship. The paper system also created too much information for Singleton and his branch managers to process effectively. So that the old paper system cannot support the large number of new customers and the annual grow at a rate of 12 percent. (Lauden, 2010) A major part of Citizen Nationals strategy for continuing growth was to implement customer relationship management (CRM) software. The CRM strategy targeted the banks two main contact points with customers: the banks call center and its sales force. The objectives of a solution for Citizens National Bank would be to reduce the amount of time, effort, and errors in the tracking of activities made by relationship bankers and to increase sales by raising the number of contacts relationship bankers were making and improving the tracking of these activities so that the bank could learn more from them. (Lauden, 2010) Tangible Benefits Increased productivity: Using a CRM system will enable relationship bankers to improve their tracking activities with customers, which in turn increase their productivity and give them ability to serve more customers. Lower operational costs: using electronic records will substantially reduce papers used and results in cost saving. Reduced workforce: this is will be the result of increasing bankers productivity to serve more customers, which in turn will considerably reduce the workforce required to handle the projected increase in sales. Reduced rate of growth in expenses Reduced facility costs: due to paper reduction, and workforce reduction. Intangible Benefits Improved organizational planning and flexibility: because the paper system created too much information for Singleton and his branch managers to process effectively. The CRM system will give them efficient information to make effective decisions. Improved decision making: having accurate information under executives and managers control will dramatically enhance the decision making. Improved operations: The CRM system will enable the bank to approve credit and loan applications more quickly. Improved asset utilization and improved resource control. More information available in a timely manner. Enhanced employee goodwill: because under the old paper system, a salesperson that left Citizens National could take records of customer interaction with him or her, leaving the bank with no information to maintain the relationship. Increased job satisfaction among employees. Higher client satisfaction: nothing will satisfy the customers more than getting a quick approvals and smooth transactions. Better corporate image: this is will result automatically from an increase in job satisfaction among employees and a higher client satisfaction. Why didnt the implementation of the Siebel CRM solution work out I believe that the implementation of the Siebel CRM solution didnt work out for Citizens National because it was not the best solution that applies or fits into the defined problem; it didnt work out because it was not a result of a thorough selection process that went through precise evaluation for multiple alternatives or solutions. The implementation failed for many factors, I will classify these factors in terms of organization, technology, and people issues Organization: the approach of Citizens National toward nearly all business functions, from tracking customer leads to generating reports about them, was very basic. The Siebel software was simply too rich in features. (Lauden, 2010) From the start, Citizens National had trouble getting the software to fit its rather straightforward, basic customer-lead tracking and reporting needs.With Siebel, we were spending way too much time turning off capabilities that we didnt need, Singleton explains. An example of functionality that didnt fit Citizens Nationals business model was Siebels capability for setting up customer support cases. While some large corporations may want to set up a support case with detailed complaint-tracking and resolution functions, the small bank had no use for it. Service complaints that come in to Citizens National are handled on the spot by its call center. For service inquiries that require a follow-up, such as a customer asking about the reordering of checks, the call-center representative schedules an activity by sending an e-mail to the employee who handles check orders. (Bartholomew, 2007) People: Employees found the software to be too complicated. They were surprised to learn, for example, that the system did not automatically generate potential business opportunities for customers on their records. Furthermore, bankers were not able to view multiple relationships between a customer and the bank on the same screen. The extra navigation was confusing and inefficient. (Lauden, 2010) The relationship bankers were the key employees; the system was intended to be of value to them, and, in turn, provide value to the bank. However, they found no incentive in the Siebel environment because their compensation was based on sales, and sales had become harder to make. Citizens Nationals bankers found the system difficult to navigate. For instance, the banking representatives couldnt understand why an opportunity to make a loan to a particular customer wasnt listed under the customers record. You have to assign that opportunity to that person, explains Doug Furney, president and CEO of The Small Business Solution. If you dont make those relationships when entering the data, the opportunity wont appear under that customers record. Not everyone easily grasped this concept. (Bartholomew, 2007) Furney says the way the screens were laid out in Siebel, Citizens bankers had to flip back and forth between the various screens to identify different relationships that customers had with the bank. Understanding these relationships in the system was very confusing to their bankers, he