Litigation or arbitration Free Essay Example, 3000 words

The decisions of adjudicators are usually final. Party can approach the courts for arbitration of the dispute, in which case the dispute will be heard afresh, rather than as an appeal against the adjudication. Alternatively, formal litigation can also be commenced in the courts. In the case of Northern Developments reference was made to the opinions expressed on adjudication in the case of Sherwood and Casson Ltd v Mackenzie; a decision that is erroneous even if the error is disclosed in the reasons, will still not ordinarily be capable of being challenged and should, ordinarily, still be enforced. the adjudication is intended to be a speedy process in which mistakes will inevitably occur. Thus, the court should guard against characterizing a mistaken answer to an issue, which is within an adjudicator's jurisdiction, as being an excess of jurisdiction Through this, a distinction is made in that an adjudicator s decision will be held to be valid even if it contains an error of fact or law, but will be held to be invalid or unsound only if the adjudicator made a decision that he had no jurisdiction to make. We will write a custom essay sample on Litigation or arbitration or any topic specifically for you Only $17.96 $11.86/page An arbitrator s decisions will not be subject to dispute in the Courts because that would undermine their enforceability. Therefore, in spite of the fact that an adjudicator s decisions may be lacking in some areas of the procedure.

The Contributions Of Andrew Jackson And Thomas Jefferson

If Andrew Jackson and Thomas Jefferson faced off, many would argue over which president was better leader and who was more effective. Jackson and Jefferson have more differences among them then they have alike, but they both stood in their beliefs and completed major events that helped with the writings of America’s history. If Jefferson or Jackson had an idea in mind that needed to be completed, they were very effective to get that job done in an efficient time. Both presidents held professions before office and out of the eight years both presidents held in office, many acts were created which aided both men to accomplish the ideas they had. Jackson’s daily life and attitude was considerably different compared to Jefferson but that didn t stop him from getting his job done. Over all Jefferson was the better president and was more efficient thought his works. In the lives before Jackson and Jeffersons were in office, both men held many professions growing up. Both Jack son and Jefferson worked as a planter and as a lawyer. Jackson was a general for the army which set him apart from Jefferson. However, Jefferson held many other occupations that outweighed Jackson. Jefferson was a teacher, philosopher, inventor, author, and many other that he learned by trade. As and author, Jefferson published four writings dealing with the rights of Americans, a book titled The Life and Morals of Jesus of Nazareth, and the main draft of the Declaration of Independence. Jackson neverShow MoreRelatedWinfield Scotts Relationships with the Various Presidents1645 Words   |  7 Pagesincluding Andrew Jackson, William Henry Harrison and Zachary Taylor, he also sought the presidency, but his 1852 campaign was a disaster. As a supporter of the Federalist and later the Whig Parties, he was politically out of favor with almost all the presidents he served, including Thomas Jefferson, James Madison, Andrew Jackson and James K. Polk. He opposed their expansionist policies as well, as did most members of his party, and was privately critical of most of the wars he fought. Jefferson and MadisonRead MoreAndrew Jackson s Impact On The American History1142 Words   |  5 Pages Andrew Jackson made tremendous contributions to the American history. Following the conquest of Florida, Andrew Jackson went on with a number of things that were revolutionary in the history of America. Jackson having led the military campaigns against the Seminole Indians, he was vital in liberating Florida in 1821 after defeating the Spanish troops in Pensacola. He eventually was appointed governer over the state of Florida became the first governor over the state of Florida to take charge ofRead MoreJohn Locke : The Second Treatises Of Government2344 Words   |  10 Pagesâ€Å"overthrow the government.† John Locke kept a similar mindset to that of Hobbes when it comes to the government and its power. Locke’s work and ideas would go on to be highly influential upon Thomas Jefferson during the process of writing the draft of the Declaration of Independence. In th is document Jefferson kept very close ties to Locke’s ideas to create what he believed would be the ideal government. Charles Montesquieu took a leading role in the method in which the United States’ government wouldRead MoreThe Second President Of The United States953 Words   |  4 Pagesall terms that have been used to describe one of the most influential and devoted people in American history, Thomas Jefferson. He published many works that expressed his views of how to strengthen government in America and put power in the hands of the citizens (Wagoner, 2004, pg.19). Throughout my learning experience, Jefferson has been one of the three presidents, besides Andrew Jackson and Abraham Lincoln, who I have gained an interest in because of what he accomplished during his presidency andRead MoreThe Vanishing American: Historical Context Essays1678 Words   |  7 Pagesjustification for the taking of unused lands throughout the period of colonization (qtd. in Takaki 40). By the time the new country was formed, intellectual and political leaders, such as Thomas Jefferson, began to take a dif ferent approach to the Indian problem: assimilation. While on one hand Jefferson wished to see Anglos and peaceful natives long continue to smoke together in friendship, he also believed it would be best if We would never cease pursuing [uncooperative Indians] with warRead MoreJames Madison : The Oldest Of 12 Children1139 Words   |  5 Pages1751 in Orange County, Virginia, was America’s fourth president, he served from 1809 - 1817. He wrote The Federalist Paper, with John Jay and Alexander Hamilton. Many people referred to him as The Father of The Constitution because of his many contributions to the ratification of the Constitution. James Madison was the oldest of 12 children. In 1762 he was sent to a boarding school. When he returned home, his father got him a private tutor because he was concerned about his health and well being.Read MoreThe Age Of Jackson And Jacksonian Democracy1140 Words   |  5 PagesA. The usual labels The Age of Jackson and Jacksonian Democracy analyze Andrew Jackson with the age in which he lived and with the improvement of political democracy. This esteem may amplify his importance, but it also endorses the important truth that Jackson extremely contributed to building the American nation and its politics. Just as contemporaneous artists so regularly characterized him astride his horse overlooking the battlefield, Jackson bestride some of the key streams of nineteenth-centuryRead MorePresidents Of The United States1953 Words   |  8 Pagesexactly the same. The range for determining the success of the president is evaluated by their legacy, contributions to the economic success of t he young nation, and ability to handle foreign affairs. Based on my criteria, I would rank the early presidents in this order of most successful to least successful: George Washington, James Monroe, James Madison, John Adams, Thomas Jefferson, and Andrew Jackson. George Washington, unanimously voted into office, was the first president of the United StatesRead MoreThe American Two Party Political System Essay1285 Words   |  6 PagesHamilton and John Adams. Both were from the Northeast where the Federalist line of thinking was strongest. Thomas Jefferson became the leader of the Anti-Federalists. These two groups really did not considered themselves parties. The founders feared parties because they thought of them as factions. They were self centered and driven by ambition to forward their own self-interests. Thomas Jefferson organized his Anti-Federalist followers and they became known as the Jeffersonian Republicans. ThisRead MoreThe Civil Service Reform Act1446 Words   |  6 PagesWashington are from the very small pool of elite and are perfect conformity with the political views and policy objectives of the chief executive. By the end of the second term of the president Washington the political party becomes to emerge. when Thomas Jefferson become third president he inherited the staff which he removed on the bases of partisan, â€Å"he articulate the first argument for patronage in the system when he contended that a limited number of offices ought to be divided between the parties

