Essay on Jane Austens Pride And Prejudice - 1580 Words

An overly proud person looks down on people and as long as he looks down, he cannot see that which is above him. On the other hand, an individual with too little pride has an attitude of mediocrity and this hinders self-realization. Disproportionate pride blinds moral judgment, creates intolerance and deters relationships. Pride and Prejudice by Jane Austin is a novel that portrays individual characters who demonstrate a lack of balance in the way they perceive themselves and as a result they create ruin. Pride and Prejudice tells the most cherished love stories that take place in the small English village of Longbourne, England, and it is primarily the story of relationships with interactions of characters that suffer and†¦show more content†¦Elizabeth’s pride causes her to be reserved and drives her to prove that she is different from her boisterous younger sisters who take any opportunity to dance with a male (Austen, 26). Elizabeth’s aloofness further hin ders her from developing a relationship with Darcy. Darcy continues to be enamored by Elizabeth’s charm and he does not stop pursuing her even though excessive pride causes Elizabeth to discourage him from her. In response to Elizabeth’s conceit Darcy who is generally polite does however become rude and haughty to Elizabeth as a defense mechanism. As a result of Elizabeth’s haughtiness, Darcy’s positive character is stymied and can only reveal itself in the middle of the novel (Nardin, 6). Elizabeth’s snobbish pride hinders her from understanding her friend Charlotte Lucas’s best interests in regard to her desire to marry Mr. Collins. Elizabeth â€Å"prides herself on being a perceptive â€Å"studier of character,† as Mr. Bingley calls her, but how well does she really know her very good friend Charlotte†¦Ã¢â‚¬  when she â€Å"responds with amazement and horror† upon hearing that Charlotte wants to marry a man who is â⠂¬Å"dull†, â€Å"pompous† and â€Å"physically unattractive†. Elizabeth’s excessive pride blinds her from recognizing that Charlotte is â€Å"not much interested in men and very much interested in marriage† (Moler, 26). Elizabeth could have ruined the prospects of Charlotte’s marriage because of her self-importance in the way sheShow MoreRelatedJane Austens Pride and Prejudice1061 Words   |  5 Pagessociety’s standards. Many writers criticizes the influence that society has over its members. The romantic novelist Jane Austen satirizes her society and those who follow it. One of her most famous works, Pride and Prejudice, is a great example of this satire. Throughout the novel she explores the effects of society through her characters. In Jane Austen’s novel Pride and Prejudice, she divulges the central theme of society and social class through the characters Elizabeth Bennet, Mr. Darcy, andRead MoreJane Austens Pride and Prej udice2020 Words   |  9 PagesJane Austens Pride and Prejudice Jane Austen was born on December 16, 1775 to the Reverend George Austen and his wife in Hampshire, England. The sixth child out of the seven, Jane was educated mostly at her home although she and her sister, Cassandra, were sent away to school for several years when they were young. Austen wrote several novels when she was in her teens, but her major works were written later on in her life. Pride and Prejudice, was first publishedRead MorePride and Vanity in Jane Austens Pride and Prejudice814 Words   |  4 PagesPride and Vanity in Jane Austens Pride and Prejudice      Ã‚   Vanity and pride are different things, though the words are often used synonymously. A person may be proud without being vain. Pride relates more to our opinion of ourselves, vanity to what we would have others think of us. In her novel, Pride and Prejudice, Jane Austen makes the point that an excess of pride or vanity is indeed a failing. Pride, observed Mary, . . . is a very common failing, I believe. By all that I have ever readRead MoreDichotomy In Jane Austens Pride And Prejudice878 Words   |  4 Pagesgreatest dichotomies in Jane Austens Pride and Prejudice is made evident in the title. Namely, the book and the title reflect the division between individual as a spontaneous self and individual as socially constructed part of a greater whole, and the interaction that takes place as a result of the interaction between these selves. â€Å"Pride,† while it can be informed by the presence of others, is a character trait that can exist individual qua individual. For example, compares â€Å"pride† to â€Å"vanity,† a wordRead MoreEssay on Jane Austens Pride and Prejudice993 Words   |  4 PagesJane Austens Pride and Prejudice In this essay I will be exploring the first chapter of the novel Pride and Prejudice in terms of how successful it is as an opening chapter and what it tells us about the rest of the story. One of the most famous first lines in literature is the opening to the book: It is a truth universally acknowledged, that a single man in possession of a large fortune must be in want of a wife. In this sentence, Austen