Human Trafficking Research Paper Example | Topics and Well Written Essays - 2750 words

Human Trafficking - Research Paper Example This examination paper will investigate the issue of human dealing, see its causes, impacts, how it very well may be forestalled and dissect its size in a couple of test drawing nations. In spite of the way that human dealing is one of the fundamental issues confronting the world at present, there is no dependable information that can be utilized to appraise the quantity of people dealt yearly. The UN Office on Drugs and Crime, a body that is answerable for observing dealing for the United Nations, clarifies that assessing the specific size of the human dealing is a troublesome assignment in light of the fact that the demonstration is carried out underground, and it frequently go misidentified or not recognized at all.2 what's more, casualties of human dealing are frequently reluctant to report instances of snatching to the authority due to the customary harsh dangers they get from the dealers. In any case, different dubious research examines gauge that at any rate 600,000 to 800,000 little youngsters and ladies are dealt every year over the world. These are unnerving figures, particularly considering the way that the figures don't represent the quantity of people dealt inside their own nations. Lion's share of the human dealing casualties are tricked into the bad habit by the bogus guarantees made with respect to work opportunities.3 This is normal particularly in the creating nations or the purported underdeveloped nations, where the degree of neediness is amazingly high. Sources demonstrate that a noteworthy number of ladies who are dealt from these nations are attracted into this exchange utilizing bogus marriage as the lure. In the created nations, for example, USA, the vast majority of the human dealing cases are identified with sexual purposes. As per an examination that was led on this subject in the nation, over 40% of all the human dealing examinations in the USA are identified with sexual dealing of a kid and generally 80% of such cases include United States residents.

Emerging Markets: Brazil Case Study Essay

I. Synopsis Brazil’s farming bit of leeway originates from its broad regular assets. The country’s contenders either use more supplies or additional time so as to yield a sum that can match Brazil’s creation. Albeit each other nation wants the agrarian creation equipped for Brazil, Brazil‘s government is resolved to put resources into industrialization so as to modernize its economy. While Brazil has a lot of regular assets accessible for use, its legislature must give the subsidizing of the developing industrialization, to include: vitality, materials, and expanded worker income. II. Issue Brazil’s accomplishment in farming is credited to immense grounds, various atmospheres, and an enormous populace pool for work (Brazil Agribusiness Report †Q4 2013, 2013). Regardless of its strong base in horticulture, the Brazilian government is endeavoring to modernize the economy through industrialization. Close by this development comes the â€Å"Brazil† cost: the expanded working expense of vitality, crude materials, and wages. Likewise, notwithstanding paying more to industrialize, the administration remunerates household, uncompetitive ventures empowering the hypothesis of protectionism. III. Powerful Solutions/Strategies Because of Brazilian President Dilma Rousseff’s wants to turn into a world-class fabricating base, the nation can reconsider its relative bit of leeway in farming and divert assets exclusively to those organizations. As per Brazil Agribusiness Report †Q4 2013, its horticultural creation is yielding lower than anticipated numbers as for universal principles, consequently, still has potential for development. On the other hand, Brazil can plan by tending to agrarian shortcomings by means of industrialization. To start with, hold onto the chance to develop and re-assault framework to advance extension and rivalry. At that point, take into consideration raised earnings, as they will diminish farmers’ obligations and take into consideration reinvestment in the economy. At long last, in spite of the fact that the â€Å"Brazil cost† will sting for the time being, a more generously compensated populace will bring about a clean environmentâ producing more prominent nature of items. Thusly, already instated non-duty hindrances because of wellbeing concerns will diminish taking into consideration a more prominent level of extension. IV. Inquiries for Discussion For what reason is Brazil’s horticulture so serious? For what reason do its assembling businesses need intensity? Brazil’s horticulture is serious on the grounds that its condition contains regular and economical assets that different countries would need to invest additional energy and cash to deliver or gain. Besides, Brazil increased an unmistakable near preferred position in farming and domesticated animals by getting rid of nontariff obstructions and lessening import taxes on comparable items different nations were attempting to bring into the nation (Brazil: Economic foundation, 2006). As to immature assembling ventures, Brazil needs intensity for a similar explanation its farming rivals miss the mark. The â€Å"Brazil cost† of vitality, crude materials, and wages is exponential contrasted with another country prepared to gain by assembling. Accordingly, residential mechanical items are expensive contrasted with worldwide contenders so customers will visit the contender. Why have Brazil’s governments in both the twentieth and 21st century been anxious to create world-class fabricating? As indicated by the end case, the Brazilian government tries to modernize its economy through world-class fabricating. I would contend that the center explanation is to accomplish globalization through a blend of assembling and agribusiness. Utilizing globalization implies more noteworthy financial development and ways of life, just as drawing in various low-end fabricating occupations. In this manner, by modernizing its economy, Brazil braces its potential as a created economy, which could dispatch it onto the worldwide stage for rivalry in industry. In what manner would brazil be able to move a portion of its assets from uncompetitive ventures to serious enterprises? Through asset versatility, Brazil can move assets utilized in uncompetitive businesses to serious ventures so as to support the serious industries’ potential. Besides, the legislature can move key mediation and appropriations from uncompetitive enterprises to serious businesses. ON ETHICS: While President Rousseff’s pundits blame her for overlooking Brazil’s absence of relative preferred position in assembling, her supporters contend that her arrangements power Brazil to decrease its reliance onâ foreign-made assembling products. If you somehow managed to partake in this discussion, which side would you be on? I would be in favor of her supporters. Through research, I have discovered that Brazil can possibly develop its farming divisions through industrialization. By diminishing assembling imports and delivering and utilizing its own modern items, Brazil not just builds household salary and the way of life, yet in addition cements the nation’s relative bit of leeway in agribusiness. In spite of the fact that, I will say that finding the harmony between coordinating assets towards industry versus horticulture will be a sensitive journey. References Brazil: Economic foundation. (2006). (). New York: The Economist Intelligence Unit. Recovered from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/466598073?accountid=27203 Brazil Agribusiness Report †Q4 2013. (2013). (). London: Business Monitor International. Recovered from http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/1436333107?accountid=27203

