Even From Its Humble Beginnings, The Internet Has Always Been A Battle

Even from it's humble beginnings, the Internet has always been a battlefield between phreaks and administrators Thesis: Even from it's humble beginnings, the Internet has always been a battlefield between phreaks and administrators. I. Introduction II. Background of the Internet A. Origins B. Growth 1. Colleges 2. Private Institutions C. Early Users D. Recent Changes 1. Easy Accessibility a. Online Services b. Public Dial-Ups 2. Resource Explosion III. Design A. No Central Hub B. Easy Additions 1. Little Discipline 2. Hard to Remove IV. Breaking In A. How to Do it B. Examples 1. Voice Mail Box 2. Kevin Lee Poulsen 3. Tonya Harding 4. Mark Abene V. Prevention A. CERT B. Newer Security Systems 1. Not Effective 2. Part of the Game VI. Conclusion The Internet is a wondrous place. Practically anything you could ever want is available on the Net. It's like a big city, it has the highly prestigious areas, and the sex-ridden slums. It has the upstanding citizens, and it has the criminals. On the Net, crime is more abundant than in a large city, though, mainly because of the difficulties in tracking and prosecuting offenders. Even from its beginnings, the Internet has always been a battlefield between phreaks and administrators. The Internet hasn't always been a public forum. In fact, the Internet has been around for years. The Internet is just a new fad ("The More I Learn" A1). The Internet originally began as DARPANET, a government-created network, which was designed for defense communications. The Net structure is such that it could survive a nuclear war ("Internet History"). The creation of the Net can not be blamed for the existence of hackers though, hackers are older than the Net itself, but the Net is the largest 'hacker haven' today (Spencer, "Hacking McDonalds" 6). The growth of the Net since its creation has been nothing less than astounding. In the 25-plus years since its creation, the Net now has over thirty million users using four million sites worldwide. Estimates rate the growth of the Net anywhere from ten to fifteen percent per month (Spencer, "Hacking McDonalds" 6). The Internet was first released to major universities in the United States of America. Since then, the universities have offered connections to small business, service providers, and even to the individual user. Sometimes these connections cost a fortune, and sometimes they can be obtained for free ("Internet History"). Although some of the original universities have dropped off the Net for various reasons, every major university in the United States, and now, most others in the world, have a connection to the Internet (Quittner 61). Although it isn't easy for an individual to get a direct connection to the Net, many private institutions are getting connections. This is mainly due to the fact that in order to support the very high speed of the Net, a fast computer is needed and a fast connection. A fast computer can cost in the tens of thousands of dollars, at least, and a fast connection can cost twenty thousand dollars or more, followed by a few thousand dollars a year. Individuals can still get on the Net through these private institutions. The private institution spoon-feeds the Net to the slower computers over their slower connection lines (Spencer, "Stranglehold" 8). The Internet began very high-class, due to the fact that only superintelligent college students and professors could access it. The discussions tended to stay intellectual, with very little, if any, disturbance ("Internet History"). However, relatively recent changes in the availability of the Net have changed that atmosphere. Now, almost anyone can access the Internet. Internet access is offered by every major online service (Himowitz A1). The fact that the major online services charge for their use keeps many people away from them. Those people simply turn to public dial-ups, which are free connections offered by universities that are available to the general public (Spencer, "Know Your Territory" 27). Because accessing the Net is easier, and a lot more people are doing it, naturally the amount of information on the Net is increasing at the same rate, if not faster. In what is often referred to by Net users as the Resource Explosion, the amount of information circulating the Internet has increased more than proportionately with the number of users (Spencer, "Hacking McDonalds" 6). Of all the other factors contributing to the large percent of online crimes, perhaps the most influential is the design structure of the Internet. Experts agree that the underlying structure with no central hub, where each computer is equally powerful, gives unchecked power to the undeserving (Spencer, "Stranglehold" 8). The design also makes controlling the frequency of break-ins almost impossible as well. Both politicians and so-called 'experts' believe the Internet as a whole will be regulated

Business Plan for Dance Studio

Business Plan for Dance Studio Free Online Research Papers 1.0 Executive Summary 2 1.1 Objectives 2 1.2 Mission 3 2.0 Company Summary 3 2.1 Start-up Summary 4 2.2 Company Ownership 5 3.0 Services 5 4.0 Market Analysis Summary 7 4.1 Market Segmentation 7 4.2 Target Market Segment Strategy 8 4.3 Service Business Analysis 9 4.3.1 Competition and Buying Patterns 9 5.0 Strategy and Implementation Summary 10 5.1 Competitive Edge 10 5.2 Marketing Strategy 10 5.3 Sales Strategy 11 5.3.1 Sales Forecast 12 5.4 Milestones 16 6.0 Web Plan Summary 16 7.0 Management Summary 17 7.1 Personnel Plan 18 8.0 Financial Plan 19 8.1 Important Assumptions 19 8.2 Projected Profit and Loss 20 8.3 Projected Cash Flow 21 8.4 Projected Balance Sheet 22 CONCLUSIONS 23 1.0 Executive Summary Social dancing means community. Co-operative, rather than competitive. It means respect for those whom we dance with, whether they be partners or others with whom we share the dance floor. It means taking care that everyone has a good time, rather than being selfish and self-centred. It means being sociable, rather than a show-off. It means dancing with everyone, not just favourite partners, and usually it means changing partners every dance. It means being civil in partnering, waiting until the music starts, before asking someone to dance. It means inclusive, rather than exclusive. (The term dance community is open, in the sense that it includes all those with an interest in dancing, rather than only those who belong to something, or have taken training. So people are seeking schools where they can learn. El Ritmo Dance company is dedicated to bringing quality and affordable dance instruction to Rostov on Don. There is a very active and dedicated social dance community already located in Rostov on Don. However, there has never been an actual dance studio, where these people can expand their knowledge of dance and enjoy being with other people of like interests. It is our plan to incorporate the existing dance community into our studio to begin with a strong base of supporters. From there we will be able to spread the word that dancing is a fun and exciting way to spend time. There are many benefits to dancing that will attract people from many backgrounds and interests. 1.1 Objectives The following are goals and objectives of El Ritmo Dance for Year 2010 through Year 2012 : ?Create a dance studio with a warm, supportive atmosphere, which is based on satisfying customers. ?Provide a social and entertainment forum for people with diverse interests, backgrounds and ages. ?Provide dance training for students at all levels of dance, from beginner to advanced. ?Provide continual training, benefits and incentives for staff to encourage a long-term commitment of employees. 1.2 Mission El Ritmo Dance offers a place where people can learn to dance, meet new people, have fun and feel comfortable. We offer a varied dance program with price options for all levels of interest, with greater emphasis on group classes and small package sessions to reach dance skill objectives. Our instructors have access to continual training on different social dance congresses. This provides our students with up-to-date steps and technique and access to the latest dance trends. 