immediately accomplishesRead More Jane Austens Pride and Prejudice Essay2080 Words   |  9 PagesJane Austens Pride and Prejudice It is a truth universally acknowledged that a single man in possession of a good fortune, must be in want of a wife Jane Austen used this quote to open her second book, Pride and Prejudice, which was first published in 1813. This is a story of the attitudes towards love and marriage in the nineteenth century, through the eyes of a number of people in different family situations and levels of society. It explores what was socially acceptable and Read MoreJane Austens Pride and Prejudice Essay1276 Words   |  6 PagesPride and Prejudice Essay: Own Prompt #8-The Obscurities of the Victorian Society In Pride and Prejudice, Jane Austen satirizes the superficially built society in Victorian Era by pointing out the flaws with the recurring themes of marriage versus love and gender roles through dramatic irony and character relations. All relationships and the idea of true love tend to be obscured by this materialistic society that is based on wealth, power, title, and connections. Jane Austen constantly paintsRead More Views on Pride, Prejudice and Marriage in Jane Austens Pride and Prejudice5150 Words   |  21 PagesViews on Pride, Prejudice and Marriage in Jane Austens Pride and Prejudice Pride pride n., v., 1. high (or too high) opinion of ones own dignity, importance, worth, etc. 2. the condition or feeling of being proud. 3. a noble sense of what is due to oneself or ones position or character; self respect; self esteem. prejudice n., v., 1. an opinion In the novel by Jane Austen, displays a severe contrast between Elizabeth and Darcy in the story. Jane Austen does thisRead MoreJane Austen’s Novel Pride and Prejudice Essay874 Words   |  4 Pagesadvantageous marriage for the English novelist, Jane Austen. Her realism, biting irony and social commentary have gained her historical importance among scholars and critics (Southam). Austen’s major novels, including Pride and Prejudice, were composed between the years 1795-1815. During those twenty years England was at the height of its power facing many historical landmarks (Thomson). It is no coincidence that Jane Austen’s novel, Pride and Prejudice, coincides directly with the historical eventsRead More An Analysis of Characters in Jane Austens Pride and Prejudice1662 Words   |  7 PagesAnalysis of Characters in Jane Austens Pride and Prejudice An author will often give his or her work a title that reflects the overall theme or meaning of the piece-this is certainly the case in Jane Austens novel Pride and Prejudice. A title may set the mood or describe a situation which otherwise might require several paragraphs to develop. Pride and Prejudice is a combination of humor, irony, and twists of events. Austen entitles her work Pride and Prejudice to emphasize subtly the fact

Changing the Structure of American Government Essay

Aligning the elections of the House, Senate, and Presidency of the United States government appears the most suitable choice in any radical amendment to the structure of our government. The aligning of elections enables our government to (eventually) change drastically, without creating drastic repercussions; the first baby step to a unicameral-parliamentary government. By aligning these elections, access points of power are not changed, but more clearly identified, gridlock should be significantly reduced, so our traditional bicameral legislature will remain, only much more efficiently. Through this slight fusion of power the institution will not necessarily change so much as shift, thus the status quo is able to be maintained without†¦show more content†¦While the overall goal of aligning the elections is defusing the conflict and gridlock within â€Å"there is no guarantee that this proposal would alleviate the residual tension between competing branches of governmentâ⠂¬  (Allen p.137) This concern, while valid, is fueled by a fear change in our institution; the change itself is significant, and progressive thus intimidating to American society. This resistance and fear is, in part, why aligning elections is an overall better choice for the United State, rather than completely switching to a unicameral parliamentary system. Britain, for instance, one of the most stable parliamentary systems within our society does present an example for a parliamentary government in many aspects. For one, their parliamentary system creates clear access points to power with in the government. There is a much smaller breakdown of the â€Å"parts† of the government: The prime minister, and his political party, elected before him. The only other significant factions would be regulatory agencies, who are under the direct control of the majority. In Britain’s case the secretary of state, i.e. foreign minister are actual legislatures and therefore are mo re capable of introducing and evenShow MoreRelatedHow the United States Government Has Changed1030 Words   |  5 Pageschange for good. The United States had made improvement in their government structure to make the country a better place. The country has being affected in many different ways since the departure from the mother country. Due to the liberty the American people wanted, they had to make a government that could lead them to a better country than the mother country. 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Bangus Production Free Essays