Basic Facts About OxyContin A Highly Addictive Drug

Basic Facts About OxyContin A Highly Addictive Drug More in Addiction Drug Use Opioids Cocaine Heroin Marijuana Meth Ecstasy/MDMA Hallucinogens Prescription Medications Alcohol Use Addictive Behaviors Nicotine Use Coping and Recovery Oxycontin is the time-release form of oxycodone which is typically prescribed for chronic and severe pain. Due to the fact that it can contain a large amount of oxycodone, it has become one of the most abused prescription drugs in the United States. OxyContin is a semi-synthetic opioid analgesic prescribed for chronic or long-lasting pain.?? The active ingredient is oxycodone, which is also found in drugs like Percodan and Tylox. OxyContin can contain between 10 and 80 milligrams of oxycodone in a timed-release tablet, compared to about five milligrams a day in Percodan. How Its Used Generally, OxyContin is prescribed to be taken twice a day, a benefit over other pain-relieving medications that have to be taken several times a day. OxyContin is available in tablet form in seven dosage levels from 10 to 80 milligrams. It is usually prescribed to help patients with chronic pain, such as back and neck pain. It may also be prescribed to cancer patients to help decrease pain and improve function. How Its Abused OxyContin abusers either crush the tablet and ingest or snort it or they dilute it in water and inject it. Crushing or diluting the tablet disarms the timed-release action of the medication, but crushing OxyContin in this way can give the user a potentially fatal dose.?? In 2010, the FDA approved a new formulation of OxyContin to prevent such tampering. The drug maker, Purdue Pharma LP, made changes so that breaking up the tablet does not immediately release oxycodone. Also, if someone attempts to dissolve these new tablets for syringe injection, the liquid becomes gummy. Despite these measures, the FDA continues to admit that abuse and misuse of OxyContin remain possible. Further, there is an increase in OxyContin abusers who are turning to heroin because it is a significantly lower-cost opioid. According to a 2013 study, nearly 80% of American heroin users reported misusing prescription opioids like OxyContin and Vicodin before they were introduced to the illicit street drug.?? Some of the street names for OxyContin include Oxy, O.C., Cotton, kickers, Ox, OCs, beans,  rushbo, Orange County,  killer, and hillbilly heroin. It is frequently mispronounced and misspelled as oxycotton. Effects Under the prescribed dosage, OxyContin is an effective pain reliever. When crushed and snorted or injected, the drug produces a quick and powerful high that some abusers compare to the feeling they get when doing heroin. The National Institute on Drug Abuse (NIDA) reports that in some areas of the country, OxyContin abuse rates are higher than heroin abuse. OxyContin, like heroin and other opioids, is a central nervous system depressant. An overdose can cause respiratory failure and death. Some symptoms of OxyContin overdose include: Slow breathing (respiratory depression)SeizuresDizzinessWeaknessLoss of consciousnessComaConfusionTirednessCold and clammy skinSmall pupilsReduced visionNauseaVomitingClouding of mental functions In Case of Overdose If you believe someone has taken an overdose of OxyContin, call 9-1-1 immediately. Narcan (naloxone hydrochloride) is an emergency medication  designed to counteract an opioid overdose. First-responders can use it to revive someone if they can reach them soon enough. If medical attention is received promptly, there may be few long-term consequences of an overdose. When treatment is delayed, an overdose of OxyContin can be fatal or result in permanent brain damage. Is It Addictive? Like all opioids, OxyContin has the potential to be highly addictive. Due to the potential for abuse,  OxyContin is a Schedule II drug  under the U.S. Controlled Substances Act (CSA).   Even pain patients who use the drug as prescribed are advised against suddenly stopping  OxyContin use. Instead, the dosage should be gradually reduced to avoid withdrawal symptoms. However, very few people who take OxyContin as prescribed become addicted to the drug. Abusers of the drug, who take a higher than the prescribed dosage, can develop a tolerance for OxyContin. This can cause them to take ever-increasing amounts to achieve the same effect. It is possible to become addicted or dependent on the drug rather quickly. Opioid Addiction Discussion Guide Get our printable guide to help you ask the right questions at your next doctors appointment. Download PDF Withdrawal Symptoms Oxycontin withdrawal symptoms  can begin as soon as six hours after the last dose and can last up to one week.?? People who have gone through OxyContin withdrawal compare the process to the intensity of  heroin withdrawal: Tiredness or fatigueConstant yawningHot/cold sweatsHeart palpitationsJoint and muscle achesNausea and vomitingUncontrollable coughingDiarrheaInsomniaWatery eyesDepression

Communication Is A Part Of Everyday Life Essay - 1383 Words

Communication and Leadership Melissa Stevens ORG 300-5 Applying Leadership Principles Dr. Barbara-Leigh Tonelli September 29, 2016 Communication is a part of everyday life. Not only is it present in our personal lives, but in the workplace as well. Communication is an essential skill that we cannot avoid, and should be perfected as a goal in improving your leadership efficiency. When in a leadership role, the leader must influence others effectively. Being an influence to others can come in many different forms, and these forms can be best utilized in certain situations. The best way to influence others would be through communication, making this an essential skill for those wanting to become effective leaders. As a leader, one must adapt and refine any skills that are inadequate in order to better themselves and become a more efficient leader. Leadership is the process of social influence. (Kruse, 2013.) The definition of communication is ability to convey information to another effectively and efficiently. Business managers with good verbal, non verbal and written communication skills help facilitate the shar ing of information between people within a company for its commercial benefit. (â€Å"What are communication skills? Definition and meaning,† 2016.) These two definitions go hand in hand, you cannot have one without the other. Effective leaders are able to communication effectively and overcome any barriers, and strive to betterShow MoreRelatedTechnology and Communication: Most Essential Part of Everyday Life1350 Words   |  6 PagesTechnology and Communication The most essential part of everyday life is communication, this allows people to express information to each other. Within todayÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒ ¢Ã¢â‚¬Å¾Ã‚ ¢s world, technology has changed the communication techniques with new advances that have evolved. This statement is true within the personal lives of the people and at their workplaces. The new technology within the criminal justice system has modified the communication capabilities with specializes databases. The AutomatedRead MoreNonverbal Communication During The Middle East961 Words   |  4 PagesNonverbal Communication Before going over the slides and watching the documentary on nonverbal communication I never knew how important it is in our everyday life. I was aware of general signs like eye rolls, smiling, looking down, but I never realized things such as handshakes and back pats had such an impact on the message being portrayed. This chapter had definitely taught me some things that will benefit me immensely in my future career as well as my everyday life from now on. 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Essay on Two Months - Personal Narrative - 973 Words