says. As a result, the banks top sales representatives, who werent eager to change the way they did their work to fit the needs of the software, found Siebels learning curve too steep to negotiate. Citizens Nationals 16 relationship bankers never got over the ease-of-use problems that Siebel presented, Furney says. (Bartholomew, 2007) Technology: Citizens National experienced compatibility issues between the database formats in Siebel and those used by the banks core banking application, developed by Kirchman. As a result, the two systems had difficulty exchanging information properly. The bank was forced to spend a significant amount of time fixing such compatibility issues, which negatively impacted its ability to serve customers. (Lauden, 2010) Citizens National also had to deal with a raft of customization issues, often stemming from the differences between databases. Furney worked to integrate Siebel with Citizens Nationals core banking application. The bank uses banking software from Kirchman, whose vertical systems are used by numerous small and medium-size banks to process and track customers deposits, loans and trust accounts. Trying to get these two systems to talk was a challenge, he says. (Bartholomew, 2007) One basic difference was the way the core banking application set up its customer data fields. The Kirchman system did not have individual fields for both the customers first and last names, choosing instead to include the full name in a single field. By contrast, in Siebel, the customers first and last name each had a data field. Thats the kind of thing we ran into when we tried to marry data from these two different systems, Furney says. This kind of integration takes time, and customers dont realize how much time is required. (Bartholomew, 2007) Was QuickBase a better solution for Citizens National In my perspective, QuickBase was the best alternative solution that meets the requirements of Citizens National Bank for a new IT system that is an easy to use, capable of doing some tracking activities, and store the interactions between relationship bankers and their customers and doesnt interfere with those interactions and diminish the relationship bankers rapport with customers. QuickBase was designed for organizing, tracking, and sharing information among team members in the workplace while encouraging progress by notifying workers via automated e-mails of updated files, new task assignments, and approaching deadlines. Because QuickBase was not programmed as a specific business application, businesses could modify its database structure to meet specific business functions. (Lauden, 2010) One reason some small and medium-size companies, as well as groups within larger ones, are adopting QuickBase is its flexibility. Intended not just for customer management, QuickBase-which is actually more of an easily modified database than a full-fledged business application-can be harnessed for other business tasks. For example, Procter Gamble uses the system to track technology projects. Because its easy to use, runs online via any browser and doesnt require an I.T. professional to set up, the hosted application is finding its way into all kinds of businesses. (Bartholomew, 2007) There are many factors suggest that the bank ended up with the right approach and the right choice of product, some of these factors are: The Citizens National staffs were able to make changes to QuickBase themselves, so the costs of ownership and maintenance fees were much lower. QuickBase offered Citizens National flexibility that it did not have previously. Because the system was Web-based, the relationship bankers were able to use it anywhere that they had access to a browser. Relationship bankers and management received daily updated access to all interactions and transactions, enabling them to track business in a way that was never possible previously. For the first time, Citizens National was able to completely track sales opportunities and, as Singleton said, where we lost business, so we know where we need to make those extra 10 or 15 sales calls. Also central to the success of QuickBase at Citizens National was Furneys ability to integrate the system with the Kirchman core banking application. Furney configured QuickBase to upload new account information to the core system every night via an XML interface. For example, a banking representative can click on a commercial customers file and immediate see all the contacts that have been made with that customer by bank staff, any actions that were taken on the customers behalf, and the end result. Citizens National bank representatives use it to check on customers to see if there has been a follow-up call to a contact, whether a voice-mail message was left with the customer, who the salesperson was and the status of the contact. Its been an invaluable tool for us to keep track of our customers, Singleton adds. (Bartholomew, 2007) A Complete CRM package is Not for Everyone Industry experts cite failure rates for CRM rollouts of up to 70 percent. Thats a disastrously high figure for initiatives that typically cost hundreds of thousandsor even millionsof dollars. For smaller businesses or for departments within large companies, even successful implementation at that cost is out of the question. Anecdotally theres a fairly high failure rate attributed to CRM implementations, says Jocelyn Young, program manager for CRM services for IDC. (Desmond, 2010) Customer relationship management systems have been hailed as a way for companies to find, influence, and retain customers. Packages from companies like Onyx, Pivotal, and Siebel go far beyond simple contact and sales managementthey link sales, marketing, and customer support operations into a single, cohesive chain. But the complexity of CRM systems can turn deployments into