string(89) " mean interval between two successive high \(or low\) waters is 12 hours and 25 minutes\." FISHPOND ENGINEERING 1. INTRODUCTION Fishpond Engineering is the science of planning, designing and constructing ponds including water control structures. Although not entirely new in the Fish Farm industry, it has gained international acceptance and plays an important role for the efficiency of the farm management as well as in attaining higher farm production. We will write a custom essay sample on Bangus Production or any similar topic only for you Order Now Fishpond Engineering takes into consideration most especially the physical structures and economy of construction based on the proper engineering procedure and application. . SITE SELECTION AND EVALUATION OF EXISTING AREAS 2. 1 Water Supply Water supply is the first and most important factor to consider in the suitability of a fishpond site. Usually, water supply comes from a river, a creek or from the sea. It must meet the quality and quantity requirement of the pond system throughout the year. Water quality is affected by the physical, the chemical, and the biological parameters. Such parameters are affected by the 1) by-products and wastes resulting from urbanization, 2) agricultural pollutants such as pesticides and fertilizers, 3) industrial wastes from pulp mills, sugar, oil refineries, and textile plants, 4) radio-active wastes, 5) oil pollution arising navigational activities, uncontrolled spillage, and oil exploration. Some of these parameters are discussed in detail under fishpond management. Poor quality water sometimes causes the fouling of gates, screens or metal pipes. This happens when heavy dredging is being conducted in an area. Heavy dredging increases turbidity and causes the release of organic substances embedded in the soil. Once these organic substances are released, they use up oxygen causing high biological oxygen demand (BOD). Higher BOD causes oxygen depletion which in turn makes the water foul. Similar conditions also occur during floods. Water supply in tide-fed farms must be adequate especially during some months of the year when the height of high water is at minimum. This problem can be solved by proper gate design and by the use of pumps. The rate of volume flow of nearby tidal stream needs also to be considered; measurement is made during the dry stream flow and during floods. The data obtained give the developer the minimum and maximum rates of discharge. These are important requirements in fish farm design. For details, refer to Annex I. 2. 2 Tidal Characteristic and Ground Elevation The suitability of a tide-fed area for a â€Å"bangus† fishpond project depends on the relationship between the tidal characteristic of the area and its ground elevation. The only free source of energy that could be tapped for flooding a brackishwater coastal pond is tidal energy which is available once or twice a day depending on geographical location. Five reference stations in the Philippines exhibit five peculiarly different patterns during some months of the year. Figure 1 shows in a graphical form the relationship of natural ground elevation to tidal characteristic. Tables 1 and 2 show such relationships as they are applicable to the six stations of reference. [pic] Figure 1 – Suitability of Proposed Fishpond Site Based on Tidal Characteristic and Ground Elevation. |LOCALITY |Elevations in Meters Above Mean Lower Low H20 | | |Mean High Water (MHW) |Mean Sea Level (MSL) |Mean Low Water (MLW) | |Pier 13, South Harbor, Manila |0. 872 |0. 479 |0. 104 | |Pier 2, Cebu City |1. 50 |0. 722 |0. 183 | |Legaspi Port, Legaspi City |1. 329 |0. 744 |0. 165 | |Sta. Ana Port Davao City |1. 405 |0. 753 |0. 101 | |Port of Poro, San Fernando, La Union |- |0. 372 |- | |Jolo Wharf Jolo, Sulu |0. 631 |0. 38 |0. 034 | Table 1. List of Primary Tide Stations and Datum Planes |   |Highest |Lowest |Absolute |Normal daily fluctuation |R E M A R K S | | |recorded tide |recorded tide|annual range |low/high(range) (m) | | | |(m) |(m) |(m) | | | |PHILIPPINES |1. 4 |(-)0. 21 |1. 25 |(-)0. 03/0. 61(0. 64) |Tidal fluctuation too | |San Fernando, La | | | | |narrow for proper | |Union | | | | |fishpond management | |Manila City |1. 46 |(-)0. 34 |1. 8 |0. 14/1. 05(0. 1) |T idal fluctuation | | | | | | |slightly narrow for | | | | | | |proper fishpond | | | | | | |management | |Legaspi City |1. 83 |(-)0. 4 |2. 23 |1. 09/1. 40(1. 9) |Tidal fluctuation | | | | | | |favorable for proper | | | | | | |fishpond management | |Cebu City |1. 98 |(-)0. 4 |2. 38 |(-)0. 03/1. 49(1. 52) |-do- | |Davao City |1. 98 |(-)0. 49 |2. 47 |(-)0. 03/1. 77(1. 