1409 Final Review Essay

1409 Final Review Essay 1409 Final Review Essay For all sections you must know both structure and function, as well as why these systems function this way. Chapter 26: Coordination by Neural Signaling The 2 parts of the Central Nervous System and what is the function of each. Brain: sensory fibers, somatic sensory, visceral sensory; Spinal Cord: motor fibers, somatic motor fibers, autonomic motor fibers, sympathetic division, parasympathetic division. The main parts of the brain and what each does. Structure and function of the neuron: be able to label it. Neurons are specialized to conduct nerve impulses and those allow sensory info to reach CNS and nerve impulses allow CNS to send out motor directives in nerve fibers. 527 Know the different types of neurons and how they function in the nervous system. Motor: carry nerve impulses from CNS to muscles or glands; sensory neurons: take nerve impulses from sensory receptors to CNS; Interneurons: parallel the structure of motor neurons and their axons conduct nerve impulses between various parts of the CNS. What is an â€Å"action potential†, how does it work? A rapid change in polarity across an axon membrane as the nerve impulse occurs. If a stimulus causes the axon membrane to depolarize to a certain level, called threshold, an action potential occurs in an all or none manner. The gates of sodium channels open, and sodium flows into the axon. As sodium moves to the inside of the axon, the membrane potential changes from -65mV to +40mV. This is depolarization. The reversal in polarity causes the sodium channels to close and potassium to open. 528 What are neurotransmitters? How do they work? Name specific neurotransmitters and what they do. Chemical stored at the ends of axons that is responsible for transmission across a synapse. 3 steps: 1-Nerve impulses traveling along axon reach axon terminal , gated channels for calcium ions open and enter the terminal. 2-Neurotransmitter molecules are released into the synaptic cleft and they diffuse across the cleft to the postsynaptic membrane. 3-They bind with specific receptor proteins. Ach and NE-Associated with Alzheimers, ACh has either excitatory or inhibitory effect on smooth muscle and glands. Serotonin- involved in thermoregulation, sleeping, emotions, and perception. Dopamine and GABA- Dopamine is involved with emotions, control of motor function, and attention. Endorphins-block the release of substance P and is considered a natural painkiller. Chart on 542 How does caffeine, heroin, marijuana, meth, alcohol, cocaine, ecstasy effect the CNS? Caffeine- helps keep a person awake by interfering with the effects of inhibitory neurotransmitters in the brain; Heroin-travels rapidly to the brain where it is converted to morphine which brings a rush of euphoria. Marijuana- Person experiences mild euphoria along with alterations in vision and judgment; Meth-stimulant, it reverses the effects of fatigue, maintains wakefulness and temporarily elevates mood; Alcohol-depressant, increases the action of GABA, which inhibits motor neurons and increases the release of endorphins; Cocaine-stimulant, interferes with the re-uptake of dopamine at synapses; ectasy-has an overstimulatory effect on neurons that produce serotonin to elevate mood. What are the meninges? Where are they found? What is their function? Protective membranous coverings about the CNS(brain and spinal cord.) 534 Be able to label: the brain~~structure and function 536 Spinal Cord-center for many reflex actions and it provides a means of communication between brain and spinal nerves; brain ventricles- four of them, 2 lateral are inside the cerebrum, 3rd is surrounded by diencephalon, and 4th lies between cerebellum and the pons. Cerebrospinal fluid is continuously produced in the ventricles and circulates through them and flows out between the meninges; cerebrum-largest portion of the brain for humans, last center to receive sensory input and carry out integration before commanding voluntary motor responses, divided