Two Months - Personal Narrative The day my sister left for England, something inside of me woke up. It felt like the desert sand being surprised by cool wet rain, my amazement and surprise was just the same. The reality that this was really happening, we really were being separated, all became too much for me. As close as two siblings could be, it is often difficult to distinguish between Georgie and I. One wonders, where does Georgie start, and where do I begin? Who developed the sarcastic wit, and who picked it up as the years went by? My life is so extraordinary linked to this woman. She is vibrant, she is intelligent. She is beauty that is discovered in the rarest of places, she is the lyrics in that sad song. She is the stars that I†¦show more content†¦At the departure gate I tried to tell her just how much she meant to me, but I never did quite manage to find the right words. There was spluttering, hugging, pleading and kissing. Her boyfriend of four months, sobbing like a little boy, begging her no t to go. My mother looking sordidly normal, making us all wonder why she was not wrought with despair. My grandpa shaking his head at the way the young lovers said goodbye, and my father beaming with pride that his daughter was taking on such a challenge. And then there was me, baffled and unable to speak, gagging on tears and clinging to her side. All too suddenly she walked into the line of assorted passengers, blending well with the crowd. I remember being amazed that she could stand there with such certainty, being willing to take the step onto the massive super white plane. After I felt sure she would not look back, she shot a glance my way, and I think it was then that I understood her. This was her life, and her chance to be free. This challenge was a mountain that no mountaineer would easily climb, and here she was, climbing so faithfully, her support network soon to be a million miles from her. 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Health Spa Free Essays

string(106) " York Properties when shown the space available at 200 West Street in Raleigh’s Warehouse district\." Space aims to be the premier spa/salon in the Raleigh, NC area. Through a unique combination of offered services and products, they will quickly gain market share. SoulSpace will provide customers with a relaxing, rejuvenating atmosphere where all of their mind and body needs can be met. We will write a custom essay sample on Health Spa or any similar topic only for you Order Now The business will be set up as a partnership with Steve Long, Debby Long, and Linda Hill-Chinn owning equal portions of the operation. Products and Services SoulSpace offers a wide variety of mind and body healing services and products.The salon aspect of the business will provide both males and females with any type of hair styling services. The spa business is devoted to providing holistic methods of massage, body work, and energy work. This is all done in a relaxing, serene setting. Location SoulSpace has chosen Raleigh, NC as their city for the business venture. Raleigh has consistently over the last few years been voted the best place to work and live in the USA, frequently making the top five and ten lists of Forbes, Money, and Inc. magazines.Raleigh has one of the most educated populations that loosely correlates to earning potential, or at least indicates a higher average household income. Additionally, the downtown  area has undergone a recent renovation that has attracted a lot of new businesses as well as become a hot urban area. Competitive Edge SoulSpace’s competitive edge is their unique combination of services, location, and customer-centric focus. Both the extraordinary services and location has been detailed previously. SoulSpace has set out since its inception to provide quality, dependable services.SoulSpace has an innovative training program that is extensive in its depth, properly training employees to provide an unprecedented level of customer service. All customers will leave SoulSpace with a feeling that their needs were met well beyond any expectations that they previously had and far better than any competitor. This customer-centric business model is not just rhetoric, there are financial incentives in place for employees to offer unprecedented levels of service. This will ensure a high rate of return customers, allowing SoulSpace to meet their ambitious goal of 90%. FinancialsSoulSpace has forecasted substantial sales revenues by year two. Also by year two the business will reach profitability and have achieved  a healthy profit before taxes. When SoulSpace begins their fundraising efforts they will consider options such as LLC status to replace the partnership business formation that they have currently adopted. SoulSpace is an exciting business that provides a combination of sought after services that are not currently offered by a direct competitor. SoulSpace will provide a relaxing, serene setting for a variety of mind and body rejuvenation services for the booming Raleigh population. . 1 Objectives The objectives for SoulSpace are outlined below: 1. Substantial sales  revenue by end of second year. 2. Profit before tax by end of second year. 3. Have clientele return rate of  90% by end of first year. 4. Become established community destination by end of  first year. 1. 2 Mission SoulSpace will provide a comforting, yet stimulating, atmosphere in which customers will be able to relax both their body and mind, reconnecting their daily lives to their true purpose through a wide range of holistic methods including massage, body works, energy works, and hair styling.SoulSpace will establish itself as a dependable destination to which they can always come to escape the stresses of life, and rejuvenate their energies, their souls, and their lives. 1. 3 Keys to Success 1. Quality and skilled employees familiar with energy work and oriented to a soothing spiritual disposition. 2. Establish trust within the community that each customer’s needs will be taken care of during every visit. 3. Easily accessible location. 4. Effective advertising. Company Summary SoulSpace Holistic Spa and Salon is a new destination offering customers the unique combination of hair styling, massage,  body and energy work, and raining, all in one beautifully serene setting. Soulspace will offer all ranges of hair styling, therapeutic massage, manicure, facial, sauna, Reiki, therapeutic touch, and specific complimentary product offerings. The goal and promise of SoulSpace can be summed up in our name and slogan:  SoulSpace Holistic Spa and Salon–Rejuvenate Your Life! 2. 1 Company Ownership SoulSpace, at this time, is a privately held partnership, owned by Steve and Debby Long and Linda Hill-Chinn. In the course of fund raising, we will explore the feasibility of both a partnership, and a limited liability partnership. . 