Theories of First and Second Language Acquisition

There are various theories that have been put forward to describe first and second language acquisition. This paper outlines similarities and difference between first and second language acquisition. Additionally key theoretical points on second language acquisition have been identified. Finally, an explanation of how I intend to use my understanding of language acquisition theory to inform my teaching practice will also be included. Similarities of First and Second Language Acquisition Rod Elis (1984) examined the concept of developmental sequences.Studies have revealed that both first and second language learners follow a pattern of development, which is mainly followed despite exceptions. Elis outlined three developmental stages: the silent period, formulaic speech, and structural and semantic simplification. Both L1 and L2 learners go through the silent stage. In this stage, children acquiring a first language will go through a period of listening to the language that they are be ing exposed to. This period is used to discover what language is. Second language learners usually opt to remain silent for a period when immediate production is not required of them.The usefulness of the silent stage in second language acquisition is not agreed upon by researchers. Gibbons (1985 , as cited by Ellis, 1994)argues that this is a stage of incomprehension while Krashen (1982) argues that it builds competence in learners via listening. The second stage identified is formulaic speech. It is defined as expressions which are learnt as â€Å"unanalyzable wholes and employed on particular occasions (Lyons, 1968, cited in Ellis, 1994).According Krashen (1982), these expression can have the form of whole utterances learned as memorized chunks (e. g.  I don’t know) and partially unanalyzed utterances with one or more slots (e. g. Where are the______? ). The expressions can also consist of entire scripts such as greetings (Ellis, 1994). In the third stage, the first and second language learners apply structural and semantic simplifications to their language. For instance, they may omit articles and other grammatical forms as is the case with structural simplifications. Semantic simplifications take the form of omitting content words (e. g. nouns). These simplifications occur because learners may not have yet acquired the necessary linguistic forms.Another reason is that they are unable to access linguistic forms during production. In both first and second language acquisition there are particular structures that are acquired in a set order. Research shows that a learner’s first language has an effect on acquistional sequences which either slows their development or modifies it (McLaughlin, 1987). Individual variation in how individuals acquire language (such as communication strategies) may mask acquisitional sequences for certain constructions (Mclaughlin, 1987).Based on the morpheme studies in L2 acquisition, Krashen (1982) put forward th e Natural Order Hypothesis which claims that the rules of language are acquired in a predictable order. This acquisition order is not determined by simplicity or the order of rules taught in the class. It seems that there exists an order of acquisition in both first and second language acquisition. In both first and second language acquisition, learners may over generalize vocabulary or rules, using them in contexts broader than those in which they should be used.For instance, a child may say ‘eated’ instead of saying ‘ate’ for past tense of ‘eat’, and same thing may happen in second language acquisition an adult may say ‘holded’ instead of ‘held’ for the past tense of ‘hold’. Differences between First and Second Language Acquisition Nearly everyone acquires a first language but this is not the case with second languages. Acquiring a first language happens naturally, while acquiring a second language often requires conscious effort on the part of the learner.Another difference between first and second language learning relates to input, specifically the quality and quantity of input. According to the connectionist model the language learning process depends on the input frequency and regularity. Second language learners may have limited exposure to the target language that may be restricted to a couple hours a day where as first language learners are immersed in the language consistently. In first language acquisition, the basis for learning is universal grammar alone (Chomsky, 1968 as cited by Murray & Christison, 2006).In second language acquisition, knowledge of the first language serves as the basis for learning a second language. As a result of this, there may be both positive and negative transfer between the first and second language in second language learning. Key theoretical points that inform second language acquisition Various theories have been used to study the acquisit ion of a second language. These theories have strengths and shortcomings in their explanations of how second languages are acquired. I will attempt to highlight a few key points made by some of these theories.The behaviourism theory assumes that a person learns a second language by transferring habits formed in first language acquisition. These habits may sometimes interfere with the new ones needed to acquire a second language or the habits can be transferred to aid second language acquisition. However, further research has found that the influence of the learner’s first language may be more than a transferral of habits but involves a process of identifying points of similarity, assessing the evidence in support of a particular feature and reflecting on the feature’s relevance to the target language (Lightbown & Spada,2006).This theory is believed not to provide adequate explanations about how second language are acquired. However, there is value in the notion that an individual’s first language has an effect on second language acquisition efforts. The innatist’s perspective put forth the concept of Universal Grammar (UG). According to White (2000) Universal Grammar offers the best perspective to understand the acquisition of a second language. The concept of UG supports the belief that individuals have an innate language competence that is not taught to them formally.This competence is altered by the acquisition of a first language. This results in the need for second language learners to get direct information about what is not grammatically acceptable in the second language (Lightbown &Spada, 2006). Otherwise learners may assume that some first language structures are also present in the second language when they are not. This perspective encourages investigation into learners’ language competence and gaining an understanding of what learners know about the language rather than how they use it.The monitor model offers a c ouple valid points about second language acquisition. This model proposes that second language acquisition follows a predictable sequence. It also suggests that second language acquisition will occur when learners are exposed to language that is comprehensible and that contains the level of language already known along with language that is just a step beyond that level. There also different psychological theories that offer explanations for second language acquisition.Researchers who subscribe to the information processing model see second language acquisition as the construction of knowledge that can be called on automatically for speaking and understanding (Lightbown &Spada, 2006). Learners will have to use cognitive resources to process any aspect of the language that they are attempting to understand or produce. The connectionism perspective claims that learners gradually build up their knowledge of language through exposure to countless instances of linguistic features that th ey eventually hear (Lightbown & Spada,2006).When learners hear language features in specific situational or linguistic context constantly, they develop a network of connections between these elements. There are many other theories that are used to explain second language acquisition. After considering these theories, it is apparent that there is no one theory that adequately explains how individuals acquire second language. Using language acquisition theory in ESL practiceIt is apparent that there is no one theory that fully explains how language is acquired, so as an instructor, I have to consider the aspects of language acquisition that different theories have in common. I would then use these to inform my practice. For instance, it has been established that a learner’s first language affects their second language learning efforts. So as an instructor, it is my responsibility to identify the features of the first language that are interfering with the student’s secon d language learning as well as provide the student with the necessary material overcome that obstacle.I also understand that adult language learners do not acquire second languages as quickly as children. The Critical Period Hypothesis supports this claim. With this knowledge, I know that I will have to be patient with my adult students. I also know that there are stages of acquisition that they have to go through even if it is at a slow rate. So my intention is to use the information that has been established in my practice. I also have to be open minded as well be willing to make adjustments for individuals who are operating outside of the norm.