Nighteen Eighty-Four by George Orwell - 1970 Words

Throughout George Orwell’s novel Nineteen Eight-Four, the main character, Winston Smith, is shown as a rebellious Party member who often shows his lack of concern of others. Winston’s attitude towards others is emotionless and loveless. Even his wife whom he had been married to for eleven years, he describes as that â€Å"he was capable of forgetting that he had ever been married† (Orwell 67). Also, Syme, Winston’s friend, disappears and Winston shows no sign of sadness or concern. Even towards Winston’s secret lover, whom he had secretly broken Party laws with and shared a sexual relationship, he states that â€Å"he felt love no for her† (Orwell 229). Many of his thoughts could be because of the government’s total control of the country and its people. However, Winston constantly rejects the ideas of the government. There is only one character that Winston seems to never get enough of, O’Brien. Winston is seen constantly bei ng fixated on O’Brien. Winston dreams of and admires O’Brien and is described as being â€Å"deeply drawn to him† (Orwell 11). Oddly enough, besides O’Brien, Winston is not close with any other male. Winston mentions his mother and even thinks he finds her while being held captive; however, Winston never mentions a father. This lack of male guidance that Winston receives opens himself not only to be star struck by O’Brien but also opens up the ability for the totalitarian regime to conquer his mind. Writer of Nineteen Eighty- Four, George Orwell, lived until he wasShow MoreRelatedNighteen Eighty-Four by George Orwell710 Words   |  3 PagesWiston was member of the ruling Party in London, i the nation of Oceania. Everywhere he goes he is being watched through television screens, by the Party. The Party controlled everything in Oceania, including the language. The party was forcing a language called â€Å"Newspeak† which was used to prevent political rebellion by getting rid of all the worlds related to it. Thinking thoughts, which was called Thoughtcrime, was illegal, and was the worst of all the crimes. Winston was frustrated by the

Changes Kennedy brought to American Foreign Policy Free Essays

Eisenhower believed that there could not be a military solution to Cold War problems and that America could to shape the world’s destiny. He accepted limitations on America’s role. Kennedy did not. We will write a custom essay sample on Changes Kennedy brought to American Foreign Policy or any similar topic only for you Order Now The changes he brought to American Foreign Policy were active and bold. This contrasted Eisenhower passive and cautious approach. Kennedy sought to restore the prestige and primacy of the presidency. His recurring theme was â€Å"l think it is time for America to start moving again†, and his actions sought to reveal a dynamic militancy. He set to dramatically increase American strength including increasing the defense budget ($40 bill to $56 b†), and arms production (missile launchers, long range bombers, submarines, and CUBISM). This ignited the greatest arms race in the history of mankind. In hindsight we can now see that the more missiles America built, the less secure the country was. However, his changes extended far beyond nuclear delivery weapons. Kennedy wanted to Increase America’s conventional war capableness and guerrilla warfare forces. Unlike Eisenhower, he wanted the ability to intervene anywhere; this new strategy was called flexible response. The Third World provided the key to Kennedy’s new American Frontiers. He wanted to be able to respond to Communist aggression at any level and set out to build a interdependency force that could stamp out revolutions in Third World countries. The force came to be called the Green Berets, and its aim was to apply American techniques and know-h ow in guerrilla warfare situations to solve the problems of national liberation. Its greatest appeal was that It avoided direct confrontation with the Soviet Union. Vietnam was an Ideal battleground for the Green Berets. The US Increased economic and military aid In South Vietnam. However under the SEATS Treaty the US was not able to get involved in a civil war. Kennedy was not willing to and opposition to the government came from within. He carted the removal of forces through a coup of a South Viet leader that was not effective enough. America’s active role in Vietnam was a culmination of the policy of containment rather than a military- industrial complex conspiracy. Kennedy also initiated the Alliance for Progress program. It was a significant aid program to Latin American countries, many of which were at the stage of authoritarian military dictatorships. These were the kind of friendships that the United States attempted to foster. Kennedy’s commitment to be part of the new frontier was to combat third world liberation efforts. The USA wanted to ensure that there would be a degree of social and economic development. Through aid and investment, he believed that the Latin American countries would benefit. However, the Alliance was a failure primarily because there was significant underdevelopment and those who controlled the land, were the ones that benefited from such aid. Unlike Eisenhower, Kennedy initially believed that there was room for peaceful coexistence between the free capitalist world and communism. He attempted to compromise with the Soviet Union but when faced with aggression within Berlin, he returned to containment policies. Berlin was a problem for Kennedy. As a result of his foreign policy decisions, what had occurred was the emergence of a divided city by war. The Soviet building of the Wall and the eventual Western acceptance of it signified something about Kennedy’s diplomacy. It indicated that the Germans did not want liberty and demonstrated that the intentions of the Soviet to push the West out of Berlin were firm. However, failure to do so lead his search for opportunity elsewhere. He found it Cuba. The issue of Cuba was something of a bear trap by departing Eisenhower. The United States had significant investments in Cuba. But it had undergone a revolution that was led effectively by Fidel Castro, who began to nationalism American properties. The American response under Eisenhower was to undertake effective covert actions to sabotage Castro. The United States was determined to oust the Castro regime by training, organizing and equipping Cuban exiles in Guatemala and exporting them to the Bay of Pigs. This was an absolute disaster for the United States because Khrushchev saw this as an opportunity to place nuclear warheads close to the east coast of the United States. This crisis represented a direct threat to the United States. Rather than to listen to military advisors or the CIA (as had been done during the Bay of Pigs), Kennedy’s response was to convene Coxcomb, an executive committee of national security counsel. The Committee initiated a minimalist naval blockade to prevent the Soviets from sending any further material into Cuba. This quarantine on all offensive military equipment then allowed Kennedy to warn the Soviet that any missile launched from Cuba would require a retaliatory response. Through meetings with Soviet official, a deal was made to remove Soviet missiles from Cuba. This was a satisfactory ending How to cite Changes Kennedy brought to American Foreign Policy, Papers

Renaissance Art Donatello Essay Example For Students