expensive, time-consuming mistakes. Many companies need low-cost, easy-to-implement CRM software. Fortunately, affordable packages have finally matured. (Desmond, 2010) Figure CRM Systems All for one, one for all: CRM deployments can be expensive because they touch nearly every part of a business. By driving everything from marketing campaigns to call center operations to inventory management through a single knowledge base, companies are able to fine-tune customer interactions at every point of contact. Source: http://pcworld.about.com Jerry Norman, president of Market Answers, a CRM consultancy in Austin, Texas, says the broad definition of CRM is part of the problem. If you ask 100 people on the street what CRM is, you are going to get 100 answers. The executives know that they need CRM, but they dont know what they are getting. (Desmond, 2010) One way to sidestep the issue, says Norman, is to narrow the focus of the CRM effort. Lower-cost CRM products such as Microsoft BCentral Customer Manager, SalesForce.com, and SalesLogix provide common CRM features like lead generation and management, deal tracking, and customer support management. These packages can be installed on a companys servers or hosted by an application service provider. But while a Siebel deployment can cost several hundred thousand dollars, a package like SalesLogix can be had for less than $50,000 for 20 usersa relative pittance by CRM standards. (Desmond, 2010) So I believe that, organizations that would benefit from using Siebel CRM package are the large corporations which use it to connect multiple departments inside the firm like sales, marketing, and customer support operations which will link them into a single, cohesive chain. Example for such organizations is Verizon Wireless, we will examine in the next section of this case study how Siebel CRM helped Verizon to achieve its business objectives and gets a competitive advantage. This case study is taken from www.Oracle.com Verizon Business Delivers New Sales and Support Tools and Improves System Performance by 35% Verizon Business Basking Ridge, NJ www.verizonbusiness.com Verizon Business, a unit of Verizon Communications, is a global leader in communications and IT solutions. With one of the worlds most connected internet protocol networks, Verizon Business delivers communications, IT, security, and network solutions to many of the largest businesses and governments. Industry: Annual Revenue: Communications US$93.5 billion Employees: 32,000 Our work with Accenture to upgrade our Oracle systems has improved system performance significantly. In a recent survey, 84% of users said performance was faster or much faster. Plus, our sales and support staff have new tools to improve productivity and customer service, which ultimately drives customer retention and revenue. Rob Moore, Director Verizon Business Challenges Empower sales and support staff with new tools to provide end users with a better experience, supporting customer retention, which is vital in todays competitive communications industry React to market demands and growing competition from new and traditional players in the market with more flexible pricing Improve system performance and lower maintenance costs Strengthen reporting and enable what if scenario testing Solution Worked with Accenture to upgrade to Oracles Siebel CRM 8.0 and Oracle Business Intelligence Enterprise Edition, taking advantage of evolving technology to support a range of customer-facing communications industry business processes Gained new sales and support tools-for tasks ranging from quoting to contact management-to help 15,000 users better serve 250,000 large and midsize business customers Improved pricing flexibility with new, dynamic pricing features that allow the company to introduce new pricing or customer retention offers on demand, instead of requiring code changes and a separate release, which previously took several months Provided sales and support staff with a new, easy-to-use interface that supports best practices and improves productivity Expanded reporting functionality to drive greater visibility Upgraded hardware and middleware and enabled a service-oriented architecture (SOA) to extend integration across the enterprise and further consolidate systems Lowered support costs and positioned the company for long-term cost savings by reducing customizations Improved system performance by 35% and accelerated processes by up to 12 hours-vital for a system that processes about 120 quotes, 104 contracts, and 340 opportunities daily Improved user satisfaction, with 84% noting faster performance Completed the upgrade within a short, eight-month timeline Could Citizens National have made a better choice? I think everyone would agree with me that Citizens National Bank could have made a better choice from the beginning if its management followed the required rules and procedures of building a new information system. Citizens National Bank could have made a better choice if its CEO Singleton analyzed the size and scope of the needed system and tried to find answers for the following questions: What system will provide us with a genuine business benefits? How can the firm adjust to the changes introduced by the new system solution? What alternative approaches are available for the needed system solution? In the information system world, building a new information system in order to alleviate an existing problem in the business operations requires a deep system analysis. Before a problem can be solved, it first must be properly defined. Members of the organization must agree that a problem actually exists and that it is serious. The problem must be investigated so that it can be better understood. Next comes a period of devising alternative solutions, then one of evaluating each alternative and selecting the best