A Case Study of Cvp Analysis Essay

In order to compete with other milkshake shacks on the same beach of the resort, the small shake in my shack is priced at $5.00, a medium shake costs $7.00, and a large shake is priced at $10.00. My shack offers classic flavors of chocolate, strawberry and vanilla, but also caters to eclectic tastes with raspberry, mocha, Oreo shakes and many other different flavors. I use chocolate, strawberry and other flavored syrup to provide the flavor chosen by customers. The data for milkshake costs is base on the study of existing restaurants, industry reports and research on expected minimum costs to be incurred in operating the business. The cost of materials needed to make milkshakes is shown in table 1. Table 1 Variable and Fixed costs to make milkshakes Small (8oz.size)Medium (10oz.size)Large (12oz.size) Variable costs Whole milk ($15 for a 5 gallon=740oz.)2oz.2.5oz.3oz. Cream ($20 for 1 gallon = 128oz.)2oz.2.5oz.3oz. Sugar ($10 for a 15 lb.bag=30cups)1/4cups 1/2cups3/4cups Flavored syrup ($13.5 for a 96oz. bottle )0.5oz.1oz.1.5oz. Vanilla ice cream ($24 for 600oz.)6oz.8oz.10oz. Whipped cream ($2.50 for 6.5oz. can)0.15oz.0.2oz.0.25oz. Straws 5† Color Flex Straws 0.05/piece6† Color Flex Straws 0.06/piece8† Color Flex Straws 0.08/piece Cups 8oz. cups 0.4/piece10oz. cups 0.5/piece12oz.cups 0.6/piece Fixed costs Shack rental $500/mo Business insurance $600/yr Business license $25/mo Milkshake blenders $700 for 10 blenders Refrigerator/freezer $500 Shack decoration (tables, counters, chairs, umbrella) $2400 Cleaning and equipment maintenance fee $150/mo Advertising (sign, banner, flyers) $ 125/mo The total fixed costs shown in table 1 are $5075, which is the amount the owner is going to apply for a small business loan. This business loan assumes (i) a constant interest rate of 6% throughout the amortization period (2 years) and (ii) that interest payments will be made monthly for both payment types (Principal Plus Interest or Blended). For a $5075 loan amount, the monthly payment will be $224.93. The amortization table is shown in table 2 if the loan start date is Mar 2013: Table 2: Amortization Table Loan MonthYearPaymentInterestBalanceMonthYearPaymentInterestBalance Apr2013199.5525.384875.45Apr2014211.8613.072401.51 May2013200.5524.384674.90May2014212.9212.012188.59 Jun2013201.5623.374473.34Jun2014213.9910.941974.60 Jul2013202.5622.374270.78Jul2014215.069.871759.54 Aug2013203.5821.354067.20Aug2014216.138.801543.41 Sep2013204.5920.343862.61Sep2014217.217.721326.20 Oct2013205.6219.313656.99Oct2014218.36.631107.90 Nov2013206.6518.283450.34Nov2014219.395.54888.51 Dec2013207.6817.253242.66Dec2014220.494.44668.02 Jan2014208.7216.213033.94Jan2015221.593.34446.43 Feb2014209.7615.172824.18Feb2015222.72.23223.73 Mar2014210.8114.122613.37Mar2015223.731.120.00 Besides the variable and fixed costs, and the loan payment mentioned above, I also assumed two part-time employees will be hired for my shack. Each of them will receive $10/hr and work 20 hours per week. The total labor costs will be $1600 which include taxes and benefits. The other cost for the business will be the 10% gross sales that will be given to resort where shack located. 2. Analysis assumptions In order to finish the Cost-Volume-Profit analysis, several assumptions need to be made: 1)The sales prices for milkshakes in my shack are constant and competitive among other vendors. The costs of materials are assumed to be the minimum costs to be incurred in operating this business. 2)The depreciation periods for shack decoration (tables, chairs, counters, and umbrellas) are 3 years, and the depreciation periods for equipments (blenders, refrigerator and freezer) will be 5 years. 3)The business loan is a 2 years amortization loan; the monthly payment includes both principal and interest. 4)The mix of milkshakes sold will be: 30% small size, 40% medium size, and 30% large size. 3. Cost-Volume-Profit analysis 1) Break-Even Analysis The break-even point is the level of sales at which the company’s profit is zero. The formula for the unit sales to attain break-even point is: Unit sales to break even= Fixed expenses/Unit CM Based on the information of relative costs provided in part 1, we can derive the monthly fixed costs in table 3, and unit variable costs in table 4. Table 3 Fixed monthly expenses Expenses Amount Notes Shack rental$500— Business insurance $50$600/12=$50 Business license$25— Equipment depreciation (blenders, refrigerator and freezer)$20$1200/60=$20 Shack decoration depreciation (tables, chairs, counters, and umbrellas)$67$2400/36=$67 Cleaning and maintenance fee$150— Advertising (banner, sign, flyers)$125— Loan payment$224.93Table 2 Part time employees salary$1600— Total$2761.93 Table 4 Unit Variable Costs Expenses Unit priceSmall MediumLarge Whole milk$0.02/oz$0.04$0.05$0.06 Cream $0.16/oz$0.32$0.40$0.48 Sugar $0.33/cup$0.08$0.17$0.25 Flavored syrup$0.14/oz$0.07$0.14$0.21 Vanilla ice cream$0.04/oz$0.24$0.32$0.40 Whipped cream$0.38/oz$0.06$0.08$0.10 Straws —$0.05$0.06$0.08 Cups—$0.40$0.50$0.60 Total —$1.26$1.72$2.18 Knowing the monthly fixed costs and unit variable costs, we are able to calculate the Unit CM. Small (30%)Medium (40%)Large (30%) Sales price (a)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦$5*0.9=$4.5$7*0.9=$6.3$10*0.9=$9 Variable expenses per unit (b)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦$1.26$1.72$2.18 Unit CM (a-b)*percentage†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦0.9721.8312.046 The weighted Unit CM for milkshakes will be 4.85 (0.972+1.831+2.046). Using the formula for the unit sales to attain break-even point, my shack will need 570 cups of milkshakes to break-even ($2761.93/4.85). Among all of the sales, 171 cups are small size, 228 cups are medium size, and 171 cups are large. If I give myself a $3000 paycheck every month, it will increase the monthly fixed income to 5761.93 dollars. Hence, I will need to sell 1188 (5761.93/4.85)cups of milkshakes to break-even. Among all of the sales, 356 cups are small size, 476 cups are medium size, and 356 cups are large. 2) The Break-Even Chart The relationships among revenue, cost, profit and volume are illustrated on a cost-volume-profit graph. A CVP graph highlights CVP relationships over wide ranges of activity. If 570 cups of milkshakes are sold, the total sales after subtracting the 10% for resort will be $3744.90 (171*5*0.9+228*7*0.9+171*10*0.9). Total variable costs will be $980.40 (1.26*171+1.72*228+2.18*171). Total fixed costs will be 2761.93, hence the profit is round up to be 0. If 1188 cups of milkshakes are sold, the total sales after subtracting the 10% for resort will be $7804.80 (356*5*0.9+476*7*0.9+356*10*0.9). Total variable costs will be $2043.36 (1.26*356+1.72*476+2.18*356). Total fixed costs will be 5761.93, hence the profit is also rounded up to be 0. From the sales and costs data above, the break-even chart with and without owner’s salary is given in chart 1. Chart 1 The break even chart From chart 1, we can see that the total sales revenue and total expense lines in both graphs are with same slopes no matter owner’s salary is included or not. The only difference in two graphs is the fixed expense line shifts up by $3000 when the owner salary is included. It also makes the intercept of total sales revenue and total expense line in the second graph shifts up by $3000. The slopes keep the same. 4. Conclusion From the CVP analysis above, I need to sell 570 cups of milkshakes in order to break-even. If I quit the job and pay myself $3000 per month to run the shack, 1188 cups of milkshakes need to be sold just to break-even. There are several factors that will affect my decision about quitting my job to open the shack. One of the greatest aspects of working for someone else is security. Running a shack might bring me more income during the tourist season, but I also need to take the risk that I will lose money when it is out of season. Working for my own business also means I need to give up some other benefits like a pension or company provided insurance. These are all the opportunity cost for leaving my job. By being a business owner, I would have to earn equal amount to make sure that money that has been lost is recovered in almost similar time frame. In order to do so, I will choose keep my current job and work part-time in the shack. Firstly, it will always make sure I have enough mone y to pay back the loan for the shack and keep business smooth even in the off season. Secondly, I can still guarantee the retirement plan for the long time, which is more financially smart. Last but not the least, by working part time in the shack, I don’t need to build in the whole pay check into fixed cost. Hence, the break-even point will be easier to reach. At the same time, as another part-time employee, I can help cut some labor cost or generate more sales revenue, in which way makes more profit for my business.

Reflection Paper in Terms of What I Learned in Software Access 2010 Essay

Reflection Paper in Terms of What I Learned in Software Access 2010 - Essay Example Juxtaposition between the learning objectives and expected outcomes versus my current abilities also proves that I am much better informed now than I was at the beginning of the course. The appropriate introduction that was given at the beginning of the course allowed me to have a good and concrete background and understanding of the big picture of business information systems and their application within business processes. My current proficiency and mastery of the various concepts that are stipulated within the objectives of the course are therefore as a result of the effective course introduction. The introduction of the course was followed into deeper study of Relational Database Models for the Logical and conceptual modeling of business processes within which I attained my current adequate comprehension of how business processes can be modeled to ensure that they are both efficient and aligned to the mission, vision and goals of an organization. At the end of the course, I am confident that I am able to design and model an effective business process that would be applied to realize goals of a large enterprise. The assessments and peer review of my performance m otivated the achievement of the desired course outcomes. My skills in modeling of business processes in the application of information systems advanced with more study of the course material and exercises which comprised both individual and group work. My first essay acted as a guiding framework within which I understood my goals which allowed me to employ the guidance of the instructor and group members as well as effective learning approached to achieve skills required for advanced modeling. This is the reason why I have a desirable understanding of all concepts in advanced business modeling and ability to apply them within a work environment to instill improvements in work processes. The ability that I gained to present these concepts within the blackboard reveals that the course had allowed me to acquire and gain from both understanding knowledge and skills of articulating them through a presentation. This means that I have acquired relevant business communication skills of conc epts as required for the human resource within the contemporary competitive business environment. I boldly mention that through this course I have also gained managerial skills especially in planning for disasters and application of various strategies and measures to recover from various disasters that could befall a business information system. I greatly appreciate the role of security policy for securing information systems from possible risk issues that which may result to discontinuity of operations and resultant losses to an organization. In addition the querying of systems for acquisition of information for decision making is an aspect that I am specifically good at through the leaning processes of the course. This includes financial information which is applicable by managers in the making decisions on the strategies that are to be employed in improving business performance. My proficiency in Access 2010 is one of the most notable achievements that I would point out that the course has allowed me to achieve. Group activities and assignments in Acquisition and Revenue Cycles allowed me to focus and work hard in the use of Access 2010 for statistical analysis of business data including financial information which is an inevitable application within modern business organizations. I am now knowledgeable and experienced in the use of Ac

Philosophy of Education Essay Example | Topics and Well Written Essays - 2000 words

Philosophy of Education - Essay Example It should also teach to students general knowledge and skills that they will be able to broaden later in their higher education as well as apply in everyday life. School should also develop problem-solving and decision-making skills, and educate physical, emotional and social needs. The Purpose of Education Herbert Spencer once said: â€Å"Education has for its object the formation of the character† and â€Å"The great aim of education is not knowledge, but action†. These two quotes reflect my beliefs about education. The purpose of education is to prepare young generations to be able to fully function in the society, to teach them morals and skills to be able to make right decisions that will benefit them and society overall. Another purpose of education is to teach young generations to act upon those decisions and contribute to personal growth and society overall. I believe that education starts with family, in particular parents. They are responsible for raising a ch ild into a rightful citizen. They are the ones who help the child make first steps, say first words, and make first decisions. They provide the direction that determines the lives of their children. The saying goes â€Å"It takes a village to raise a child†. That is where the school community comes in. They help children grow academically, socially, and morally. The education should help reveal the potential of the child. As Jean Piaget believed, intellectual ability is not something that is taught to children, it is something that children develop naturally as they grow. So schools have to provide the framework for that growth. I think schools should provide basic education that is consistent across the country, but at the same time take an individual approach to adjust or add to the curriculum to meet the needs of children of various racial, ethnical, socioeconomic, cultural, and religious backgrounds. For example, children should be able to learn history and geography of t he world to be well-rounded individuals, but at the same time they should have an opportunity to study their cultural and ethnical heritage in more detail. This would help them appreciate their roots as well as respect people of other cultures and backgrounds. I think that currently the system of education is lacking the ability to provide a solid education for children and young people of various backgrounds. Unfortunately, the quality of education youngsters receive is still determined by the amount of money parents have. Even though President George Bush has made an attempt to give the equal opportunities to children of less privileged backgrounds through his landmark legislation â€Å"No Child Left Behind†, still this legislation has failed to achieve its goals in full. President Obama has recently raised the issue of quality of education and the very questions whether the education should be the same for everyone. He advocated for better schools and better education, esp ecially considering the fact that American schools lose to schools in most developed countries in the world. Educational Philosophers: The Power of Logic I believe in logic. I think people who think logically