2.0 Company Summary El Ritmo Dance, soon to be located in Rostov on Don, Russia, will provide the community with a comfortable, friendly environment in which to learn the art of social dancing. El Ritmo Dance will offer private dance instruction, group classes, social dance parties and rental facilities for local events. Social dancing (such as Salsa, Swing, Argentinian Tango, Lindy Hop, Bachata, Social Cha cha cha) as well as an art, has become increasingly popular worldwide. As a result, the studio can expect to attract a wide cross section of customers. El Ritmo Dance will appeal to people of all ages, abilities and backgrounds, looking for creative self expression, exercise and/or social opportunities through dance. 2.1 Start-up Summary El Ritmo Dances start-up costs are based on an assumption that it will lease space at the Lendvorets. This space is ready for occupancy but will need a few minor renovations. The renovations include building out an office on the main floor and a caterer kitchen. The other category includes items such as memberships to the Chamber of Commerce, Visitor and Convention Bureau, and anything else that we may have forgotten or underestimated. The current assets include the deposit of â‚ ¬ 6,000. Long-term assets include items which will need to be purchased for the business. We are not currently requesting a loan, but may need to for operating costs if the sales forecast is less that anticipated. The owners are investing â‚ ¬ 25,000 initially. Start up Requirements Start-up Expenses Legal â‚ ¬500 Accountant â‚ ¬150 Office supplies, Stationary â‚ ¬250 Brochures â‚ ¬125 Grand Opening â‚ ¬2500 Signage â‚ ¬250 Other â‚ ¬1000 Total Start-up Expenses â‚ ¬4775 Start-up Assests Cash Required â‚ ¬5375 Other Current Assets â‚ ¬6000 Long-term Assets â‚ ¬8850 Total Assets â‚ ¬20225 Total Requirements â‚ ¬25000 Start-up Funding Start-up Expenses to Fund â‚ ¬4,775 Start-up Assets to Fund â‚ ¬20,225 Total Funding Required â‚ ¬25,000 Assets Non-cash Assets from Start-up â‚ ¬14,850 Cash Requirements from Start-up â‚ ¬5,375 Additional Cash Raised â‚ ¬0 Cash Balance on Starting Date â‚ ¬5,475 Total Assets â‚ ¬20,225 Liabilities and Capital Liabilities Current Borrowing â‚ ¬0 Long-term Liabilities â‚ ¬0 Accounts Payable (Outstanding Bills) â‚ ¬0 Other Current Liabilities (interest-free) â‚ ¬0 Total Liabilities â‚ ¬0 Capital Planned Investment Owner Loan/Investment â‚ ¬25,000 Other â‚ ¬0 Additional Investment Requirement â‚ ¬0 Total Planned Investment â‚ ¬25,000 Loss at Start-up (Start-up Expenses) â‚ ¬4,775 Total Capital â‚ ¬20,225 Total Capital and Liabilities â‚ ¬20,225 Total Funding â‚ ¬25,000 2.2 Company Ownership El Ritmo Dance is a Limited Liability Company owned and operated by Marina Vanyushina and Genadiy Vanyushin. 3.0 Services El Ritmo Dance is dedicated to bringing the fun and challenge of dancing to Rostov on Don at an affordable cost. We will offer private and group dance instruction for social through competitive level dancers. El Ritmo Dance will also provide a place for dancers to use the skills they have learned, by having weekly dance parties, seasonal/holiday dances and annual social dance congress. El Ritmo Dance will offer its students a variety of instructional choices. By offering them several options, we can best serve their individual needs. Private Lessons offer students the best value for their investment. With a private lesson, the students will work one-on-one with an instructor, receiving personalized instruction and immediate correction. Through experiencing the physical sensation of connected movement, the student is able to confidently replicate that movement in order to provide a pleasant and comfortable experience to other partners. In learning the best methods, one-on-one, both beginning and advanced students will find they progress faster and more easily, as they enjoy the sensation of partner dancing. Group Classes are both an introduction to the experience of dancing with different partners, and a chance for the students to become familiar with a variety of step patterns. Rotation of partners, throughout the class allows dancers to practice steps with different partners. This format promotes comfort in dancing with several partners, as well as the communication that goes along with sharing a learned experience. Group lessons will be available every week in the traditional styles and latest club trends. Classes will be offered at every level, from basic beginner through advanced competitive styling. In addition, specialty classes will be offered for children and teens. Practice Dances will be held once a week to allow students an opportunity to practice the dances learned, in an environment with other students learning the same thing. Instructors will circulate on the dance floor, assisting with questions or demonstration of steps, as well as to dance with students. We will offer classes for the following social dance: Salsa LA Salsa Casino Salsa NY Bachata Cuban Cha cha cha Lindy Hop Swing Argentinian Tango Facility Rental will be another service offering. The Lendvorets is currently a very popular place in Rostov on Don for weddings, receptions, musical events, etc. 4.0 Market Analysis Summary Social Dancing is an industry that now continuing to grow. According to a recent press release by 1TV-Television, more than one million people enroll in social dance classes each year. Since 1985, the number of dancers has increased by 25% each year. The timeless popularity of social dancing, combined with the growing interest in the trendy dances, has proven to be a winning combination around the world. We are confident it will produce the same results in Rostov on Don. 4.1 Market Segmentation According to the information published by the Rostov on Don Chamber of Commerce, Rostov on Don had a total 1.300 million people (2009). It is the 10th biggest city in the Russian Federation. Together with its Rostov agglomeration, population of the city is 1.8 million people (6th place in the country). El Ritmo Dance feels that the populations of Rostov on Don are all potential customers. We have divided these potential customers into the following groups: ?Children/Teens (19 yrs. and under). ?College Students/Young Adults (20-24 yrs.) ?Single and Married Adults (25-55 yrs.) 4.2 Target Market Segment Strategy Everyone who has the ability to walk can learn to dance. It is our job to present dance to these people and introduce and develop interest in the community for social dance. For children and teens it is important to show the fun in dance. We can introduce Social Dance through Junior and Senior High School. To colleges’ students we are going to introduce social dance through free open dance classes in universities and colleges in the city. Young adults will be introducing to dance through social dance parties in different night clubs and fitness clubs. We also plan to work with the Universities to offer classes to their students for credit. Single and married adults between the ages of 25 and 55 have traditionally been the biggest supporters of the social dance studio community. This group is generally looking for new things to try and do. For singles we offer another way to meet people, and date. We will also have special wedding packages, which offer the new couple options for learning their first dance. For married couples dance is something new to learn together and provides a great social outlet. By working with the local clubs, we can be sure there are places for people to use the dance they are learning and in turn spread dance further into the community. 4.3 Service Business Analysis The social dance industry has experienced substantial growth at the rate of 25% each year since 1985. There are some key factors for the rise in demand for dance instruction and places to partnership dance: The popularity of trendy dances like Lindy Hop, Argentinian Tango, and Salsa have made an impact on the number of people wanting to learn how to dance. The popularity of partnership dancing has grown immensely in the last decade. Those who are familiar with dance are well aware of how fun and addicting an evening of dancing can be. Those who have not yet experienced the thrill of moving gracefully around the dance floor with a partner, need a convenient, relaxed atmosphere, where they can feel comfortable learning and utilizing current popular dances. El Ritmo Dance seeks to provide its customers with affordable quality instruction in a fun and supportive environment. 