2 Start-up Summary In the following  table, the start-up cash has been marked for the estimated amount needed to cover operational expenses for the first two months. Start-up Funding| | | Start-up Expenses to Fund| $94,000| Start-up Assets to Fund| $66,000| Total Funding Required| $160,000| | | Assets| | Non-cash Assets from Start-up| $6,000| Cash Requirements from Start-up| $60,000| Additional Cash Raised| $0| Cash Balance on Starting Date| $60,000| Total Assets| $66,000| | | | | Liabilities and Capital| | | | Liabilities| | Current Borrowing| $0| Long-term Liabilities| $0|Accounts Payable (Outstanding Bills)| $0| Other Current Liabilities (interest-free)| $0| Total Liabilities| $0| | | Capital| | | | Planned Investment| | Investor 1| $66,000| Investor 2| $47,000| Investor 3| $47,000| Additional Investment Requirement| $0| Total Planned Investment| $160,000| | | Loss at Start-up (Start-up Expenses)| ($94,000)| Total Capital| $66,000| | | | | Total Capital and Liabilities| $66,000| | | Total Funding| $160,000| Start-up| | | Requirements| | | | Start-up Expenses| | Legal| $4,000| Stationery etc. | $2,000| Brochures| $3,000| Construction/Design| $30,000|Insurance| $3,000| Rent| $20,000| Research and Development| $0| Expensed Equipment| $15,000| Other| $17,000| Total Start-up Expenses| $94,000| | | Start-up Assets| | Cash Required| $60,000| Start-up Inventory| $6,000| Other Current Assets| $0| Long-term Assets| $0| Total Assets| $66,000| | | Total Requirements| $160,000| 2. 3 Company Locations and Facilities Target sites for SoulSpace  include downtown Raleigh in the Warehouse District and Art Districts, West Raleigh near Entertainment Sports Arena, and a  rural area off route 40/440 between Raleigh and Cary.SoulSpace will need at least 4,000 square feet (sq. ft. )  of space. Initial estimates put leasing between $12/sq. ft. to $28/sq. ft. (inclusive of tax and accommodations). Contact has been made with Mary Hobbson of Grub amp; Ellis Real Estate for 4,200 sq. ft. at 510 Glenwood Avenue downtown Raleigh. This site is within the target priority area in part of the Warehouse District in what is now referred to as Glenwood South. The lease is $28/sq. ft. , making estimated payments at $9,800/month, the most expensive of all target sites.We also have met with Peter Pace of York Properties when shown the space available at 200 West Street in Raleigh’s Warehouse district. You read "Health Spa" in category "Papers" This space is in priority target range, and will be two blocks from the Raleigh Commuter Rail Hub due to open in the next five to eight years. The location is spacious at 10,000 sq. ft. , with first floor (5,000 sq. ft. ) leasing at $12. 50/sq. ft. and the basement floor (5,000 sq. ft. ) leasing at $8/sq. ft. , which averages out to $10. 25/sq. ft. for the entire 10,000 sq. ft. location. This makes this space cheaper than the other locations, and has twice the space. We have also met with David Stowe of Anthony Allenton Real Estate when shown space at the Royal Bakery on Hillsborough Street across from Meredith College. This location is within priority target, and has 6,000 sq. ft. at $20. 60/sq. ft. This site is extremely attractive for it offers many accommodations such as plumbing, electrical, and hvac, that will save us tremendously on construction costs, thusly counterbalancing the expense of rent, which is only $300, over our high-ended estimated budget.Also, this space is primely located on Hillsborough, 1/4 mile from the Beltine, and two miles from Highway 40. It is also the site of a future Commuter Rail Station. They have also built a large parking decking which will be free to all patrons. Products and Services SoulSpace will provide customers with personal beautifying and relaxational services and complimenting products, as well as training in specific forms of energy work, accessible materials on a wide range of health-related topics, and the option to purchase artwork displayed in SoulSpace.Explanations and/or consultations will be provided on all services and products if needed. 3. 1 Product and Service Description 1. Men and Women Hair Styling:  Men’s  ($30 average)  and women’s  ($40 average)  color ($75), perm ($80), and combos ($80-$120). Selected hair care products (shampoos, conditioners, cleansers, brushes, mirrors) will be sold as well. 2. Body Works:  Massage ($60), other massage/body works ($65 average), facials ($60 average), manicures ($45), pedicures ($50-$65), waxing ($20 average), aromatherapy ($40), and combos ($60-$200 depending).Specific complementing products will be sold as well. 3. Energy Works:  Reiki (1/2 hour $35, 1 hour $60), energy revitalization (1 hour $60), and therapeutic touch (1 hour $60). Customers will include  people wishing to strengthen their physical body, mind, and spirit through the cleaning and revitalizing of their energetic system (i. e. , aura, human energy field). The Reiki offered will be traditional Usui Shiki Ryoho, the predominant form of Reiki practiced worldwide, which originated in Japan from it’s rediscoverer Dr. Mikao Usui. Reiki is a hands-on â€Å"stepping† method of balancing the energy field. Energy revitalization and therapeutic touch are energy field cleansing and revitalizing techniques working with the outer levels of the energy field along with Reiki. 4. Artwork: Most of the artwork in SoulSpace will be  by local artists, for sale to the customers. SoulSpace will earn a 15% commission on each piece sold. This adds an extra element of community integration to SoulSpace with an added emphasis of the art being from beginning artists, and that the art be spiritual and/or modern in form. 3. 2 Competitive Comparison There are many salons in the greater Raleigh area but no direct competitors. There are many places offering massage, but there are only ten day spas, of which only four are a spa/salon. There is one place offering energy work, in Clayton (30 minutes southeast from downtown Raleigh). All energy work practitioners are private, of which there are only ten working full-time, with most of them concentrating on other alternative modalities, and an estimated ten (twenty at the very most) part-time energy practitioners. Not including Chapel Hill and Durham, the above service an estimated population of at least 800,000, with that figure growing by an estimated 6,000 persons daily. . 3 Sales Literature Services brochure, logo/slogan with advertising to be included, and a planned website. 3. 4 Fulfillment SoulSpace services sell themselves as a natural way to rejuvenate one’s life. 3. 5 Technology SoulSpace will sell complementing products of the highest quality that have not been created through the testing of animals, and are of the latest scientific knowing for effecting the desired results for body beautification and energetic balancing maintenance. 3. 6 Future Products and Services SoulSpace will add healing touch when Steve Long earns his certification.SoulSpace will always  remain involved with the best spa relaxational techniques offered, and will implement them if deemed appropriate and feasible for SoulSpace clientele. Market Analysis Summary There are no exact competitors, and few related competitors in the greater Raleigh area. There are no related competitors in the downtown Raleigh area. The space at 510 Glenwood was recommended to us by the managing realtors because they had targeted that space for a spa type tenant. By nature of the service SoulSpace will provide, success will be readily achieved. 4. 1 Market SegmentationOur target market will be divided by salon customers and spa customers. Salon customers will be from every age and gender; however, since the salon and spa will be in direct association with each other, we expect that the spa market segment will greatly affect the salon market segment. Thusly, our target market segment will be male and female professionals and retirees, from the age of 25, with individual and household incomes greater than $25,000. Market Analysis| | | Year 1| Year 2| Year 3| Year 4| Year 5| | Potential Customers| Growth| | | | | | CAGR| +$25K 5 mi. Radius Raleigh| 2%| 50,500| 51,510| 52,540| 53,591| 54,663| 2. 0%| +$25K 5 mi. Radius West Raleigh| 2%| 53,000| 54,060| 55,141| 56,244| 57,369| 2. 