3G Network Essay Example | Topics and Well Written Essays - 1750 words

3G Network - Essay Example The world had come a long way from personal letters sealed by wax in an envelope. People now live where a conversation with a love one from continents away is done with just a touch of a button. We are in a time where messages can be sent across seas in a matter of seconds, not months. This is a world where information and news can be received by anyone in the convenience of their own homes. This is the privilege of living in this decade.But what's next The communication technologies at work today may be at its finest but there always are innovations up ahead. A few years ago, the GPRS services seemed like the future, but it is now perceived as slow, expensive and is too much of a hassle. That is why a new generation of mobile telephone communication system was developed, the 3G.3G technology is short for third generation mobile telephone communication system technology. This technology promises better, faster and more efficient data transfer through cellular phones. It boasts 2Megab ites per second data transfers which allow video calls, conferencing, mobile banking, map positioning services and internet access among others. With this transfer rate it is the task of the service providers to utilize it to the fullest by giving a variety of services for the subscribers. Along with the above mentioned 3G capable cell phones will still have conventional voice and messaging services.The institution responsible for standardizing 3G is the International Telecommunication Union or ITU. The standards for 3G are specifically known as the IMT-2000. This stands for International Mobile Telecommunications system finalized in the year 2000. After this establishment, the development of physical equipments may then proceed. In May of 2001, the first pre-commercial 3G network was launched in Japan branded FOMA. The company responsible for this is NTT DoCoMo. This same company then launched the first commercial 3G in Japan on October of the same year. Korea and Europe then followed. (Wikipedia) Mobile phones were originally just for voice data transmissions, much like its land line forefathers. This was considered the second generation or 2G. But with the increase in demand for better audio qualities and later on the demand for faster data transmissions, a better system is require, this lead to the development or 3G. The first step to this change was the switch from 2G to GPRS or General Packet Radio Service. With this change came the increase in data rates from 56kbps to 114kbps. This now will allow not just voice data but also short message service (SMS), Multimedia Messaging Service (MMS) and wireless application protocol (WAP). Another change made was the per-megabite charging as oppose to the per-minute charging of 2G. Continuing, the GPRS service, otherwise known as 2.5G, was upgraded to 2.75G or Enhanced Data rates for GSM Evolution. By definition, EDGE falls under IMT-2000 and should be called 3G but it is more frequently referred to as 2.75G, but it is more like an improved GPRS than 3G. (Wikipedia) According to the ITU, the key characteristics of IMT-2000 are flexibility, affordability, compatibility with existing systems and modular design. It is said to be flexible because it can accommodate five possible radio interfaces based on three different technologies which are FDMA, TDMA and CDMA. This avoids the problem of supporting a wide range of different interfaces and technologies. It is also agreed to make it more affordable so as to encourage the adoption by consumers and operators. The existence of the present technologies will also not cease because 3G is also compatible with these. And finally, the 3G system should be easily expandable in order to allow growth. Specifications 3G may have all the bells and whistles to brag about but it is, for a fact, a cellular telephone system, and all cellular telephone systems function the same way. The basic concept of two-way mobile telephone is quite simple; however, mobile telephone systems involve intricate and rather complex

Needs of Internal and External Influences Assignment

Needs of Internal and External Influences - Assignment Example As the study outlines the availability of each student must be considered to ensure that the curriculum set matched the availability time of the student. This greatly increases the turn up of the students in the class. Lack of student schedule consideration might result to clashing of the class time, and the time they are required to be away as most of them might be employed or have children to attend to. Determining the level of education each student has reached in his lifetime will greatly improve the in cooperation of the curriculum. This provides the teacher with a guideline on where to start teaching from, and the type of teaching methodology to use for effective teaching, lack of consideration of this matter might lead to students not understanding as they might be left behind due to lack of understanding. It is important to consider the willingness of the students in learning. This study declares that majority of the students might not be willing to sacrifice their time and resources to acquire education. Considering this will greatly save a lot of time in the design of the curriculum, as the teachers are able to determine the kinds of students that she/he teaches. The available space in the institution needs to be considered to determine the number of students it can accommodate at a given time. This will greatly help in planning the number of students each intake will hold. In consideration to the case study presented, the level of learning of the adult students should be taken into consideration since it states, â€Å"Many of these adults generally do not possess the required formal qualifications for entry into the university, and many have been distant from any form of formal education for some time†.

Structural Concept Essay Example | Topics and Well Written Essays - 500 words - 1

Structural Concept - Essay Example The piles will be generated using continuous beams originating from standard non-stop beam components linked to the node of elements through flows also called non-linear springs. This type of technology mixes in-situ soils together with cementitious materials in the process of forming a vertical stiff inclusion in the soil structure. The process entails rotating the mixing tool downwards to the designed depth. On reaching the appropriate depth, the construction engineer reverses the rotation of the mixing tool and starts withdrawing it at a standardized rate (Nelson 2005). The engineer forces into the ground agents that include slaked lime, quicklime, fly ash, and cement during advancement and withdrawal of the mixing tool. Other agents commonly referred to as binders introduced in the entire process in form of either wet slurry or dry powder. This technology shares familiar elements with the deep mixing technology with differences appearing in very high-pressure fluids that are applicable in the jet grouting technology in the process of eroding subsurface soil particles and used in mixing them with cement. This technology applies hydraulic energy to erode the soil as well as mix or replace the eroded soil with an engineered grout of water and cement in the process of forming a solidified in-situ component. Various subsurface geometries apply in the process of installing Jet Group elements. The tools for performing jet grouting remains special but many contractors are available and can help in continuing with technology. Engineers erect gadgets as close as possible to existing structures of embankment such as railways to strengthen resistance of the embankment and prevent failures from stability. They are made of few compacted meters of material with a height of one to two meters (Nelson 2005). They are also cost effective compared to other structures. However, its ability to reduce vibration and settlements is very low. In

Fast food Research Paper Example | Topics and Well Written Essays - 2000 words - 1

Fast food - Research Paper Example In today’s fast-paced life, when you are living live in the fast lane and when you are up and about in the midst of a hectic day of errands, you have hardly enough time to gulp down a drink before you are off preparing for your next appointment. Sitting down to have a decent meal, then, becomes a challenge - a challenge to which fast food restaurants have risen. Fast food has now, become so ingrained in our culture that it is difficult to imagine a world without burgers and french fries. Today, fast food is not only served in restaurants and drive- throughs but also at schools, colleges, malls, gas stations, air ports and even in hospitals. Although fast food is convenient, affordable and readily available, it has brought about increased health problems, resulted in the degradation of the environment, created a food industry controlled by giant corporations and has led to the loss of the family tradition of eating together. In his book, Fast Food Nation: The Dark Side of the All-American Meal, Eric Schlosser observes that â€Å"fast food has infiltrated every nook and cranny of American society† and that â€Å"In 1970, Americans spent about $6billion on fast food; in 2000, they spent more than $110 billion. Americans now spend more money on fast food than on higher education, personal computers, computer software or new cars. They spend more on fast food than on movies, books, magazines, newspapers, videos and recorded music – combined† (Schlosser, 4). In the past, Americans used to eat freshly-prepared and healthy meals at home. Meals were then prepared by people who cared about the health and well-being of their families. Today, however, Americans gravitate towards fast food such as hamburgers and pizza which are prepared by strangers who do not give a thought about our health or about food safety. Why and how did fast food become so popular among Americans? What had caused this more than 500% increase in fast food spending? Eric Schlosser explains part of

Quantitative Case Study in Public Relation Campaign

Quantitative in Public Relation Campaign - Case Study Example In the same year, 12.8 per 100000 women died from breast cancer. Breast cancer when detected at an early stage can be treated. But when it is detected at a later stage, it cannot. Amputation is what will be done and if the cancer is systemic, then death will follow (Abdel-Fattah, Zaki, Bassili, el-Shazly & Tognoni, 2000). Due to these effects, it is important to begin promoting awareness for women and young girls to occasionally be undergoing breast cancer screening. The campaign purports to employ situational theory in assessing the level of awareness on breast cancer self examination technique (J. J. Scheurich et al. 2004). It is believed that breast cancer can be detected at personal level. The campaign main objectives is to promote the awareness to young girls and encourage them to be practicing breast cancer self examination (Abdel-Fattah et al, 2000). The study is focused on using the situational theory of public (STPs) to find out the level of knowledge about breast cancer among young girls (Abdel-Fattah et al, 2000). There is need to describe the level and extent in which breast cancer self examination is practiced by young girls of the target sample. Finally describe the perception of the young women concerning the causes, control and fatality of breast cancer (Abdelhadi, 2006). The memorable brand to be used in the entire campaign is a pink ribbon which is international symbol of breast cancer awareness (Abdelhadi, 2006). Participants and respondents will wear the ribbon as a sign of sending the message of awareness and to commit. Breast cancer is one of the most common types of cancer affecting women in developed and developing countries. Over the years, the disease has always been connected to manifest more on older women. Cancer has bee rated to have ousted HIV/AIDs and is now number one killer disease in the

Physician one day Essay Example for Free

Physician one day Essay Hope began playing a major role in my life when my father was diagnosed with stage IV pancreatic cancer. I remember the exact day my family and I found out, the terrible feeling in my stomach and my utter disbelief. From that day on it had only grown worse. The doctor bluntly told us that my father had only about three to six months to live. The only thing I had left was hope. It was the hope that he would miraculously get better, but as his illness progressed, I simply hoped to have him with me just a little longer. Nine months later my father died. To this day I still cannot fully fathom the fact that he has passed away. However, the painful journey that led to his demise is the motivational experience that empowers me to strive for excellence. Having to see the person I love endure painful chemotherapy sessions and watching him slowly deteriorate was the hardest experience I have had to bear thus far. In a way, I was able to benefit from it. When he was diagnosed, I spent all the time I could with my father, trying to ameliorate his pain and mine. I would give him his medications, cater to his every need, and even accompany him to his chemotherapy appointments. Ultimately, I became his personal nurse. On several occasions, my father could not withstand the pain caused not only by the cancer, but also by the chemotherapy. In these moments, I was distraught because I felt incompetent; I could not help him in any way. With desperation in his voice, he would tell me, â€Å"Be a doctor one day, so you can cure people like me. † His words determined the career path I would take. The few times I could ameliorate my father’s pain were the times when I felt a satisfaction like no other. Helping others in any way became my passion because it reminds me of the instances I helped my father. My father’s words inspired me to help others who suffer due to illness. His death gave me hope and the drive to become a physician. My father’s battle with cancer was a life changing experience. I am now able to say that it has made me the strong individual I consider myself to be. Hope led me to survive the loss of my father and it is hope that guides me every day. Hope allows me to continue in times of despair, as well as to strive for the best in school. Whenever I am in any predicament, I remember my father and everything we went through together; I immediately gain the courage to overcome the issue.