solution. The final stage is one of implementing the solution, in which a detailed design for the solution is specified, translated into a physical system, tested, introduced to the organization, and further refined as it is used over time. (Lauden, 2010) Conclusion Transforming business processes into an automated information system and taking advantage of new opportunities available through the rapid development of information systems and technologies is never an easy task and should not be taken for granted. In order to achieve high results and gain the expected returns from the investment in new information system, organizations should follow the recommended procedures in building a new system from defining the system requirements, determining its scope, to choosing the best available solution that is capable of performing the required tasks without going through a series of complicated screens that lead to the frustration of end-users. The systems analysis lays out the most likely paths to follow given the nature of the problem. Some possible solutions do not require an information system solution but instead call for an adjustment in management, additional training, or refinement of existing organizational procedures. Some, however, do require modifications to the firms existing information systems or an entirely new information system. Sometimes the lack of a thorough system analysis and feasibility study make you get lost in the forest of a complete business application that fits only large corporations and that is exactly what happened to Citizen National Bank in its search for CRM system. While the approach of Citizens National toward nearly all business functions, from tracking customer leads to generating reports about them, was very basic, they chose Siebel CRM system that was simply too rich in features which employees found it to be too complicated. Citizen National Bank could have prevented the demise of five hundred thousand dollars in a learning lesson if they conducted a thorough system evaluation and selection process from the outset in which they would find that the required system was an easy to use system that doesnt exceed a thousand dollar in its implementation cost.

Americaa Role in Iraq Essay -- Argumentative Persuasive Essays

America'a Role in Iraq As Afghan opposition groups and U.S. armed forces continue their successes in the war against the Taliban and al Qaeda, the American debate has quickly turned to the question of where the fight against terrorism should go next. In numerous public statements, President Bush has talked about a wide-ranging campaign against global terrorism. He has not committed to military operations against any other countries or terrorist organizations, but he has made it clear that the broader struggle against terrorism will be a long-lasting effort that could include the use of military force in regions beyond Afghanistan. A strong case can be made that Iraq's leader, Saddam Hussein, is so threatening to his people, his neighbors, and U.S. interests that the United States should use military force, unilaterally if necessary, to overthrow him. Proponents of such an approach, however, often underestimate the costs and risks involved. Instead of mounting a U.S. attack on Iraq as part of the current campaign, the Bush administration should take advantage of its success in Afghanistan to pressure allies and regional players to isolate Saddam's regime and to reinforce deterrence in an unambiguous way. A new "Bush Doctrine" should announce that Baghdad's support for terrorist networks, transfer of weapons of mass destruction to terrorist groups or individuals who target the United States, or the harboring of such terrorists will be considered an act of war and lead immediately to an American military intervention to overthrow the regime. Targeting Iraq There are many potential targets for a possible post-Afghanistan phase of the war—Abu Sayyaf guerrilla bases in the Philippines, for example, as well as terrorist headquarters and training camps in Somalia, Syria, and Lebanon. But none is more consequential or more prominent in the current policy debate than Saddam Hussein's regime in Iraq. Numerous outside analysts and (more privately) some senior Bush administration officials are already making the case that the next phase in the war on terrorism should be an effort to overthrow the Iraqi regime—if necessary, with U.S. military force. On November 26, President Bush himself appeared to raise the ante on the Iraq debate, stating that Saddam would "find out" what was in store for him if he failed to heed international demands to allow inspector... ...ime that would crack down on Iraqi smuggling, focus sanctions more specifically on the Baghdad leadership and weapons of mass destruction capabilities, and make civilian goods available for easier import into Iraq. Meaningful searches for Iraq's WMD capabilities would also be desirable, but only if they would be more effective than those of the late 1990s. America's allies and the regional powers need to understand that if Iraq cannot be contained with sanctions and stronger nonproliferation efforts, Washington may ultimately have to use force to achieve that goal. The U.S. administration should make it clear to the rest of the world that it cares a lot more about the well-being and future of the Iraqi population than does Saddam Hussein, and it should hold out a vision of American support for a future Iraq under a different regime. Reinforced deterrence, more vigilant nonproliferation efforts, and smarter sanctions will not make the Persian Gulf region risk-free or immediately free the Iraqi people from a brutal dictatorship. But they will serve the core goal of helping to prevent future terrorist actions like those of September 11 at a reasonable military and strategic cost.