Family Tree and Genealogy of Actor James Stewart

Family Tree and Genealogy of Actor James Stewart Beloved American actor Jimmy Stewart was born to typical small-town roots in Indiana, Pennsylvania, where his father owned the local hardware store. His fathers Western Pennsylvania roots date back to 1772 when Jimmys third great-grandfather Fergus Moorhead first arrived in what is now Indiana County. His mothers roots also stretch back to 1770s Pennsylvania. First Generation James Maitland STEWART, the oldest and only son of Alexander Stewart and Elizabeth Ruth Jackson, was born on 20 May 1908 in his parents home at 975 Philadelphia Street in Indiana, Pennsylvania. The family soon expanded to include two sisters, Mary and Virginia. Jimmys father, Alex (pronounced Alec) owned the local hardware store in town, J.M. Stewart Co. Jimmy Stewart married Gloria Hatrick in Brentwood, Los Angeles, California, on 9 August 1949. Second Generation (Parents) Alexander M. STEWART was born on 19 May 1872 in Indiana County, Pennsylvania and died 28 Dec 1961 in Indiana Co., PA.Elizabeth Ruth JACKSON was born on 16 Mar 1875 in Indiana Co., PA and died 2 Aug 1953. Alexander M. STEWART and Elizabeth Ruth JACKSON were married in Indiana Co., PA on 19 Dec 1906 and had the following children: Jimmy Maitland STEWARTMary Wilson STEWART was born in Indiana Co., PA in 1912Virginia Kelly STEWART was born in Indiana Co., PA in 1915 Third Generation (Grandparents): James Maitland STEWART was born in Pennsylvania on 24 May 1839 and died on 16 Mar 1932.Virginia KELLY was born in Pennsylvania about 1847 and died before 1888. James Maitland STEWART married twice. First, he married Virginia Kelly and they had the following children: Ralph STEWART was born in Pennsylvania on Oct 1869Alexander M. STEWARTErnest Taylor STEWART was born in Pennsylvania Sep 1874 Following the death of his first wife, Virginia, James Maitland STEWART married Martha A. about 1888. Samuel McCartney JACKSON was born in Sep 1833 in PennsylvaniaMary E. WILSON was born in Nov 1844 in Pennsylvania Samuel McCartney JACKSON and Mary E. WILSON were married about 1868, and had the following children: Mary Gertrude Jackson was born abt 1861 in PALizzie Virginia Jackson was born abt 1862 in PAFrank Wilson Jackson was born abt 1870 in PAJohn H. Jackson was born abt Aug 1873 in PAElizabeth Ruth JACKSONMary E Jackson was born abt 1877 in PAEmily L. Jackson was born abt Apr 1882 in PA

Organizational Strategy Assignment Example | Topics and Well Written Essays - 250 words

Organizational Strategy - Assignment Example The level of input and the outcomes is also a major factor to be considered. The second stage is to think of how to change the current situation. Discover all areas that change requires implementation, and how to go about it. The final stage is to think of where one would want to reach and within what period. This creates a motivation to put more effort in implementing the change. Ones the changes are being implemented, there is a need to evaluate their efficiency and if they are competent, they should constantly be implemented (Kaufman, 2003). Celebrating the hard work is done once the desired outcomes are achieved. Change requires commitment and persistence. Organizational changes are usually painful and, especially, to those with the status quo, therefore, there is a requirement for all those involved to accept the need for change. Many are the time people involved persist the change and tend to be confused with the happenings (Plas, 1999). Organizational management is a big task and therefore, there should be sponsors and advisors who will advise according to change implementation. In today’s market, organizations need to implement changes due to the completion and the technological changes that are occurring in the

Difference between Noir and Neo-Noir Assignment Example | Topics and Well Written Essays - 750 words