A market strategy for a wedding reception venue business

A market strategy for a wedding reception venue business Amandas Ballroom Reception is a newly established wedding reception venue business that caters for couples of ALL ages, nationalities and traditions who wish to engage in the beautiful sacrament of marriage. The sole owner of the business, Ms. Amanda Abboud, will take full responsibility for any debts incurred in the business, and receiving no profits during the establishment phase of the business, making it a Sole Trading Business, that is, an unincorporated business with unlimited liability. The establishment and growth phase of Amandas Ballroom Reception will definitely face obstacles at times, but with greater advertising, a lot more awareness of the business, and consumer loyalty, the business is sure to become successful and profitable, and satisfies all customers. Although the business consists of one owner, employees are needed to assist the running of the business including a manager, receptionist, caterers/cooks, waiters, a host and cleaners. The business needs to ensure that all employees abide by all legislations, including OHS and EEO legislation acts, to prevent injury and sustain a great and enjoyable working environment at all times. Amandas Ballroom Reception consists of no more than 20 employees, and because it is a non-manufacturing organisation, is classified as a Small Business. Amandas Ballroom Reception is located in the Bankstown area as the business concentrates on hosting mainly traditional Lebanese weddings, because of the high number of Lebanese residents in the area, as well as other multicultural feasts and celebrations which helps meet demand. Although Bankstown consists of a number of very popular wedding reception venues already established, it increases competition for all businesses, but will also provide greater variety for the community, as only one big wedding reception in a large suburb will not suffice. In order to establish and maintain a successful business, a mission statement is useful for decision making for the business long term future. The main objectives include Gaining consumer loyalty and trust Sustaining a healthy environment to work for employees Providing sufficient amounts of profit Expand awareness by advertising outside the local area. BUSINESS DESCRIPTION AND OWNERSHIP Amandas Ballroom Reception business was created to give consumers a wide variety of options to offer the fairytale wedding people dream of through food, catering, decorations and setting. Amandas Ballroom Reception is a tertiary industry whose prime function is to provide a service for those couples ready to take each others hand in marriage. It is also a market niche, as it specialises in providing celebrations of marriage. It aims to gain consumer loyalty and trust by providing honesty and great service to the public, sustaining a healthy environment to work for all employees, producing sufficient amounts of profit in order for the business to expand and become national, and expand awareness by advertising outside the local area through various forms of media. The legal structure of Amandas Ballroom Reception is a Sole Trader where only the owner takes full responsibility for any debts, and receives little or no profits during the establishment phase. Amandas Ballroom Reception will therefore be an unincorporated business, which comes with unlimited liability, which means that any debts incurred in the business will fall solely under the owner/s responsibility, that that they must repay debts by selling person assets in order to earn any source of funds. The establishment and growth phase of the business will definitely face ups and downs, especially as the owner is an entrepreneur taking the risk in opening a new business with little skill or knowledge, but with greater consumer awareness the business will hopefully become successful and profitable. Amandas Ballroom Reception will contain no more than 20 employees, including caterers, cookers, cleaners and decorators, making it a small business. The location in which the business will open is the Bankstown area because it business will concentrate on hosting mainly traditional Lebanese weddings with customary food, music and entertainment because of the high population of Lebanese in this area, as well as many other multicultural weddings and feasts which will help meet demand. Considering this area contains a number of other wedding reception venues, it will allow larger variety for consumers. Amandas Ballroom Reception is associated with providing a service for those couples looking to get married. Not only does the business provide a venue and food, but will create an enjoyable atmosphere for all ages during a great celebration. Amandas Ballroom Reception is a responsible event organiser and offers what any other business would plus much more. This business is definitely recommended because the service is outstanding and consumers will get exactly what they ask for, which is the key quality of providing a great service to the community. The prime function of the business is providing great service for the community. Putting a smile on peoples faces is definitely important to the business, as gaining consumer loyalty and trust is very important, which is exactly outlined in the firms mission statement. From satisfying customers, the business will slowly become more profitable which is one of the main aims of any business existing. Not only does this wedding reception venue business offer a great variety of reception rooms, entertainment and food, but the business will also help organise a unique ceremony or any couples beforehand. By providing any requirements by to customers to create their dream wedding, it offers anything you can think of to create a day that a husband and his wife will not forget. PURPOSE OF PLAN AND SITUATIONAL ANALYSIS The purpose of writing a business plan is to ensure the greatest likelihood of success to the owner/s. It is important that all internal stakeholders understand clearly what needs to be done, and keep actual up-to-date market research in order to gain realism and accuracy in forecasting. This process should result in choosing the most appropriate and beneficial strategy, enabling the business to achieve its goals. Also, the business plan should be updated regularly to ensure it parallels a changing business environment. Usually, the major goals remain the same but the strategies used may differ according to different internal or external environmental factors. The business plan must be realistic in order to meet all goals required. Writing out a business plan will help in making Amandas Ballroom Reception all the more successful, with well planned strategies and goals to generate a flourishing business. A plan is a scheme or method of taking action, which will make all elements of a successful business all the more clear. A mission statement included in the plan will initiate a start of the vision the business hopes to be in the future. Goals are the overall accomplishments that a business plans to achieve in the long-term, short-term and during its day-to-day running. Different goals are set for all business, (social, financial, personal and environmental) and vary depending on their own individual profession. Different goals are listed as part of the business plan to ensure that they cater a great service for a wide range of people, as well as gaining a personal achievement. These include- Operations Improve rostering and scheduling processes of arranging staff. Use latest technology to help business perform different functions. Finance Improve management accounting and reports for simple decision making. Minimise debt finance. Reduce credit sales. Strategic Goals Marketing Determine consumer buying patterns. Employment Relations Increase wages and salaries for all employees. Improve the skills of managers and employees. Use retained earnings as rewards to employees. Reduce overdraft. Improve skill in calculating revenue statements, balance sheets and cash-flow statements. Improve lead time, so production is completed more efficiently. Accurately measure productivity to determine improvements in the business. To conduct Investigate existing competitors in the market. Ensure employees abide by anti-discrimination and EEO legislations. Social Goals Provide employment and career paths for residents Donations towards Charities Sponsorships Fundraisers Work efficiently and as a team with employees. Keep loyal to anti-discrimination acts and Equal Employment Opportunity legislation. Financial Goals Achieve sales growth Attain a profit in the first two years of running of business. Increasing market share Quick growth of service Personal Goals Own a successful business Gain consumer loyalty and trust Sense of achievement Leadership Friendship with employees. Environmental Goals Use environmental protection initiatives Recycling plastics and cardboard. Minimise the use of fuels and process sewage. A Situational Analysis looks at internal and external environments of the business to identify factors that affect the running of the business, whether the factors are modifiable or not. It also helps establish the current position of the business. A SWOT analysis can help establish a current position, and helps analyse reasons for the position of the firm. Strengths (S) Skilled workers Great reputation Good financial position and location Good technology Excellent communication system Great advertising Weaknesses (W) Unexperienced managers Needs improvement in innovation Lack of consumer awareness Opportunities (O) Expanding to newer and bigger locations Buying out competitors Changing government regulation Add-on services for the reception venue business will become available. Expanding the business nationally Threats (T) Competitors! Increased rent Changing government regulations Increasing inflation Increasing raw material prices Increased tax A factor limiting present operations is the new establishment of Amandas Ballroom Reception. The fact that it is newly opened evades the fast provision of the service this business provides. The establishment and growth phase of the business will definitely face obstacles, as any other newly opened business, but with greater advertising, the business will soon become successful and profitable and demanded by many. The main competitive advantages of the business over competitors is that not only does it cater for a specific nationality, tradition or age group, but has a wide range of choices to suite everybodys taste or idea of a PERFECT wedding. The latest wedding reception venue business in Bankstown will most likely attract attention by a highly populated area, where they may like to trial the newest business and compare to existing businesses nearby. A definite competitor in the area is the very popular reception venue, The Bellevue. Establishing Amandas Ballroom Reception close-by will definitely increase competition and tension for both businesses, but at the same time will provide greater variety for the community, as only one big wedding reception venue in a large suburb will not suffice. Competitor Analysis Comparing a competitors state of their business by using the SWOT analysis to a new business analysis can make clear where improvements need to be made in order to win over the opponent. Strengths (S) Great amount of experience Well-known by the community Experienced managers Skilled workers Great reputation Weaknesses (W) Poor choice of location No innovation people like change! Do not advertise Opportunities (O) Can buy out smaller competitors (they may choose to buy Amandas Ballroom Reception if it is not successful enough. Threats (T) Competitors! Increased rent Increased inflation Increased tax Product Analysis Amandas Ballroom Reception is a newly formed business, therefore making it still part of the establishment phase in the business life cycle. Throughout this phase, the business will face many challenges; however, will also encounter challenges from all areas during its existence. Establishment Phase Customers/ retailers are not familiar with the product or the business so they might not invest in the service of this business they are unfamiliar with, which may result in longer periods of time for the business to get up and running.. Profit will be slow to begin with because expenses are higher than sales revenue, generating a loss for the business. The business needs to undertake expensive promotion strategies in order to advertise the product and make it familiar with consumers. Growth Phase Rapid increases in sales of service as consumers are more alert of the firm. Adequate cash flow must be maintained to continue the rapid expansion and sustain success. Competitors such as other wedding reception venues will be more aware of the improvements of the business, and therefore act on these improvements. Maturity Phase Sales level off and start to plateau. Focus on cutting costs as profits will now be generated. Time to employ more experienced managers to keep the business under control. Introduce a new work team and pay bonuses like fringe benefits to keep them motivated. Post-Maturity Phase Innovation, therefore increasing cash-flow and will attract customers. Cash-flow problems may start to emerge, so cutting down costs will be the best option to take. The state of the business may remain at a steady-state, or can fluctuate by increasing sales, or decline. BUSINESS OBJECTIVES AND STRATEGIES Whether this is the clients first wedding, a renewal of their vows or their anniversary, the business is interested in every detail of their event to be both a pleasurable and a memorable experience. Therefore, Amandas Wedding Reception business offers a host of packages and services specifically tailored to the needs of each couple. I am confident that this business venture will be a success. If everything runs to plan, net income is estimated to increase  modestly by the second year. The keys to our success are as follows Service the clients needs promptly and efficiently. Maintain an excellent working relationship with vendors, e.g. florists. Maintain a professional image at all times Different objectives are necessary in making the business successful and achieve the highest possible outcome. Some objectives include Improve consumer awareness. This can be achieved by expanding the