“Genocide is the deliberate killing of a large group of people, especially those of a particular ethnic group or nation.” (Genocide) Essay

Introduction â€Å"In 1994 Rwanda experienced the worst genocide in modern times. The Rwandan Genocide was a genocidal mass slaughter of the Tutsis by the Hutus that took place in 1994 in the East African state of Rwanda. It is considered the most organized genocide of the 20th century. Over the course of approximately 100 days (from the assassination of Juvenal Habyarimana and Cyprien Ntaryamira on April 6 through mid-July) over 500,000 people were killed, according to a Human Rights Watch estimate. Estimates of the death toll have ranged from 500,000–1,000,000, or as much as 20% of the country’s total population. It was the culmination of longstanding ethnic competition and tensions between the minority Tutsi, who had controlled power for centuries, and the majority Hutu peoples, who had come to power in the rebellion of 1959–62.† (â€Å"Rwandan Genocide†) History between the Hutu and Tutsi people â€Å"In 1990, the Rwandan Patriotic Front, a rebel group composed mostly of Tutsi refugees, invaded northern Rwanda from Uganda in an attempt to defeat the Hutu-led government. They began the Rwandan Civil War, fought between the Hutu regime, with support from Francophone Africa and France, and the Rwandan Patriotic Front, with support from Uganda. This exacerbated ethnic tensions in the country. In response, many Hutu gravitated toward the Hutu Power†(â€Å"Rwandan Genocide†), an ideology propounded by Hutu extremist, with the prompting of state-controlled and independent Rwandan media. â€Å"As an ideology, Hutu Power asserted that the Tutsi intended to enslave the Hutu and must be resisted at all costs. Continuing ethnic strife resulted in the rebels’ displacing large numbers of Hutu in the north, plus periodic localized Hutu killings of Tutsi in the south. International pressure on the Hutu-led government of Juvenal Habyarimana resulted in a cease-fire in 1993. He planned to implement the Arusha Peace Agreement.†(Rwandan Genocide) â€Å"The assassination of Habyarimana in April 1994 set off a violent reaction, during which Hutu groups conducted mass killings of Tutsis (and also pro-peace Hutus, who were portrayed as â€Å"traitors† and â€Å"collaborators†). This genocide had been planned by members of the Hutu power group known as the  Akazu ( Hutu extremist ) , many of whom occupied positions at top levels of the national government; the genocide was supported and coordinated by the national government as well as by local military and civil officials and mass media. Alongside the military, primary responsibility for the killings themselves rests with two Hutu militias that had been organized for this purpose by political parties: the Interahamwe and Impuzamugambi, although once the genocide was underway a great number of Hutu civilians took part in the murders. It was the end of the peace agreement. The Tutsi Rwandan Patriotic Front restarted their offensive, defeating the army and seizing control of the country.†(Rwandan Genocide) Overview of the Rwandan Genocide with International Response â€Å"After the Hutu presidents plane is gunned down on April 6. Hutu gunmen systematically start tracking down and killing moderate Hutu politicians and Tutsi leaders. The deputy to the U.S. ambassador in Rwanda tells Washington that the killings involve not just political murders, but genocide. The U.S. decides to evacuate all Americans. Canadian General Romeo Dallaire, head of the U.N. peacekeeping force in Rwanda, is told by headquarters not to intervene and to avoid armed conflict.† In the next few days, â€Å"evidence mounts of massacres targeting ordinary Tutsis. Front page stories newspaper stories cite reports of â€Å"tens of thousands† dead and â€Å"a pile of corpses six feet high† outside a main hospital. Gen. Dallaire requests a doubling of his force to 5,000. Nearly 3,300 Americans, French, Italians and Belgians are evacuated by troops sent in from their countries. On April 15th Belgium withdraws its troops from the U.N. force after ten Belgian soldiers are slain. Embarrassed to be withdrawing alone, Belgium asks the U.S. to support a full pullout. Secretary of State Christopher agrees and tells Madeleine Albright, America’s U.N. ambassador, to demand complete withdrawal. She is opposed, as are some African nations. She pushes for a compromise: a dramatic cutback that would leave a token force in place. April 16th, The New York Times reports the shooting and hacking to death of some 1000 men, women and children in a church where they sought refuge. Day 12, By this date, Human Rights Watch estimates the number of dead at 100,000 and calls on the U.N. Security Council to use the word â€Å"genocide.