00%| Total| 2. 00%| 103,500| 105,570| 107,681| 109,835| 112,032| 2. 00%| 4. 2 Target Market Segment Strategy The members of these market segments have luxury money on hand, and lead professional lives  filled with stress at a consistent level. All persons usually need hair styling regardless of income level, and make the effort to find the money available to style their â€Å"look. † 4. 2. 1 Market Needs People love to pamper themselves, especially people who have achieved a modicum level of professional success.Raleigh has become  a bastion for the successful, having consistently been named as one of the best cities in America to live and to do business in since the mid 1990’s. This has created a community of wealth, mobility, and growth. Raleigh has successfully implemented a refurbishing plan of â€Å"old† downtown, which now makes Glenwood South, the Warehouse District, and Hillsborough Street one of the most popular destinations in the whole city. 4. 2. 2 Market Trends With the refurbishment of Raleigh’s Warehouse District, including Glenwood South, and it’s continual development of downtown Raleigh, this area will nly become more popular. 4. 2. 3 Market Growth When  Forbes, Inc. ,  and  Money, Inc. listed Raleigh as the best place to live and do business, and subsequently listed Raleigh in the top five and top ten in the following years, a population boom ensued in the late 1990’s. The North Carolina census released in October 2000 reports  that an average of 6,000 persons per day were relocating to the greater Raleigh area. According to this census, the Triangle has one of the highest concentrations of Ph. D. ‘s per square mile in the world. The average income per household is $40,000-$60,000  and climbing. According to the  Raleigh News amp; Observer  reports of Raleigh City Counsel meetings concerning growth, the continuing refurbishment of downtown Raleigh is a top priority, along with a complete overhaul of the mass transit system. New buses and taxis are funded and are to be implemented during the next two years. A Commuter Rail System run by the Triangle Transit Authority is supposed to be finalized May 1, 2001, and completed by 2007-2008, with rail stations throughout downtown, running up Hillsborough Street going to RDU Airport then connecting to Chapel Hill and Durham; later phases include branch rails to North Raleigh.The refurbishment plan continues, and downtown is now populated with more destinations than ever, with the plan growing even more businesses. The future looks very promising for a thriving downtown with a continual presence of customers. 4. 3 Service Business Analysis We are part of the retail health and beauty industry which has four major types: 1. Salons: Stores with only hair styling services and products. 2. Day Spas: Stores specializing in body health maintenance through a variety of services and products. 3.Day Spa amp; Salon: Stores combining the services of the two aforementioned. 4. Health amp; Beauty Products: Stores selling only merchandise products covering the wide range of products available but not inclusive of those sold by salons and spas. 4. 3. 1 Main Competitors The main competitors are Salon 21 with a location in downtown Raleigh, Von Kekel with locations in East Cary and North Raleigh, Soigne’ with a location in mid North Raleigh, Emerald City with a location in Northwest Raleigh, Image with a location in far North Raleigh, Millennium 2000 with a location n North Raleigh, Devine with a location in mid North Raleigh, and Warren Scott with a location in far North Raleigh. Also, by nature of their popularity we must also include these spas as main competition: Skin Sense with locations in downtown Cary and far North Raleigh, and Iatria in far North Raleigh. Strengths of the above are services offered: location proximity to major housing developments, and name recognition. The weaknesses of these competitors are general lack of promotion, concentration mainly in North Raleigh.With our target location being downtown Raleigh, we will be servicing East, South, West, and Old Raleigh, as well as downtown commuters. There are no salon-spas in West Raleigh, the closest being Von Kekel in East Cary, and the spa only Skin Sense also in Cary. The only downtown competitor, Salon 21, is very small, not very well known, and concentrates most of their business on the salon end. Our market advantage is wide open, and will give us the opportunity to service a large population base that is not currently being well served.When you include our service of energy works, we become the sole provider of all three services of hair works, body works, and energy works  not only in downtown Raleigh, but for the entire greater Raleigh area. 4. 3. 2 Business Participants Industry participants are those whose services include salon and spa offerings. Salon services concern hair styling, while spa services concern body relaxing and rejuvenating offerings such as massage, and nail  and face works. 4. 3. 3 Competition and Buying PatternsCustomers choose spa and salon services based on proximity to their daily travels from home and work, reputation for quality, and good pricing. With our combined services, we expect to compete mainly against other combination spa-salons. Strategy and Implementation Summary 1. Emphasize quality, originality, and dependability of service. We will differentiate ourselves from our competitors by offering a staff of practitioners who are not only certified in their professions, but will be trained in understanding the dynamics of individual energy systems so as to maximize the connection to their client and more easily meet the needs of he client. 2. We will provide a unique atmosphere. From the name to the ambience of our salon, SoulSpace will distinguish itself as a completely trustworthy and soothing setting where customers can enjoy being pampered and escape the stress of their everyday lives. 3. Build a community relationship-oriented business. We will focus on strengthening the trust of our customer base, and providing not only services, but information that will aid everyone in the progression of obtaining a balanced and healthy lifestyle. We will also work with local artists to provide their work to inspire our customers. 5. Value Proposition Our value proposition is that we will bring a unique mode of relaxation and fulfillment to our community. When people are relaxed, comfortable, and happy, they have the ability to work harder, concentrate better, feel   physically, emotionally, and mentally balanced, and give that happiness back into their homes, workplaces, and community. Simply put, our value proposition is that we help our community become a better place to live and work. 5. 2 Competitive Edge Our competitive edge is  a combination of our unique services, outstanding location, and our interaction with customers. By providing our customers a holistic and integrative spa and salon, we build relationships of trust and satisfaction. Our customers will come to depend on our unique services and fulfilling environment. 5. 3 Marketing Strategy Our marketing strategy is the key to our success: 1. Emphasize  our name and unique services through advertising. 2. Focus on the convenience of our location. 3. Build community relationships through unique and quality service, friendly and caring atmosphere, and establishing absolute dependability of our services. 5. 3. 1 Promotion StrategyOur promotional strategy will be two-fold:  first phase promotion will deal with advertising before, during, and six months following our opening; the second phase advertising will deal with all  long-term advertising. 