4.3.1 Competition and Buying Patterns There are currently no other social dance studios in Rostov on Don. However, there are a few independent dance teachers, who teach classes at local bars, or rent floor space. There is also a local group, Dance Connection, that holds dances on Friday nights at the Ludi club. This group does not have a studio and its main purpose is to find places for people to dance and enjoy themselves. El Ritmo Dance marketing strategy will target people who wish to get more for their investment in dancing. A large variety of dance lesson packages and programs will be offered in an effort to make dancing affordable. Teachers will be highly skilled and professional, keeping with the image of the studio. The studio will be an elegant place to come, where customer service is number one. Marketing venues will include placement advertisement, direct mail, Internet Web page and open free dance lessons. El Ritmo Dance sales strategy will be based on a consultative style where the customers and teachers work together to identify and plan a course of action to satisfy the customer. Teachers will participate in continuous consultative sales training and receive regular sales coaching where the identification of customer buying criteria will be paramount. Sales closes will be based on demonstration of satisfying the customer criteria. 5.0 Strategy and Implementation Summary 5.1 Competitive Edge As previously mentioned, there is currently no other social dance studio in Rostov on Don. This automatically gives El Ritmo Dance a competitive edge on the market. However, we do not plan to sit back and think that people will come to us if we wait. Because Rostov on Don is not used to having a dance studio, this gives us the challenge of introducing the benefits of having a dance studio. We plan to keep our prices in line with the lower cost of living expenses of the Rostov on Don area. We will offer a wide variety of very competitive packages. Our teachers will be trained in the latest trends and with up-to-date styling of todays dances. We plan to partner with many of the studios in Russia so that we can keep up with the trends of the big city and offer more variety to our students. 5.2 Marketing Strategy Our marketing plan will be very simple. Satisfy our customers and provide them with the desire to continue dancing. A happy customer will not only keep coming back, but they will tell other people about El Ritmo Dance. We will market fun! What better product could we possibly have than that?! Our biggest challenge will be getting people who have never been in a dance studio before to come and try us out. Many people have never considered taking dance lessons before. Our marketing message will emphasize the opportunity to meet people, to enhance the quality of leisure time, to gain health benefits and gain life-long skills that will give them respect from their peers. We will advertise in the yellow pages, local newspapers, flyers, coupons, discount books, radio, and signs around town. 5.3 Sales Strategy One of our marketing strategies is to advertise discount specials or introductory offers. These are designed to introduce people to the different dances our studio offers, and the dances our customers want to learn. Our instructors will work with the customer on these specials to discover what it is they are looking for in dance, and to outline a course that suits the customers wants and needs. When a course outline is agreed upon by customer and instructor they will meet with a manager for a brief consultation to make sure the customer is satisfied with the lesson outline and that the course will meet the expectations of the customer. The customer will then sign up for the lessons by contract and commit to a series of appointments; the studio also commits to these appointments. We will offer a variety of courses, all mixed with combinations of private lessons, group lessons, and practice parties. Our course outlines will follow industry standards of recognized progression in dance, referred to as program dancing. El Ritmo Dance also offers the ability for customers to take group class packages. These may be more affordable, and although take longer for advancement, might be more preferable to some of our customers. In addition El Ritmo Dance offers something unique from other dance studios, which is a membership card. There are three different memberships offered: The Basic, which allows unlimited admission to dance parties as well as discounts to special events. The Gold, which allows limited access to group classes, unlimited admission to dance parties, five party guest passes, and discounts on special events. The Platinum, which allows unlimited access to group classes, unlimited admission to parties, ten party guest passes, and discounts to special events. These memberships will last one year. El Ritmo Dance will offer discounts for larger dance packages. All payments for dance lessons will be collected at time of purchase. Customers may be given 30 days to pay with a down payment of 50%. We will accept payment in the form of cash, check, or credit card. 5.3.1 Sales Forecast This sales forecast is an estimation on the number of customers we acquire while open, and an average cost of lesson outlines. The Social Basics Introductory special is averaged at â‚ ¬25, but this may vary depending on the special running that month. The special is not an accurate count for the cost of lessons, and is used primarily to bring people who may be interested to our studio so that they may continue with more lessons. We are forecasting that we will sell 20 Introductory packages in our first month, and 30 each month there after, as this is what we can handle with the hours we have available. The Social Foundation average package price is â‚ ¬360. It is an average price based on the assumption that students would buy a package containing 12 private lessons and 12 group lessons. We offer a 20% for paying in cash, and have therefore shown â‚ ¬300 for our package price to show the discount. We are forecasting to sell a social foundation dance package to 25% of the people who come to take the introductory special. Bronze I is priced at â‚ ¬600, and is based on the assumption that students would buy this package with 19 privates and 25 groups. We offer a 20% discount to people who pay cash for their lesson, and show this in our forecast by making this package show at â‚ ¬500. We are forecasting to sell a bronze dance package to 50% of the people who bought the social foundation package. Bronze II is priced at â‚ ¬720, and based on the assumption that students would buy a package containing 24 privates and 24 groups. We offer a 20% discount for paying in cash, and show this in our forecast by showing this package price at â‚ ¬600. We do not expect to sell any Bronze II packages the first couple of months. Starting on the third month we are forecasting to sell 50% of those that were in Bronze I. Silver I and Silver II â‚ ¬810. These are both based on the assumption that the student buys a package of 27 privates and 27 groups. We offer a 20% discount for students who pay in cash, and have shown this in our forecast with our package being â‚ ¬675. Starting in the fifth month we are forecasting to sell at least two Silver I dance package per month. We have estimated that we will not sell any Silver II packages until the end of the first year of business. We have kept our estimates low, knowing that we are not only a new business but a new type of business in this community, trying to break through with our marketing. Therefore, we are showing a 25% closing ratio for new students. That is saying that 25% of the customers who come in for the introductory special will buy the next level of dance, Social Foundation package. We then show a 50% closing ratio for existing student, 50% of Social Foundation customers will move on to Bronze I, etc. Marys previous sales results were 70% (out of every ten potential customers she sold a dance package to seven). Memberships were forecasted to show that people would buy the Gold at â‚ ¬300 each. We forecast to sell an average of five memberships per month, with that average increasing to 10 during the peak months of November-February. Miscellaneous sales include series group classes and kids group classes averaged at 10 people per class. Weekly dances will be held each Friday night. We will charge â‚ ¬2.5 per person plus â‚ ¬1.5 if they come for the pre-dance lesson. The Lendvorets is currently reported as bringing in