Difference between Noir and Neo-Noir - Assignment Example All the films of this type had similar idea and topic. Often they described difficult situations that had to be overcome by the antihero. The introduction of antihero is a very important characteristic of noir style. The main hero was not noble and positive, he had many drawbacks, but still managed to make readers like him. The key element of this type of films was portraying the life of people with negative characteristics or bad reputations. The lives of criminals and gangsters were often used as central theme. The noir films were created in 1940 -1950 until the new term was introduced. In the 1970s the term â€Å"neo-noir† appeared. The difference between the genres was in the technologies that were used in the 1970s. Another peculiarity of the neo-noir films was their modernization, as they commonly depicted events, which happen at the time when they were created. Such type of movies appeared due to the great number of social attitudes. The noir films managed to change the views of people. The possibility to have any kind of relations with the antiheroes and not just to reject them was the main idea of the noir films. The noir films made people like and admire the main heroes. The position of the neo-noir films where one had just to observe and not to be a part of the performance was quite different. The theme of the film predetermines such attitude of the watchers. A number of new topics were presented by neo-noir films (Difference between Noir and Neo-Noir). The Double Indemnity is the classical noir film that was created in the 1914 by Bill Walder. The film was based on the play by James Keyne, which had the narrative character or technique. The Double Identity was included in the list of films of the National Register by the Congress Library in 1992. According to the critics, this picture is the most completed and recommended tutorial on the noir films. One of the brightest femme fatale images in the history of filmmaking was create by the Barbar a Stenwick. Experts state that film by Walder had become the model for a number of films about vamp women, who ruinously influenced the honest men. In the 1981 the movie was re-shoot under the title Body Heat. The title of the movie depicted the traditional state of the insurance policy of that time that provided the guarantee of the double payment in case if insured person died from the accident. A handsome insurance agent Walter Neff, the hero of Fred Murrey, met the fatal blonde Fillis Dietrichson that was played by the Barbara Stenwick. Dierichson easily charmed the main hero Neff. The name and the manners of the main heroine remind us about Marlen Dietrich. Dietrichson manipulated Neff and persuaded him to get rid from her husband and in order to guarantee the prosperous life in future gave the insurance policy with the double indemnity for signature to her doomed husband. The criminals had realized their plan skillfully. The next day the coworker and the friend of Neff Barton Kiz intervened. Not even suspecting Neff he turned the life of the murderer into nightmare. Keyne’s narrative was based on the real crime that was committed in the 1927 and stirred up the whole America. First drafts appeared in the 1935 but they were banned by the advocates of the Heise Code who considered the story to be immoral. The isolated detached houses of 1920s build in the colonial style were chosen for shooting. You can notice the script writer Raymond Chandler who had accidently been in the

Different Research Methods Paper Example | Topics and Well Written Essays - 3000 words

Different Methods - Research Paper Example uthors believed that â€Å"a deeper understanding of these transitions is required in order to assist prospective science teachers during their pre-service years and support them during their early years in schools† (Mulholland & Wallace, 2007, p.880). To achieve their objective, the researchers designed a qualitative research through the use of a longitudinal case study. With two Australian primary teachers as participants, the research lasted for four years documenting their transition from pre-service to in-service teaching. The constructivist/interpretative approach was used as the framework for the research with â€Å"case study as its organizing perspective† (Mulholland & Wallace, 2007, p.880). Adopting a constructivist/ interpretative framework allowed the researchers to use their expertise and experiences in gaining in-depth understanding of the experiences of novice teachers. Interpretative or constructivist research â€Å"assumes that reality is socially constructed, that there is no single, observable reality† (Merriam, 2009, p.216). This paradigm states that because individuals have the natural propensity to seek meaning and understanding of the world, there are various interpretations of different events. The role of the researcher then is to construct knowledge about what is examined both from his/her perception and the respondents of the study. Data from an experimental methodology or quantitative research cannot substantiate the experiences that the researchers wish to investigate. Due to the nature of the problem and objectives that the researchers wished to attain, a longitudinal case study was employed. The researchers are highly involved in a sense that they had prior theoretical knowledge and experience about the topic. The constructivist/ interpretative approach ensured that the results gathered will reflect both the interpretations of the respondents and the researchers. It is crucial for the objectives of the study to gather data during the