80) |-do- | |Jolo, Sulu |1. 19 |(-)0. 12 |1. 31 |(-)0. 03/0. 98(1. 1) |Tidal fluctuation | | | | | | |slightly narrow for | | | | | | |proper fishpond | | | | | | |management | Table 2. Suitability of Six Tidal Stations of Reference for Fish Farms Areas reached only by the high spring tides should be ruled out as it is costly to move large quantities of soil during the process of excavation. There is that other problem of where to place the excess materials. While these can be solved by constructing high and wide perimeter dikes, putting up more dikes will create narrow compartments resulting in less area intended for fish production. Low areas on the other hand will require higher and more formidable dikes which may mean that earth will have to be moved long distances. The pond bottom should not be so low that drainage will be a problem. The best elevation for a pond bottom therefore, would at least be 0. 2 meter from the datum plane or at an elevation where you can maintain at least 0. meter depth of water inside a pond during ordinary tides. This index should satisfy the requirements of both fish and natural fish food. 2. 2. 1 Tides The attractive forces of both the moon and the sun on the earth surface which changes according to the position of the two planets bring about the occurrence of tides. Tides recur with great regularity and uniformity, although tidal charac teristic vary in different areas all over the world. The principal variations are in the frequency of fluctuation and in the time and height of high and low waters. When the sun, the moon and the earth are in a straight line, greater tidal amplitudes are produced. These are called spring tides. Tides of smaller amplitudes are produced when the sun and the moon form the extremes of a right triangle with the earth at the apex. These are called neap tides. When high and low waters occur twice a day it is called a semi-diurnal tide. When the high and the low occur once a day it is called a diurnal tide. The moon passes through a given meridian at a mean interval of 24 hours and 50 minutes. We call this interval one lunar day. Observations reveal that the mean interval between two successive high (or low) waters is 12 hours and 25 minutes. You read "Bangus Production" in category "Papers" Thus, if there is a high water at 11:00 A. M. today, the next high water will take place 12 hours and 25 minutes later, i. e. , 11:25 P. M. and the next will be at 11:50 A. M. of the following day. Each day the time of tide changes an average of 50 minutes. The difference in the sea water level between successive high and low waters is called the range. Generally, the range becomes maximum during the new and full moon and minimum during the first and last quarter of the moon. The difference in the height between the mean higher high and the mean lower low waters is called the diurnal range. The difference in the tide intervals observed in the morning and afternoon is called diurnal inequality. At Jolo, for instance, the inequality is mainly in the high waters while at Cebu and Manila it is in the low waters as well as in the high waters. The average height of all the lower of low waters is the mean lower low (MLLW), or (0. 00) elevations. This is the datum plane of reference for land elevation of fish farms. Prediction of tides for several places throughout the Philippines can be obtained from Tide and Current Tables published annually by the Bureau of Coast and Geodetic Survey (BCGS). These tables give the time and height of high and low water. The actual tidal fluctuation on the farm however, deviates to some extent from that obtained from the table. The deviation is corrected by observing the time and height of tidal fluctuation at the river adjacent to the farm, and from this, the ratio of the tidal range can be computed. From the corrected data obtained, bench marks scattered in strategic places can be established. These bench marks will serve later on as starting point in determining elevations of a particular area. 2. 2. 2 Tide prediction There are six tide stations in the Philippines, namely: San Fernando, Manila, Legaspi, Cebu, Jolo and Davao stations. Reference stations for other places are listed under the â€Å"Tidal Differences† and â€Å"Constants† of the Tide and Current Tables. The predicted time and height of high and low waters each day for the six tide stations can be read directly from the table. Tide predictions for other places are obtained by applying tidal differences and ratios to the daily predictions. Tidal differences and ratios are also found in the Tide and Current Tables. Let us take for example, the tidal predictions for Iloilo on 23 Sept. 1979. Looking through the tidal differences and constants of the Tide Tables, you will find that reference station for Iloilo is Cebu. The predicted time and height of tides for Cebu obtained from the tide tables on 23 Sept. 1979 are as follows: |High |Low            | |Time |: |Height |Time |: |Height | |0004 |: |1. 3 m |0606 |: |0. 14 m | |1216 |   |1. 52 m |1822 |   |0. 