about â‚ ¬15 to â‚ ¬20K per year in space rentals. We will continue to rent out this space and increase the advertising. Other category includes one time privates lessons, special services (i.e. DJ service, lesson packages for special events, wedding packages, etc.). Sales Forecast 2010 2011 2012 Sales Introductory Specials-Social Basics â‚ ¬9,000 â‚ ¬10,350 â‚ ¬11, 902 Social Foundation Syllabus â‚ ¬28,800 â‚ ¬33,120 â‚ ¬38,088 Bronze 1 Syllabus â‚ ¬24,000 â‚ ¬27,600 â‚ ¬31,740 Bronze 2 Syllabus â‚ ¬24,000 â‚ ¬27,600 â‚ ¬31,740 Silver 1 Syllabus â‚ ¬10,800 â‚ ¬12,420 â‚ ¬14,283 Silver 2 Syllabus â‚ ¬1,350 â‚ ¬1,552 â‚ ¬1,785 Memberships â‚ ¬24,000 â‚ ¬27600 â‚ ¬31,740 Miscellaneous Packages â‚ ¬4,665 â‚ ¬5,365 â‚ ¬6,169 Weekly Dances â‚ ¬6,000 â‚ ¬6,900 â‚ ¬7,935 Space Rental â‚ ¬16,930 â‚ ¬19,469 â‚ ¬22,365 Other â‚ ¬1,450 â‚ ¬1667 â‚ ¬1,917 Total Sales â‚ ¬150995 â‚ ¬173644 â‚ ¬199,691 Direct Cost of Sales 2010 2011 2012 Introductory Specials-Social Basics â‚ ¬0 â‚ ¬0 â‚ ¬0 Social Foundation Syllabus â‚ ¬4,896 â‚ ¬5,630 â‚ ¬6,475 Bronze 1 Syllabus â‚ ¬4,080 â‚ ¬4,692 â‚ ¬5,396 Bronze 2 Syllabus â‚ ¬4,080 â‚ ¬4,692 â‚ ¬5,396 Silver 1 Syllabus â‚ ¬1,836 â‚ ¬2,111 â‚ ¬2,428 Silver 2 Syllabus â‚ ¬230 â‚ ¬264 â‚ ¬303 Memberships â‚ ¬0 â‚ ¬0 â‚ ¬0 Miscellaneous Packages â‚ ¬0 â‚ ¬0 â‚ ¬0 Weekly Dances â‚ ¬0 â‚ ¬0 â‚ ¬0 Space Rental â‚ ¬0 â‚ ¬0 â‚ ¬0 Other â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Direct Cost of Sales â‚ ¬15,122 â‚ ¬17,390 â‚ ¬19,998 5.4 Milestones The following milestones reflect an approximate timeframe and cost for beginning and completing actions that will be needed to get El Ritmo Dance up and running. Our goal is to open our doors to customers and begin teaching dance by September 1st, 2010. We realize this date is subject to the timeframe for renovation completion, permits, etc. and may need to be adjusted. Milestones Milestone Start Date End Date Budget Manager Department Legal 6/1/2010 9/1/2010 â‚ ¬325 Both Marketing Develop Web Site 4/1/2010 4/5/2010 â‚ ¬45 Marina Vanyushina Marketing Train New Teachers 4/15/2010 9/1/2010 â‚ ¬0 Marina Vanyushina Marketing File for State Business License 6/1/2010 7/1/2010 â‚ ¬0 Genadiy Vanyushin Marketing File for City Permits 6/1/2010 7/1/2010 â‚ ¬0 Genadiy Vanyushin Marketing Negotiate Lease 6/1/2010 9/1/2010 â‚ ¬0 Both Marketing Order Tables and Chairs 7/1/2010 8/1/2010 â‚ ¬1,875 Both Web Purchase Sound System 8/1/2010 9/1/2010 â‚ ¬1,000 Both Web Renovate Space 7/1/2010 9/1/2010 â‚ ¬0 Both Department Acquire Insurance 6/1/2010 8/1/2010 â‚ ¬1,000 Genadiy Vanyushin Department Create Calendar of Events 7/1/2010 9/1/2010 â‚ ¬50 Marina Vanyushina Department Open Doors for Business 9/1/2010 9/1/2010 â‚ ¬0 Both Department Begin Advertising 7/1/2010 9/1/2010 â‚ ¬1,000 Genadiy Vanyushin Department Grand Opening 11/2/2002 11/2/2002 â‚ ¬1,500 Both Department Totals â‚ ¬6,845 6.0 Web Plan Summary El Ritmo Dance has a Web page, www.elritmodance.ru, that is designed to provide a convenient way for people to discover our studio. For marketing purposes the Web page will be linked to other dance Web sites and, since it has dance in the title, it will show up on different search engines. Our students will be able to use the Web site to look up group class schedules, upcoming events, studio news, and lesson prices. Students and prospective students will also be able to contact teachers via e-mail. Teachers will have the Web site on their business cards, and it will appear on our ads to offer people a chance to look at the space, meet the teachers and check prices, and ask questions before they enter the studio. 7.0 Management Summary El Ritmo Dance will be a very small company with the two owners, Marina Vanyushina and Genadiy Vanyushin, responsible for managing and directing all activities. Marina Vanyushina, owner and dance director, will primarily be responsible for the following: Teaching advanced students. Hiring, training and supervision of new instructors. Scheduling and planning the dance group lessons and special events. Creating dance lesson programs and packages. Studio events. Marina Vanyushina brings with her 10 years of experience as a dance instructor. She has knowledge of the operation of dance studios from her training with previous studio managers, and experience of management herself. She also brings with her, knowledge of the dance industry, the champions, the styles, and experience with previous students. Her 10 years of teaching have brought her many connections that can benefit El Ritmo Dance. Genadiy Vanyushin, Owner and Business Director, will primarily be responsible for the following: Teach social foundation/bronze students Managing the accounting/financial aspect of the company Bookkeeping/payroll Design and develop advertising and marketing strategies 7.1 Personnel Plan A teacher training class began in April to train two teachers. These teachers will be given the training for free with an understanding that they are neither hired nor paid during this time. In exchange for this training, they will be offered a job, once El Ritmo Dance gets enough customers. Our goal is to have five part time/full time instructors by the end of 2010, which includes the two owners. At some point in the future, we will see about hiring a receptionist. Personnel Plan 2010 2011 2012 Owners Salary/Distribution â‚ ¬32,500 â‚ ¬36,000 â‚ ¬42,000 Instructors Compensation â‚ ¬16,575 â‚ ¬20,000 â‚ ¬20,000 Other â‚ ¬0 â‚ ¬0 â‚ ¬0 Total People 5 5 5 Total Payroll â‚ ¬49,075 â‚ ¬56,000 â‚ ¬62,000 8.0 Financial Plan We plan to use our own start-up cash to finance the business. The Lendvorets is a turn key building for this type of business, requiring very limited contract work for us to bring in. A kitchen space and office window are to be negotiated with the building owner. Our start-up requirements are business assets, teaching supplies, and advertising. We want to finance growth mainly through cash flow. 8.1 Important Assumptions The financial plan depends on important assumptions, most of which are shown in the following table as annual assumptions. From the beginning, we recognize that collection of payments for dance lesson packages is critical, however, not a factor we can influence easily. Interest rates, tax rates, and personnel burden are based on conservative assumptions. Three of the more important underlying assumptions are: We assume that people in Rostov on Don will be interested in learning to dance and will give us a try. We assume that the area will continue to grow, as in the past, and at the projected rate of 5% per year. We assume that the Lendvorets will continue to be rented for events as in the past. General Assumptions 2010 2011 2012 Plan Month 1 2 3 Current Interest Rate 10.00% 10.00% 10.00% Long-term Interest Rate 10.00% 10.00% 10.00% Tax Rate 30.00% 30.00% 30.00% 8.2 Projected Profit and Loss Our projected profit and loss is shown on the following table, with sales increasing at a rate of 15% year over year. If we are able to meet our sales forecast, we will begin making a profit almost immediately. Traditionally in the dance business the slower months are in the mid-summer. However, the facility rental is higher in the Summer and should, therefore, supplement the slower teaching months. Profit and Loss 2010 2011 2012 Sales â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Direct Cost of Sales â‚ ¬15,122 â‚ ¬17,390 â‚ ¬19,998 Other Production Expenses â‚ ¬0 â‚ ¬0 â‚ ¬0 Total Cost of Sales â‚ ¬15,122 â‚ ¬17,390 â‚ ¬19,998 Gross Margin â‚ ¬135873 â‚ ¬156254 â‚ ¬179,692 Gross Margin % 89.99% 89.99% 89.99% Expenses Payroll â‚ ¬49,075 â‚ ¬56,000 â‚ ¬62,000 Sales and Marketing and Other Expenses â‚ ¬22,550 â‚ ¬22,900 â‚ ¬26,250 Depreciation â‚ ¬1,770 â‚ ¬1,770 â‚ ¬1,770 Utilities â‚ ¬4,600 â‚ ¬5,000 â‚ ¬5,500 Telephone â‚ ¬1,200 â‚ ¬1,200 â‚ ¬1,200 Insurance â‚ ¬900 â‚ ¬900 â‚ ¬900 Rent â‚ ¬36,000 â‚ ¬36,000 â‚ ¬36,000 Payroll Taxes â‚ ¬4,907 â‚ ¬5,600 â‚ ¬6,200 Other â‚ ¬0 â‚ ¬0 â‚ ¬0 Total Operating Expenses â‚ ¬120,902 â‚ ¬129,370 â‚ ¬141,176 Profit Before Interest and Taxes â‚ ¬14,970 â‚ ¬26884 â‚ ¬38,516 EBITDA â‚ ¬16,740 â‚ ¬28654 â‚ ¬40,286 Interest Expense (â‚ ¬275) (â‚ ¬850) (â‚ ¬1,450) Taxes Incurred â‚ ¬4573 â‚ ¬8,320 â‚ ¬11990 Net Profit â‚ ¬10,672 â‚ ¬19,414 â‚ ¬27,976 Net Profit/Sales 7.07% 11.18% 14.01% 8.3 Projected Cash Flow Cash flow projections are critical to our success. The annual cash flow figures are included here. The