1. FIRST PHASE PROMOTIONS A. Advertising We will utilize local newspaper, local social and health magazines, local radio, local television, mail-outs to all households within the immediate five mile radius, and  mail-outs to all local business within a five-mile radius. B. Internet We will have a comprehensive website. C. AlliancesWe will place our brochures within the offices of our medical referral clients. 2. SECOND PHASE PROMOTIONS A. Advertising We will continue to place ads in the local social  and health magazines year around. Mail-outs will be done again within a five-mile radius one year later after opening, then again only every three to five years. Radio and television ads will be done only when we have sale promotions during the most stressful times of the year for the Christmas season, and graduation; television ads are not certain, we will evaluate their effectiveness before further implementation.B. Internet We will continue to have a comprehensive website. After the  first six months, and certainly after the first year, we will evaluate the viability of having target clients advertise on our site, and conversely, we will evaluate viability of advertising on our target clients websites (if applicable). C. Alliances This type of advertising will be implemented once we have grown beyond our break-even point. We will also form advertising alliances with any business with whom we share common business goals.We will also implement mutual perks with our business and restaurant neighbors which will aid in local visibility. Advertising promotions with certain restaurants will also be considered. 5. 3. 2 Marketing Programs Owner Steve Long will be responsible for marketing SoulSpace through the advertising channels. The general manager will be responsible for assisting with the implementation of alliance advertising partnerships. Our advertising budget is $10,000 for the first year. Advertising will begin one week prior to opening. 5. 3. 3 Positioning StatementWe will automatically position ourselves as one of the top spa-salons in the greater Raleigh area. Considering that none of the other competitors will offer the range of services we will, or that their staffs will be trained like ours, and that there are not any spa-salons of our type in our target locations, we will be able to provide services to a portion of Raleigh populace not currently being tapped. 5. 3. 4 Pricing Strategy Our pricing strategy will be similar to that of our competitors. We will not charge over, nor substantially under, standard prices for our services.We will be paying our employees a higher straight percentage of their total individual customer sales than our competitors. This will allow us to hire the best employees, and have a built-in motivational factor that will keep them working hard and happily. 5. 4 Sales Strategy 1. Our umbrella sales strategy is to sell SoulSpace to public consumers as a uniquely desirable destination that will enhance their lives. 2. We will sell SoulSpace through each employee’s skill, courtesy, and warmth, creating a trusting impression on all customers, thusly establishing loyalty and return.We will ensure each visit to SoulSpace is a relaxing and memorable experience, so that  customers can always depend on our brand of service when they arrive. 5. 4. 1 Sales Forecast The important elements of the Sales Forecast are shown in the chart and table below. Initial sales forecasts indicate vigorous first year  sales,  almost doubling by the  end of second year, then leveling out somewhat by the  end of third year. These figures are based only on revenue from minimum average estimates from salon stylings and spa massages only, with sales cost reflective of the 60% commission earnings to each stylist/therapist.Sales Forecast| | Year 1| Year 2| Year 3| Sales| | | | Salon Styles Only Revenue| $717,500| $1,400,000| $1,600,000| Spa Massage Only Revenue| $182,500| $350,000| $400,000| Total Sales| $900,000| $1,750,000| $2,000,000| | | | | Direct Cost of Sales| Year 1| Year 2| Year 3| Salon Styles Only Revenue| $429,300| $840,000| $960,000| Spa Massage Only Revenue| $109,500| $210,000| $240,000| Subtotal Direct Cost of Sales| $538,800| $1,050,000| $1,200,000| 5. 4. 2 Sales Programs 1. Our comprehensive brochure will explain  the holis tic nature of our services, and how this benefits the customer. 2.Our website will be comprehensively informative of our services and their benefits. 5. 5 Strategic Alliances We will form alliances with our referral practitioners, local restaurants, offices, and businesses who will be strategically beneficial for generating new customers; we will also form alliances with  local certified massage schools and hair styling schools. 5. 6 Milestones The following table lists important store milestones, with dates, implementation duty, and budgets for each. The milestone schedule emphasizes the timeliness for implementation per the sales and marketing targets listed in detail in the previous topics. Milestones| | | | | | | Milestone| Start Date| End Date| Budget| Manager| Department| Business Plan| 1/15/2001| 2/1/2001| $0| Steve| Owner| Financial Backing| 2/1/2001| 2/5/2001| $200,000| Steve| Owner| Design Contractor Retainer| 2/5/2001| 5/1/2001| $5,000| Steve| Owner| Construction Contractor Retainer| 2/5/2001| 5/1/2001| $20,000| Steve| Owner| Lease Agreement| 1/17/2001| 2/12/2001| $20,000| Steve| Owner| Logo Design| 2/12/2001| 3/1/2001| $1,000| Steve| Owner| Business Cards (Initial)| 2/19/2001| 3/1/2001| $300| Steve| Owner| Brochures| 3/1/2001| 5/1/2001| $3,000| Steve| Owner|Grand Opening| 5/1/2001| 6/1/2001| $0| Steve| Owner| Seven Customers Per Stylist/Therapist| 8/1/2001| 9/1/2001| $0| Steve| Owner| Totals| | | $249,300| | | Management Summary The management philosophy of SoulSpace is based on respect for each of our fellow employees, respect for every customer, and individual responsibility. SoulSpace’s success is dependent on the warmth and uniqueness of its atmosphe re which is generated by a fun-loving and caring employee. The management team will consist of the owner, general manager, and assistant manager (if deemed necessary).We will hire only those whom demonstrate  the qualities necessary for working in a nurturing environment, and the willingness to move forward in study of energetic principals if not already so trained. We will be hiring the ultimate â€Å"people persons. † 6. 1 Organizational Structure Our initial team consists of 14 employees, inclusive of a general manager and an assistant manager,  both of whom will be active stylists/therapists. Employees will be in from the two store divisions of spa and salon. On the salon side there will be 10 stylists and one or two receptionists.There will be room for expansion to 12-15 stylists and three receptionists. The spa side will consist of three massage therapists, one energy therapist, one nail specialist, and one receptionist. There will be room for expansion to five to seven massage therapists, and  two to three energy therapists. 6. 