Renaissance Art Donatello Essay Donatello (1386-1466) was a master of sculpture in bronze and marble and was considered one of the greatest Italian Renaissance artists of his time. There is much more to know about him, though then the name alone. He has created some of the greatest works of art, not only in the Italian renaissance, but human history as well. A lot is known about his life and career but little is known about his character and personality. Donatello never married and seems to be a man of simple tastes. Patrons often found him hard to deal with and he demanded a lot of artistic freedom. Donatello, born Donato di Niccol di Betto Bardi, was the son of Niccolo di Betto Bardi, a Florentine wool carder. It is not known how he started his career but probably learned stone carving from one of the sculptors working for the cathedral of Florence about 1400. Some time between 1404 and 1407 he became a member of the workshop of Lorenzo Ghiberti who was a sculptor in bronze. Donatellos earliest work was a marble statue of David. The David was originally made for the cathedral but was moved in 1416 to the Palazzo Vecchio, a city hall where it long stood as a civic-patriotic symbol. From the sixteenth century on, the gigantic David of Michelangelo, which served the same purpose, eclipsed it. More of Donatellos early works which were stil l partly Gothic are the impressive seated marble figure of St. John the Evangelist for the cathedral and a wooden crucifix in the church of Sta. Croce. The full power of Donatello first appeared in two marble statues, St. Mark and St. George which were completed in 1415. St. George has been replaced and is now in the Bargello. For the first time, the human body is rendered as a functional organism. The same qualities came in the series of five prophet statues that Donatello did beginning in 1416. The statues were of beardless and bearded prophets as well as a group of Abraham and Isaac in 1416-1421 and also the Zuccone and Jeremiah. Zuccone is famous as the finest of the campanile statues and one of the artists masterpieces. Donatello invented his own bold new mode of relief in his marble panel St. George Killing The Dragon (1416-1417). The technique involved shallow carving throughout, which created a more striking effect than in his earlier works. He no longer modeled his shapes but he seemed to paint them with his chisel. Donatello continued to explore the possibilities of the new technique he would use in his marble reliefs of the 1420s and early 1430s. The best of these were The Ascension, with Christ Giving the Keys to St. Peter, the Feast of Herod (1433-1435), the large stucco roundels with scenes from the life of St. John the Evangelist (1434-1437), and the dome of the old sacristy of S. Lorenzo shows the same technique but with color added. Donatello had also become a major sculptor in bronze. His earliest work of this was the more than life size statue of St. Louis (1423), which was replaced half a century later. Donatello in partnership with Michelozzo helped with fine bronze effigy on the tomb of the pope John XXIII in the baptistery, the Assumption of the Virgin on the Brancacci tomb and the dancing angels on the outdoor pulpit of the Prato Cathedral (1433-1438). His departure from the standards of Brunelleschi did not go to well between the two old friends and was never repaired. Brunelleschi even made epigrams against Donatello. During his partnership with Michelozzo, Donatello made works of pure sculpture, including several works of bronze. The earliest and most important of these was the Feast of Herod (1423-1427). He also made two statuettes of Virtues and then three nude child angels (one which was stolen and is now in the Berlin museum). These statues prepared the way for the bronze statue of David, the first large scale, and freestanding nude statue of the Renaissance. It was the most classical of Donatellos works and was done for a private patron. Its recorded history begins with the wedding of Lorenzo the magnificent in 1469, when it

Zara and Its International Expansion Essay Example

Zara and Its International Expansion Essay Zara is one of the largest and the most internationalized retailers that Inditex Group owns. Inditex Group is based in Spain, which is a global specialty retailer that designs, manufactures, and sells apparel, footwear, and accessories for women, men and children around the world. Zara’s history The founder of Zara, Amancio Ortega, opened the first Zara store in 1975 in a central street in La Caruna, Spain. It was first featured as low-priced look-alike products of popular, higher-end clothing fashions. The first store proved to be a success, hence Inditex Group started to open more Zara stores in Spain.In order to reduce the lead time and also react to new trends in a faster way, Ortega decided to change the design, manufacturing and distribution process during the 1980’s. This is what Ortega called â€Å"instant fashion†. The company made their improvements by the use of information technologies and using a group of designers instead of individuals. The core co ncept of Zara is they sell â€Å"medium quality fashion clothing at affordable prices†, and the vertical integration and quick-response are also keys to Zara’s business model.Zara started to expand internationally in late 1980’s. The first Zara store outside Spain was opened in Portugal in 1988. Then they entered New York in 1989 and in Paris in 1990. The expansion of Zara stores keeps growing, and until now, it presents in seventy three countries, with 1,341 stores in prime locations of major cities. Business environment The apparel market is a consumer-driven industry, and globalization and new technologies have allowed consumers to have more access to fashion.Due to these reasons, consumer tastes are changing rapidly, competition is fierce, and companies are evolving to meet these demand. There are two types of considerations for Zara to successfully enter into the international market- internal factors and external factors, as will be explained in detail lat er in this paper in the section of international strategy. Market Structure for Clothing Industry ZARA is in a monopolistic competitive market. There are many competitors in this industry such as GAP and HM. The clothing industry is facing high ressure of reducing costs as they try to have a lower price than their competitors, and aggressive price wars, initiated by competitors working to improve their supply chain management, have slowly removed less efficient makers out of the business. Due to the global financial crisis, the clothing industry slowed down in profit growth from the beginning of 2008, and because of this huge negative impact to the global economy, there are downward pressures on price for clothing makers. The worldwide sluggish economy has decreased the demand since previous affordable prices may not be affordable now.Company such as Old Navy has been able to take over some of Zara’s market shares by offering lower prices. Competitors Gap, HM, and Benetton ar e considered three closest comparable international competitors. Zara is relatively more fashionable than all three competitors, and prices are less than Gap and Benetton but higher than HM. Among these three competitors, HM is considered the most closest competitor to Zara with some similarities and some differences. HM differs from Zara in the way they outsource all of their productions and spend more money on advertising, while Zara does little outsourcing and virtually does no advertising.Also, Zara sells only trendy products and not trying to produce â€Å"classic† clothes which would always be in style while HM does produce some â€Å"classic† clothes in addition to trendy products. The similarities are they both are European based companies, are fashion forward at low price retailers, and both have a strong international expansion strategy. Strategy and Core Competency Zara uses a combination of cost leadership strategy and product differentiation strategy to su pport its business model’s core concept of selling the latest style, medium quality fashion clothing at affordable prices.This is achieved through its core competencies of a vertical integration, a vast range of products, and a unique instant fashion system, creating speed and flexibility to the market that provides the chain with a competitive advantage over traditional retailers in the industry. Vertical Integration Since the global apparel industry is high-labor intensive, most retailers and manufacturers seek to lower costs by outsourcing productions to developing countries with cheap labor.However, instead