Business Essays London Cinema Plan

Business Essays London Cinema Plan West London Gold Class Cinema Business Plan. Executive Summary Negotiations have been undertaken to purchase the West London cinema in Hammersmith. This is a small, family run cinema which has been having trouble competing since a new multiplex cinema opened in the new shopping centre in Shepherds Bush. The purpose of this business plan is to seek funding for the purchase of the West London cinema and for the transformation of part of it into a Gold Class or VIP type cinema. This transformation will involve the renovation of one of the screens, decoration in a classy, movie theme style and the building of a kitchen and bar area. Gold Class will give patrons the opportunity to watch blockbuster movies from the comfort of luxurious, reclining lounge chairs while enjoying food and drinks brought directly to them. If this concept works, then the prospective owners intend to repeat their success in other run down cinemas across the country. Business Summary The business objectives are to develop one of the current cinemas (which has capacity for 250 patrons) into three Gold Class cinemas each having seating for 30 patrons, decorate the lobby area in a movie theme style and build a kitchen and bar area. Once the necessary renovations have been completed, the owners will need to obtain the necessary licensing permissions, hire staff and market the concept. Current Situation and Background At present West London Cinema is a small, three-screen, family run cinema in West London. While it has seating capacity for 750 patrons, the run down nature of the cinema means that on most nights it fails to realise its potential. The cinema has had a relatively steady customer base, but the recent opening of a multiplex cinema complex in Shepherds Bush has meant that patron numbers have been down. Even before the opening of the new multiplex cinema, the cinema had already been suffering a downturn since its heyday in the mid-1980s due to external factors. These have included a rise in property prices slowly changing the demographics of the people who live in the area, shifting customer entertainment habits (people have many more entertainment options available to them today) and the fact that the window between a release in the cinema and subsequently on DVD has been shrinking and movie piracy issues. While these issues have affected the cinema in a negative way, these are also the issues on which the prospective owners believe they can capitalise. This downturn in patron numbers has meant that the cinema is unlikely to make a profit this year and with the current owners not having the funds to invest into upgrading the cinema, it is likely that the this year will be only the start of a downward earnings trend for them. In light of this, the current owners have decided to sell the cinema while it is still showing some profit. This has created the opportunity which is set out in this business plan. Financial Situation and Legal Requirements West London Cinema has been owned by the same family since 1975. It has always prided itself on its friendly atmosphere and reasonable prices. Unfortunately, the owners have not always ploughed the cinemas profits back into the business and as such, it has become a little run down with increasing numbers of complaints about uncomfortable seating, poor screen resolution and a unimpressive sound system. The owners wish to borrow  £250,000 pounds to achieve their business objectives. With respect to legal requirements, the owners will need a liquor licence, building approval from their local authority, a hygiene inspection of their kitchen and advice from a solicitor as to whether or not they are able to trademark the Gold Class name. Industry Analysis Industry Description The cinema industry as a whole is facing challenges from many sides. Consolidation within the UK market means that four groups (Terra Firma, Blackstone, Vue and National Amusements) now own over 70% of UK screens. This consolidation means that the larger cinemas are better placed to meet the challenges of a quickly changing marketplace. Unfortunately, the losers in this consolidation of the marketplace and the emerging challenges to the cinema have been the small, family run cinemas. Industry Growth Across the industry, revenue growth has been quite strong with exhibitor revenue rising by 59% from 1998 to 2004 to over  £900 million (made up of  £650 million net box office sales,  £204 million net concession revenue and  £63 million cinema advertising). Most of this revenue growth was in the multiplex part of the market where it was noted that the four leading cinema groups had been able to raise their prices even in the face of declining DVD prices. This shows that demand for the cinema experience is more than just the watching of a movie and that a market does potentially exist which the larger multiplexes fail to cater for and that can be exploited by the more agile, smaller cinemas. Future Industry Developments The increase in other entertainment options, for instance computer games, pubs, home cinemas and the ever shrinking window between the release of a movie in the cinema and then onto DVD means that the future of the cinema industry is uncertain. The trend towards consolidation will no doubt continue, but it is interesting to note that the number of multiplexes opening has plateaued, with an average of 25 a year opening between 1998 and 2002, only 6 were opened in 2004. This perhaps signals that the multiplex market has reached its full potential and that the marketplace is stabilising. However, the stabilisation of the market at the top end does not as yet seem to have filtered down to the smaller cinemas and as such, many continue having trouble turning a profit. It is the owners belief that the current market is ideal for the development of a new concept which gives movie patrons an entirely unique cinema experience Gold Class. Market Summary Market Analysis The four possible ways in which the market can be defined are: multiplex cinemas; all cinemas; all ways of watching films (including cinemas, DVDs and pay-television); and all ways of using discretionary spend (including films, going to pubs, clubs or other ways of spending time and money in or out of the home). As noted above, it is the prospective owners view that cinemas can no longer focus on the narrow definition of the market. Some guidance can be taken from the multiplexes which offer patrons an experience. Often these cinemas are attached to shopping centres and as such going to the cinema is simply part of a persons shopping day. Multiplexes, like the shopping centres to which they are appended, rely on the principle that if something is large and loud, no one will dare to think that it is anything but the best and it must be said that they do this well. Teenagers are particularly impressed by this logic. However, to the same extent that teenagers are drawn to large and loud multiplexes, older patrons are repelled by them. Market Segmentation