Japanese Culture: Art, history and society

Japanese Culture: Art, history and society The Japanese culture is one that is rich within an historical and traditional context. Many of the traditional practices established hundreds of years ago can be seen today in modern Japan and are a direct reflection of significant historical accounts. The role of woodblock art in Japanese culture is one such reflection to which many historical references and traditions were recorded and captured in pictorial form. The art of woodblock printing first appeared as early as the 1600s within the cities of Kyoto and Osaka. These early forms of woodblock printing (spoken as Ukiyo-e in the Japanese native tongue) were a very simplistic process utilizing black ink and colored chalk. Typically during this initial time period, the art form was considered a lower class of art and therefore was not sought after by the higher class. Over time the woodblock printing process became more complex with the introduction of various colors by the artist. For this reason the art form became a group effort of artist, wood block carver, printer, and publisher. The popularity of the townsmen woodblock printing began to take root over the centuries as it migrated from the smaller villages to the city of Edo at its pinnacle during the nineteenth century. Revered as the classical era of Ukiyo-e, the Edo period spanned from early seventeenth century until its recorded end in 1868. The Japanese experienced a great deal of peace during this span of time under the rule of the Tokugawa Clan. This era of peace however, came with a great deal of political oppression and complete seclusion from the world outside its shores. The city of Edo began to flourish culturally as the lower class indulged in knowing pleasures and theater performances. The concentration of cultural activity within Edo had given way to new subjects and perspective within woodblock printing artwork. The long practiced subject of woodblock printing had shifted from landscape etchings to more contemporary settings of the city life. What had originally been a century old technique for copying text, the woodblock prints became a highly sought after commodity to visitors of Edo. The printing technique had evolved into a sophisticated practice, depicting landscapes, inner city dwellings, actors, actresses and performers during the seventeenth century. There are a myriad of woodblock prints linking to historical and contemporary events during the Edo period. One such print is the, Furyu The Great Battle of the Frogs, commissioned in 1864 by Kyosai. This print depicts two large forces of frogs engaged in battle across a narrow body of water. The severed heads of the slain enemy can be seen impaled on stakes as the opposing forces wage a vicious battle. This print is believed by some to represent a playful rendition of the Tokugawa clan fighting the Choshu forces. The exact interpretation of the artwork remains unknown, however, prints that may have shown a negative view towards the Tokugawa clan were oppressed and the artist imprisoned. The Tokugawa clan was dissolved in 1868 and the emperor was restored as the ruling authority in what began to be known as the Meiji Era. Political oppression continued into the new era as government officials regulated any publications that did promote national peace and the sanctity of the country. There is evidence to suggest that a strong conviction to suppress mockery and disapproval from the common wealth continued as late as the nineteenth century. The printmaker Kyosai and other citizens of Edo may not have perceived this turn of the tide in leadership of the country as a blessing. The economy of Edo had suffered greatly during this transition of power between the Tokugawa rule and the new Meiji era. A new slogan, Fukoku kyohei, was formulated under the emperor. The objective was to develop far reaching policies to transform society in an effort to catch up with the west. The dramatic changes that took place are well represented in the woodblock prints that were produced during this time frame. Once more, the Meiji Period had opened the shores of its country to commerce and trade among the rest of the world. Over the next three decades the popularity of woodblock prints as a commercial item had lost its appeal among the Japanese citizens; however it did remain the prevailing technology routinely used to print pictures and texts within books. A centuries old tradition of perfected woodblock printing that had captured the very essence of Japanese culture had come under pressure from western ideals and influences. An influx of western technologies such as photography, lithographs and other metal type processes quickly gained a foothold over the traditional methodologies of woodblock printing. Publishers, despite adopting metal type technology, continued to commission woodblock prints for supplements in newspapers and other illustrations. In 1894 publishers were confronted with the task of rallying open support from citizens for the war with China, and in an instance reverted from the new metal type print processes to the traditional woodblock methodology in production runs. The publishers recognized that woodblock prints in the style of ukiyo-e were their most influential means for gaining public attention. Many artists such as Kobayashi Kiyochika and Mizuno Toshikata, contributed to the attention of the war by creating more than three thousand prints. Over one hundred thousand of the more popular prints were sold during the war. As the zeal for the China War ended, numerous artist and craftsmen found that their services were no longer needed. The war prints were no longer a sought after commodity. Although sales of the popular prints diminished in time among widely used metal type printing technology, the widespread use of woodblock printing had left a lasting impression within Japanese tradition. In the brief years following the China War woodblock prints were still commissioned in the use for the reproduction of paintings and ukiyo-e for export. During this time, however, the birth of a new creative print movement was taking root. An artist by the name of Yamamotot Kanae had the revolutionary vision to create a print which utilized traditional woodblock methods. The now famous print entitled, Fisherman had attracted the attention of a new breed of artist. The new theory of the Sosaku Hanga movement defined what an artist should be at the turn of the early twentieth century. In the traditional role of ukiyo-e printmaking the processes were completed separately and meant that the design, wood carving and printing (publishing) of the woodblock prints were completed by highly skilled individuals. The Sosaku Hanga artist held the opposing view that the artist should be involved at every step of the process to the prints completion. The Sosaku Hanga movement and other developing art theories around that time period, which utilized woodblocks as their median for new age expressions, never became as popular as the traditional commercialized prints had become in centuries past.