of relying on outsourcing and offshoring, Zara owns great control of its factories, stores, and distribution network because it believes it can minimize the time to market by carefully coordinate the entire production process. The company’s employees make about 50% of its finished garments, with a majority of them being the most time and fashion sensitive produc ts, in any of its 20 fully owned factories, 18 of them clustered around its headquarters. Zara has a centralized distribution facility in Spain, it is cost-effective and time efficient as the distribution center is close to the factory.Also, for Zara the distribution center is a place where products are moved rather than stored, and products shipped to farther destinations or of larger quantities are shipped by air. As a result, not only inventory cost is decreased but the delivery speed is increased. In contrast, most large fashion manufacturers rely on low cost manufacturing in Asia or South America but have to pay higher inventory costs and it takes longer time for the products to move to market. Product Variation By owning its in-house production, Zara is also very flexible in the variety, amount, and frequency of the new styles they produce.Instead of creating a few styles with mass quantity, Zara uses the style greater than quantity concept, launching new collections in increa singly shorter cycles, as it produces approximately 1000 new styles per month while producing in small batches. This creates a rapid product turnover and an environment of scarcity and exclusivity, prompting the customers to buy the product now in case it is gone tomorrow and visit the stores frequently, as said by the Toronto store manager of Zara â€Å"We receive shipments on Tuesday and Saturday, which means that we have different items in the store at least twice a week.While each shipment replenishes items that sell well, each also includes new items. That’s why our customers come in often. † On average, Zara’s customers return to the store 17 times a year, compared to 3 times a year of most of the competitors. The vast range of styles also enables Zara to cope with the changing customers’ demand and to sell more items at its full price. Instant Fashion The instant fashion system, another core competency of Zara, permits Zara to respond to the demand of its consumer better than its competitors.Compared to the conventional idea of spring and autumn clothing collections, Zara is in favor of â€Å"live collectionsâ€Å" that can be designed, manufactured, distributed, and sold almost as quickly as its customers’ fleeting tastes. Instead of predicting the trend for the next season, Zara’s designers react to what they see in the current fashion, identifying and catching a winning fashion trend while the competitors are struggling to catch up. Zara is able to do this because it has a vertical integrated supply chain that reduces lead time as explained above.While it takes 60 to 90 days in order to design and deliver a new fashion style in a traditional value chain, it only takes 12 to 15 days for Zara. The fast fashion system also depends on the constant exchange of information throughout every part of Zaras supply chain. To speed the information flow of consumer desires to their designers, Zara has teams in the manuf acturing environment responsible for attending high-fashion fairs and exhibitions to provide the designers with the latest trends. Research on market and travels to the universities and clubs around the world are also conducted throughout the season.On the other hand, in the retail environment Zara’s managers and sales associates are responsible for providing sales analysis, product life cycles, and store trends to aid the designers. This communication system is further accelerated by the IT software for stores to report directly to the production centers and designers in Spain. For example store managers use PDA to check on the latest clothes designs and place their orders in accordance with the demand they observe in stores, while all salespeople are equipped with wireless handheld organizers that let them punch in trends, customer comments and orders.Value Chain Zara has a vertical integrated supply chain owning control of all of its retailing, designing, and manufacturing operations. As mentioned above, unlike most of its competitors that outsource their production to factories around the world, Zara has approximately 80% of its production carried out in Europe, with its various business elements such as the design and production centers in close proximity to each other, around its headquarter in La Coruna, Spain. Purchases: Zara purchases materials from external suppliers.It has purchasing offices in Barcelona and Hong Kong which gives Zara the competitive advantage towards the cost of goods sold as it can purchase from the region with lower prices. About half of the fabrics are purchased in grey to allow for flexibility in manufacturing a variety of colors and patterns, and by owning Comditel, a subsidiary to Inditex responsible for dyeing, patterning, and finishing the fabrics, Zara can always provide the necessary fabrics to the new styles of its products.As explained by Jose Maria Castella, Inditex’s executive, â€Å"We have the ability to scrap an entire production line if it is not selling. We can dye collection in new colors and we can create a new fashion line in days. † Design and manufacture: There is one design center for each of the women’s, men’s, and children’s lines with separate design, sales, and procurement and production-planning staffs. Though it is more expensive to operate three channels, the information flow for each channel is fast and direct, making the overall supply chain more effective.The designers work their designs on a computer system called CAD while communicating with the store managers to receive feedback. Once the patterns are finalized, they are made available to the computers that would guide the high tech cutting tools in the factory. Zara’s factories are heavily automated, specialized by garment type, and focused on the capital-intensive parts of the production process. Inditex owns 20 factories for internal manufacture that apply the just-in-ti me production system, making the production process fully under its control.Assembly: The assembly of the cut pieces is done by a network of small workshops that are not owned by Zara. They are provided a set of easy instructions to follow for the purpose of quickly sewing up the pieces and provide a constant stream to Zara’s garment finishing and packing facilities. Distribution: All garments, both internally and externally made, go into Zaras distribution centers in La Coruna or smaller satellite centers in Argentina, Brazil and Mexico to be distributed. Since Zara stores around the world receive new products regularly, Zara’s distribution center s a place for moving the products rather than for storage, therefore no style sits around very long at head office as products are shipped to stores within 48 hours. As mentioned before, this significantly reduces inventory cost and risk. Marketing: Zaea relies heavily on word-of-mouth to market its products to deliver its b rand image of high fashion, reasonable quality goods, and rapidly changing product lines instead of using the ordinary retail marketing practices. Zara spends 0-. % on advertisement investment as compared to traditional retailers of 3-4% , because instead of spending on collaborating with big-name designers and advertising campaigns, the money saved is spent on purchasing prime real estate locations around the world, for example Fifth Avenue, Tokyo’s Ginza, and Rome’s Via Condotti. Great emphasis is also placed on the store’s interior design and image by having frequent refurbishing of store layouts and common window display for all of its global stores, as shown as exhibit 1, that position Zara with a prestigious and elegant image.Service: Zara has been growing by looking to its customers for innovations. Instead of viewing the employees as costs, Zara’s in-store staff is young and very sensitive to fashion who serves as trend spotters. Through providing services to the customers, Zara’s employees can understand the constantly changing demand of the customers and transfer this information to the