18 m | (The heights are in meters and reckoned from mean lower low water (MLLW); 0000 is midnight and 1200 is noon). Again, from the table on Tidal Differences and Constants, the corrections on the time and height of high and low waters for Iloilo are as follows: |Time |Height of High Water |Height of Low Water | |+ 0 hr. 05 min. |+ 0. 09 |+ 0. 3 | Thus, the corrected time and heights of high and low waters for Iloilo are: |High |Low            | |Tim e |: |Height |Time |: |Height | |0009 |: |1. 52 m |0611 |: |0. 17 m | |1221 |: |1. 61 m |1827 |: |0. 21 m | 2. 2. 3 Height of tide at any given time The height of the tide at any given time of the day may be determined graphically by plotting the tide curve. This can be done if one needs to know the height of the tide at a certain time. The procedure is as follows: On a cross-section paper, plot the high (H) and the low (L) water points between which the given time lines (see Fig. 2). Join H and L by a straight line and divide it into four equal parts. Name the points as Q1, M and Q2 with M as the center point. Locate point P1 vertically above Q1 and P2 vertically below Q2 at a distance equal to one tenth of the range of the tide. Draw a sine curve through points H, P1, M, P2 and L. This curve closely approximates the actual tide curve, and heights for any time may be readily scaled from it. Figure 2 shows the curve on 23 Sept. 1979 for Iloilo. H is 1. 61 m at 12:21 hr and L is 0. 21 m at 18:27 hr. Since the range is 1. 40 m, P1 is located 0. 14 units above Q1 and P2 is located 0. 14 units below Q2. The height of the tide at 14:30 hr is given by point T to be 1. 22 m. [pic] Figure 2. Height of Tide at any Given Time for Iloilo on 23 Sept. 1979. 2. 3 Soil Properties Most of our fishponds are constructed on tidal lands consisting of alluvial soils which are adjacent to rivers or creeks near the coastal shores and estuaries at or near sea level elevation. If you pick up a handful of soil and examine it closely, you will find that it is made up of mineral and organic particles of varying sizes. The mineral particles are the clay, silt, and sand while the organic particles are plant and animal matter at various stages of decomposition. Soils are assigned with textural classes depending on their relative proportion of sand, silt and clay. Each textural class exhibits varying colors which are based on their chemical composition, amount of organic matter and the degree of decomposition. U. S. Department of Agriculture Classification System has classified soil as: |GENERAL TERMS | |Common Names |Texture |Basic Soil Textural Class Names | |1. |Sandy Soils |Coarse |Sandy | | | | |Sandy Loam | |2. Loamy Soils |Moderately Coarse |Sandy Loam | | | | |Fine sandy Loam | | | |Medium |Very fine Sandy Loam | | | |Moderately fine |Loam | | | | |Silty Loam | | | | |Silt | |3. |Clayey Soils |Fine |Sandy Clay |Clay Loam | | | | |Silty Clay |Sandy Clay Loam | | | | |Clay |Silty Clay Loam | Many properties of soil, which are related to its texture, determine how well suited it is for fishpond purposes. A sandy loam, for instance, is more porous than silty loam and the latter will hold more nutrients than the former. Clay or sandy clay may be the best for dike construction but not as good as clay loam or silty clay loam in terms of growing natural food. So, in general, finer textured soils are superior for fishpond purposes because of their good water retention properties. Each soil texture exhibits different workability as soil construction material. Studies conducted show that clayey soil is preferred for diking purposes. Suitability of a soil class as dike material decreases with decreasing percentage of clay present in the mixture (see Table 3). CLASS |RELATIVE CHARACTERISTIC |COMPACTION CHARACTERISTIC |SUITABILITY FOR DIKE | | | | |MATERIAL | | |PERMEABILITY |COMPRESSIBILITY | | | |Clay |impervious |medium |fair to good |excellent | |Sandy clay |impervious |low |good |good | |Loamy |semi-pervious |high |fair to very |fair | | |to | | | | | |impervious |high |poor | | |Silty |se mi-pervious to |medium to |good to very |poor | | |impervious |high |poor | | |Sandy |pervious |negligible |good |poor | |Peaty |- |- |- |very poor | Table 3. Relationship of Soil Classes and Suitability for dike material Sediments are a dominant and observable characteristic in lower areas of brackishwater swamplands. Field observations and laboratory analysis of soil samples taken reveal that the majority have a thick layer of loose organic sediments which make them unsuitable for fishpond development and other infrastructures. Engineering and other technical considerations indicate that areas having this type of soil are rather difficult to develop because it is directly related to future land development problems such as (1) subsidence and related flood hazards, (2) unavailability of stable and indigenous soil materials for diking, and (3) unavailability of land with adequate load bearing capacity for future infrastructures such as buildings for storage and production