†Belgian troops leave Rwanda; Gen. Dallaire is down to a force of 2,100. He will soon lose communication lines to outlying areas and will have only a satellite link to the outside world. By April 25th,Gen. Dallaire is down to 450 ill-equipped troops from developing countries. He works to protect some 25,000 Rwandans who are at places guarded by U.N. forces. He still hopes the Security Council will change its mind and send him forces while there is still time.†(Ghosts of Rwanda) â€Å"On May 1st a Defense Department discussion paper, prepared for a meeting of officials having day-to-day responsibility on the crisis, is filled with cautions about the U.S. becoming committed to taking action. The word genocide is a concern. â€Å"Be careful. Legal at State was worried about this yesterday — Genocide finding could commit [the U.S.] to actually ‘do something.†(Ghosts of Rwanda) â€Å"Bureaucratic paralysis continues. Few African countries offer troops for the mission and the Pentagon and U.N. argue for two weeks over who will pay the costs of the APCs and who will pay for transporting them. It takes a full month before the U.S. begins sending the APCs to Africa. They don’t arrive until July. Seven weeks into the genocide, President Clinton gives speech that restates his policy that humanitarian action anywhere in the world would have to be in America’s national interest:†The end of the superpower standoff lifted the lid from a cauldron of long-simmering hatreds. Now the entire global terrain is bloody with such conflicts, from Rwanda to Georgia. Whether we get involved in any of the world’s ethnic conflicts in the end must depend on the cumulative weight of the American interests at stake.†(Ghosts of Rwanda) â€Å"Eleven weeks into the genocide, with still no sign of a U.N. deployment to Rwanda, the U.N. Security Council authorizes France to unilaterally intervene in southwest Rwanda. French forces create a safe area in territory controlled by the Rwanda Hutu government. But killings of Tutsis continue in the safe area.†(Ghosts of Rwanda) â€Å"By July 17th, Tutsi RPF forces have captured Kigali. The Hutu government flees to Zaire, followed by a tide of refugees. The French end their mission in Rwanda and are replaced by Ethiopian U.N. troops. The RPF sets up an interim government in Kigali. Although disease and more killings claim additional lives in the refugee camps, the genocide is over.†(Ghosts of Rwanda) Day 100 An estimated 800,000 Rwandans have been killed. The Aftermath â€Å"In anticipation of a Tutsi retaliation, approximately 2 million Hutus, participants in the genocide, and the bystanders, fled from Rwanda to Zaire (now called Congo), Burundi, Tanzania and Uganda. Thousands of them died in disease epidemics common to the squalor of refugee camps, such as cholera and dysentery. The United States staged the Operation Support Hope airlift from July to September 1994 to stabilize the situation in the camps.†(Rwandan Genocide) â€Å"The presence of 2 million refugees in eastern Zaire helped destabilize the already weak country, whose corrupt president, Mobutu Sese Seko, allowed Hutu extremists among the refugee population to operate with impunity. In October 1996, Mobutu’s continued support of the Hutu militants led to an uprising by the ethnic Tutsi Banyamulenge people in eastern Zaire (supported politically and militarily by Rwanda), which marked the beginning of the First Congo War, and led to a return of more than 600,000 Hutu refugees to Rwanda during the last two weeks of November. This massive repatriation was followed at the end of December by the return of 500,000 more from Tanzania after they were ejected by the Tanzanian government. Various successor organizations to the Hutu militants operated in eastern DR Congo until May 22, 2009.†(Rwandan Genocide) â€Å"Mobutu was overthrown in May 1997, and Zaire’s new leader, Laurent Kabila, renamed the country the Democratic Republic of Congo. Kabila’s relationship with his Rwandan allies quickly turned sour, and in August 1998 Tutsi rebel forces, supported by Rwanda and Uganda, launched another rebellion. This led to the Second Congo War, killing 5 million people from 1998 to 2004. Rwanda today has two public holidays commemorating the incident, with Genocide Memorial Day on April 7 marking the start, and Liberation Day on July 4 marking the end. The week following April 7 is designated an official week of mourning. One global impact of the Rwandan Genocide is that it served as impetus to the creation of the International Criminal Court, so that ad hoc tribunals would not need to be created for future incidents of genocide, crimes against humanity, and war crimes.†(Rwandan Genocide) Works Cited 1.) â€Å"Rwandan Genocide.† Wikipedia. N.p., 20 Apr 2013. Web. 4 Sep 2013. . 2.) â€Å"Genocide.† New Oxford American Dictionary. 2008. 3.) â€Å"Ghosts of Rwanda.† Frontine. PBS.org: PBS, Chapel Hill, 04 Apr 2004. Web. 10 Sep 2013. . .