designers to find better way to meet the needs of the customers. IT: The most important support activity in Zara’s value chain is the information and communication technology, which provides speed to the market and exists in every stage of the chain, as shown in exhibit 2.In the upstream supply chain, IT is needed for managing the inventory of supplies, design specifications, and trim specifications. In the downstream supply chain, it is used for managing distribution and collecting information on consumer needs. International Business For international companies, globalization radically influences their production and business model. More importantly, it provides growth opportunities for them to enter foreign markets and thus gain larger market share and increase revenue.Also, it has forced global companies to improve and upg rade themselves through increasingly fierce market competition. Zara has been taking advantage of the globalization to expand its global footprints all around the world. As of August 2009, there are totally 1,560 Zara stores around the world. About 80% of its stores are located in Europe. In North America, there are only 60 stores. In Asia, there are about 91 stores . Currently Zara is still planning to aggressively plot its global expansion though at a slower pace than before mainly due to the global economic slowdown.More new stores are set to open mostly between Europe and Asia . International Strategy To establish such globally diversified presence, the highly successful international strategy Zara has been implementing a strategy with a mixture of standardization and customization. There are three steps associated with Zara’s international strategy: market selection, marketing entry, and marketing approach. Market selection: there are many key considerations involved lik e labor cost and productivity, distribution cost, shipment cost of raw materials.Characteristics or behavior of consumers, for example the people in France are more fashionable and quality oriented while the people in Germany are more price sensitive, and income per capita are also important considerations. By carefully considering these elements and following a systematic procedure to insure extensive market testing before expanding its operations, Zara so far hasnt retreated from any selected markets. Market entry: the related considerations include economics factors, government regulations, and entry barriers.More specifically, the economic factors include macroeconomic factors such as tax, political condition, and export tariff, and the microeconomic factors which include local competitors, demand, and location of stores. Zara adopted three modes of market entry- joint venture, franchise, and company-owned stores that depended on local factors. However, Zara would always make su re it has the most control to its stores no matter what forms they take. Marketing approach: Zara customizes its marketing approach according to the unique conditions of each country.For products, the local stores would place order on products that reflect the local preferences and trends. For price, different pricing strategies are used for each country, for example prices in Italy and France are higher because the people there are less price sensitive but are fashion oriented while prices in Germany is lower as it is more price sensitive. For placement, Zara stresses on efficient distribution and ensures all the stores are located in the best locations. Offshoring and Outsourcing By definition, offshoring means outsource their works to another foreign country.In global apparel industry, the general trend for global fashion retailers is to totally offshore their manufacturing to tens of thousands of small apparel makers in developing countries and mainly focus on design and marketi ng. However, counter-intuitively Zara is taking a different path. It still produces some of its products by itself. 50% of the Zara’s products are manufactured by factories fully owned by it in Spain, 26% in the rest of Europe, and 24% in Asian and African countries and the rest of the world.Only long shelf life clothes like T-shirts are mostly offshored to Asia and Turkey. Due to international expansion, Zara may consider more production out of Spain or Europe in the future, as the high transportation cost from Spain to other far foreign markets like Asia and North America is still a big concern especially when oil prices continue to remain high. Zara has purchasing offices in Beijing, Barcelona, and Hong Kong. Zara also purchases clothing materials from numerous suppliers in Spain, India, Morocco, and the Far East.Under Zara’s inter-connected network, suppliers are coordinated with Zara’s sales projection. Therefore, Zara’s production demand can be quic kly met on time. Problems Encountered in International Expansion As Zara continues its ambitious global expansion, there are still some problems that exist. One major problem is the increase of transportation cost and time for Zara as the company is expanding globally while trying to retain a centralized distribution system. In order to meet the global demand, Zara has been increasing its production through outsourcing and offshoring at a higher level.However, this raises the transportation cost and time since all of the products have to go through the distribution center in La Coruna or smaller satellite centers in Brazil and Mexico before being sent to different stores around the world. As a result, international customers have to pay higher prices to bear the transportation cost, as this goes against Zara’s principle of providing quality and fashion at a low price. Also, increasing outsourcing and offshoring means less control, which s one of the fundamental factors in ach ieving a successful vertical integrated value chain. Another problem regarding Zara’s global expansion is related to the North American market. North America is a highly competitive and vast market, with people living in different parts having different profiles and thus different fashion needs. Moreover, consumers in North America are price sensitive and less trendy. Many fashion retailers there are simply competing on price and discount which is not Zara’s favorite marketing strategy.Also, it is quite difficult to grow business in the North America without advertising. As earlier mentioned, Zara rarely advertises. These problems cause Zara to still not have a major presence in North American. Conclusion Trading higher production cost for competitive competency, Zara has been a successful retailer in the apparel industry; it also has been doing fairly well in expanding globally. It has been able to penetrate foreign markets by producing trendy clothes that satisfy mos t of the customers around the world with low prices.Zara however can still raise its global market shares by expanding more in North America. To do this, Zara has to conduct more research on North American markets. Another way to increase global market shares is to develop a second central distribution center or production center, perferably in the Americas, which will not only allow Zara to deliver goods in a faster manner, but the close proximity to the American market will also allow them to effectively interpret the particular American fashion.Zara has been increasing its production through outsourcing and offshoring to meet the global demand; they have to also be careful on these outsourcing and offshoring activities since they may have less control. Zara has to make sure that they keep their core competencies in order to maintain its competitiveness in the highly competitive clothing industry.BIBLIORGAPHY CUC, Tripa, Strategy and Systainable Competitive Advantage- The Case of Zara Fashion Chain, Oradea University, Volume VI, 2007, p. 2522 Craig A. , Jones C. , Nieto M. ZARA: Fashion Follower, Industry Leader(4/2/2004) Craig, Jones, Nieto, Zara: Fashion Follower, Industry Leader, Philadelphia University, 2004 Mukherjee, Sujit, Janmeja, Mohata, Rani, Shinde, Supply Chain Practices of Zara, Institute of Management Technology, 2009, p. 12 http://www. mbanerds. com/images/3/3b/ZARA. doc http://www. enotes. com/company-histories/industria-de-diseno-textil-s http://www. mbanerds. com/images/3/3b/ZARA. doc http://www. inditex. com/en/who_we_are/concepts/zara, INDITEX