facilities. Areas dominated by organic and undecomposed sediments are expected to experience considerable subsidence which eventually result to loss in effective elevation of the land after development as a result of drainage or controlled water table. Since elevation of most tidal lands converted to brackishwater fishponds are generally one meter above MLLW, any future loss of elevation due to subsidence shall predispose the area to severe drainage and flooding problems due to blocking effect of seawater during high tides. Organic and undecomposed sediments are not a good foundation for dikes nor for diking material. Fishpond areas dominated by this type of soil will mean that there is an inadequacy of indigenous soil materials for diking or filling of lower areas. In the absence of good soil materials, the site under consideration will require importing of soils from the adjoining areas which will make the system of development a very expensive process, or considerable excavation for diking will cause (1) unnecessary exposure of acid organic layers, (2) difficulty in leveling, (3) high cost of dike maintenance and (4) technical problems on seepage losses which will cause difficulty in maintaining water levels in the pond. 2. 3. 1 Field method for identification of soil texture Sand – Soil has granular appearance. It is free-flowing when in a dry state. A handful of air-dry soil when pressed will fall apart when released. It will form a ball which will crumble when lightly touched. It cannot be ribboned between thumb and finger when moist. Sandy Loam – Essentially a granular soil with sufficient silt and clay to make it somewhat coherent. Sand characteristic predominate. It forms a ball which readily falls apart when lightly touch ed when air-dry. It forms a ball which bears careful handling without breaking. It cannot be ribboned. Loam – A uniform mixture of sand, silt, and clay. Grading of sand fraction is quite uniform from coarse to fine. It is soft and has somewhat gritty feel, yet is fairly smooth and slightly plastic. When squeezed in hand and pressure is released, it will form a ball which can be handled freely without breaking. It cannot be ribboned between thumb and finger when moist. Silty Loam – It contains a moderate amount of finer grades of sand and only a small amount of clay; over half of the particles are silt. When dry, it may appear quite cloddy; it can be readily broken and pulverized to a powder. When air-dry, it forms a ball which can be freely handled. When wet, soil runs together and puddles. It will not ribbon but has a broken appearance; it feels smooth and may be slightly plastic. Silt – It contains over 80% of silt particles with very little fine sand and clay. When dry, it may be cloddy; it is readily pulverized to powder with a soft flour-like feel. When air-dry, it forms a ball which can be handled without breaking. When moist, it forms a cast which can freely be handled. When wet, it readily puddles. It has a tendency to ribbon with a broken appearance; it feels smooth. Clay Loam – Fine texture soils break into lumps when dry. It contains more clay than silt loam. It resembles clay in a dry condition. Identification is made on physical behaviour of moist soil. When air-dry, it forms a ball which can be freely handled without breaking. It can be worked into a dense mass. It forms a thin ribbon which readily breaks. Clay – Fine texture soils break into very hard lumps when dry. It is difficult to pulverize into a soft flour-like powder when dry. Identification is based on cohesive properties of the moist soil. When air-dry, it forms long thin flexible ribbons. It can be worked into a dense compact mass. It has considerable plasticity, and can be moulded. Organic Soil – Identification is based on its high organic content. Much consists of thoroughly decomposed organic materials with considerable amount of mineral soil finely divided with some fibrous remains. When considerable fibrous material is present, it may be classified as peat. Soil color ranges from brown to black. It has high shrinkage upon drying. 2. 4 Studies of Watershed and Flood Hazard 2. 4. 1 Watershed A watershed is a ridge of high land draining into a river, river system or body of water. It is the region facing or sloping towards the lower lands and is the source of run-off water. The bigger the area of the watershed, the greater the volume of run-off water that will drain to the rivers, creeks, swamps, lakes or ocean. Precipitation from a watershed does not totally drain down as run-off water. A portion of the total rainfall moving down the watershed’s surface is used by the vegetation and becomes a part of the deep ground water supply or seeps slowly to a stream and to the sea. The factor affecting the run-off may be divided into factors associated with the watershed. Precipitation factors include rainfall duration, intensity and distribution of rainfall in the area. Watershed factors affecting run-off include size and shape of watershed, retention of the watershed, topography and