Cinema patrons generally fall within the 15-24 year age group with over 53% of people surveyed in this age group having attended the cinema once a month or more. This declines within the 25-34 year old age group to 34% and further within the 35+ age group to 16%. These figures reflect perhaps the fact that older cinema patrons who do not enjoy the nature of multiplexes have limited options with respect to indulging in a cinema experience. Furthermore, along with work and family commitments, older cinema patrons have less free time available to them and more options with respect to how to spend that time. This means that they are more likely to want to spend more money when they do go out to make sure that they utilise their time optimally. Market Research The purpose of the market research undertaken was to determine whether the Gold Class concept has been successful elsewhere, to gauge whether or not Hammersmith is the best location for a Gold Class cinema and to establish a price point for Gold Class tickets, food and drinks. The market research allowed the prospective owners to establish that the Gold Class concept has proven successful in Australia. While it was not possible to obtain financial figures, the prospective owners were able to determine that the concept has been around for several years and they were able to test it for themselves (a sample menu from an Australian Gold Class cinema is attached at Appendix A and can also be found here: http://www.greaterunion.com.au/goldclass/moviemenu.asp). In order to determine whether or not Hammersmith was a reasonable location for a Gold Class cinema, the prospective owners researched the demographic trends and the types of new businesses that were opening in the area. They found that many new business were opening and established businesses were being renovated to meet the tastes of the new residents moving into the area. As such, it was concluded that Hammersmith was a suitable location for a Gold Class cinema. Establishing price points for Gold Class tickets, food and drinks was quite difficult as the measures against which these price points can be determined are not perfect substitutes for each other (ie does a portion of fish and chips in a Gold Class cinema equate to the same meal in a pub?). It was decided that the only feasible approach was to go for higher price points, but offer various promotions which would mean that most people would not end up paying the full advertised price. Competition Analysis As noted, the market is extremely concentrated with the multiplexes taking a lions share of box office receipts. At the other end of the cinema market, are small, family run cinemas which are often seen by the public as being run down and in need of renovation, but priced competitively. There is little between these two extremes. However, while the multiplexes offer a certain type of experience, the prospective owners believe that there is still a potential untapped niche which small cinemas can exploit and which the multiplexes would have trouble competing with in the short term. Other potential competitors are similar niche cinemas which focus on selling a lifestyle (eg cinemas which only screen independent movies). Taking a broader view of the market in which cinemas compete, the market would be the entertainment market generally. People have a limited amount of disposable income and a limited amount of time which can be spent on entertainment. As such, cinemas are also competing with bars, sporting events, home cinemas, travel and restaurants. It is submitted that Gold Class cinemas would be a strong competitor in the general entertainment market at a niche level. Competition Strengths The main competitor for the proposed Gold Class cinema is the multiplex cinema in Shepherds Bush. The multiplexes strength lies in its buying power and the cinema chains ability to obtain the latest blockbusters at the earliest possible opportunity. Due to the multiplexes size, it has the flexibility to offer promotions and tie-ins beyond anything that a small cinema can offer. In the broader sense, the cinemas other competition comes from the various restaurants and pubs found in the surrounding vicinity. However, they are not necessarily direct competitors and are not mutually exclusive unlike the multiplex (ie a person may go to Gold Class and then a pub, but they are unlikely to go to the multiplex and then Gold Class). That said, the fact that Gold Class will offer food and alcohol means that competition between the cinema and restaurants and pubs in the vicinity will increase. Competition Weaknesses The multiplexes main weakness is that it does not cater particularly well to the older market of cinema patron. Furthermore, at present it does not offer a Gold Class experience and due to its business model of trying to fill large cinemas, it is unlikely that it would move towards a model which relied on creating smaller, more intimate cinemas. Likewise, it is difficult to imagine restaurants and pubs being able to compete directly with a cinema. They both offer sufficiently different experiences to customers and it is more difficult for restaurants and pubs to add on a movie-like equivalent than it is for a cinema to offer food and alcohol. Development and Production Sales and Marketing Unique selling point At present cinemas in the UK do not offer a dedicated Gold Class or VIP cinema going experience. In cases in which such an offering has been tried in the UK, for example, the UGC chain, the idea has met with problems due to the fact that a single cinema isnt dedicated to the Gold Class experience, rather, premium seating is attached to the back section of a standard cinema. In this case, the intention is for the West London cinema to have three cinema screens dedicated for premium customers. The prospective owners recognise the demographic shift in the area around the cinema. With house prices steadily rising, the area around Hammersmith has transformed into a hub for city working people with large amounts of disposable income. This change has been mirrored in the types of new shops and eateries opening up to cater to them. These new residents are willing to spend money for a premium and individual experience. Media and promotion strategy The intention would be to choose high headline price points but at the same time offer promotional offers which would ensure that most customers never pay the full rate. The media and promotion strategy would focus on teaming up with local businesses and newspapers to offer special promotional packages (for example, the local florist could offer a two for one deal with each bunch of roses sold). Advertising campaign The advertising campaign would be highly targeted and local. It is assumed that people are unlikely to travel a long way to attend a cinema (especially if they have a local one close by). As such, the goal would be to focus on local customers and to ensure that they remained regulars. Budget A large marketing budget would not necessary as the focus would be on offering