business will generate more than enough cash flow to cover all of its expenses. Cash Flow 2010 2011 2012 Cash Received Cash from Operations Cash Sales â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Subtotal Cash from Operations â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Additional Cash Received Sales Tax, VAT, HST/GST Received â‚ ¬0 â‚ ¬0 â‚ ¬0 New Current Borrowing â‚ ¬0 â‚ ¬0 â‚ ¬0 New Other Liabilities (interest-free) â‚ ¬0 â‚ ¬0 â‚ ¬0 New Long-term Liabilities â‚ ¬0 â‚ ¬0 â‚ ¬0 Sales of Other Current Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 Sales of Long-term Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 New Investment Received â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Cash Received â‚ ¬150,995 â‚ ¬173,644 â‚ ¬199,691 Expenditures 2010 2011 2012 Expenditures from Operations Cash Spending â‚ ¬49,075 â‚ ¬56,000 â‚ ¬62,000 Bill Payments â‚ ¬81,830 â‚ ¬96,180 â‚ ¬107,000 Subtotal Spent on Operations â‚ ¬130,905 â‚ ¬152,152 â‚ ¬169,000 Additional Cash Spent Sales Tax, VAT, HST/GST Paid Out â‚ ¬0 â‚ ¬0 â‚ ¬0 Principal Repayment of Current Borrowing â‚ ¬0 â‚ ¬0 â‚ ¬0 Other Liabilities Principal Repayment â‚ ¬0 â‚ ¬0 â‚ ¬0 Long-term Liabilities Principal Repayment â‚ ¬5,500 â‚ ¬6,000 â‚ ¬6,000 Purchase Other Current Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 Purchase Long-term Assets â‚ ¬0 â‚ ¬0 â‚ ¬0 Dividends â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Cash Spent â‚ ¬136,405 â‚ ¬158,180 â‚ ¬175,000 Net Cash Flow â‚ ¬14,589 â‚ ¬15,464 â‚ ¬24,690 Cash Balance â‚ ¬19,964 â‚ ¬35,429 â‚ ¬60,119 8.4 Projected Balance Sheet The balance sheet in the following table shows managed but sufficient growth of net worth, and a sufficiently healthy financial position. Balance Sheet 2010 2011 2012 Assets Current Assets Cash â‚ ¬19,964 â‚ ¬35,429 â‚ ¬60,119 Other Current Assets â‚ ¬6,000 â‚ ¬6,000 â‚ ¬6,000 Total Current Assets â‚ ¬25,964 â‚ ¬41,429 â‚ ¬66,119 Long-term Assets Long-term Assets â‚ ¬8,850 â‚ ¬8,850 â‚ ¬8,850 Accumulated Depreciation â‚ ¬1,770 â‚ ¬3,540 â‚ ¬5,310 Total Long-term Assets â‚ ¬7,080 â‚ ¬5,310 â‚ ¬3,540 Total Assets â‚ ¬33,044 â‚ ¬46,739 â‚ ¬69,659 Liabilities and Capital 2010 2011 2012 Current Liabilities Accounts Payable â‚ ¬7,648 â‚ ¬7,928 â‚ ¬8,872 Current Borrowing â‚ ¬0 â‚ ¬0 â‚ ¬0 Other Current Liabilities â‚ ¬0 â‚ ¬0 â‚ ¬0 Subtotal Current Liabilities â‚ ¬7,648 â‚ ¬7,928 â‚ ¬8,872 Long-term Liabilities (â‚ ¬5,500) (11,500) (â‚ ¬17,500) Total Liabilities (â‚ ¬2,148) (â‚ ¬3,572) (â‚ ¬8,628) Paid-in Capital â‚ ¬25,000 â‚ ¬25,000 â‚ ¬25,000 Retained Earnings (â‚ ¬4,775) (â‚ ¬5,897) (â‚ ¬25,311) Earnings â‚ ¬10,672 â‚ ¬19,414 â‚ ¬27,976 Total Capital â‚ ¬30,897 â‚ ¬50,311 â‚ ¬78,287 Total Liabilities and Capital â‚ ¬33,044 â‚ ¬46,739 â‚ ¬69,659 Net Worth â‚ ¬30,897 â‚ ¬50,311 â‚ ¬78,287 Conclusions El Ritmo Dance studio will create a place where people can learn to dance, meet new people, have fun, improve, create and feel comfortable. We offer a varied dance programs with price options for all levels of interest, with greater emphasis on group classes and small package sessions to reach dance skill objectives. Our instructors have access to continual training on different social dance congresses. This provides our students with up-to-date steps and technique and access to the latest dance trends. Everyone who has the ability to walk can learn to dance. Research Papers on Business Plan for Dance StudioHip-Hop is ArtAnalysis of Ebay Expanding into AsiaOpen Architechture a white paperThe Spring and AutumnMarketing of Lifeboy Soap A Unilever ProductThe Project Managment Office SystemTwilight of the UAWRiordan Manufacturing Production PlanDefinition of Export QuotasIncorporating Risk and Uncertainty Factor in Capital

Business Theory Essay Example | Topics and Well Written Essays - 2000 words

Business Theory - Essay Example As the IS curve shifts to the right the goods market will clear on a new equilibrium level E2 increasing the interest rates and the level of income. As the IS-LM model is based on the assumption of continuous market clearance in the assets markets the adjustment path is along the LM curve, as depicted in the figure below. Through the increase in the government expenditure the private investment spending falls since the interest rates get higher changing the formation of output with the increased share of larger public sector. The decrease in investment spending with an increment in the government expenditure is regarded as the notion of crowding out. With more crowding out the fiscal policy becomes more ineffective. This can be understood as, the more interest rates rise in response to the increase in government spending the more crowding out will occur and the less effective fiscal policy will be in expanding the economy. This can be graphically understood as the steeper the LM curve the greater the crowding out effect. As we know that the slope of LM curve shows the interest elasticity of the demand for money. A steeper LM curve shows that the increase or decrease in the rate of interest does not effect the demand for the real balances. For instance, the less responsive the demand for real balances to changes in interest rates the steeper the LM curve. This leads to a conclusion that in case of significant crowding out the demand for money is not affected by increase or decrease in interest rates. In this particular situation the Government can increase spending by financing it through lower the price of its bonds and hence raising the interest rate. The slope of the IS curve also depicts the effects of expansionary fiscal policy. The effects of expansionary fiscal policy also depends on the size of the shift in the IS curve arising from the government spending increase. Complete Crowding Out A vertical LM curve depicts the complete crowding out. When the LM curve is completely vertical it means that

Supply Chain Management Essay Example | Topics and Well Written Essays - 1000 words

Supply Chain Management - Essay Example Consumers always desired to get newer stocks and also other modified and sophisticated inventories which they considered would help meet the value of their expenses. Further the consumers also are found to order for getting the repeat stocks owing to the quality advantage obtained from such. However the present practice followed by the company in regards to stocking of the inventory created a problem for the consumers for they failed to get the right stock ordered for and also failed to regain the reorders made. The huge pile of unwanted and unsold inventories added to the problem for which the right and effective stock failed to be procured rightly and stocked for being delivered to the consumers. This problem of overstocking also led the company encounter huge losses and also blocked a large part of the working capital. This capital thus blocked could have been used by the company in other productive purposes. Thus the company not only suffers from lack of proper revenues emanating from the sales of inventories but also large numbers of complaints lodged in by the different customers for not getting the proper stocks required for. This fact in turn is found to hamper the goodwill of the firm and led the company counter a failure in the competitive business market. Moreover the presence of large number of unused and unsold stocks in the warehouse makes matters worse for specifically identifying those stocks which lead to the menace. Thus having large stocks spread around 30,000 stock keeping units create large number of problems for the warehouse manager to rightly identify and reduce the number of such odd stocks. Hence the management of Champion Electric thinks it feasible enough to reduce the inventory level so as to help in the effective management of the right and productive stock for the business concern to sale and gain considerable profit. Thus the management of the concern was found to be concerned in management of the stock levels of the firm in a sm art manner so as to help enhance the productivity climate of the organization. Hence this effective management of the stock level would help the company in firstly assessing the productive stock level and secondly in meeting the needs of the consumers in an effective manner. It would thereby save the concern in times of emergency when it required procuring products from external markets with additional amounts so as to meet customer requirements (Case, 232). A.2. President Campos of Champion Electric also was found concerned regarding the piling up of the stock levels in the warehouse leading to locking of considerable amount of financial investments rendered for such purpose. These unused levels of stocks in the concern not only made the management feel wary but also led to rise in the event of consumer dissatisfaction. Thus the president desired the effective management of such stock levels which would help the concern to enhance the level of service it required to deliver to the consumers by catering to their demands effectively (Case, 232). Thus Barb Patterson in order to abide by the order of the president was required to fulfill certain salient steps. Firstly Barb is required to identify such stocks which have been piled up in the warehouse for six months through the use of stock codes or labels in the computer. Secondly Barb is require