Group website http://www. banerds. com/images/3/3b/ZARA. doc, http://www. csus. edu/indiv/w/wilsonm/MBA%20209_sp%2007/scm/Zara_CASE. doc http://drillingfordiamonds. com/blog/2008/05/30/react-rather-than-predict/ http://en. wikipedia. org/wiki/Zara_(clothing) http://www. chinapost. com. tw/business/company-focus/2009/03/26/201780/Zara-owner. htm http://freepresentationslides. blogspot. com/2008/09/za ra-case-study. html http://www. tx. ncsu. edu/jtatm/volume5issue1/Zara_fashion. htm http://www. businessweek. com/magazine/content/06_36/b3999063. htm Zara and Its International Expansion Essay Example Zara and Its International Expansion Paper Zara is one of the largest and the most internationalized retailers that Inditex Group owns. Inditex Group is based in Spain, which is a global specialty retailer that designs, manufactures, and sells apparel, footwear, and accessories for women, men and children around the world. Zara’s history The founder of Zara, Amancio Ortega, opened the first Zara store in 1975 in a central street in La Caruna, Spain. It was first featured as low-priced look-alike products of popular, higher-end clothing fashions. The first store proved to be a success, hence Inditex Group started to open more Zara stores in Spain.In order to reduce the lead time and also react to new trends in a faster way, Ortega decided to change the design, manufacturing and distribution process during the 1980’s. This is what Ortega called â€Å"instant fashion†. The company made their improvements by the use of information technologies and using a group of designers instead of individuals. The core co ncept of Zara is they sell â€Å"medium quality fashion clothing at affordable prices†, and the vertical integration and quick-response are also keys to Zara’s business model.Zara started to expand internationally in late 1980’s. The first Zara store outside Spain was opened in Portugal in 1988. Then they entered New York in 1989 and in Paris in 1990. The expansion of Zara stores keeps growing, and until now, it presents in seventy three countries, with 1,341 stores in prime locations of major cities. Business environment The apparel market is a consumer-driven industry, and globalization and new technologies have allowed consumers to have more access to fashion.Due to these reasons, consumer tastes are changing rapidly, competition is fierce, and companies are evolving to meet these demand. There are two types of considerations for Zara to successfully enter into the international market- internal factors and external factors, as will be explained in detail lat er in this paper in the section of international strategy. Market Structure for Clothing Industry ZARA is in a monopolistic competitive market. There are many competitors in this industry such as GAP and HM. The clothing industry is facing high ressure of reducing costs as they try to have a lower price than their competitors, and aggressive price wars, initiated by competitors working to improve their supply chain management, have slowly removed less efficient makers out of the business. Due to the global financial crisis, the clothing industry slowed down in profit growth from the beginning of 2008, and because of this huge negative impact to the global economy, there are downward pressures on price for clothing makers. The worldwide sluggish economy has decreased the demand since previous affordable prices may not be affordable now.Company such as Old Navy has been able to take over some of Zara’s market shares by offering lower prices. Competitors Gap, HM, and Benetton ar e considered three closest comparable international competitors. Zara is relatively more fashionable than all three competitors, and prices are less than Gap and Benetton but higher than HM. Among these three competitors, HM is considered the most closest competitor to Zara with some similarities and some differences. HM differs from Zara in the way they outsource all of their productions and spend more money on advertising, while Zara does little outsourcing and virtually does no advertising.Also, Zara sells only trendy products and not trying to produce â€Å"classic† clothes which would always be in style while HM does produce some â€Å"classic† clothes in addition to trendy products. The similarities are they both are European based companies, are fashion forward at low price retailers, and both have a strong international expansion strategy. Strategy and Core Competency Zara uses a combination of cost leadership strategy and product differentiation strategy to su pport its business model’s core concept of selling the latest style, medium quality fashion clothing at affordable prices.This is achieved through its core competencies of a vertical integration, a vast range of products, and a unique instant fashion system, creating speed and flexibility to the market that provides the chain with a competitive advantage over traditional retailers in the industry. Vertical Integration Since the global apparel industry is high-labor intensive, most retailers and manufacturers seek to lower costs by outsourcing productions to developing countries with cheap labor.However, instead of relying on outsourcing and offshoring, Zara owns great control of its factories, stores, and distribution network because it believes it can minimize the time to market by carefully coordinate the entire production process. The company’s employees make about 50% of its finished garments, with a majority of them being the most time and fashion sensitive produc ts, in any of its 20 fully owned factories, 18 of them clustered around its headquarters. Zara has a centralized distribution facility in Spain, it is cost-effective and time efficient as the distribution center is close to the factory.Also, for Zara the distribution center is a place where products are moved rather than stored, and products shipped to farther destinations or of larger quantities are shipped by air. As a result, not only inventory cost is decreased but the delivery speed is increased. In contrast, most large fashion manufacturers rely on low cost manufacturing in Asia or South America but have to pay higher inventory costs and it takes longer time for the products to move to market. Product Variation By owning its in-house production, Zara is also very flexible in the variety, amount, and frequency of the new styles they produce.Instead of creating a few styles with mass quantity, Zara uses the style greater than quantity concept, launching new collections in increa singly shorter cycles, as it produces approximately 1000 new styles per month while producing in small batches. This creates a rapid product turnover and an environment of scarcity and exclusivity, prompting the customers to buy the product now in case it is gone tomorrow and visit the stores frequently, as said by the Toronto store manager of Zara â€Å"We receive shipments on Tuesday and Saturday, which means that we have different items in the store at least twice a week.While each shipment replenishes items that sell well, each also includes new items. That’s why our customers come in often. † On average, Zara’s customers return to the store 17 times a year, compared to 3 times a year of most of the competitors. The vast range of styles also enables Zara to cope with the changing customers’ demand and to sell more items at its full price. Instant Fashion The instant fashion system, another core competency of Zara, permits Zara to respond to the demand of its consumer better than its competitors.Compared to the conventional idea of spring and autumn clothing collections, Zara is in favor of â€Å"live collectionsâ€Å" that can be designed, manufactured, distributed, and sold almost as quickly as its customers’ fleeting tastes. Instead of predicting the trend for the next season, Zara’s designers react to what they see in the current fashion, identifying and catching a winning fashion trend while the competitors are struggling to catch up. Zara is able to do this because it has a vertical integrated supply chain that reduces lead time as explained above.While it takes 60 to 90 days in order to design and deliver a new fashion style in a traditional value chain, it only takes 12 to 15 days for Zara. The fast fashion system also depends on the constant exchange of