promotions such as half price tickets during the day and/or two for the price of one deals can be offered in conjunction with various local business/newspapers reducing marketing costs substantially. As the Gold Class cinema experience is unique, and marketed as an indulgence, it is suggested that many local businesses would be willing to be involved in such promotional activities. While actual advertising costs will be low, printing and distribution costs will still need to be considered. Management The prospective owners of the cinema are the brothers James and Jack West. James West has recently completed his MBA and is working for one of the UKs largest cinema distribution companies. Jack West currently works as an advertising executive. In anticipation of a sale, the current owners have taken the last three months to show James and Jack the operational side to running a cinema. Both Jack and James intend to invest  £250,000 of their own money and take on this project full-time. In addition, James and Jack have already approached a friend who runs a small restaurant to assist them with the preparation of a suitable menu and have had plans for the refurbishment prepared. It is intended that James manage the operational side of the cinema while Jack concentrate on the marketing. Projected sales and pricing strategy Pricing strategy A regular ticket at West London cinema is currently  £4 during the day and  £6 in the evening for an adult. Gold class tickets will be priced at  £8 during the day and  £12 in the evening. In addition patrons will be able to buy food and drinks which will be brought into them while the movie is playing. The average price of food items and alcoholic drinks will be approximately  £5  £10. Financial Considerations The current owners hold a long-term leasehold interest over the premises at which the cinema is located. The main costs incurred by a cinema relate to the percentage of box office takings that go to the film distribution companies. The intention behind the Gold Class concept, along with offering patrons the ultimate cinema experience, is to try to increase revenue from those areas of the business which are not subject to distribution company payments (ie food and alcohol). Projected Sales At present West London cinemas three screens have box office sales of  £174,000 to which can be added sales from the kiosk and advertising, taking annual turnover for the cinemas to  £228,000. 25% to 50% of the box office takings go to the film distribution companies. Along with running costs and wages, gross profits for the cinema last financial year were  £56,000. As one cinema will be converted into three Gold Class each having 50 seats, projected box office receipts are expected to remain the same or rise slightly (less seats at a higher price) but more income is expected to be generated from food and alcohol sales. It is anticipated that food and alcohol sales will add  £25,000 to the cinemas turnover with  £10,000 of this going on higher staff wages meaning that gross profit will be an extra  £15,000 per annum. Appendix 1 Three Years profit and loss accounts 2008 2009 2010 Sales 300,000 500,000 1,000,000 Costs of Sales (112,500) (187,500) (375,000) Gross Profit 187,500 312,500 625,000 Expenses: Advertising 25,000 15,000 10,000 Bank Charges 100 100 100 Insurance 1,000 1,000 1,000 Interest 20,000 20,000 20,000 Legal Accounting 3,000 1,000 1,000 Office Expenses 500 500 500 Postage 250 250 250 Rent 15000 15000 15000 Wages 60,000 60,000 60,000 Telephone 1,000 1,000 1,000 Utilities 1,000 1,000 1,000 Total Expenses 126,850 114,850 109,850 Net Income 60,650 197,650 515,150 Appendix 2 Three years Balance Sheets Assets 2008 2009 2010 Current Assets: Cash 675,000 870,000 1,365,000 Inventory 15,000 15,000 15,000 Other Current Assets 10,000 10,000 10,000 Total Current Assets 700,000 895,000 1,390,000 Long Term Assets 20,000 20,000 20,000 Fixed Assets 50,000 50,000 50,000 Property, plant and equipment 25,000 25,000 25,000 Accumulated Depreciation 5,000 10,000 15,000 Total Assets 800,000 1,000,000 1,500,000 Liabilities and Stockholders Equity Current Liabilities: Accounts Payable 112,500 187,500 375,000 Current Borrowing 250,000 200,000 150,000 Other Current Liabilities 126,850 114,850 109,850 Total Current Liabilities 489,350 502,350 634,850 Long Term Liabilities 60,650 60,650 60,650 Total Liabilities 550,000 563,000 695,500 Total Equity 250,000 463,000 804,500 Total Liabilities and Stockholders Equity 800,000 1,000,000 1,500,000 Appendix 3- SWOT Analysis of Business Strengths: The obtaining of a liquor licence gives the cinema a competitive advantage which is sustainable to a degree. It is unlikely that planning permission for a new cinema would be given by the local Council. As such, as far as cinemas go, a customers only option is to either attend this cinema or the multiplex. Weaknesses: It is not possible to protect the intellectual property behind the concept of a Gold Class cinema. Patrons are only likely to pay a premium price for a movie when blockbuster movies are released. A lack of hit movies could make it difficult to sell tickets. Opportunities: There are plenty of small, family run cinemas which are currently struggling. The depressed market and the Gold Class concept give the owners the opportunity to purchase cinemas at a reasonable price and turn them back into profitable enterprises. Threats: The Gold Class concept relies on people willing to spend a little more to enjoy a more luxurious cinema experience. If the economy was to falter, value added businesses like Gold Class cinemas would be the hardest hit. If the concept proved to be a success, there is nothing stopping the multiplexes from offering a similar service. There is a threat that by offering alcohol in the cinema, the problems associated with anti-social behaviour could follow. Appendix 4 Market Segments When assessing the market segments, it is important not to focus too narrowly. While the Gold Class cinema concept may seem to appeal to only a niche market, the fact that most, if not all, adults in the country have been at some point in their lives been to a cinema to see a movie means that those potential customers already share a common conceptual language making it much easier to appeal to them. It is much more difficult to appeal to someone and have them try something they have never done before. As noted above, the percentage of people who often go to the cinema drops off sharply from the age of twenty five. One of the reasons for this is that the choices of entertainment available as people become older increases and the impression of cinemas is that it is the haunt of teenagers who arent old enough to get into bars. However, this is the segment of the market with the most disposable income, who have happy recollections of going to the cinema as youths and are now expect a more grown up experience when going to the cinema. This is the market segment to which Gold Class aims to appeal. BIBLIOGRAPHY Corrigan, P. (2006), The Sociology of Consumption, Sage Publications, London