Berlin Wall Essay Example for Free

Berlin Wall Essay The Berlin wall caused much strife during its existence. It started with the conflict between the USSR and the Allies and quickly escalated from there. The long years it stood were full of separation and conflict. The story of the Berlin wall is not one easily forgotten. During WWII the Soviet army captured the German city of Berlin. The U.S., Great Britain, France, and the Soviet Union all occupied a sector of Berlin. The United States, Britain, and France occupied sectors in West German and Berlin while the Soviet Union occupied the East. Because of this, when the Cold War started, East and West Berlin were divided both in opinion and territory. The Soviets were communist and the leaders of West Germany were determined that all of Germany should be communistic. The Soviets tried to force the Western powers to give up their control over their three sectors. After their attempts to convince them to give up their control failed, the Soviet side cut West Berlin, which was isolated in the middle of East Germany, from all land and air travel. West Berlin was frozen and starving, but they refused to give in. The Western Allies started what is commonly known as the Berlin Airlift. Great amounts of food and supplies were dropped by plane. West Berlin was not given up by the Allies. East Germany however, did give up the blockade of West Berlin after a year. They determined that something else must be done. East Berlin lost many people to West Berlin. It was said approximately two and a half million people escaped the communistic East Germany simply by crossing the border from East Berlin into the West. A common method of this escape was by subway. At one station they believed that one out of every three people leaving the station was actually an escaping citizen of East Germany. East Germany was rapidly losing its much needed work force. Walter Ulbricht was the man most blamed for the building of the Berlin Wall. In public, he denied all rumors of even the consideration of cutting off the border routes. The denial of the idea of closing the border was a plan to keep the flow of people escaping from increasing before the wall was built. Ulbricht believed that people would desperately flee as soon as they heard of the plans for the wall. On a Saturday night in 1961, the wall was hastily built. Since it was the weekend, the unsuspecting people were vacationing after their week of long work and did not notice the hidden rolls of barbwire and timber slashed away where the wall was to be built. People whose houses stood where the separation was were no longer allowed to use their Western doors. Many used the windows to escape but others were caught by the East police or lost their lives in the process. By the end of the first couple weeks, the windows and doors were sealed off with bricks. The Berlin was more than a sliver of grey concrete. It was watchtowers, guards, guns, barbed wire, and even mines. As determined as many East Berliners were to cross to freedom, they had to risk so much in the process. For many, the risk led to their deaths. The wall was disapproved of by many of the citizens. Because of the sudden construction, many families were instantly separated. The dangers sometimes outweighed the thought of unification. Wanting to at the very least see their loved ones, platforms were built on the West side of the wall and families would find some comfort in mere glimpses of their loved ones. Another negativity of the wall was the sheer conflict of beliefs. Some who did not share the opinions of Germany were quickly forced in a problematic situation. They couldn’t escape from the strict rules of communism. The wall had clearly put them on the wrong side. Family and beliefs were not the only things the wall separated. Though not physically, the Berlin wall drew a line right through Germany. You were either East German or you were West German. There were no in between grey sections. People had to choose sides or their side was chosen for them. Of course, through all this, France, Britain, and the United States stood beside their West German sectors. Tension of the cold was thick. Many showed what side they were on by simply choosing to support East or West Germany. Those who supported the East were Communistic. Those who supported West Germany were supporters of democracy of freedom. The problems within East Germany became more and more obvious as time went on. The most obvious problem was the existence of the wall itself. Many died from the wall and it wasn’t just the start. The problems of East Germany were from social to economic. At first, it was very possible to make it across the wall. People would break through with trucks, dig tunnels, fight their way across, sneak across during construction, forge papers, and all manner of escape. People didn’t let the risk of death keep them from their freedoms and families. Not everyone was lucky enough to make it across. One example of misfortune was a pair of young men who determined to sneak across a weak part of the wall. The first made it successfully across, but his friend did not. Shot by the guards, the young man lay injured and bleeding at the wall. Still on the East side, people from the West could not retrieve the dying young man. The guards waited for him to bleed out before disposing of his body. His screams and cries for help haunted and outraged the people. Fearing a future uprising, the guards were commanded to move bodies and dying individuals out of sight so the people wouldn’t be quite as disturbed by their deaths. After many made it across the Berlin wall, it was decided to reinforce the wall. This reinforcement crushed many people’s hope of ever crossing and killed many of those that retained their hope. The wall at first had been simply a tall concrete wall with armed watchtowers, searchlights, and barbed wire. The reinforcement included a higher fence with a column of concrete that was seemingly impossible to grip, extra fences, tripwires connected to automatic machine guns, and a seemingly hopeless run to safety. Forged papers at the gates were the most likely means of escape after the reinforcement. In East Germany, the work hours were long, the opportunities were few, the tension was high, and the rules were strict. Music was censored and lives were limited. East Germans created a distinct culture because they had to avoid breaking so many rules. You watched what you said and who you were with. Rules in East Germany were not taken lightly because the people never knew when they were being watched. The neighbors, their best friend, their lover, or even their mother could’ve been one of them; one of the agents for Germany’s secret police, that is. The secret police were called Stasi. Anyone could be suspected of being part of the Stasi, since the Stasi used anyone they could. The Stasi was a huge network of agents who watched over East Germany. They had their eyes on over one-third of the population. The Stasi spied on, arrested, and manipulated countless people. They picked up on plans of escape, wormed their way into possible rebellion for information, and even kept records of their target’s lives in incredible detail. Along with the suspicious activity they stored in the files pertaining to the lives of their targets, they included elaborate plans for their victims. These plans interfered with lives, ruined marriages, kept certain kids from getting into universities, and even destroyed futures. They