knowledge of this new business through different forms of advertising. Advertising through television, local newspapers, radio and billboards will hopefully attract the correct target market, that is, couples ready to celebrate their marriage. Create a great working environment. Keeping employees happy with their work environment is essential for a successful business. Making sure they all have equal rights, and abiding by the anti-discrimination and EEO legislations. Also providing them with their wages and fringe benefits they are entitles to. Becoming a threat to our competitors. By continuously providing innovative ideas and offering the services to the market, where more and more consumers will be fascinated and our firm will expand and meet demand. Extending management and business skills. By improving entrepreneurial skills of the owner, improvements in the ability to make good ideas will arise that will help in the profitability of the firm. As skills will increase, so too will the ability to complete a task, and therefore, they may choose to expand my business all around the nation. Possibly by more experienced owners buying the business, different ideas and trains of thought will be exchanged. Sustaining a good reputation! Keeping the communities promises, and providing them with even more than they expect will definitely keep reputation at a steady state and possibly increase. This can be done by staying loyal and true to all customers as they are the ones taking risks and trusting us to give any service required. Goals should be Specific to the area. What needs to be improved and what is being kept efficient should always be taken into consideration in determining how well the business is doing, and if any improvements are required. The quality of the service should be Measurable in what is advertised to provide. Supplying less than what consumers expect can see the demand for the business to decrease, and face down-fall. The working conditions for employees and owners should be Achievable, and have sufficient times off work for a break and to catch up in their personal lives. Ensuring the business provides Realistic services to the community, and only provides what can be promised, based on the amount of resources and funds available. Ensuring the business runs on Time and what is promised to completed by that moment to satisfy a consumers highest expectation and beyond, and also making sure that quality does not decrease by doing this. DESCRIPTION OF THE PRODUCT/SERVICE Amandas Ballroom Reception specialises in making the day that all men and women dream of come true! It specialises in planning, creating and producing the whole marriage celebration, after the couples have agreed to spend the rest of their lives together. This day is one of the happiest days that any human will endure, and the business aims to make that day an even happier one! No matter what the age, Amandas Ballroom Reception will cater every aspect of the celebration depending on your preferences. The business is open 7 days a week from 8am to 5pm, which is enough time for any couple to enquire about all of their special offers, and how it is PROMISED to make your day truly one you will not forget. Customers can feel free to contact the business on 97072468 or the business owner, Amanda Abboud, on 0412345678. The website http://www.amandasballroomreception.com.au also provides location and pricing details. It is guaranteed consumers will be shocked on how much is offered. The business provides 2 different rooms with various themes that will make the celebration look all the more classy and elegant. The different rooms also cater for the amount of people you are willing to have to celebrate the special day with you. The Ball room is an elegant decor and unique layout, and accommodates up to 800 guests, while the Pearl Room is an intimate, beautiful room, accommodating for 200 guests. Depending on menus, prices range from $89-$149 per head. The Falling Star Warm and Lavish- Golden Beach Perfect table plan software is used in preparing and organising table arrangements for all guests. It saves typing existing guests lists from spreadsheets, address books or other files. It allows you to drag and drop guests names onto different tables in just one click, and experiment with table shapes and sizes. As well as all this, it allows you to print elegant plans, charts and stationery, including floor plans, table charts, guest lists, place cards and table cards. STAFFING REQUIREMENTS Although Amandas Ballroom Reception consists of only one owner, employees are needed to assist the running of the business. Amandas Ballroom Reception consists of no more than 20 employees. Because it is a non-manufacturing organization, it is classified as a Small Business, according to the Australian Bureau of Statistics. Some employees needed include Manager As well as the owner of the business, Amanda Abboud is the head manager of Amandas Ballroom Reception, and is in charge of the whole running of the business, from food, to decorations and music. The manager must ensure that all employees are working to their full potential, and all legislation acts are followed. She must also make sure that employees receive correct pay and entitlements. Receptionist This person must be able to socialise with different people, and provide them with any information they require. Answering phone calls and adequate knowledge of computers is necessary in making bookings and providing information. Caterers/Cooks Three head chefs and 5 chefs/caterers will be employed for the role of providing food and drinks for all guests. They must be able to create innovative ideas with food, and presentation must always be eye-catching. OHS and EEO legislations must be understood by these employees to ensure a safe and injury-free workplace. Waiters Ten employees will be hired for the role of the waiter. A mixture of men and women will be required. No special qualifications are required for the waiters, but it is preferred that they have had some experience on the role of waitressing. They must also understand the OHS and EEO legislations, and work together as a team with fellow employees. The main recommendation for this role is great social skills, and being able to listen to what customers and guests ask and have good communication skills. MC/Host Up to two hosts will be employed for different nights of the week, and must be great entertainers. Cleaners Up to two employees will be needed in order to keep reception rooms clean at all times, to ensure the business follows the OHS legislation, all employees and guests avoid injury, and the workplace looks presentable and tidy. Hygiene is very important for the health of customers and workers. Required Skills and Attributes of Staff Each job needs particular skills/ qualifications. Amandas Ballroom Reception requires people who are good at communicating with customers, confident, trustworthy, patient, reliable, organized and most importantly happy! Certain jobs require more skill and experience than others, but Amandas Ballroom Reception is willing to provide great training and development sessions through inductions in order to gain the most from all employees, so the business is confident that all employees are working to the best of their ability. MARKET ANALYSIS AND STRATEGIES Amandas Ballroom Reception aims at targeting any people ready to get married. No matter the race, gender or preferences, they cater according to what the customers ask for. Whether it be food, music or even decorations, Amandas Ballroom Reception will cater to create your dream wedding. This business does not specialise in any certain age groups, but will supply for both a traditional or modern wedding, as they believe no-one is ever too old to get married as long as you have found your true partner. This business will appeal to any couples looking to celebrate their wedding vowels, and will even appeal to the parents having to let go of their children. No matter your income, this wedding reception business will cater for people will all allowances, and varies depending on how much you choose to spend. Although the location of the business already has a highly popular reception venue, the Bellevue, already established, it will definitely increase competition for both businesses, but will provide greater variety for the community, as only one big wedding reception venue in a large suburb will not suffice. The latest wedding reception venue business in Bankstown will most likely attract attention by a highly populated area, where they may like to trial the newest business and compare to existing businesses nearby. A definite competitor in the area is the very popular reception venue, The Bellevue. Establishing Amandas Ballroom Reception close-by will definitely increase competition and tension for both businesses, but at the same time will provide greater variety for the community. After completing a market research on ideas on Amandas Ballroom Reception, the following statistics were shown based on ideas of the community. After concluding all findings, research shows that 72% of all customers were completely satisfied with the service of the newly established business and wouldnt definitely use the service again. A dramatic change is evident where 22% of customers were satisfied with what the business provided, and would most likely pay for their services again. Reasons for this may be for lack of experience of the business and/or employees, as it is still new, and running at a slower pace than other experienced wedding reception venues. Only 4% of customers supposed that they may return back to the services of the business, and only 2% of the customers said they would definitely not return. Once again, this may be the case because of lack of experience compared to other well established business. Another reason may be for the prices, as prices start off high for the business in order for them to gain a profit and pay off expenses, and pay employees. Marketing Strategies PRODUCT A high degree of customer service is important in the service of the business to satisfy their peoples needs and make them choose the business and want to return to the service. A catchy trademark and/or logo for the business is used to identify the great services associated with Amandas Ballroom Reception that is provided to consumers, and to differentiate it from its competitors. The business provides great variety of intangible qualities to suite everyones taste. At this stage, positioning or level of services made up by consumers is very important so the firm understands its strengths and weaknesses, and especially in comparison to its competitors. By satisfying consumers with what is promised to them, the reputation of the business is sure to expand.C:Documents and SettingsAmandaMy DocumentsGlassWeddingBells536358.jpg PRICE Young customers preparing their wedding celebrations may not have a high amount of money saved, which is an important factor in pricing the services of the wedding reception venue to suite all incomes. Higher prices may be distributed in order to generate a form of profit, but prices must also be reasonable, where customers are WILLING to put the money value. This gives a greater incentive to provide the best possible service in order to gain consumer loyalty to get them returning to the business. As a newly established business, Amandas Ballroom Reception should not increase their prices higher than competitors, or they will lose any potential customers! Through market research, demand pricing will take place in order to see how much customers are willing to spend on the different variety of services. They would have also used its greatest competitors prices as a guide to not exceed. PROMOTION Sustaining and maintaining great consumer awareness and trust is important for Amandas Ballroom Reception as they only aim to provide the best service to keep their customers coming back, and creating the best possible wedding celebration for the happy couple. Sales promotion; this business offers incentives to the customers through competitions. The employees of Amandas Ballroom Reception also spend a great amount of time on advertising through the media to gain the highest possible consumer awareness, and to get the business to look attractive and trust-worthy. PLACE Exclusive distribution of the service applies to this business as the services provided to customers are different to those of any other wedding reception business, as they come with innovative ideas that would make it almost impossible for potential customers to resist. Amandas Ballroom Reception has a useful and constructive distribution channel, which can offer the opportunity to develop an advantage over its competitors. Also, the business can have negotiating power with potential customers that debates different prices for certain services, depending on the demand and supply for the different services. Market Research Amandas Ballroom Reception Survey Please circle What is your gender? Male Female What is your age bracket? 18-25 26-34 35+ Do you think that Amandas Ballroom Reception will be a success? Yes No Do you trust a newly established business to hold your wedding reception? Yes No Would you recommend this business to friends and family? Yes No Are you satisfied with what you received in relation to what you paid for? Yes No Will you be returning to our business services again? Yes No What most impressed you about our business service? _______________________________________________________________________________________________________________________________________________________________ What least impressed you about our business service? _______________________________________________________________________________________________________________________________________________________________ Do you have any requests/comments/ recommendations? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ FINANCIAL FORCASTS Amandas Ballroom Reception Balance Sheet 4/8/10 $ Current Assets Cash At Bank $15,000 Accounts Receivable $80,000 Inventory $120,000 $215,000 Non-Current Assets Plant/Equipment $1,350,000 Land and Building $500,000 Property $375,000 $2,225,000 Other Non-Current Assets Goodwill $200,000 $200,000 TOTAL ASSETS $2,640,000 Current Liabilities Bank Overdraft $141,200 Accounts Payable $75,000 $216,200 Non-Current Liabilities Mortgage