Manhattan Project Thesis

Manhattan Project Thesis The Manhattan Project was the secret name for the United States project prior to World War II in order to design and build a nuclear weapon. With the breakthrough of fission in 1939, scientists figured out that nuclear and radioactive materials could be used to make bombs of epic proportions. The idea of building such a weapon originated from Albert Einstein, sharing his idea with President Franklin Roosevelt in 1939. The first atomic bomb was set off in Los Alamos, New Mexico on July 16, 1945. One month after the first atomic bomb was set off; the United States dropped two atomic bombs over the Japanese islands of Hiroshima and Nagasaki. In 1938, many people believed that Adolf Hitler had produced an atomic bomb in Germany with his scientists being able to split uranium. Hitlers racism towards Jews, however, caused many Jewish scientists to seek safety in the United States. One of these scientists that looked to America for safety was physicist Albert Einstein. Einstein, a known pacifist, ignored his beliefs and wrote a letter to President Franklin Roosevelt. In his letter, Einstein advised President Roosevelt to develop an atomic bomb before Hitler was able to. Soon, Roosevelt concurred with Einstein and developed the Manhattan Project, a secret project designed to build an atomic bomb. The Manhattan Project was not known to many individuals. It was held privately through numerous agencies and was not shared with the public. By the year 1945, the Manhattan Project had up to 40 laboratories in operation and up to 200,000 employees operating in order to build the first atomic bomb. Before the Manhattan Project began, the study of the physics and the reactions of different elements were occurring. Although these scientific discoveries were occurring, the political fabric of countries was tearing. Japan was beginning its military expansion, eventually invading Manchuria in 1931. In Europe, Hitlers rise to power was beginning and his expansion of Nazism was overtaking Europe. The tear of politicial stability was not in these countries alone. Italy was suffering the change to Fascist government under dictator Benito Mussolini. Other countries experiencing political instability occurred all throughout central Europe and Spain. The rise of Stalinism in the Soviet Union was leading into the Great Purge from 1936-1938, with the people of the Soviet Union having to deal with political oppression and discrimination. The rise of Hitler and Japan were causing political turmoil in the world. Hitler began instituting the Nuremburg Laws, thus beginning the persecution of Jews in Germany. In March 1936, Germany begins its invasion of Europe by taking over the Rhineland. In July 1937, Japan invades China, causing a shift of power in Asia. In November of 1937, the Axis Alliance is created by the countries of Germany, Italy, and Japan. In March of 1938, Germany takes control of Austria and takes over Czechoslovakia in September. The actions of the Axis Alliance are the beginning of what is known today as World War II. This time of the world cause many other countries to fear the possibility of an atomic bomb. The power to create such a weapon was getting more plausible as the war continued. The discovery of fission had occurred when Germany began resorting to conquest by force, rather than just mere intimidation. Although at the time it was not sure whether it was possible to control the release of the atomic power, many European physicists did not want to find out the hard way with Hitler being in power. European scientists Albert Einstein and Leo Szilard sent a letter to President Franklin Roosevelt addressed from Einstein, which warned the United States of the possibility of nuclear weapons being used by the Axis Alliance. The letter, which is now known as the Einstein Letter, was delivered to the President on October 11, 1939. The President then called a meeting of the Advisory Committee of Uranium, also known as the Briggs Uranium Committee, in Washington D.C. Due mainly to constant lack of interest; the progress on the subject was halfhearted and questionable to the United States. The next step in the projects for a nuclear weapon occurred in the United Kingdom, with the United States not seriously considering nuclear warfare at the time. In 1940, the German army invaded the country of Denmark. Denmark was home to one of the leading scientists in atomic research in the world, Niels Bohr. The Allies feared that Germany would overtake Denmark and his home, and then forced to work for Nazi Germany in order to build an atomic bomb for Germany. Before he could be captured, the British Secret Service helped him escape to Sweden, which allowed him to escape to the United States so he could escape the takeover of Nazi Germany. Throughout 1940, Germany and their scientists were working on a project similar to the Manhattan Project. If the German scientists were to have achieved their project before the United States, the war could have ended in a disaster for the Allies. On June 18, 1942, Brig. Gen. Wilhelm D. Styer told Col. James Marshall to form an Army Corps of Engineers District to occupy and fuse atomic bomb development. During August of 1942, Marshall formed a new District group with the purposeful deceptive name Manhattan Engineer District, which is now known as the Manhattan Project. Although the Manhattan Project was formed in August, the real work did not begin until September. Groves aggressive, forceful behavior did not make him a fan among the scientists that were working on the Manhattan Project. Many of the scientists hated Groves and his technique. However, after the war, many of the scientists appreciated Groves and his attitude because they realized how important his executive and decision-making intelligence was to the Manhattan Project. Scientists from all over the world helped with the Manhattan Project in order to help dismantle the Axis Powers under the command of Groves. Scientists from the United States, Hungary, Germany, Denmark, Switzerland, Britain, and Italy worked on the Manhattan Project in order to build an atomic bomb. Winston Churchill, leader of Britain, and President Roosevelt were both worried about the possibility of Germany producing a nuclear weapon before the Allies did. The possibility of Germany obtaining nuclear weapons worried many leaders of the Allies. The two leaders, Roosevelt and Churchill, met in Canada in August 1943. At the meeting, it was determined that they needed to do all they could in order to disrupt Germanys race to obtain nuclear arms. In February 1943, Special Operations Executive saboteurs accomplished a bomb plant in the Rjukan nitrates industrial unit in Norway. After the plant was rebuilt, 150 United States planes successfully bombed the plant, thus destroying it once more. In January of 1944, a Norwegian resistance group sunk a Germany boat that was carrying many vital resources for a nuclear program. In 1944, work on the Manhattan Project was in full throttle. The process was to achieve the actual development of the weapons, fissile matter construction, and the transportation of the weapon. In July 1944, the Manhattan Project achieved first priority project in the United States. The project cost two billion dollars in order to obtain the necessary materials and equipment in order to make the Manhattan Project a success. The Manhattan Project had many laboratories, but three of the main ones were Hanford, Washington, Los Alamos, New Mexico, and Oak Ridge, Tennessee. Each of these was provided with different responsibilities throughout the Manhattan Project. The laboratories at Oak Ridge were to provide the element of Uranium-235, while the scientist at Hanford were providing the United States with plutonium used for weapons. The Los Alamos laboratory was the essential site used to put together the nuclear weapons used to the war. Four of the atomic bombs that were produced by the United States were produced at Los Alamos, New Mexico. Uranium-235 is the main component in making an atomic bomb. Chemically, uranium-235 cannot be separate from its more profuse cohort, uranium-238. The only way that these two elements can be separated from one another is physically. The Manhattan Project looked for many different means in splitting the two elements, deciding on two of the processes. One mean of splitting the two elements is by the electromagnetic process. This process of splitting the elements was discovered by Earnest Orlando Lawrence at the University of California. The