2 Management Team Steven J. Long, co-owner, president:  Founded SoulSpace in 2001. He has a degree in psychology from NC State, a  concentration in industrial/organizational with emphasis on communication.He has been a Reiki Master Usui Shiki Ryoho since 1996 and operates part-time healing practice from home. He has  eight years management experience, six in retail, two in electronic component rep field for distribution. Mr. Long spent  three years in the modeling industry, one as model and two as the manager of an agency in Raleigh in 1991. Deborah L. Long, co-owner:  Debby will not be directly involved in daily operations, but will assist Steve in general organizational planning and vision implementation. Debby currently is the number one co-location sales manager for SpectraSite, Inc. here she has worked for two years. She spent several years as an executive assistant at TDK of America’s Distribution Sales Center in Chicago, and at Cotton Incorporated. She is a level two Usui Shiki Ryoho. Linda Hill-Chinn, co-owner, CFO:  Linda is retired after having spent 15 years as senior national staffing specialist for the American Hospital Association in Chicago, as well as serving on their board of directors for several national projects. She also spent several years managing Planned Parenthood of Chicago. Linda holds a Masters of sociology  from Brown University. Jennifer McElravey, general manager: For the past nine years, Jennifer has been one of the top stylist for Mitchell’s Hair Design of Raleigh and is currently a level five stylist, Salon Designer of the Year ’94-97, and received  extra training at Vidal Sassoon of London, Highest Salon Retail Sales four different years. Jennifer is also a level two Usui Shiki Ryoho. 6. 3 Management Team Gaps We believe the experience of our team covers the needs to make the business plan for SoulSpace a very successful reality.The assistant manager is not named here because that position will be named from the pool of stylists/therapists that will be hired previous to our opening. 6. 4 Personnel Plan The Personnel Plan below reflects our projected need at opening, and carries through the second year expansions. Personnel Plan| | Year 1| Year 2| Year 3| Steve Long, Owner, President| $65,040| $65,040| $65,040| General Manager| $60,000| $60,000| $60,000| %100 Commissioned Employees| $150| $156| $156| Receptionist| $15,360| $15,360| $15,360| Receptionist| $15,360| $30,620| $30,620| Total People| 17| 18| 18| | | | | Total Payroll| $155,910| $171,176| $171,176|Financial Plan The premier element in our financial plan is initiating, maintaining, and improving the factors that create, stabilize, and increase our cash flow: 1. We must create visibility so as to create customer flow. 2. We must maintain a dependable,  happy employee force so as to minimize turnover. 3. Create a brisk turnaround on our retail and art products, always maintaining viable stock levels. 7. 1 Important Assumptions The key underlying assumptions of our financial plan shown in the following general assumptions table are: 1. We assume access to equity capital and financing to support our financial plan. 2.We assume our financial progress based on realistic sales to minimum sales against highest expenses. 3. We assume there will not be an economic crash that would greatly hinder our target market’s access to their personal luxury funds. General Assumptions| | Year 1| Year 2| Year 3| Plan Month| 1| 2| 3| Current Interest Rate| 10. 00%| 10. 00%| 10. 00%| Long-term Interest Rate| 10. 00%| 10. 00%| 10. 00%| Tax Rate| 2. 50%| 0. 00%| 2. 50%| Other| 0| 0| 0| 7. 2 Key Financial Indicators Our most important Key Financial Indicator is when each stylist averages seven customers per day and each therapist averages three customers per day. . 3 Break-even Analysis For our Break-even Analysis we assume estimated monthly operational costs which include payroll, rent, utilities, and other running costs (not including employee draw fund considerations). Payroll alone is only estimated to about 1/2 of those costs. The analysis shows what we need to generate in  revenues per month to break even. This total is 13% less than estimated monthly store gross. This estimation does not include revenue from any other store sources, and is based on a salon customer average of $36 and spa customer average of $60. Our average per customer revenue is estimated at $39.Considering our minimal assumptions show a monthly total customer average of 1,922, we therefore believe our break-even figures can be readily maintained. Break-even Analysis| | | | | Monthly Revenue Break-even| $73,567| | | Assumptions:| | Average Percent Variable Cost| 60%| Estimated Monthly Fixed Cost| $29,525| 7. 4 Projected Profit and Loss There are two important assumptions with our Projected Profit and Loss statement: 1. We  expect to have to pay out from the Draw Fund occasionally. 2. Our revenue is based on minimum estimated averages against highest expense expectations. Pro Forma Profit and Loss| Year 1| Year 2| Year 3| Sales| $900,000| $1,750,000| $2,000,000| Direct Cost of Sales| $538,800| $1,050,000| $1,200,000| Other| $0| $0| $0| Total Cost of Sales| $538,800| $1,050,000| $1,200,000| | | | | Gross Margin| $361,200| $700,000| $800,000| Gross Margin %| 40. 13%| 40. 00%| 40. 00%| | | | | | | | | Expenses| | | | Payroll| $155,910| $171,176| $171,176| Sales and Marketing and Other Expenses| $34,000| $39,000| $41,000| Depreciation| $0| $0| $0| Rent| $120,000| $120,000| $120,000| Leased Equipment| $0| $0| $0| Utilities| $9,000| $9,000| $9,000| Insurance| $12,000| $12,000| $12,000|Payroll Taxes| $23,387| $25,676| $25,676| Other| $0| $0| $0| | | | | Total Operating Expenses| $354,297| $376,852| $378,852| | | | | Profit Before Interest and Taxes| $6,904| $323,148| $421,148| EBITDA| $6,904| $323,148| $421,148| Interest Expense| $0| $0| $0| Taxes Incurred| ($2,907)| $0| $10,529| | | | | Net Profit| $9,810| $323,148| $410,619| Net Profit/Sales| 1. 09%| 18. 47%| 20. 53%| 7. 5 Projected Cash Flow Considering our business is a luxury, retail-oriented business with customers who will pay primarily with credit cards, our cash flow is not dependant on the issuance of invoices and the vagaries of Accounts Payable.We will need a minimum of financing to cover the cash flows of the first year of operations. After that, the cash flow becomes continual. Pro Forma Cash Flow| | Year 1| Year 2| Year 3| Cash Received| | | | | | | | Cash from Operations| | | | Cash Sales| $900,000| $1,750,000| $2,000,000| Subtotal Cash from Operations| $900,000| $1,750,000| $2,000,000| | | | | Additional Cash Received| | | | Sales Tax, VAT, HST/GST Received| $0| $0| $0| New Current Borrowing| $0| $0| $0| New Other Liabilities (interest-free)| $0| $0| $0| New Long-term Liabilities| $0| $0| $0| Sales of Other Current Assets| $0| $0| $0| Sales of Long-term Assets| $0| $0| $0|New Investment Received| $0| $0| $0| Subtotal Cash Received| $900,000| $1,750,000| $2,00 0,000| | | | | Expenditures| Year 1| Year 2| Year 3| | | | | Expenditures from Operations| | | | Cash Spending| $155,910| $171,176| $171,176| Bill Payments| $719,414| $1,263,200| $1,423,005| Subtotal Spent on Operations| $875,324| $1,434,376| $1,594,181| | | | | Additional Cash Spent| | | | Sales Tax, VAT, HST/GST Paid Out| $0| $0| $0| Principal Repayment of Current Borrowing| $0| $0| $0| Other Liabilities Principal Repayment| $0| $0| $0| Long-term Liabilities Principal Repayment| $0| $0| $0| Purchase Other Current Assets| $0| $0| $0|Purchase Long-term Assets| $0| $0| $0| Dividends| $0| $0| $0| Subtotal Cash Spent| $875,324| $1,434,376| $1,594,181| | | | | Net Cash Flow| $24,676| $315,624| $405,819| Cash Balance| $84,676| $400,299| $806,118| 7. 6 Projected Balance Sheet Our Projected Balance Sheet shows we will not have any difficulty meeting our debt obligations as long as our revenue projections are met. Pro Forma Balance Sheet| | Year 1| Year 2| Year 3| Assets| | | | | | | | Current Assets| | | | Cash| $84,676| $400,299| $806,118| Inventory| $54,450| $106,111| $121,269| Other Current Assets| $0| $0| $0| Total Current Assets| $139,126| $506,410| $927,387| | | | |Long-term Assets| | | | Long-term Assets| $0| $0| $0| Accumulated Depreciation| $0| $0| $0| Total Long-term Assets| $0| $0| $0| Total Assets| $139,126| $506,410| $927,387| | | | | Liabilities and Capital| Year 1| Year 2| Year 3| | | | | Current Liabilities| | | | Accounts Payable| $63,316| $107,452| $117,811| Current Borrowing| $0| $0| $0| Other Current Liabilities| $0| $0| $0| Subtotal Current Liabilities| $63,316| $107,452| $117,811| | | | | Long-term Liabilities| $0| $0| $0| Total Liabilities| $63,316| $107,452| $117,811| | | | | Paid-in Capital| $160,000| $16 0,000| $160,000| Retained Earnings| ($94,000)| ($84,190)| $238,958|Earnings| $9,810| $323,148| $410,619| Total Capital| $75,810| $398,958| $809,577| Total Liabilities and Capital| $139,126| $506,410| $927,387| | | | | Net Worth| $75,810| $398,958| $809,577| 7. 