Lord Capulet in William Shakespeares Romeo and Juliet :: Papers

Lord Capulet in William Shakespeare's Romeo and Juliet Lord Capulet is a character in the play "Romeo and Juliet" by William Shakespeare which we have been reading together in class. This piece is a study on this character. The story is of a young boy and girl who find love in each other but due to a sequence of events their lives are prematurely ended. Lord Capulet is the head of the Capulets and is well respected by the rest of his house. He is also Lady Capulets wife and Juliet's father. He is important in this story, as he is able to make decisions, which will affect the lives of many other people, not only in his own house but also in his bitter rivals house, The Montague's. Throughout the whole play there are scenes that revolve solely around him and Juliet, this makes him one of the most powerful people in the play and one of the main characters. The first time we see Capulet is in the brawl at the market, it is between the Capulets and Montagues. He immediately asks for his sword, "give me my long sword, ho!" as he sees Montague but his wife restrains him. You can tell by both his actions and his first words that he is not in a good mood and is spoiling for a fight also he acts like a middle aged man of around 40 years. We find out later in the play that he has a temper and his mood varies quickly from happy to anger or visa-versa. We next see Capulet in scene two where he is talking to Count Paris, an eligible young man who wishes to marry Juliet. He tells Paris that Juliet is too young, she's still only thirteen and he should wait until she is two years older, then he can marry her, "My child is yet a stranger in the world; she hath not seen the change of fourteen years". If not he should 'woo' Juliet and if she is happy, they shall talk again.

Samuel Becketts Waiting for Godot as an Existentialist Play Essay

Waiting for Godot as an Existentialist Play   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The play, Waiting For Godot, is centred around two men, Estragon and Vladimir, who are waiting for a Mr. Godot, of whom they know little. Estragon admits himself that he may never recognize Mr. Godot, "Personally I wouldn't know him if I ever saw him." (p.23). Estragon also remarks, "†¦ we hardly know him." (p.23), which illustrates to an audience that the identity of Mr. Godot is irrelevant, as little information is ever given throughout the play about this indefinable Mr. X. What is an important element of the play is the act of waiting for someone or something that never arrives. Western readers may find it natural to speculate on the identity of Godot because of their inordinate need to find answers to questions. Beckett however suggests that the identity of Godot is in itself a rhetorical question. It is possible to stress the for in the waiting for †¦: to see the purpose of action in two men with a mission, not to be deflected from their compulsive task. " Estragon: †¦ Let's go. Vladimir: We can't. Estragon: Why not? Vladimir: We're waiting for Godot." (p.14). The essence of existentialism concentrates on the concept of the individual's freedom of choice, as opposed to the belief that humans are controlled by a pre-existing omnipotent being, such as God. Estragon and Vladimir have made the choice of waiting, without instruction or guidance, as Vladimir says, "He didn't say for sure he'd come" (p.14), but decides to "wait till we know exactly how we stand" (p.18). Albert Camus, an existentialist writer, believed that boredom or waiting, which is essentially the breakdown of routine or habit, caused people to think seriously about their identity,... ...h other or from their situation in general. The optimistic view of the play shows a range of human emotion and the need to share experiences alongside the suffering of finite existence; governed by the past, acting in the present and uncertain of the future. Works Cited and Consulted Alvarez, A. Samuel Beckett. New York: Viking, 1973. Beckett, Samuel. Waiting for Godot: A Tragicomedy in Two Acts. New York: Grove, 1953. ClassicNote.com by GradeSaver. J. N. Smith. Aug. 1999. Web. 27 March 2015 Gradesaver.com/ClassicNotes/Titles/WaitingForGodot/Analysis.html Graver, Lawrence. Waiting for Godot. 5th ed. New York: U of Cambridge P, 1999. Hugh Kenner, A Readers Guide to Samuel Beckett, London 1973. http://www.britannica.com/eb/print?tocId=9014042 Wikipedia. Waiting for Godot. Web. 27 March 2015 http://en.wikipedia.org/wiki/Waiting_for_Godot   

In Favor of Emancipation for Children :: Argumentative Persuasive Essays

In Favor of Emancipation for Children Imagine that you're a young teenager living with you mother. She left your father, an abusive and violent man, when you were 10. Your mother is killed in a car accident 5 years later. Because your mother did not prepare a will, the state requires you to live with your father. The only thing you could do to save your own life is to terminate your father's rights by becoming emancipated. Many people have heard or read about the situations of child celebrities such as Jenna Malone, Drew Barrymore, Christina Ricci, Michelle Williams and Macauley Culkin or child athletes like Dominique Moceanu, but few have heard of a more compelling situation as that of Aaron Kipnis. This young man was brutally beaten by his stepfather at the age of eleven. Instead of punishing his stepfather, the state of California made the eleven year old a ward of the state. Being a ward, in the states juvenile system, was a horrific experience. For the next five years, Kipnis began a cycle of running away, getting caught, and living in temporary housing. It was not until he was sixteen that a parole officer recommended he pursue legal emancipation. His freedom was finally granted at seventeen (Rupp 1). Emancipation is a court process that gives a teen legal independence from his or her parents of guardians and is granted adult civil rights except those prescribed by the law (Emancipation). Emancipated minors will not be automatically entitled to do certain things such as vote or legally drink alcoholic beverage. Though child abuse is one of the main reasons why children want to be emancipated, there are other reasons for children to want adult responsibilities. One of those reasons is children actors are required to work extremely long hours. Directors and producers are limited by child labor laws. The children actors want to work their high salaries jobs. In order to continue their work load and keep their high income, it is to their benefit to become emancipated. In other cases, there may not be abuse or high income that is a concern, it simply might be that the parent or guardian and the child can not handle being around each other. So instead of continuing constant battles, the child and parents agree that it would be the best for everyone to seek emancipation. Usually the toughest requirement to meet is financial independence.