other process is the process of diffusion was made available at Columbia University. Both of the processes mentioned require huge, difficult facilities and buildings, and the processes both require extreme usages of electricity in order to achieve the processes. The diffusion method particularly needed large amounts of electricity in order to be successful. Both processes need these facilities and large amounts of power to only produce a small amount of the separated element, uranium-235. A third process was created by Phillip Abelson called thermal diffusion, which was used for a time in separating the elements. These methods were used primarily at the Oak Ridge facility in Tennessee. Another essential element in the atomic bomb making process is plutonium-239. The method for obtaining this element was produced by Arthur Compton at a laboratory at the University of Chicago. The procedure involves the alteration in a reactor mound of uranium-238. In December 1942, Enrico Fermi eventually achieved in making and managing a fission chain reaction in this reactor pile in Chicago. Value production of plutonium-293 required the building of large size and energy that would discharge 25,000 kilowatt-hours of heat for each gram of plutonium that was made. It included the making of chemical removal methods that would work in a way that was never done before. A middle step in making this process was based solely on the production of the laboratory at Oak Ridge, while the larger reactors were being built at the laboratory in Washington at the Hanford Engineering Works. During the summer of 1945, the Manhattan Project finally received enough plutonium-239 in order to produce a quality nuclear explosion from Hanford Engineering. The advancement in the development of the weapons and the innovation of the design of the weapon, along with obtaining the necessary elements for the nuclear bomb were completed enough to where a test of the nuclear weapon could be planned. The test was not simple to achieve, having to obtain complicated and highly structured equipment that had to be constructed and assemble in order to achieve a success on the atomic bomb test run. In 1945, the Manhattan Project achieved its goal of producing an atomic bomb. After six years, the scientists working on the Manhattan Project were able to harness and control the reaction of nuclear fission. With the efforts of many individuals throughout these years, the first nuclear test bomb was produced. With the code name Trinity, the first nuclear bomb test went off on July 16, 1945 in New Mexico, which lead into what is now known as the Atomic Age. The first atomic bomb was set off at 5:30 AM on July 16, 1945, which was known as the Trinity test. The test occurred on a military base in Alamogordo, New Mexico, which is located nearly 120 miles from the city of Albuquerque. The atomic bomb was set off on top of a steel tower that was encircled by scientific equipment in order to obtain information about the nuclear explosion. Scientists and military personnel viewed the atomic explosion from a bunker that was placed nearly ten thousand yards away. When the atomic bomb was set off, there was an intense flash of light, an unexpected surge of heat, and then an incredible as a shock wave roared throughout the basin and the air base. Then, a ball of fire suddenly rose quickly, trailed by a mushroom cloud that went up to 40,000 feet in the air. The blast was equal to nearly fifteen to twenty thousand tons of dynamite and TNT. The tower on which the bomb was placed on did not exist anymore after the explosion and the ground that surroun ded the tower fused to glass due to the bomb. The Trinity test provided the proof and testing need to assure scientists, government, and each of the workers on the Manhattan Project that their work was not in vain. The test provided the evidence needed to assure everyone that both a uranium and plutonium bomb was possible to create. The tests during the Trinity test allowed scientists to continue with their plan to use the nuclear weapons in World War II in order to defeat the Axis Powers. However, by the time that the tests went off successfully, Germany had already surrendered to the Allies. Nearly seventy scientists had signed a petition to not be used on the grounds of morals and ethics. The scientists did not morally believe that the nuclear weapons should be used. However, President Harry S. Truman ignored the warnings and the petitions of the scientists. President Truman decided to use the bombs on Japan in order to send them a message that the United States had these weapons and were willing to use them. On August 6th, 1945 the United States used a B-29 bomber in order to drop an atomic bomb by the name of Little Boy on Hiroshima. It was estimated that sixty-six thousand people died instantly as Little Boy detonated. The destruction totaled Over the years, it has been guess that up to two hundred thousan d people died from the attack on Hiroshima. When Japans surrender never came, the United States dropped another atomic bomb on the island of Nagasaki three days later. On August 10th, 1945, Japan surrendered thus ending World War II.

Procter and Gamble Mergers and Acquisition

Procter and Gamble Mergers and Acquisition PG ltd is a leading multinational based in Cincinatti, USA. With sales of around 78.9 billion dollars or 3,779 billion rupees approx in 2009 and a presence in almost 180 countries PG has touched 4.2 billion people across the world, and aims to touch 5 billion by 2015. It has a presence in the beauty and grooming, Health and well being and the Household care segment. In the Skin care segment, some of the major brands are Olay, Gillette and Braun. In the hair care segment, its major brands include Pantene, Wella, Rejoice, Head and Shoulders etc. It is also present in the hair colour segment with products like Nice n Easy and Natural Instincts. PG has looked at the inorganic way of growth also especially in its personal care business. Some of the major acquisitions that it has made in this segment are mentioned below in a brief. In 2001, PG acquired Clairol for an all cash deal of 4.95 billion dollars or 232.65 billion rupees approx. This was primarily done to have the strong hair business of Clairol in their basket. PG had no presence in the hair colour segment and the Herbal Essences line of Clairol was the market leader. The acquisition was a strategic decision, as it saw more sense to acquire the 2nd biggest player after LOreal. The immediate impact of this acquisition was the 2.5 % increase in revenue, after a miserable 2000, as sales for the company had stagnated. In terms of distribution and marketing, PG was able to add value and achieve economies of scale as it distributed and marketed the Clairol with its existing brand of products. With the advent of the new millennium, it was imperative to expand into newer geographies, and for PG it meant Europe and Latin America. With this objective in mind, in 2003 it acquired Wella, a leading marketer of beauty salon products for 5 billion dollars or Rs 230 billion approx. Wella had a dominant market share in the hair care segment in these geographies and along with PGs reach in the US, it aimed at having a dominant position in the Womens hair care segment. As part of the of the integration strategy after the acquisition, PG sought to complement the sales of professional care products of Wella and personal hair care products like Pantene, Head and Shoulders, and Herbal Essences. This was a major push, that PG was looking for, as the Wellas inclusion lead double digit growth in revenues in 2004. The biggest buy in this space came in the year 2005, when PG acquired Gillette for 57 billion dollars, approximately Rs 2500 billion. This was also done with a view of catering to the entire household. The male grooming segment was worth 5.5 billion dollars and PG was not present in this segment. The well known products of Gillette were Mach 3 razor, Duracell, Oral -B, Right guard and Braun. Thus, it gave PG access to not only the mens grooming segment but also the gadget market with Braun. Gillette was already an established brand with 31 plants in 14 countries and significant presence especially in the BRIC countries. This strong presence across geographies was expected to lead to strong synergies and significant cost reductions. These were the major acquisitions by PG in the most profitable and fast growing segment of personal care and beauty. PG was also seeking to diversify its business risk by expanding into different