information throughout every part of Zaras supply chain. To speed the information flow of consumer desires to their designers, Zara has teams in the manuf acturing environment responsible for attending high-fashion fairs and exhibitions to provide the designers with the latest trends. Research on market and travels to the universities and clubs around the world are also conducted throughout the season.On the other hand, in the retail environment Zara’s managers and sales associates are responsible for providing sales analysis, product life cycles, and store trends to aid the designers. This communication system is further accelerated by the IT software for stores to report directly to the production centers and designers in Spain. For example store managers use PDA to check on the latest clothes designs and place their orders in accordance with the demand they observe in stores, while all salespeople are equipped with wireless handheld organizers that let them punch in trends, customer comments and orders.Value Chain Zara has a vertical integrated supply chain owning control of all of its retailing, designing, and manufacturing operations. As mentioned above, unlike most of its competitors that outsource their production to factories around the world, Zara has approximately 80% of its production carried out in Europe, with its various business elements such as the design and production centers in close proximity to each other, around its headquarter in La Coruna, Spain. Purchases: Zara purchases materials from external suppliers.It has purchasing offices in Barcelona and Hong Kong which gives Zara the competitive advantage towards the cost of goods sold as it can purchase from the region with lower prices. About half of the fabrics are purchased in grey to allow for flexibility in manufacturing a variety of colors and patterns, and by owning Comditel, a subsidiary to Inditex responsible for dyeing, patterning, and finishing the fabrics, Zara can always provide the necessary fabrics to the new styles of its products.As explained by Jose Maria Castella, Inditex’s executive, â€Å"We have the ability to scrap an entire production line if it is not selling. We can dye collection in new colors and we can create a new fashion line in days. † Design and manufacture: There is one design center for each of the women’s, men’s, and children’s lines with separate design, sales, and procurement and production-planning staffs. Though it is more expensive to operate three channels, the information flow for each channel is fast and direct, making the overall supply chain more effective.The designers work their designs on a computer system called CAD while communicating with the store managers to receive feedback. Once the patterns are finalized, they are made available to the computers that would guide the high tech cutting tools in the factory. Zara’s factories are heavily automated, specialized by garment type, and focused on the capital-intensive parts of the production process. Inditex owns 20 factories for internal manufacture that apply the just-in-ti me production system, making the production process fully under its control.Assembly: The assembly of the cut pieces is done by a network of small workshops that are not owned by Zara. They are provided a set of easy instructions to follow for the purpose of quickly sewing up the pieces and provide a constant stream to Zara’s garment finishing and packing facilities. Distribution: All garments, both internally and externally made, go into Zaras distribution centers in La Coruna or smaller satellite centers in Argentina, Brazil and Mexico to be distributed. Since Zara stores around the world receive new products regularly, Zara’s distribution center s a place for moving the products rather than for storage, therefore no style sits around very long at head office as products are shipped to stores within 48 hours. As mentioned before, this significantly reduces inventory cost and risk. Marketing: Zaea relies heavily on word-of-mouth to market its products to deliver its b rand image of high fashion, reasonable quality goods, and rapidly changing product lines instead of using the ordinary retail marketing practices. Zara spends 0-. % on advertisement investment as compared to traditional retailers of 3-4% , because instead of spending on collaborating with big-name designers and advertising campaigns, the money saved is spent on purchasing prime real estate locations around the world, for example Fifth Avenue, Tokyo’s Ginza, and Rome’s Via Condotti. Great emphasis is also placed on the store’s interior design and image by having frequent refurbishing of store layouts and common window display for all of its global stores, as shown as exhibit 1, that position Zara with a prestigious and elegant image.Service: Zara has been growing by looking to its customers for innovations. Instead of viewing the employees as costs, Zara’s in-store staff is young and very sensitive to fashion who serves as trend spotters. Through providing services to the customers, Zara’s employees can understand the constantly changing demand of the customers and transfer this information to the designers to find better way to meet the needs of the customers. IT: The most important support activity in Zara’s value chain is the information and communication technology, which provides speed to the market and exists in every stage of the chain, as shown in exhibit 2.In the upstream supply chain, IT is needed for managing the inventory of supplies, design specifications, and trim specifications. In the downstream supply chain, it is used for managing distribution and collecting information on consumer needs. International Business For international companies, globalization radically influences their production and business model. More importantly, it provides growth opportunities for them to enter foreign markets and thus gain larger market share and increase revenue.Also, it has forced global companies to improve and upg rade themselves through increasingly fierce market competition. Zara has been taking advantage of the globalization to expand its global footprints all around the world. As of August 2009, there are totally 1,560 Zara stores around the world. About 80% of its stores are located in Europe. In North America, there are only 60 stores. In Asia, there are about 91 stores . Currently Zara is still planning to aggressively plot its global expansion though at a slower pace than before mainly due to the global economic slowdown.More new stores are set to open mostly between Europe and Asia . International Strategy To establish such globally diversified presence, the highly successful international strategy Zara has been implementing a strategy with a mixture of standardization and customization. There are three steps associated with Zara’s international strategy: market selection, marketing entry, and marketing approach. Market selection: there are many key considerations involved lik e labor cost and productivity, distribution cost, shipment cost of raw materials.Characteristics or behavior of consumers, for example the people in France are more fashionable and quality oriented while the people in Germany are more price sensitive, and income per capita are also important considerations. By carefully considering these elements and following a systematic procedure to insure extensive market testing before expanding its operations, Zara so far hasnt retreated from any selected markets. Market entry: the related considerations include economics factors, government regulations, and entry barriers.More specifically, the economic factors include macroeconomic factors such as tax, political condition, and export tariff, and the microeconomic factors which include local competitors, demand, and location of stores. Zara adopted three modes of market entry- joint venture, franchise, and company-owned stores that depended on local factors. However, Zara would always make su re it has the most control to its stores no matter what forms they take. Marketing approach: Zara customizes its marketing approach according to the unique conditions of each country.For products, the local stores would place order on products that reflect the local preferences and trends. For price, different pricing strategies are used for each country, for example prices in Italy and France are higher because the people there are less price sensitive but are fashion oriented while prices in Germany is lower as it is more price sensitive. For placement, Zara stresses on efficient distribution and ensures all the stores are located in the best locations. Offshoring and Outsourcing By definition, offshoring means outsource their works to another foreign country.In global apparel industry, the general trend for global fashion retailers is to totally offshore their manufacturing to tens of thousands of small apparel makers in developing countries and mainly focus on design and marketi ng. However, counter-intuitively Zara is taking a different path. It still produces some of its products by itself. 