The Stone Angel :: essays research papers

The Stone Angel Event by event, memory by memory the scales fall from Hagar's eyes until she sees clearly her own nature. No longer blaming others, she dies courageously by being fully responsible for her own life. What are the stages of Hager's enlightenment. The novel The Stone Angel portrays an image of a ninety-year-old woman, Hagar Currie, who confronts her past of personal failures in an attempt for rejuvenation before death. Hagar has lead a life dominated by authority and memories of whom she is expected to be. As she goes through life she continually tries to escape from her fears and gain acceptance. Through events and journeys, Hagar is able to release herself from the restrictions that have prevented her from leading a satisfactory life. Thus, to reconcile with herself and her fate, Hagar must flee from three domestic confinements: her father, her husband and her eldest son. As a child, Hagar was hampered by the pride, social standards and disciplines of her father, Jason Currie. Hagar's life had been dominated by the authority of her father and that is what drove her away from him. Jason Currie was a very proud, self-made man who pushed his values on his children. It is easily seen that many of the father's traits belong, also, to his daughter, such as his pride and stubbornness. Hagar is often closely compared to the stone angel that stands over her mother's grave, doubly blind. It is for this reason that Hagar lived a joyless life for which she was unable to express herself. Jason Currie was excessively caught up in his own dynasty, his image, and was determined to have his children uphold this image. He wanted his children, especially Hagar, to display his pride and behave at the level of his standards. Hager's emotional reactions and superficial outlook were determined by the views expressed by her father's examples and reinforced by punishment. With a father who will tolerate no weakness of any kind, Hagar learned how not to express any emotions. Such as when Hagar says "Oh, look! The funniest wee things, scampering" (Pg.9) while looking at the sultanas, her father's commodities. This was an insult to her father's reputation and pride and makes it known through punishment. However, no matter how much he strikes her hands she refuses to cry. It is at this point that the reader sees how much like her father she really is.