geographies and different market segments where it had no presence earlier. By acquiring Clairol, Wella and Gillette, PG had complimentary brands and products which helped it achieve synergies in scale in marketing, distribution and promotion. UNILEVER Unilever has 400 brands across 14 categories of home, personal care and food products. They have big global brands with a broad based portfolio like Dove, Axe, Clear, Lux, Ponds, Suave, Lipton to name a few. They are world no.1 in Savoury, dressing, tea, ice cream, spreads, deodorants, mass skin. World no.2 in Laundry, daily hair care, and they have local strength in oral care and household cleaning. Unilever has made several strategic acquisitions in the past few years. Their acquisitions in the personal and hair care business include the following. On 2nd April 2009 they purchased the hair product business of TIGI. Major brand in TIGIs portfolio includes Bed head, S-Factor and Catwalk. The acquisition was valued at 411.5 million dollars (Rs. 19.90 billion). On 25 Sep 2009 they acquired the Sara Lees personal care business for 1.275 billion Euros (Rs 89.78 billion). The brands included Radox, Sanex, Duschads. Colgate Palmolive Ltd Colgate Palmolive is one of the leading companies across the world in the household and personal care industry, present in more than 200 countries. It has a wide range of products under various categories including oral care, personal care, pet nutrition, home care and professional oral care. Few brands under personal and oral care are Palmolive Spa, Palmolive Aroma shower gel, Palmolive Natural Liquid Hand Wash Family Health, colgate dental cream, colgate max fresh, colgate total 12, colgate sensitive tooth brush and colgate zig zag. It has recorded worldwide sales of $15,327 million in 2009 which is level with the sales in 2008 being $15,330 million. The organic sales excluding mergers and acquisitions, foreign exchange and divestment grew by 6.5%. Colgate Palmolive has strengthened its global position by acquiring brands in the oral care and home care categories. Following is a description of the same in brief Colgate started in the 18th century as a soap manufacturer and merged with Palmolive-Peet company in 1928. Colgate initiated its international operations being a pioneer by creating a Canadian subsidiary in 1913 and France in 1920. Eventually, it expanded its operations in Australia, Philippines, Germany, United Kingdom and Mexico. In 1953 it officially became Colgate-Palmolive company. Since the company was focusing on international operations and was seeking growth in the personal care business, in 1985 Colgate-Palmolive merged with Hong Kong-based Hawley Hazel which being a leading oral care company added to its strength to expand its presence in Asian markets. In 1987, Colgate acquired a line of liquid soap based products through Softsoap from Minnetonka which was an essential step towards Colgate being the pioneer in the liquid soap category. Colgate had achieved decent gross margins in the beginning of 1990s, hence it decided to invest in research and development.It announced restructuring of the infrastructure by reducing the number of employees and factories, thereby adopting a growth strategy to enter different avenues as it was facing tough competition from Procter and Gamble. In 1992, Colgate acquired Mennen Company for 670 million dollars. This widened its personal care business line by addition of the best U.S. deodorant brand, Mennen Speed Stick, and the number two baby-care brand, Baby Magic. During the same course of time, Colgate achieved success in skin-care and hair products. The strengths of Colgate, like distribution and marketing reach gave a major push to the Menen brands in terms of geographic coverage. Further, in 1993 the purchase of S.C. Johnson Son, Inc.s liquid hand and body soap brands in Europe and the South Pacific it speedily progressed in the liquid soap market and became the market leader due to this acquisition. In 1995 Colgate purchased Kolynos Oral Care from American Home Products worth $1.04 billion. Kolynos being a widely accepted brand in Brazil and a leader in several other Latin American countries widened the its oral care portfolio. This purchase pushed Colgates share of the Latin American oral-care market from 54 percent to 79 percent. Colgate also increased its market share at a global level by implementing product development and huge amount of investments in marketing strategies and advertising expense. It introduced antimicrobial agent based toothpastes which increased its acceptability overseas. Next, Colgate acquired European oral care firm GABA Holding AG worth $866 million. GABA, was operating in 15 countries with annual sales of close to $300 million. Its strength in the pharmacy channel supported Colgates leading position in the European retail market. This increased Colgates share of the European toothpaste market to 33 percent. In 2006 Colgate stepped into the fast-growing Naturals segment by acquiring Toms of Maine which was a leading manufacturer of natural toothpaste for US $100 million. At present, Colgate Palmolive has a lot of subsidiaries across 200 countries. But, it is publicly listed only in US and India. LOreal France based Loreal has a century of expertise in cosmetics, with 17.5 billion euros in consolidated sales in 2009. It has 23 brands and is present in 130 countries. Few of the brands they have in their stable include Garnier, Maybelline New York, and Body Shop etc, which also have a presence in India. Although LOreal had created a niche in the segments that it was present in, it still looked at opportunities to grow inorganically across the world. One such opportunity came by in the year 2007, when it announced that it was acquiring 100% of the Turkish hair care product company Canan. Canan, founded in 1981, achieved high sales numbers of 26 million euros in 2006, mainly through its brand Ipek, which was 4th in the mass market hair care segment. The Turkish cosmetics market was expanding strongly, and the acquisition of Canan was important as it also had a manufacturing in Istanbul. It also had an extensive presence in the retailing chains across the country and that is something LOreal was interested in , as it would help it push the other brands of the company, when they would finally be introduced in Turkey Focussing on hair care and the cosmetics business, in quick succession, they also acquired 2 professional salon distributors in the US. The 1st of them was in 2006 when it acquired Beauty alliance, which through its business model was selling to 1,25,000 salons through 870 distributor sales consultants and 400 professional consultants. It had achieved sales of 372 million dollars in 2006. Close on the heels of this purchase, it acquired Malys west which had a significant presence in the western states selling to 30,000 salons through 340 distribution sales consultants and than 100 professional outlets. These acquisitions allowed the creation of a particularly high performance beauty salon distribution model combining the American distribution system and LOreal s expertise in hairdressing salon partnerships. Also, staying with the US, where major of its acquisitions have taken place, they acquired PureOlogy, in May 2007. PureOlogy is a luxury American brand sold through hair dressers in the professional hair care market. It was then one of the fastest growing hair care brands in the US, with 2006 sales touching 57 million dollars and it was a significant addition into LOreals fold. The roaring Indian decade The Indian FMCG industry is a key sector in the Indian context, since it is one of the few sectors that have been able to work on the last mile distribution, by having a robust and dynamic rural play too. From a $9 billion industry in 2000, the Indian FMCG industry has catapulted to become a $25 billion industry in 10 years. A big part of this growth story has been written by Indian FMCGs, which have recorded CAGRs of 15-16% over the past decade, compared to the industry average of 14.5% and Hindustan Unilevers 5.5% (source: IDFC Securities report). The aggressiveness with which the Indian FMCGs are expanding appears to have its roots in their overwhelming success against MNCs on their home turf. In 2000, Hindustan Unilever commanded more than 60% of the market in most key FMCG categories such as soaps, detergents and shampoos. A decade later, according to the report, the tables have turned and Indian FMCGs are clearly on top. HULs sales in most categories are less than half of the rest of the listed