50% of the Zara’s products are manufactured by factories fully owned by it in Spain, 26% in the rest of Europe, and 24% in Asian and African countries and the rest of the world.Only long shelf life clothes like T-shirts are mostly offshored to Asia and Turkey. Due to international expansion, Zara may consider more production out of Spain or Europe in the future, as the high transportation cost from Spain to other far foreign markets like Asia and North America is still a big concern especially when oil prices continue to remain high. Zara has purchasing offices in Beijing, Barcelona, and Hong Kong. Zara also purchases clothing materials from numerous suppliers in Spain, India, Morocco, and the Far East.Under Zara’s inter-connected network, suppliers are coordinated with Zara’s sales projection. Therefore, Zara’s production demand can be quic kly met on time. Problems Encountered in International Expansion As Zara continues its ambitious global expansion, there are still some problems that exist. One major problem is the increase of transportation cost and time for Zara as the company is expanding globally while trying to retain a centralized distribution system. In order to meet the global demand, Zara has been increasing its production through outsourcing and offshoring at a higher level.However, this raises the transportation cost and time since all of the products have to go through the distribution center in La Coruna or smaller satellite centers in Brazil and Mexico before being sent to different stores around the world. As a result, international customers have to pay higher prices to bear the transportation cost, as this goes against Zara’s principle of providing quality and fashion at a low price. Also, increasing outsourcing and offshoring means less control, which s one of the fundamental factors in ach ieving a successful vertical integrated value chain. Another problem regarding Zara’s global expansion is related to the North American market. North America is a highly competitive and vast market, with people living in different parts having different profiles and thus different fashion needs. Moreover, consumers in North America are price sensitive and less trendy. Many fashion retailers there are simply competing on price and discount which is not Zara’s favorite marketing strategy.Also, it is quite difficult to grow business in the North America without advertising. As earlier mentioned, Zara rarely advertises. These problems cause Zara to still not have a major presence in North American. Conclusion Trading higher production cost for competitive competency, Zara has been a successful retailer in the apparel industry; it also has been doing fairly well in expanding globally. It has been able to penetrate foreign markets by producing trendy clothes that satisfy mos t of the customers around the world with low prices.Zara however can still raise its global market shares by expanding more in North America. To do this, Zara has to conduct more research on North American markets. Another way to increase global market shares is to develop a second central distribution center or production center, perferably in the Americas, which will not only allow Zara to deliver goods in a faster manner, but the close proximity to the American market will also allow them to effectively interpret the particular American fashion.Zara has been increasing its production through outsourcing and offshoring to meet the global demand; they have to also be careful on these outsourcing and offshoring activities since they may have less control. Zara has to make sure that they keep their core competencies in order to maintain its competitiveness in the highly competitive clothing industry.BIBLIORGAPHY CUC, Tripa, Strategy and Systainable Competitive Advantage- The Case of Zara Fashion Chain, Oradea University, Volume VI, 2007, p. 2522 Craig A. , Jones C. , Nieto M. ZARA: Fashion Follower, Industry Leader(4/2/2004) Craig, Jones, Nieto, Zara: Fashion Follower, Industry Leader, Philadelphia University, 2004 Mukherjee, Sujit, Janmeja, Mohata, Rani, Shinde, Supply Chain Practices of Zara, Institute of Management Technology, 2009, p. 12 http://www. mbanerds. com/images/3/3b/ZARA. doc http://www. enotes. com/company-histories/industria-de-diseno-textil-s http://www. mbanerds. com/images/3/3b/ZARA. doc http://www. inditex. com/en/who_we_are/concepts/zara, INDITEX Group website http://www. banerds. com/images/3/3b/ZARA. doc, http://www. csus. edu/indiv/w/wilsonm/MBA%20209_sp%2007/scm/Zara_CASE. doc http://drillingfordiamonds. com/blog/2008/05/30/react-rather-than-predict/ http://en. wikipedia. org/wiki/Zara_(clothing) http://www. chinapost. com. tw/business/company-focus/2009/03/26/201780/Zara-owner. htm http://freepresentationslides. blogspot. com/2008/09/za ra-case-study. html http://www. tx. ncsu. edu/jtatm/volume5issue1/Zara_fashion. htm http://www. businessweek. com/magazine/content/06_36/b3999063. htm

Sample Essay on the Reasons Why Violence on TV Should Be Regulated Or Banned

Sample Essay on the Reasons Why Violence on TV Should Be Regulated Or BannedA sample essay on the reasons why violence on TV should be regulated or even banned from television is very important for those who are now in the middle of a discussion over this matter. It will help them formulate their own ideas and let them put them down in writing so that they can compare with the other party's. You would not want to end up making an impulsive decision that is not based on any logic and then, you will not be able to explain your reason for doing so later on.For example, if you are arguing against having violent video games on TV then you need to use some logic and arguments in your essay. You will not be able to just claim that violent games are not good for children or even bad for adults, because you would be right. This is where you will have to prove your point by citing specific examples of how children have been harmed due to violence on TV. You will also have to indicate whether v iolence on TV makes children feel any type of attachment to the things or people that they see.Some examples may include survey results of kids who feel a strong attachment to their toys after being exposed to violent shows. You should have evidence to support these claims.Another reason why you need to write this sample essay is because you will be relying on what other people say about it. Those who have only seen on TV without actually watching it yet still believe that violent video games should be regulated or banned will be able to cite examples that make you think differently.These examples can be a lot of different things. The topic is wide and hence you will be able to come up with many different reasons why violence on TV should be regulated or banned. You can also show the surveys that show this attitude by citing specific examples.By citing such examples, you will be able to make your own point while proving the points that have been presented by others. You will have to state why these people may have come up with different answers.However, you should know that these reasons may need a lot of research in order to fully understand. There are so many points that you will have to make but a study of these studies are necessary.Thus, this sample essay is really important to come up with your own opinion as to why violent video games should be regulated or banned. This essay can help you put your arguments down in writing which will give you an opportunity to refute the other person's points.