didn’t stand for any possible uprising. They snuffed out any spark that could lead to anything contradictory to East Germany’s policies. Pollution was a major problem in East Germany. Their pollution was actually so great that it actually caused diseases not seen since Victorian ages. The diseases killed many of the people. People started environmental programs to try and do something about the pollution and stop the tragedy of diseases. A bit of freedom was the beginning of change and the start of hope in East Germany. The rules were loosened on churches across the land. Slowly but surely the church became the centers of protest across the land. People came to meetings with the accepted excuse of praying for the country or involvement at environmental programs at the church. The church quietly became the center of reformists. Because of the hope sprouted by the reformist church meetings, a protest of seventy-thousand people occurred openly in East Germany. The world watched in tense concern. Many feared that East German officials would use the â€Å"China option† where they would simply massacre the protestors like what had recently occurred in China. The world was shocked when there seemed to be no immediate consequences for the massive protest. The opening of the Berlin wall was a great event and actually an accident. After many years of separation and conflict, one man’s misunderstood words caused the great event. While an East German bureaucrat, Gà ¼nter Schabowski, was at a press conference on November 9th, 1989, his uncertain answer to a simple question was misunderstood. The misunderstanding was that travel restrictions were being lifted and effective immediately. People flooded to the gates of the wall demanding access they believed was granted by one man who simply misspoke. These people could not be turned away though what Schabowski had said was far greater than what the authorities had intended to do. For hours, the gates remained closed and the guards were hammered by questions and demands from the eager citizens. The guards tried to get an order from the higher ups, but at the time the whole system of authority was in chaos and disorder. No one seemed to know what to do. Finally, at about 11:30 that night, after countless meetings and useless phone calls, the order went out to open the gates. This order was given by Lieutenant-Colonel Harald Jà ¤ger, the senior officer in charge at the Bornholmer Strasse border crossing. When he gave the order, people flooded through the gates and climbed the walls. Harald Jà ¤ger later gave his report of what had occurred that night. It was apparent to all of the guards that something was amiss and that people would soon show up trying to pass through the gates as they watched the press conference. They were all surprised at the words spoken at the press conference but did not understand the enormity of the consequences that were to come. He said, â€Å"All I thought was: Now youve got to find out whether theyre allowed to travel immediately or not.† He called his higher up to ask, but it was apparent that he was just as surprised and simply ordered him not to let anyone through. Harald apparently held countless meetings with his officers all that afternoon. Everyone demanded that he tell them what to do. Fearing the consequences of letting them through and wanting to know if the men would support his decision, he had asked if they should open fire on the people. When the guards objected he knew what he must do. The people were bound to get hurt in a scuffle if he waited too long so he reached his decision. â€Å"†¦ I gave my people the order: Open the barrier!† The destruction of the wall was almost immediate. The world watched in awe as the socialistic experiment on East Germany quickly crumbled as the East and West citizens of Germany united in joy and merriment. The opening of the wall was well received by the West. That very night, they made their way over the wall to join and rejoice with their Eastern brethren. Even the Chancellor of West Germany called the current President of the U.S., George H. W. Bush, and ecstatically relayed the events of the night. They knew Germany would never be the same. Despite all the official government problems with the occasion of the wall falling, the East and West strove to be together again. After forty years of that cursed wall, the people finally had their chance to tear it down. They gladly took that chance. The people of the White House shared the Chancellor’s enthusiasm and encouraged the President to go to Germany. The President refused to take any credit in the happening, â€Å"This is the German moment.† The people of Germany jumped at their chance to seize freedom and unity. They feared they would lose the opportunity as abruptly as it came. Germans wanted freedom to decide their own fate. They wanted the freedom to see their loved ones and choose who they wanted to lead them. They wanted to be a whole nation again. As joyous as the world was at the fall of the wall, many feared what was to come. How would the world take it? What would it lead to? How was the Soviet Union going to handle this? The very symbol of socialism had fallen by the hand of its own people. Was this reunion of sides going to be allowed? Or would there be a violent backlash? Leaders and the world watched anxiously. There were so many consequences that could occur, but everyone simply wondered whether they would be positive or negative. Mikhail Gorbachev was a name well known among the USSR. He was the man who was trying to reform the Soviet Union from the inside. He was trying to make a stronger, greater Soviet Union, but even his supporters in the Soviet began to think he had taken it too far with the opening of the wall. It had never been his intention to open the wall, but it had happened on his watch. Everyone feared that this would somehow end up in violence. A man by the name of Helmut Kohl, the Chancellor of Germany, saw this even at the opportunity to reunite Germany. Many called his idea premature and the very idea made people uneasy. The concept of having a reunified strong Germany struck concern into Germany’s neighbors and nations around the world and Europe. People feared another German attack and the change that could take place. As much as the concept of reunification was feared, it turned out that it was actually out of the European leaders’ hands and in the people’s. The people of Germany started the ball rolling on the reunification of Germany. Within the first day of the fall of the wall, over one million East Germans made their way to West Berlin and within the first week over nine million had done the same. It was almost a large party. The mood was full of celebration. They were even given a welcome gift as they came. People went to shop and to drink and simply enjoy the fact that they were now on the other side of the wall and the gates were open. It became extremely obvious to the East Germans that personal freedom meant that they had the option of doing whatever they desired to do. They could lose their job, try to find a new one, follow their dreams, and they all had to change. The economy of East Germany couldn’t avoid a drastic change. It was unstable, but the Germans determined that they were going to do what they wanted. Though it was roughly known that the German Chancellor Helmut Kohl desired a reunified Germany, he had not officially stated any means of doing so. Upon hearing that others were already beginning to discuss their own plans for East and West Germany, the Chancellor felt that he should hold a speech that stated his views and display his plan for reunification. The plan was supposed to take about five to seven years to complete and had been carefully crafted within his group of trusted advisors. Helmut Kohl had not consulted with his allies before holding his bold speech for the entire world to hear. Had he done so, he believed the speech would have never been made. Thought his speech had been a gamble, it was one that paid off. Because of it, he was personally identified with reunification of Germany. The United States decided to fully support Kohl’s plan for reunification. The only problem now lay in convincing the leaders of France and Britain that a reunified Germany would be beneficial to Europe. While world leaders struggled to decide what was to be done and what Germany was to become, the people