History and Geography of Turkey

History and Geography of Turkey Population: 77,804,122 (July 2010 estimate) Capital: Ankara Bordering Countries: Armenia, Azerbaijan, Bulgaria, Georgia, Greece, Iran, Iraq, and Syria Land Area: 302,535 square miles (783,562 sq km) Coastline: 4,474 miles (7,200 km) Highest Point: Mount Ararat at 16,949 feet (5,166 m) Turkey officially called the Republic of Turkey, is located in Southeastern Europe and Southwestern Asia along the Black, Aegean and Mediterranean Seas. It is bordered by eight countries and also has a large economy and army. As such, Turkey is considered a rising regional and world power and negotiations for it to join the European Union began in 2005. History Turkey is known as having a long history with ancient cultural practices. In fact, the Anatolian peninsula (on which most of modern Turkey sits), is considered one of the oldest inhabited areas in the world. Around 1200 B.C.E, the Anatolian coast was settled by various Greek peoples and the important cities of Miletus, Ephesus, Smyrna, and Byzantium (which later became Istanbul) were founded. Byzantium later became the capital of the Roman and Byzantine Empires. The modern history of Turkey began in the early 20th century after Mustafa Kemal (later known as Ataturk) pushed for the founding of the Republic of Turkey in 1923 after the collapse of the Ottoman Empire and a war for independence. According to the U.S. Department of State, the Ottoman Empire lasted for 600 years but collapsed during World War I after it participated in the war as an ally of Germany and it became fragmented after the formation of nationalist groups. After it became a republic, Turkish leaders began working to modernize the area and bring together the various fragments that had formed during the war. Ataturk pushed for various, political, social and economic reforms from 1924 to 1934. In 1960 a military coup took place and many of these reforms ended, which still cause debates in Turkey today. On February 23, 1945, Turkey joined World War II as a member of the Allies and shortly thereafter became a charter member of the United Nations. In 1947 the United States declared the Truman Doctrine after the Soviet Union demanded that they be able to set up military bases in the Turkish Straits after communist rebellions began in Greece. The Truman Doctrine began a period of U.S. military and economic aid for both Turkey and Greece. In 1952, Turkey joined the North Atlantic Treaty Organization (NATO) and in 1974 it invaded the Republic of Cyprus which led to the formation of the Turkish Republic of Northern Cyprus. Only Turkey recognizes this republic. In 1984, after the beginning of governmental transitions, the Kurdistan Workers Party (PKK), considered a terrorist group in Turkey by several international organizations, began acting against Turkeys government and led to the deaths of thousands of people. The group continues to act in Turkey today. Since the late 1980s however, Turkey has seen an improvement in its economy and political stability. It is also on track to joining the European Union and it is growing as a powerful country. Government Today the government of Turkey is considered a republican parliamentary democracy. It has an executive branch that is made up a chief of state and a head of government (these positions are filled by the president and prime minister, respectively) and a legislative branch that consists of the unicameral Grand National Assembly of Turkey. Turkey also has a judicial branch which is comprised of the Constitutional Court, High Court of Appeals, Council of State, Court of Accounts, Military High Court of Appeals and the Military High Administrative Court. Turkey is divided into 81 provinces. Economics and Land Use Turkeys economy is currently growing and it is a large mix of modern industry and traditional agriculture. According to the CIA World Factbook, agriculture consists of about 30% of the countrys employment. The main agricultural products from Turkey are tobacco, cotton, grain, olives, sugar beets, hazelnuts, pulse, citrus, and livestock. Turkeys main industries are textiles, food processing, autos, electronics, mining, steel, petroleum, construction, lumber, and paper. Mining in Turkey consists mainly of coal, chromate, copper, and boron. Geography and Climate Turkey is located on the Black, Aegean and Mediterranean Seas. The Turkish Straits (which are made up of the Sea of Marmara, the Strait of Bosphorus and the Dardanelles) form the boundary between Europe and Asia. As a result, Turkey is considered to be in both Southeastern Europe and Southwestern