Indian FMCG players. The markets have applauded their toils. The market capitalisation of Godrej Consumer Products, for instance, has multiplied 27 times from Rs 304.8 crore in 2000 to Rs 8,315.7 crore in 2010. Similarly, Marico has grown from Rs 362.5 crore to Rs 6,431 crore in 2010, while Dabur has grown from Rs 2,336.5 crore to Rs 13,861.2 crore in 2010 over the same period. Compare this with HUL: in 2000, its market cap was at Rs 53,694.6 crore, more than twice the value of all the Indian FMCG companies combined. But in 2010, its market cap has crumbled to Rs 49,689.5 crore. The sales and profit figures show similar trends: from Rs 1,046 crore in 2000, Dabur India became a Rs 3,389 crore company in 2010, while Marico grew from Rs 650.39 crore to Rs 2,660.76 crore over the same period. HULs growth chart shows no such exponential growth: from Rs 10,978 crore in 2000, it earned Rs 17,979 crore a decade later. That is the rosy part; these companies have been able to ride the wave in the Indian growth story. The Indian market although not saturated, has been tapped to a large extent. These companies soon realised that they had to go global to diversify their risks and also provide them another avenue for growth. Thats obviously easier said than done, when these companies go global, they will face uncertain geographies, regulations and different consumer behaviour. They also have presence of local players in those markets and large MNCs present there who will have a head start in those markets. What will be even more challenging is to be able to bring in synergies in between these acquisitions to their existing businesses. The temptation to go global is always strong as the return on investments on international businesses is more brisk than in domestic business. The kind of price brands are able to command in this category of cosmetic care is higher in overseas markets in India. But it is also imperative to realise that the global play cannot be at the expense of the Indian market, which still offers a lot of scope and potential for growth. Without having a strong base in the country of origin, it does not make sense to make any venture abroad. In this report, we have looked at a few global and Indian companies who have made significant acquisitions worldwide, with a focus on Marico Industries Limited. Indian companies making it big globally Godrej Consumer Products Limited Outlook Business 24 July 2010 The Godrej group was established in 1857. It is one of Indias most trusted brands. It has seven major companies under it; they are into FMCG, appliances, industrial engineering, real estate, agri-care, security etc. Godrej consumer products ltd (GCPL) is its consumer products division. 20 percent of their business is done overseas. They are present in more than 60 countries. The estimated value of their acquisitions in the personal care segment is $600 million. They have a global 3 by 3 strategy. They are present in 3 continents- Asia, Africa and Latin America through 3 core categories hair care, personal wash and home care. Over the past few years, they have been following a focussed approach to identifying acquisitions that fit well with their business strategically. They entered the UK market in Jan 2005 by acquiring the company Keyline brands. The brands in their portfolio include Cuticura, Erasmic, Adorn, Nulon, Apri. Godrej entered South Africa in Sep 2006, while Marico entered in OCT 2007, almost a year after. They acquired the company Radipol. They have brands like Inecto (ethnic hair colour brand) Soflene (hair and skin colour brand). They also acquired Kinky in April 2008. They entered Nigeria in March 2010. They acquired the company Tura which is a personal care brand. They entered Indonesia in April 2010, they acquired the company Megasari which is in the home care, personal care and hair care segment. It acquired Argentina-based based hair care firm Argencos SA. Godrej is still on the lookout for more acquisitions. It has been on an aggressive acquisition spree, in hair colour, insecticides and soaps. The companys board in Dec 2009 had given approval to raise up to 30 billion rupees in debt and equity to fund mergers and acquisitions. WIPRO Consumer Care and Lighting Wipro Consumer care and lighting is part of the Wipro group of companies involved majorly in the IT services. It is based in Bengaluru and made revenues of 208 crores in revenue for yearend 2009. From being a purely vanaspati company, it has grown to own a vast plethora of brands spanning across categories. Some of the major brands that it has include Santoor, Chandrika, Yardley etc. It has never been a major force to reckon with in the dynamic FMCG business in the country. In the last couple of years, it has acquired a few brands internationally, keeping in mind the trend that has been witnessed in FMCG companies, specifically in the personal care segment. The 2 acquisitions have been mentioned further. It acquired Singapore based Unza holdings limited in July 2007 for Rs 1,010 crores. Unza has a wide range of products like body lotions, deodorants, shampoos and shower gels under the brand name Enchanteur. One of the major strengths of Unza was its ability to deal with the modern retail chains, as half of its revenues came from selling to such chains. The Indian retail sector is under constant change, and this acquisition was timely as the revenue for Wipro Consumer care rose by over 87% in the immediate year after the acquisition of Unza. Unzas major markets included Vietnam, Hongkong, China, Indonesia, and Malaysia. As mentioned earlier, major personal care businesses were planning to go international and specifically the south east asia, middle east and African regions. The acquisition of Unza gave Wipro two bonus mature markets in China and Hongkong. The idea was to bring in cost efficiencies to its products, by increasing the margins that these products earn. The only flip side to this was the fact that Wipro had to make heavy spends on advertising and promotions as most Indians were not aware of this brand. But, the scale this acquisition brought Wipro was important to give it a push in the FMCG space. In November 2009, Wipro announce that it has acquired the Yardley business in Asia, Middle East, Australasia and certain African market for 45.5 million dollars, approximately Rs 2,118 million from UK based Lornamead Group. This has given the Wipro group a heritage brand in its kitty as Yardley was established in 1770 and it has a very strong equity globally in markets including Asia, Middle east and Australasia. Wipros strong RD was expected to give a strong push to one of the most powerful brands in the personal care market. Dabur India Limited It is one of the leading consumer goods company in India with a turnover of Rs 2834.11 crore (FY2009). It is one of the few consumer goods company to have a significant manufacturing presence across the world, with 17 plants. Their master brands include Dabur, the ayurvedic healthcare brand, Vatika premium hair care, Hajmola tasty digestives, Real fruit juices and beverages and Fem Skin care products. It has been able to create a niche in the minds of the consumer, with the USP of ayurvedic products. Although, they have garnered a significant share in the Indian market, this USP meant that it left them with little or no options to grow in organically. Acquisitions abroad were not easy to come as the ayurveda and nature based products is an USP no other company offered. The international business division, a SBU within Dabur India limited, catered to the healthcare and personal care needs of customers across different international markets like Gulf region, Egypt, Nigeria, Bangladesh, Nepal and the US. Although, it made a few acquisitions in the country like Balsara who was present in the hygiene and home products business and also fem care Pharma, a leading player in the countrys women care segment. These acquisition offered Dabur to enter newer product categories and markets. In the international market it made its first move as, in July 2010, it acquired Hobi Kozmetik group, a leading personal care products company in Turkey. 