7 Business Ratios The follow table contains important business ratios for the  physical fitness facilities  industry, as determined by the Standard Industry Classification (SIC) code, 7991. Ratio Analysis| | Year 1| Year 2| Year 3| Industry Profile| Sales Growth| 0. 00%| 94. 44%| 14. 29%| 15. 90%| | | | | | Percent of Total Assets| | | | | Inventory| 39. 14%| 20. 95%| 13. 08%| 3. 60%| Other Current Assets| 0. 00%| 0. 00%| 0. 00%| 31. 10%|Total Current Assets| 100. 00%| 100. 00%| 100. 00%| 39. 00%| Long-term Assets| 0. 00%| 0. 00%| 0. 00%| 61. 00%| Total Assets| 100. 00%| 100. 00%| 100. 00%| 100. 00%| | | | | | Current Liabilities| 45. 51%| 21. 22%| 12. 70%| 34. 80%| Long-term Liabilities| 0. 00%| 0. 00%| 0. 00%| 27. 60%| Total Liabilities| 45. 51%| 21. 22%| 12. 70%| 62. 40%| Net Worth| 54. 49%| 78. 78%| 87. 30%| 37. 60%| | | | | | Percent of Sales| | | | | Sales| 100. 00%| 100. 00%| 100. 00%| 100. 00%| Gross Margin| 40. 13%| 40. 00%| 40. 00%| 0. 00%| Selling, General ;amp; Administrative Expenses| 39. 37%| 21. 53%| 18. 94%| 73. 20%| Advertising Expenses| 1. 11%| 0. 86%| 0. 5%| 2. 40%| Profit Before Interest and Taxes| 0. 77%| 18. 47%| 21. 06%| 2. 70%| | | | | | Main Ratios| | | | | Current| 2. 20| 4. 71| 7. 87| 1. 10| Quick| 1. 34| 3. 73| 6. 84| 0. 73| Total Debt to Total Assets| 45. 51%| 21. 22%| 12. 70%| 62. 40%| Pre-tax Return on Net Worth| 9. 11%| 81. 00%| 52. 02%| 3. 00%| Pre-tax Return on Assets| 4. 96%| 63. 81%| 45. 41%| 7. 90%| | | | | | Additional Ratios| Year 1| Year 2| Year 3| | Net Profit Margin| 1. 09%| 18. 47%| 20. 53%| n. a| Return on Equity| 12. 94%| 81. 00%| 50. 72%| n. a| | | | | | Activity Ratios| | | | | Inventory Turnover| 10. 91| 13. 08| 10. 56| n. a| Accounts Payable Turnover| 12. 6| 12. 17| 12. 17| n. a| Payment Days| 27| 24| 29| n. a| Total Asset Turnover| 6. 47| 3. 46| 2. 16| n. a| | | | | | Debt Ratios| | | | | Debt to Net Worth| 0. 84| 0. 27| 0. 15| n. a| Current Liab. to Liab. | 1. 00| 1. 00| 1. 00| n. a| | | | | | Liquidity Ratios| | | | | Net Working Capital| $75,810| $398,958| $809,577| n. a| Interest Coverage| 0. 00| 0. 00| 0. 00| n. a| | | | | | Additional Ratios| | | | | Assets to Sales| 0. 15| 0. 29| 0. 46| n. a| Current Debt/Total Assets| 46%| 21%| 13%| n. a| Acid Test| 1. 34| 3. 73| 6. 84| n. a| Sales/Net Worth| 11. 87| 4. 39| 2. 47| n. a| Dividend Payout| 0. 00| 0. 00| 0. 00| n. a| How to cite Health Spa, Papers

THE MEIJI RESTORATION Essays - Empire Of Japan, Meiji Period

THE MEIJI RESTORATION THE MEIJI RESTORATION The Meiji restoration refers to the re-emergence of an emperor in Japan. This change in power came after the fall of the Tokugawa Shogunate, which was caused by the uprising of a group of Samurai who were pro-modernization in Japan. This group, known as the ?oligarchy', had seen the modern ?black ships' of Commander Perry, who came from America seeking trade relations with Japan. The oligarchy became convinced that they would have to let the West infiltrate their society in order to avoid the fate China had seen under the hands of imperialism. The oligarchy saw the need for Japan to learn from the West and gain enough knowledge to be able to remain independent. They overthrew the Shogun and elected a new emperor, an emperor for all of Japan. ?Meiji', meaning "enlightened ruler", was the sixteen-year-old boy they chose for this position. He was small, young and nave, the perfect puppet for the oligarchy to exercise their power through. He ruled for forty-four years but Meiji was merely a symbol of power for a new, united Japan, rather than an actual head of state. The Meiji restoration effected Japan profoundly. Every facet of Japanese life was altered in some way, from economics to education. Japan was now united under one rule, the population, however, was divided. The majority of the people understood Japan's need to modernize but there were also groups of nationalists, working underground, against the Westerners. The Samurai too, were disgruntled with the breaking down of the class system. They had been in a position of power for so long that they were not prepared to become a working part of society. Samurai's had been given everything all their lives on a silver platter, now, they were forced to work for their own food, money etc. Many Samurai committed suicide because they could not cope with these new pressures that they faced. This abolition of feudalism resulted in a controlled taxation system. Farmers were taxed three per cent of theirs lands value, regardless of the income earned from it, which ensured a steady income for the government even whilst the price of rice was fluctuating. This new taxation system and control over Japan's income was essential for Japan to achieve one of its main goals ? modern armed forces. In 1878 General Yamagata returned from Europe, where he had been sent to study their armies, and reorganized Japan's army in the image of the Germans. Otto Von Bismarck, the German Chancellor became Japan's mentor because of his brutal yet powerful leadership skills. The sons of the village people were forced to join the army when the Samurais lost their exclusive right to bear arms, anyone could now use a weapon. The boys were trained as officers, infantry, artillery and engineers. Japan began to export silk and made a large profit doing so. This money was spent buying and building warships and factories. A saying emerged from Japan, "Rich nation, strong military." This showed Japan's determination to be a powerful country, both economically and militarily. Japan's society was also changed because of its advances in industry and technology. Japan realized that to be any sort of formidable power they needed to have western firepower. Guns and other similar items went into production. In the late nineteenth century Japan began to develop other manufacturing industries. Wool and cotton mills were opened by the government and were run by Westernized model factories. Soon many more industries began to develop as the raw materials needed were imported into Japan. The government, which had setup and financed these factories, sold them off the private companies, which developed into financial empires known as Zaibatsu. The most famous of these Zaibatsu was Mitsubishi. The Zaibatsu formed an alliance with the government and were often quite influential on government policies. Japan was given a model train by some Westerners, fifty years later (1872) Japan a locomotive system of it's own. This is definitive of the rate at which Japan modernized. It took Japan just forty years to develop into an independent, self sufficient, part of world-wide economic trade, whilst it had taken the USA over one hundred and fifty years. Along with this new railway line Japan setup other forms of communication systems. A modern postal system came into operation in 1868 and was followed by a telegraph system in 1871. Education in Japan also changed drastically. The first and foremost difference was that schools became compulsory for children- through to University students. The government had realized that for Japan to be a powerful country in the future it's