Asia. The country has a varied topography that is made up of a high central plateau, a narrow coastal plain and several large mountain ranges. The highest point in Turkey is Mount Ararat which is a dormant volcano located on its eastern border. The elevation of Mount Ararat is 16,949 feet (5,166 m). The climate of Turkey is temperate and it has high, dry summers and mild, wet winters. The more inland one gets, however, the harsher the climate becomes. Turkeys capital, Ankara, is located inland and has an average August high temperature of 83ËšF (28ËšC) and January average low of 20ËšF (-6ËšC). References Central Intelligence Agency. (27 October 2010). CIA - The World Factbook - Turkey. Retrieved from: https://www.cia.gov/library/publications/the-world-factbook/geos/tu.html Infoplease.com. (n.d.). Turkey: History, Geography, Government, and Culture- Infoplease.com. Retrieved from: infoplease.com/ipa/A0108054.html United States Department of State. (10 March 2010). Turkey. Retrieved from: state.gov/r/pa/ei/bgn/3432.htm Wikipedia.com. (31 October 2010). Turkey - Wikipedia, the Free Encyclopedia. Retrieved from: http://en.wikipedia.org/wiki/Turkey

Dancing Ghost Halloween Science Magic Trick

Dancing Ghost Halloween Science Magic Trick This Halloween, make a paper ghost dance in the air, as if by magic! This is a simple and educational holiday science project. Dancing Ghost Materials Light-weight paper works best for this project, such as tissue paper, paper towels, toilet paper or printer paper. paperscissorsballoon Make the Ghost Dance! Cut a ghost shape out of the paper. If you cant cut out a ghost or draw one freehand, search Google images for paper ghost cut-out and print a pattern.Blow up the balloon and tie it off.Rub the balloon on dry hair.Slowly edge the balloon toward the paper ghost. You can make the ghost move in response to the balloon and even make it dance in the air. How It Works When you rub a balloon on your hair, some of the electrons from your hair move over to the balloon, producing a charge of static electricity. The electrons have a negative charge. They are attracted to objects that have a positive electrical charge, like paper. Even though static electricity is invisible, it is powerful enough to draw the paper toward it. When the paper and balloon come into contact, the charge is neutralized and the paper falls back down. More Projects More Halloween Science ProjectsScience Halloween Jack-o-LanternsBend Water With Static ElectricityWater Into Blood Science Trick

Fundraising for a charity Literature review Example | Topics and Well Written Essays - 1000 words

Fundraising for a charity - Literature review Example While reviewing a search in EBSCO Host turned up 297 results. Of the 297 results, 6 articles were used. The articles used cane from various different sources. All of the sources used are peer reviewed by a University Library. The articles gave an I depth explanation of popular theories and means of creating a successful charity. After narrowing the search from fundraising to charities, the search performed by EBSCO turned up 210 results. Of the 210 results found, 6 sources were used. The literature chosen to review was peer reviewed only. Many of the sources that were not used contained information that did not pertain to the topic. Other information that seemed to contain biased information was not used. I intended to only use information that strictly pertained to direct theories on fundraising for charities. The findings made for amazing research. The articles gave much insight as to how charities are able to host fundraisers and receive the money that is deeply needed. As described by Ben Goss 2005, Charities must be accountable in order form individuals to want to donate. A person willing to give to a charity wants to know that the charity is not a scam. This leads into another topic that was researched regarding whether or not the charity has positive reviews. An individual can go online and research the charity. The search is likely to find reviews by others whom have donated to the charity. As explained in the journal by Miller 2009, networking is the new way to raise money for charity. Networking allows for those giving donations to go on the charities web page to donate, volunteer and see the charity in action. Seeing accomplishments that the charity has completed is important and a means of proof that the charity is an accountable charity. Accountability can also be discovered by the age of the charity. Most charities are may struggle when first starting out. Many making donations are giving large portions of money and