Erp as Software as a Service (Saas) for Smes

ERP as Software as a Service *(*SaaS*)* for SMEs Table of Contents Page Abstract The main barriers for implementing ERP systems in SMEs were constraints in terms of resources and information, implementation time escalations, poorly defined organisational structures, weak formalisation of procedures or processes, unclear and also confused understanding amongst the employees and management. There are various methods to overcome the barriers of implementing ERP solutions in SMEs. This include coming up with a realistic value-adding processes required to be incorporated in the proposed ERP system, providing effective education on ERP systems, making sure as a vendors, they do not just provide lip service and to involve everyone in the whole system’s lifecycle. Software-as-a-service (SaaS) is an online delivery of softwares (Dubey & Wagle 2007). The model is uncomplicated and appealing wherein companies signs up to the use the solution which is hosted by the vendors that sells and/or develops the software rather than spending large sums on an application such as ERP and Customer Relationship Management (CRM) and installing this software on individual machines (Dubey & Wagle 2007; Banham 2008). All of the major software vendors are now offering its solution on SaaS model basis – SAP, Microsoft, IBM, Oracle and Salesforce. com are all staking their claims. Introduction SME Definition â€Å"companies with less than 250 employees, total assets under 27 million Euros,_ independent privately held_ and _ _owner-managers or their families manage the company personally (Loecher 2000; Sogorb 2002)†. _ Why ERP vendors are focusing on SME’s Barriers to implementation of ERP systems in SME’s It was found that the main barriers for implementing ERP systems in SMEs were: constraints in terms of resources and inf ormation, implementation time escalations, poorly defined organisational framework, informal and also non-orderly procedures or processes, unclear and also confused understanding amongst the employees and management. Each of these factors is now discussed in turn. _Figure 1: ERP implementation issues (source: Bernroider & Leseure 2005)_ How ERP vendors can overcome these barriers SaaS Technology Some other advantages of working with SaaS models include: low introduction and subscription costs and faster initiating speed (Kaplan 2005; Torbacki 2008), elimination of license and upgrade costs (Torbacki 2008), predictability of costs (Torbacki 2008), ow TCO costs (Total Cost of Ownership) due to lack of necessity of major investments in servers, databases and maintenance (Torbacki 2008), generating a greater ROI than traditional software packages (Kaplan 2005) no requirement of installing any software on a workstation (Torbacki 2008), online access from any location with an Internet connection (Torbacki 2008), continuous opportunity to the newest software versions and business technologies (Torbacki 2008), customers no longer require the large support staff for applications (Bontis & Chung 2000; Kapl an 2005) {draw:frame} Figure 2: Types of SaaS used or considering of using (source: Kaplan 2009)_ An example of one vendor’s SaaS offering Nationwide Express Farwest Steel Corporation SaaS alternatives have become more pervasive and observed fast development, and their cost-effectiveness, operational reliability become more obvious and there are a growing number of enterprises of all sizes that are generating performance improvements and measurable cost savings as a result of adopting SaaS. For SaaS vendors, they must focus on make possible easier deployments to avoid the need for pricey consultation support. Also they should truly deliver lower total cost of ownership (TCO) and offer more robust strategies for integration that acknowledges the current volatile environments and also in the near future. Finally, the SaaS solutions offered must be simpler, more agile, more robust, and more intuitive and worthy of all the investments allocated. References Banham, R 2008, ‘Up and Away – Companies are feeling a little less trapped by spreadsheets these days’, CFO Magazine, viewed 19 October 2009, Bernroider, E. W. N & Leseure, M. J 2005, ‘Enterprise resource planning (ERP) diffusion and characteristics according to the system’s lifecycle: A comparative view of small-to-medium sized and large enterprises’, Working Papers on Information Processing and Information Management, Institute of Information Processing and Information Management, Vienna University of Economics and Business Administration. http://epub. wu. ac. at/dyn/virlib/wp/eng/mediate/epub-wu-01_84b. pdf? ID=epub-wu-01_84b Bontis, N & Chung, H 2000, ‘The evolution of software pricing: from box licenses to application service provider models’, Internet Research: Electronic Networking Applications and Policy, Vol. 10, No. 3, pp. 246-255. Christodoulou, M 2009, ‘How big is an SME? Confusion over size could complicate international rules’, Accountancy Age, pp. 7 http://www. accountancyage. com/accountancyage/analysis/2246584/big-sme-confusion-size Deep, A, Guttridge, P, Dani, S & Burns, N 2007, ‘Investigating factors affecting ERP selection in made-to-order SME sector’, Journal of Manufacturing Technology Management, Vol. 9, No. 4, pp. 430-446. Dubey, A, Wagle D 2007, ‘Delivering Software as a Service’, The McKinsey Quarterly. http://www. mckinsey. de/downloads/publikation/mck_on_bt/2007/mobt_12_Delivering_Software_as_a_Service. pdf European Commission 2009, ‘SME Definition’, viewed 17 October 2009, Gartner 2009, Gartner Sur vey Shows Many Users are underwhelmed by Their Experiences of SaaS, viewed 17 October 2009, Harindranath, G, Dyerson, R & Barnes, D 2008, ‘ICT Adoption and Use in UK SMEs: a Failure of Initiatives? , _The _Electronic Journal Information Systems Evaluation, Volume 11, Issue 2, pp. 91 – 96. IBM 2009a, Software as a Service, viewed 17 October 2009, IBM 2009b, ‘Managed server services’, viewed 17 October 2009, IBM 2009c, Software as a Service from IBM and Innovative Computing Corp. delivers speedy customer service for Nationwide Express, IBM Software as a Service, viewed 18 October 2009, Jacobson, S, Shepherd, J, D’Aquila, M & Carter, K 2007, ‘The ERP Market Sizing Report, 2006–2011’, AMR