3 subsidiaries of Hobi were bought for a total consideration of 69 million dollars, approximately Rs 3,231 million. This is in line, with their idea of further consolidating and expanding their already substantial presence in the Middle east and the North Africa region. Hobi Kozmetik, has a wide range of hair care and skin care products under the Hobby and New Era brands. It also commands a 35% market share in the hair gel category. What is noteworthy is that its products are sold across 35 countries. Dabur has a host of international brands that enjoy pole position across their respective categories. So, Hobis brands have to get into synergy with Daburs offering soon, so that capitalization on the strengths of Daburs businesses across the international operations is significant. Colgate Palmolive India Ltd Colgate Palmolive India Ltd started in the year 1937. It offers various products in India and internationally in the personal care, oral care, household care and pet nutrition. It has a market capitalization of 2.4 billions. In 2007, it acquired 75% stake in Professional Oral Care Products Pvt Ltd based in Goa which manufactures and supplies toothpaste to Colgate Palmolive India Ltd. Further, it also acquired 75% stake in Advanced Oral Care Pvt Ltd an 100 % stake in SS Oral Hygiene Products Pvt Ltd in 2008. The sales dropped in the toothpaste and toothbrush market in 2009 as compared to 2008. This did not hamper the sales of Colgate Palmolive to a very great extent. In fact, even though the personal and home care industry was facing negative inflationary effects due to which companies increased the prices, Colgate Palmolive adopted a volume based strategy. Since, it faces competition from HUL and P and G, Colgate Palmolive decided to further strengthen its position as a market leader by acquiring a 100% stake in CC Heath Care which is a Hyderabad based tooth powder manufacturer in March 2010. Presently, Procter and Gamble is planning to come up with its Crest toothpaste brand. The idea is to take away market share. This may lead to a price war which is a major concern for investors. Emami Its gross revenue was over Rs 1000 cr. in FY 2010 with a CAGR of 27% over last 5 years while its net sales grew by 35.7% in FY 2010. Their domestic distribution network includes over 2800 distributors, 4,00,000 retail outlets and brand reaches 26,00,000mn outlets through other trade channels. Emami Limited has over 30 brands under its portfolio, 4 of which are Rs. 100 cr. brands. It has developed strong brands like Navratna, BoroPlus, Fair and Handsome, Sona Chandi, Fast Relief, Mentho Plus and has recently acquired Zandu. Emamis products in different categories like cool oil, antiseptic cream and fairness cream for men are market leaders in their respective segments. Emamis products are available in 60 different countries. Their international business contributes about 14% of the total revenue. Most of their international business growth comes from Middle East, CIS and SAARC. The international business is growing at a CAGR of 38% over the last 5 years. One of their business objectives is to foray into new categories and international business in order to drive revenue growth. In fact they are focusing on setting up manufacturing facilities in Egypt and Bangaldesh. Emami Ltd. bought Zandu Pharmaceuticals for Rs 750 crore-plus in 2008. The brand Zandu, one the strongest Ayurvedic Brand, has a market share of about 43% of the balm market in India. This acquisition was aimed at building a strong Ayurvedic Ethical / Generics portfolio, promoted through doctors and strong consumer marketing driven OTC Business. The production commenced at the Pantnagar unit, located in the tax free zone of Uttaranchal. Post acquisition integration process was undertaken by streamlining sales channels in the north, east and west zone. This helped Emami strengthen the network further, in Western India. Their sales realizations increased by over 10% owing to the improved distribution coverage and penetration. It helped the company focus on incremental sales from alternate channels like state governments, PSUs and institutions. More acquisitions in the personal and healthcare sector in the domestic market is on the companys radar. It has about 1,000 cr. set aside for its acquisitions, and Paras Pharma has been suggested by their financial consultants seems to fit the bill. Encouraged by their performance post Zandu acquisition Emami Limited is also on lookout for acquisitions abroad for inorganic growth in FMCG sector. Marico Limited Marico Ltd. is one of Indias leading FMCG players in the beauty and wellness space. Its brands and brand extensions have significant market share in various categories like hair oils, coconut oil, refined and premium edible oils. Its flagship brand is Parachute coconut oil, which is the largest branded coconut oil commanding a huge market share of the Indian, organized coconut oils segment. Its other flagship brand includes Saffola, which is the leader in the edible oils segment and now has entered into the foods category Saffola diabetes management, Saffola cholesterol management atta mixes, Saffola Arise which is a lower GI rice which contains good carbohydrates and Saffola Salt which is the healthier choice in salt, with less sodium and higher potassium and calcium. Over the last 17 years, Marico has been continually building new brands, creating new categories and has been a leader in various markets. Marico houses well known hair care, health care and skin care brands. Under hair care it has brands like Parachute, Nihar, Shanti, Mediker, Shanti Badam Amla, Silk and Shine, Hair code, Black Chic, Hair and care etc. Under health care it has premium edible oils, and functional foods Under Skin care they have brands like Mediker, Manjal, Kaya skin care products. Competitive advantages: Marico has a strong distribution network, which ensures a pan-India presence. Marico has a well-built network in Middle East, African countries, and SAARC. Marico also enjoys strong brand equity; it also enjoys the leadership or the second position wherever it has its presence. Therefore it has a pricing power over the other players in the market. Marico is also present in the largely under penetrated Indian beauty service segment through its Kaya range of products and clinics, which acts as a growth driver and provides it with sufficient room for augmenting future revenues. International consumer products business In the global space the major markets for Marico are the Middle East, Bangladesh, Egypt, and South Africa. The International Business group of Marico reaches out to more than 20 countries. This group was formed in the early 1990s. The IBG customizes its product offerings to suit the requirement of diverse cultures. Graphical exposition of Maricos Total sales from financial year2004 to 2009 and IBGs Contribution Source: Company Website Marico is present in Bangladesh through its wholly owned subsidiary Marico Bangladesh ltd which produces and sells branded coconut oil under the brand name Parachute. It is also present in the soaps segment through the acquisition of Camelia and Aromatic in the year 2005. In South Africa it acquired Enalini Pharmaceuticals consumer division pty. Ltd in Nov 2007. It has 3 brands in its portfolio which face competition from the local brands such as Amka and MNC brands of Unilever and Loreal. In Egypt they acquired brands like Hair Code and Fiancee in 2007. Where Fiancee is the market leader and Hair Code has the 2nd position in the category of creams and gels. The company uses Egypt as its manufacturing hub to service North African markets such as Morocco, Sudan, Libiya and the Middle East region. Data for FI-2010 KAYA- Maricos presence in Indian beauty care segment Kaya Ltd, which was earlier Kaya Skin care limited was Maricos big leap from consumer products to providing holistic solutions and moving into the service space. With the rise in the disposable income amongst the youth and propensity to spend, kaya limited wanted to focus on meeting the emerging needs of the modern day consumers by providing useful and effective services in the beauty and wellness space. In a short span of 8 years, Kaya has grown at an unprecedented pace, with over 100 clinics in India, Middle East and Bangladesh. Out of a total of 101 clinics, they have 13 centres in the Middle East, 1 in Dhaka and 87 spread across the country. This was the strength of their clinics by 2009. In 2010, they acquired Derma Rx, a Singapore based Wellness Company to give a fillip to the wellness business. Kaya Ltd, has also been a steady contributor to the revenues of IBG and is part of the continuous focus on the services aspect of the beauty care business that Marico ltd wants to be a big part of. Maricos global foray Maricos Strategy in South Africa Marico entered the South African market on 31st Oct 2007. The firm acquired the consumer division of Enalini Pharmaceuticals, Enalini Pharmaceuticals Consumer