of Germany had gathered their own to plan their new land. They continued to daily tear down more and more of the ugly wall that had so long separated them. The people didn’t want a Germany that was simply a larger West Germany, but a completely new Germany that took both the best of the West and the East. The people planned on taking this into their own hands and becoming a form of Democracy. The group who were planning such an event was a group called the Round Table. Among one of the first things they strove for was and open election in East Germany, something that hadn’t been done in over sixty years. Of course, not everything would turn out right. One major cause of concern was when the Round Table had received a report that things were turning violent. An angry mob was reported storming the East German secret police’s, the Stasi’s headquarters. They feared that many were about to be lynched, but to their surprise, the mob simply stormed the headquarters and no violence actually seemed to occur. They now found themselves surrounded by mass amounts of information, years of spying and reports written about them. They had overthrown the Stasi. In March of 1990, East Germany held their first election in over sixty years. Many were torn between voting for the conservative West German runners since they had the money to pull them out of their bad economy and the Democratic candidates of the East that had pulled them out of their situation in the first place. As time when on, many began to realize that the people were pushing for materialism over all other things. The feeling of revolution was quickly dying out as they voted for those they believed would grant them prosperity. It was all too obvious that a new Germany was no longer desired. The East simply wanted to be like the West. The majority of the elected officials were rich conservative Westerners and only a handful of reformists. A major problem with the gradual reunification was the horrid, polluted economical state of East Germany. It dawned on many Westerners that they would have to pay a lot of the price for the East German pollution problems. It was estimated that as the lifelong security of jobs guaranteed by the strict East Germany was destroyed that almost every two out of three jobs were lost by East Germans. They abruptly had to face the reality of joblessness and strive to succeed in other places. Despite the hardships, Germany was indeed being unified. One of the symbols of reunification was when the leaders of France, Germany, the United States, Great Britain, and the Soviet Union gathered to watch the removal of checkpoint Charlie, one of the focal points of the Cold War. The Soviets were facing the reality that their East German socialist empire was quickly meeting its end. The last thing blocking German unification was Soviet permission for Germany to join North Atlantic Treaty Organization (NATO). When this was surprisingly overcome, there was nothing standing in the way. On October 1st, 1990, the four victorious powers formally gave up their rights to Germany. Germany was now free to do as they chose. Less than a year after the fall of the Berlin Wall on October 3rd, 1990, Germany became one nation. Mikhail Gorbachev was forced to resign and blamed for the fall of the Soviet empire who suffered a great loss when Gorbachev chose to give up Germany. Despite this, he believed he had done the right thing in the end. The leaders involved in the reunification of Germany all seemed to stand by their decisions that it was right to let Germany choose who it was going to be. The Cold War had peacefully ended. The people of East Germany were now free and unified. They were free to enjoy music, free to see their families, free to choose their own jobs, free to say what they wanted, and free from fear of the Stasi. East and West Germany ceased to exist, and though there is still a distinction between the people, they grow more and more unified as time passes on. Parts of the wall still stand, but people now simply see it as a reminder of what had been and a way to urge themselves to look to a greater future.

The Journey Home: What Makes a Hero Essay -- Essays Papers

The Journey Home: What Makes a Hero What constitutes an epic story? Certainly, literary expectations have come to define a story as a series of events revolving around one or more characters. An epic, however, must possess one attribute that a story may or may not contain; a hero. The Odyssey is an epic and therefore, it does contain a hero and perhaps even more than one. A hero cannot simply just exist, though, he or she must be shaped into the role through a series of adventures and misadventures that help the reader sympathize and identify with the hero’s progress towards a specific goal. The Odyssey proves no exception as the hero Odysseus’ ultimate goal of returning home to his beloved Ithaca is hindered by a sequence of events that create the story. Although his own contribution to delaying his return home must not be overlooked, it is primarily the desire of the gods which greatly affects Odysseus progress towards Ithaca. Although not as prominent as the roles of the Gods, Odysseus’ own actions do impact his journey home, even if it is only negatively. Odysseus is a proud man and at numerous points during The Odyssey his ego derails efforts to return to Ithaca. Perhaps this is clearest when Odysseus and his men land upon the island of Aeaea. Home to the beautiful goddess Circe, Odysseus and his men are initially oblivious to the perils of the enchanting island. After a band of Odysseus’ men are tricked and turned into pigs by the goddess, though, Odysseus is warned of a similar fate and subsequently confronts and threatens to kill the goddess. Instead, however, Circe begs to lie with Odysseus and even swears an oath insisting there is no more hidden mischief in store for Odysseus and his crew. While... ...the hero of an epic, to be brimming with anything less than intense pride. Part of what breeds a hero is confidence so one cannot fault Odysseus for having faith in his own abilities. The negative and positive influences of the gods, though, are vastly superior as they truly dictate the epic. Whether it is Poseidon’s fury, Zeus’ wisdom or Athene’s lure to Odysseus, there is absolutely no question the god’s overwhelming substantial impact upon the tale is leaves the deepest imprint upon the reader. Works Cited - Homer. The Odyssey. London: The Penguin Group, 2003. - Nelson, Christopher B. "Homer and the Power of Men That Have Chests." New Criteriorn November 2003. 27 January 2004 <http://0web6.infotrac.galegroup.com - Sellar, Tom. "Homer's Homecoming." American Theatre September 2003. 26 January 2004 <http://www.newcriterion.com>.

Marriage and Obedient Christian Head Essay

For almost 4 years I was married to a beautiful and adulterous woman. In terms of our friends and acquaintances and the public, we were a perfect couple. We held hands when at comedy shows and in malls. We kissed anywhere and everywhere, no matter who was watching or whose paths we crossed. But when night fell on any given evening, my beautiful wife would leave only to return in the wee hours of the morning, just before daylight. What a lovely person she was when we on the town together. I admit that I hung in there for almost two years and was the â€Å"good† husband and obedient Christian â€Å"head†. I ran my companies from home and rarely met clients in person, opting to use Skype for my meetings. When I approached my wife about going to church and seeing a marriage counselor, she balked and I felt abandoned. Too much of that began to make me feel worthless, helpless, and heartbroken. And then came the need to find attention and a woman who would show me appreciation and value; things my wife did not or could not. I began to meet clients out in lounges and at happy hours. Or travel everywhere out of state, or the country to find â€Å"other† women who would welcome this gentleman. I stayed out until daylight many nights. Bedded many women. Travelled on many excursions with strange women. In final, after a sadistically short marriage and nasty divorce, I came to terms with the way I react to pain. Ashamed am I to have turned to my ex-wife’s ways. Ashamed am I to have left my obedience to the Lord. Ashamed am I to have to write about the truth. Though, I know, now, that I would be better if I was ever cheated on again.