The Vampire Diaries: The Fury Chapter Four

Something yanked Elena out of the tree and, yowling a protest, she fell and landed on her feet like a cat. Her knees hit the ground a second later and got bruised. She reared back, fingers hooked into claws to attack whoever had done it. Damon slapped her hand away. â€Å"Why did you grab me?† she demanded. â€Å"Why didn't you stay where I put you?† he snapped. They glared at each other, equally furious. Then Elena was distracted. The shrieking was still going on upstairs, augmented now by rattling and banging at the window. Damon nudged her against the house, where they couldn't be seen from above. â€Å"Let's get away from this noise,† he said fastidiously, looking up. Without waiting for a response, he caught her arm. Elena resisted. â€Å"I have to go in there!† â€Å"You can't.† He gave her a wolfish smile. â€Å"I mean that literally. You can't go in that house. You haven't been invited.† Momentarily nonplussed, Elena let him tow her a few steps. Then she dug her heels in again. â€Å"But I need my diary!† â€Å"What?† â€Å"It's in the closet, under the floorboards. And I need it. I can't go to sleep without my diary.† Elena didn't know why she was making such a fuss, but it seemed important. Damon looked exasperated; then, his face cleared. â€Å"Here,† he said calmly, eyes glinting. He withdrew something from his jacket. â€Å"Take it.† Elena eyed his offering doubtfully. â€Å"It's your diary, isn't it?† â€Å"Yes, but it's my old one. I want my new one.† â€Å"This one will have to do, because this one is all you're getting. Come on before they wake up the whole neighborhood.† His voice had turned cold and commanding again. Elena considered the book he held. It was small, with a blue velvet cover and a brass lock. Not the newest edition perhaps, but it was familiar to her. She decided it was acceptable. She let Damon lead her out into the night. She didn't ask where they were going. She didn't much care. But she recognized the house on Magnolia Avenue; it was where Alaric Saltzman was staying. Elena licked her lips. â€Å"No,† Damon said shortly. â€Å"This one's not for biting. There's something fishy about him, but you should be safe enough in the house. I've slept here before. Up here.† He led her up a flight of stairs to an attic with one small window. It was crowded with stored objects: sleds, skis, a hammock. At the far end, an old mattress lay on the floor. â€Å"He won't even know you're here in the morning. Lie down.† Elena obeyed, assuming a position that seemed natural to her. She lay on her back, hands folded over the diary that she held to her breast. Damon dropped a piece of oilcloth over her, covering her bare feet. â€Å"Go to sleep, Elena,† he said. He bent over her, and for a moment she thought he was going to†¦ do something. Her thoughts were too muddled. But his night black eyes filled her vision. Then he pulled back, and she could breathe again. The gloom of the attic settled in on her. Her eyes drifted shut and she slept. She woke slowly, assembling information about where she was, piece by piece. Somebody's attic from the looks of it. What was she doing here? Rats or mice were scuffling somewhere among the piles of oilcloth-draped objects, but the sound didn't bother her. The faintest trace of pale light showed around the edges of the shuttered window. Elena pushed her makeshift blanket off and got up to investigate. It was definitely someone's attic, and not that of anyone she knew. She felt as if she had been sick for a long time and had just woken up from her illness. What day is it? she wondered. She could hear voices below her. Downstairs. Something told her to be careful and quiet. She felt afraid of making any kind of disturbance. She eased the attic door open without a sound and cautiously descended to the landing. Looking down, she could see a living room. She recognized it; she'd sat on that ottoman when Alaric Saltzman had given a party. She was in the Ramsey house. And Alaric Saltzman was down there; she could see the top of his sandy head. His voice puzzled her. After a moment she realized it was because he didn't sound fatuous or inane or any of the ways Alaric usually sounded in class. He wasn't spouting psycho-babble, either. He was speaking coolly and decisively to two other men. â€Å"She might be anywhere, even right under our noses. More likely outside town, though. Maybe in the woods.† â€Å"Remember, the first two victims were found near the woods,† said the other man. Is that Dr. Feinberg? Elena thought. What's he doing here? What am I doing here? â€Å"No, it's more than that,† Alaric was saying. The other men were listening to him with respect, even with deference. â€Å"The woods are tied up in this. They may have a hiding place out there, a lair where they can go to earth if they're discovered. If there is one, I'll find it.† â€Å"Are you sure?† said Dr. Feinberg. â€Å"I'm sure,† Alaric said briefly. â€Å"And that's where you think Elena is,† said the principal. â€Å"But will she stay there? Or will she come back into town?† â€Å"I don't know.† Alaric paced a few steps and picked up a book from the coffee table, running his thumbs over it absently. â€Å"One way to find out is to watch her friends. Bonnie McCullough and that dark-haired girl, Meredith. Chances are they'll be the first ones to see her. That's how it usually happens.† â€Å"And once we do track her down?† Dr. Feinberg asked. â€Å"Leave that to me,† Alaric said quietly and grimly. He shut the book and dropped it on the coffee table with a disturbingly conclusive sound. The principal glanced at his watch. â€Å"I'd better get moving; the service starts at ten o'clock. I presume you'll both be there?† He paused on his way to the door and looked back, his manner irresolute. â€Å"Alaric, I hope you can take care of this. When I called you in, things hadn't gone this far. Now I'm beginning to wonder-â€Å" â€Å"I can take care of it, Brian. I told you; leave it to me. Would you rather have Robert E. Lee in all the papers, not just as the scene of a tragedy but also as ‘The Haunted High School of Boone County'? A gathering place for ghouls? The school where the undead walk? Is that the kind of publicity you want?† Mr. Newcastle hesitated, chewing his lip, then nodded, still looking unhappy. â€Å"All right, Alaric. But make it quick and clean. I'll see you at the church.† He left and Dr. Fein-berg followed him. Alaric stood there for some time, apparently staring into space. At last he nodded once and went out the front door himself. Elena slowly trailed back up the stairs. Now what had all that been about? She felt confused, as if she were floating loose in time and space. She needed to know what day it was, why she was here, and why she felt so frightened. Why she felt so intensely that no one must see her or hear her or notice her at all. Looking around the attic, she saw nothing that would give her any help. Where she had been lying there were only the mattress and the oilcloth-and a little blue book. When she finished, she was weak with fear and horror. Bright spots danced and shimmered before her eyes. There was so much pain in these pages. So many schemes, so many secrets, so much need. It was the story of a girl who'd felt lost in her own hometown, in her own family. Who'd been looking for†¦ something, something she could never quite reach. But that wasn't what caused this throbbing panic in her chest that drained all the energy from her body. That wasn't why she felt as if she were falling even when she sat as still as she could get. What caused the panic was that she remembered. She remembered everything now. The bridge, the rushing water. The terror as the air left her lungs and there was nothing but liquid to breathe. The way it had hurt. And the final instant when it had stopped hurting, when everything had stopped. When everything†¦ stopped. Oh, Stefan, I was so frightened, she thought. And the same fear was inside her now. In the woods, how could she have behaved like that to Stefan? How could she have forgotten him, everything he meant to her? What had made her act that way? But she knew. At the center of her consciousness, she knew. Nobody got up and walked away from a drowning like that. Nobody got up and walked away alive. Slowly, she rose and went to look at the shuttered window. The darkened pane of glass acted as a mirror, throwing her reflection back at her. It was not the reflection she'd seen in her dream, where she had run down a hall of mirrors that seemed to have a life of their own. There was nothing sly or cruel about this face. Just the same, it was subtly different from what she was used to seeing. There was a pale glow to her skin and a telling hollowness about the eyes. Elena touched fingertips to her neck, on either side. This was where Stefan and Damon had each taken her blood. Had it really been enough times, and had she really taken enough of theirs in return? It must have been. And now, for the rest of her life, for the rest of her existence, she would have to feed as Stefan did. She would have to†¦ She sank to her knees, pressing her forehead against the bare wood of a wall. I can't, she thought. Oh, please, I can't; I can't. She had never been very religious. But from that deep place inside, her terror was welling up, and every particle of her being joined in the cry for aid. Oh, please, she thought. Oh, please, please, help me. She didn't ask for anything specific; she couldn't gather her thoughts that far. Only: Oh, please help me, oh please, please. Her face was still pale but eerily beautiful, like fine porcelain lit from within. Her eyes were still smudged with shadows. But there was a resolve in them. She had to find Stefan. If there was any help for her, he would know of it. And if there wasn't†¦ well, she needed him all the more. There was nowhere else she wanted to be except with him. She shut the door of the attic carefully behind her as she went out. Alaric Saltzman mustn't discover her hiding place. On the wall, she saw a calendar with the days up to December 4 crossed off. Four days since last Saturday night. She'd slept for four days. When she reached the front door, she cringed from the daylight outside. It hurt. Even though the sky was so overcast that rain or snow looked imminent, it hurt her eyes. She had to force herself to leave the safety of the house, and then she felt a gnawing paranoia about being out in the open. She slunk along beside fences, staying close to trees, ready to melt into the shadows. She felt like a shadow herself -or a ghost, in Honoria Fell's long white gown. She would frighten the wits out of anyone who saw her. But all her circumspection seemed to be wasted. There was no one on the streets to see her; the town might have been abandoned. She went by seemingly deserted houses, forsaken yards, closed stores. Presently she saw parked cars lining the street, but they were empty, too. And then she saw a shape against the sky that stopped her in her tracks. A steeple, white against the thick dark clouds. Elena's legs trembled as she made herself creep closer to the building. She'd known this church all her life; she'd seen the cross inscribed on that wall a thousand times. But now she edged toward it as if it were a caged animal that might break loose and bite her. She pressed one hand to the stone wall and slid it nearer and nearer to the carved symbol. When her outspread fingers touched the arm of the cross, her eyes filled and her throat ached. She let her hand glide along it until it gently covered the engraving. Then she leaned against the wall and let the tears come. I'm not evil, she thought. I did things I shouldn't have. I thought about myself too much; I never thanked Matt and Bonnie and Meredith for all they did for me. I should have played more with Margaret and been nicer to Aunt Judith. But I'm not evil. I'm not damned. When she could see again, she looked up at the building. Mr. Newcastle had said something about the church. Was it this one he meant? She avoided the front of the church and the main doorway. There was a side door that led to the choir loft, and she slipped up the stairs noiselessly and looked down from the gallery. She saw at once why the streets had been so empty. It seemed as if everyone in Fell's Church was here, every seat in every pew filled, and the back of the church packed solid with people standing. Staring at the front rows, Elena realized that she recognized every face; they were members of the senior class, and neighbors, and friends of Aunt Judith. Aunt Judith was there, too, wearing the black dress she'd worn to Elena's parents' funeral. Fell's Church was here, every seat in every pew filled, and the back of the church packed solid with people standing. Staring at the front rows, Elena realized that she recognized every face; they were members of the senior class, and neighbors, and friends of Aunt Judith. Aunt Judith was there, too, wearing the black dress she'd worn to Elena's parents' funeral. â€Å"†¦ share our remembrances of this very special girl,† he said, and he moved aside. Elena watched what happened after with the unearthly feeling that she had a loge seat at a play. She was not at all involved in the events down there on stage; she was only a spectator, but it was her life she was watching. Mr. Carson, Sue Carson's father, came up and talked about her. The Carsons had known her since she was born, and he talked about the days she and Sue had played in their front yard in the summer. He talked about the beautiful and accomplished young lady she had become. He got a frog in his throat and had to stop and take off his glasses. Sue Carson went up. She and Elena hadn't been close friends since elementary school, but they'd remained on good terms. Sue had been one of the few girls who'd stayed on Elena's side after Stefan had come under suspicion for Mr. Tanner's murder. But now Sue was crying as if she'd lost a sister. â€Å"A lot of people weren't nice to Elena after Halloween,† she said, wiping her eyes and going on. â€Å"And I know that hurt her. But Elena was strong. She never changed just to conform to what other people thought she should be. And I respected her for that, so much†¦Ã¢â‚¬  Sue's voice wobbled. â€Å"When I was up for Homecoming Queen, I wanted to be chosen, but I knew I wouldn't be and that was all right. Because if Robert E. Lee ever had a queen, it was Elena. And I think she always will be now, because that's how we'll all remember her. And I think that for years to come the girls who will go to our school might remember her and think about how she stuck by what she thought was right†¦Ã¢â‚¬  This time Sue couldn't steady her voice and the reverend helped her back to her seat. The girls in the senior class, even the ones that had been nastiest and most spiteful, were crying and holding hands. Girls Elena knew for a fact hated her were sniffling. Suddenly she was everybody's best friend. There were boys crying, too. Shocked, Elena huddled closer to the railing. She couldn't stop watching, even though it was the most horrible thing she had ever seen. Frances Decatur got up, her plain face plainer than ever with grief. â€Å"She went out of her way to be nice to me,† she said huskily. â€Å"She let me eat lunch with her.† Rubbish, Elena thought. I only spoke to you in the first place because you were useful in finding out information about Stefan. But it was the same with each person who went up to the pulpit; no one could find enough words to praise Elena. â€Å"I always admired her†¦Ã¢â‚¬  â€Å"One of my favorite students†¦Ã¢â‚¬  When Meredith rose, Elena's whole body stiffened. She didn't know if she could deal with this. But the dark-haired girl was one of the few people in the church who wasn't crying, although her face had a grave, sad look that reminded Elena of Honoria Fell as she looked on her tomb. â€Å"When I think about Elena, I think about the good times we had together,† she said, speaking quietly and with her customary self-control. â€Å"Elena always had ideas, and she could make the most boring work into fun. I never told her that, and now I wish I had. I wish that I could talk to her one more time, just so she would know. And if Elena could hear me now†-Meredith looked around the church and drew a long breath, apparently to calm herself-â€Å"if she could hear me now, I would tell her how much those good times meant to me, and how much I wish that we could still have them. Like the Thursday nights we used to sit together in her room, practicing for the debate team. I wish we could do that just once more like we used to.† Meredith took another long breath and shook her head. â€Å"But I know we can't, and that hurts.† What are you talking about? Elena thought, her misery interrupted by bewilderment. We used to practice for the debate team on Wednesday nights, not Thursdays. And it wasn't in my bedroom; it was in yours. And it was no fun at all; in fact, we ended up quitting because we both hated it†¦ Suddenly, watching Meredith's carefully composed face, so calm on the outside to conceal the tension within, Elena felt her heart begin to pound. Meredith was sending a message, a message only Elena could be expected to understand. Which meant that Meredith expected Elena to be able to hear it. Meredith knew. Had Stefan told her? Elena scanned the rows of mourners below, realizing for the first time that Stefan wasn't among them. Neither was Matt. No, it didn't seem likely that Stefan would have told Meredith, or that Meredith would choose this way of getting a message to her if he had. Then Elena remembered the way Meredith had looked at her the night they had rescued Stefan from the well, when Elena had asked to be left alone with Stefan. She remembered those keen dark eyes studying her face more than once in the last months, and the way Meredith had seemed to grow quieter and more thoughtful each time Elena came up with some odd request. Meredith had guessed then. Elena wondered just how much of the truth she'd put together. Bonnie was coming up now, crying in earnest. That was surprising; if Meredith knew, why hadn't she told Bonnie? But maybe Meredith had only a suspicion, something she didn't want to share with Bonnie in case it turned out to be a false hope. â€Å"Thank you,† Bonnie said, wiping her streaming eyes. She tilted her head back to look at the ceiling, either to regain her poise or to get inspiration. As she did, Elena saw something that no one else could see: she saw Bonnie's face drain of color and of expression, not like somebody about to faint, but in a way that was all too familiar. A chill crawled up Elena's backbone. Not here. Oh, God, of all times and places, not here. But it was already happening. Bonnie's chin had lowered; she was looking at the congregation again. Except that this time she didn't seem to see them at all, and the voice that came from Bonnie's throat was not Bonnie's voice. â€Å"No one is what they appear. Remember that. No one is what they appear.† Then she just stood there, unmoving, staring straight ahead with blank eyes. People began to shuffle and look at one another. There was a murmur of worry. â€Å"Remember that-remember-no one is what they seem†¦Ã¢â‚¬  Bonnie swayed suddenly, and Reverend Bethea ran to her while another man hastened up from the other side. The second man had a bald head that was now shining with sweat-Mr. Newcastle, Elena realized. And there at the back of the church, striding up the nave, was Alaric Saltzman. He reached Bonnie just as she fainted, and Elena heard a step behind her on the stair.