Division PTY LTD (EPCD) through a competitive bidding process. Enalini Pharmaceuticals is a Durban based hair care company for around Rs. 52 crore. At that time the companys annual turnover was Rs. 53 crore and was present across segments such as hair relaxers, after care hair care and hair conditioners. For Marico this was an opportunity to partake in the fast growing market in South Africa. EPCD had 3 leading brands Caivil in premium segment, Black chic in value for money health care and Hercules in OTC health care. Harsh Mariwala said It helps us extend the Marico footprint to a new geography with potential, thus taking us a step further towards becoming a global player in beauty and wellness On 13th August 2010 Marico Ltd acquired over-the-counter health care brand IngweÂÂ ´ from Guideline Trading CC, South Africa, for an undisclosed sum. Ingwe has a turnover of Rs15 crore. This is Maricos second acquisition in South Africa and the 7th globally. It (Ingwe) complements the Hercules range. I am confident this acquisition will strengthen our distribution reachand step up our growth momentum, John Mason, managing director, Marico, South Africa, said in a statement. Maricos South African business recorded a 34% growth in the financial year 2010, now the overall size of the business is Rs63.80 Crore. The Indian consumer goods companies, are facing rising competition at home, and are looking at the African market as an opportunity, where there is rising demand which will boost growth. Egypt Maricos Egypt journey began in 2006, by acquiring the Brand Fiancee which operates in the 3 segments gels, cream and cream-gels. Cream-gels contributed to almost 70% of its business, and it was considered as a pioneer in this market. The major products which came under Maricos fold through this acquisition were Fiancee Hairfood cream, Fiancee 2*1cream gels and a few more. In quick succession by January 2007, Marico acquired a leading hair care brand Hair Code along with its manufacturing facility. It has a highly successful hair gel brand under its wing, which has more than 50% market share. This acquisition really propelled Hair Codes business in the region, with its integration with Maricos strength and expertise in this segment. Immediate analysis shows that mar

Male Menopause: Fact or Fiction? Essay -- Biology Essays Research Pape

Male Menopause: Fact or Fiction? "Male menopause is a lot more fun than female menopause. With female menopause you gain weight and get hot flashes. Male menopause - you get to date young girls and drive motorcycles." (11) While 'male menopause' has provided both sexes a variety of jokes and frustration, there are researchers and scientists studying the alleged condition with great seriousness. Those who support the existence of male menopause feel strongly that its affects on the male mind and body should be regarded with the same credence that society attributes to the female menopause. Male Menopause begins with declining testosterone levels and is eventually characterized by the following symptoms: hair loss, depression, a slower immune system, weight gain, less stamina for physical activity, forgetfulness, irritability, and loss of or reduced interest in sex. (5) Impotence may also occur. Usually this "change" arises between the ages of 40 and 55, although it has been known to transpire as early as 35 and as late as 65. (6) Several different clinical terms exist for the popularized term "male menopause" such as "andropause" or "viropause". (2) Andropause was named for the hormone "androgen" which is essentially testosterone. It is also the name of the therapy with which they treat a man suffering from male menopause. This treatment comes in the form of injection, skin patches or liquid gel. (5) In order to be diagnosed with male menopause, one must have reached the eligible age then endure a physical exam wherein blood samples will be taken. These samples are tes ted for hormone levels. If these blood samples demonstrate low levels of androgen and the patient seems to be suffering from the symptoms associated wit... ...althy.net/hwlibrarynewsletters/update/malemenopause.htm 7)Human Development Report, provides the average male life expectancy statistics for all countries http://www.undp.org/hdr2003/indicator/indic_199_1_1.html 8)Human Development Report, provides the average female life expectancy statistics for all countries http://www.undp.org/hdr2003/indicator/indic_198_1_1.html 9)ABC Science, short article by ABC questioning the reality of male menopause http://abc.net.au/science/news/stories/s112941.htm 10)ABC Interview, interview with Jed Diamond, author of Male Menopause, a 1998 best seller. who used to be a disbeleiver in male menopause but now firmly credits the possibility of a male 'change' http://abcnews.go.com/sections/living/DailyNews/chat_diamond000614.html 11)Women Joke Page, Male menopause joke http://www.y2kwomen.com/recommended/humor2.html

Tonys Dreams in The Sopranos Essay -- Sopranos Show TV Psychoanalysis

Tony's Dreams in The Sopranos Intro Television has always tried to provide a true representation of the human condition. This is evident in the emergence of reality shows, shows based on true stories, and very realistic fiction. The sopranos is one of the few fictional shows that faithfully simulate the situations it tries to recreate. The sopranos is a show on HBO about Tony Soprano and his life in the mob. The show, created by David chase, shows immense Freudian influence in many scenes involving psychotherapy, Freudian theories, symbolism and dreams. David chase himself studied psychology in collage and admits it’s influence on the show. This report will deal with a series of dreams Tony soprano experiences in one episode of the show (season 2, â€Å"funhouse†). Background Tony soprano is the main character of the show. He is the boss of the soprano crime family and his life is divided into two sections. His family life and his criminal life. Even though they are mixed, both provide a separate view of Tony soprano as a man. At home, he lives with wife Carmela, son Anthony, and daughter meadow. His family, while at times dysfunctional, manages to stick together. He constantly cheats on his wife and doesn’t spend much time with his children. Meadow leaves the family to go to collage and Anthony Jr. struggles to make it through out high school. Even thought Tony shows consistent disappointment of Anthony Jr., it doesn’t come close to the emotions he has toward his mother. She mistreated Tony as a child and provided nothing but bad memories. His experience with his mother might have let him to posses a subconscious hatred for females, which he displays by only viewing them as sex objects. Tony didn’t have a bad relationship with his fa ther growing up, but that’s because he always blamed his mother. His uncle Jr., conspired with Tony’s mom to kill him after he was out of jail. This, and other events, let to they’re lack of communication. Tony’s crime family consist of his cousin, Christopher, under bosses like Big Puss, Pauly walnuts, Silvio Dante and other business associates. This group is loyal, but never hesitate to kill any one for they’re own benefit. They treat each other with the illusion of respect and honor, which (the lack of) is the cause for many of the conflicts present in the show. Involve in the middle of all of this is his psychothe... ...f by the ducks right?†. Verbal word play initiates and it eventually leads to sex. This dream shows us that the music indeed is a sexual cue. This is true because when the sexual acts start, the music gets louder and louder. Tony shows that he is able to control a lucid dream to a certain extent. The fact that he is aware of the dream shows that he is more in touch with his sub conscious then previously thought. Again, Tony is discussing Big Puss. Tony seems to realize that Big Puss is the enemy he has being hearing about. Sixth Dream This dreams concludes the series of dreams that define this episode. In this dream Tony is near a fish stand and talks to a fish. The fish is the same type of fish that he eats at the Indian restaurant. The fish that talks, is talking with Big Puss’ voice. He confesses, that he has being ratting out the mafia to the FBI. Tony questions him and gets angry. This scene displays obvious influence by the godfather. The term â€Å"sleep with the fishes† is used here by a dead fish. This forshawdoes the death of Big Puss and brings the story full circle.It is also ironic that the fish that got tony sick, gave tony the answer to solve his problem.

Pro School Uniforms :: essays research papers

The Need for School Uniforms A safe and structured learning environment is the first requirement of a good school. Children who feel safe and secure will better learn basic American values. In return they will learn the basis of good citizenship and become better students. In response to growing levels of violence in our schools, many parents, teachers, and school officials have been forced to look toward school uniforms as one potentially positive way to reduce discipline problems and increase school safety. It has been observed that the adoption of school uniform policies can promote school safety, improve discipline, and enhance the learning environment. The potential benefits of school uniforms include decreasing violence and theft. Some instances involving designer clothing and expensive sneakers have even led to life-threatening situations among students. Uniforms would also prevent gang members from wearing gang colors and insignia at school. Uniforms would also teach students discipline and help them resist peer pressure. Uniforms would also help students concentrate on their schoolwork and would help school officials detect intruders who come unwelcome into the school. As a result, many local communities are deciding to adopt school uniform policies as part of an overall program to improve school safety and discipline. California, Florida, Georgia, Indiana, Louisiana, Maryland, New York, Tennessee, Utah and Virginia have enacted school uniform regulations. Many large public school systems including Baltimore, Cincinnati, Dayton, Detroit, Los Angeles, Long Beach, Miami, Memphis, Milwaukee, Nashville, New Orleans, Phoenix, Seattle and St. Louis have schools with either voluntary or mandatory uniform policies, mostly in elementary and middle schools. In addition, many private schools have required uniforms for a number of years. Still other schools have implemented dress codes to encourage a safe environment by prohibiting clothes with certain language or gang colors. The decision to adopt a uniform policy must be made by states and local school districts. For uniforms to be a success, as with all other school initiatives, parents must be involved. We must get the parents involved with the uniform policies from the beginning. Their support of the uniform policy is critical to its success. The strongest push for school uniforms in recent years has come from parent groups who want better discipline in their children's schools. Parent groups have actively lobbied schools to create uniform policies and have often led school task forces that have drawn up uniform guidelines. Many schools that have successfully created a uniform policy survey parents first to gauge support for school uniform requirements and then seek the parent’s opinions in designing the uniform.

Creating Slave Laws Essay -- essays research papers

The institution of slavery is a black mark on the record of Americans. Marking a time of hate and racism, an oppression spurred by fear that would plague our nation for decades upon decades. An Act for the Better Order and Government of Negroes and Slaves, and Conflicts between Masters and Slaves: Maryland in the Mid-Seventeenth Century, illustrate the dismay and panic European Colonials endured as they enslaved Africans. This dismay and panic generated laws to be established that further widened the gap between Europeans and Africans, stripping the Africans of any legal rights. The dismay and panic concerned loosing a valuable economic pawn. The first piece, An Act for Better Ordinance, clearly portrays the attitude of the majority of White Europeans. "Whereaes the plantations and estates of this Province cannot be well and sufficiently manages and brought into use, without the labor and service of negroes and other slaves [i.e., Indians]; and forasmuch as the said negroes and other slaves brought unto the people of this Province for that purpose, are barbarous, wild, savage natures, and such as renders them wholly unqualified to be governed by the laws, customs, and practices of this Province; but that is absolutely necessary."1 The white men of the time felt that their superiority was deemed by a higher power, why else would their skin tones be so drastically different. Racist views of these 'savage' men created fear. With the growing number of slaves, they had to be stripped of everything to prevent anarchy, as the white men could not envision a world without slave labor. The white men rationalized that slav es will escape. To prevent this one must allow them nothing beyond the plantation they were running from. The white men turn to government. "And for the better security of all such persons that shall endeavor to take any run-away, or shall examine any slave for his ticket, passing to and from his master's plantation, it is hereby declared lawful for any white person to beat, maim or assault, and if such negro or slave cannot otherwise be taken, to kill him, who shall refuse to shew his ticket, or, by running away or resistance, shall endeavor to avoid being apprehended or taken."2 White men had granted themselves a license to kill Africans whose desire for freedom was too strong. Likewise, the second piece, Conflicts between Maste... ...ord/St. Martin’s, 1999), 48. 5. The Early America Review, Charles P.M. Outwin, â€Å"Securing the Leg Irons: Restriction of Legal Rights for Slaves in Virginia and Maryland, 1625-1791. pg 7. Available http://www.earlyamerica.com/review/winter96/slavery.html 6. The Early America Review, Charles P.M. Outwin, â€Å"Securing the Leg Irons: Restriction of Legal Rights for Slaves in Virginia and Maryland, 1625-1791. pg 7. Available http://www.earlyamerica.com/review/winter96/slavery.html 7. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 2 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103 8. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 3 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103 9. Journal of Black Studies, Joyce Tang, â€Å"Enslaved African Rebellions in Virginia,† pg 4 May 1997, v 27, n, p598. Available http://bess.fcla.edu/cgi-bin/cgiwrap/~fcliac/cgi2iac/UF?RI19998103