geology of the watershed. The volume of run-off from a watershed may be expressed as the average depth of water that would cover the entire watershed. The depth is usually expressed in centimeters. One day or 24-hours rainfall depth is used for estimating peak discharge rate, thus: Volume of Flood Run-off (Q) [pic]+ S1 Engineering Field Manual For Conservation Practices, 1969, pp 2–5 to 2–6 |where |Q |= |accumulated volume of run-off in centimeters depth over the drainage ar ea | | |P |= |accumulated rainfall in cm depth over the drainage area | | |Ia |= |initial obstruction including surface storage, interception by vegetation and | | | | |infiltration prior to run-off in cm depth over the drainage area | | |s |= |potential maximum retention of water by the soil equivalent in cm depth over the | | | | |drainage area | 2. 4. 2 Flood hazard Floods are common in the Philippines due to overflowing of rivers triggered by typhoons and the southwest monsoon rain prevailing over the islands during the rainy season. Overflow of the rivers is largely attributable to the bad channel characteristic such as steep slopes as well as meandering at the lower reach of the river. The network of the tidal streams in some delta areas has been rendered ineffective in conveying the flood-water to the sea due to fishpond construction. Flooding is common in this country and is considered the most destructive enemy of the fishpond industry. The floods of 1972 and 1974 greatly affected the fishpond industry in Central Luzon causing damage amounting to millions of pesos. Because of the floods, fishponds became idle during the time necessary for operators to make repairs and improvements. Floods cannot be controlled, but what is important is to know how a fishpond can be free to some extent from flood hazard. In order to prevent frequent flooding, it is necessary to know the weather conditions in the area where the fishpond project is located. The highest flood occuring in an area can be determined by proper gathering of information. In big rivers, the Ministry of Public Works (MPW) records the height of flood waters during rainy seasons. However, in areas where the MPW has no record, the best way is by gathering information from the people who have stayed in the area for many years. The size of the creek, river and drainage canal should also be determined to find out whether it can accommodate the run-off water or flood water that drains in the area once the fishpond project is developed. Records of the highest flood in the site, especially during high tide, is very important. It will be the basis in providing allowance for the drainage of flood water coming from the watershed. 2. 5 Climatic Conditions Climate has been described in terms of distribution of rainfall recorded in a locality during the different months of the year. In the Philippines, it is classified into four climatic zones preferably called weather types, namely: |Type I |- |Two pronounced seasons; dry from November to April and wet uring the rest of the year. | |Type II |- |No dry season with very pronounced maximum rainfall from November to January. | |Type III |- |Season not very pronounced; relatively dry from November to April and wet during the | | | |rest of the year. | |Type IV |- |Rainfa ll more or less evenly distributed throughout the year. | The elements that make up the climate of a region are the same as those that make up the weather, the distinction being one mainly of time. But the elements that concern most fishpond operators are the rainfall, temperature and the prevailing wind direction because they greatly affect fish production directly or indirectly. Data on rainfall and wind direction are very necessary in planning the layout and design of pond system. Knowing past rainfall records, you can more or less decide whether it will be necessary to include a drainage canal in the layout, and how large it will be when constructed. Knowing past rainfall records will also be necessary in computing the height of the secondary and tertiary dikes. Wind on the other hand, plays a role in fishpond design. Strong wind generates wave actions that destroy sides of the dike. This causes great expense in the construction and maintenance. However, this problem can be minimized with proper planning and design. For instance, longer pond dimension should be positioned somewhat parallel to the direction of the prevailing wind (see Fig. 3). This will lessen the side length of the dike exposed to wave action. This orientation of pond compartments will also have some advantageous effects in the management aspect. [pic] Figure 3. Layout of Pond Compartments Oriented to the Prevailing Wind Direction Nearly every location is subject to what is called the prevailing wind, or the wind blowing in one direction for a major portion of the year. Monsoons are prevailing winds which are seasonal, blowing from one direction over part of the year and from the opposite direction over the remaining part of the year. Trade winds, which generally come from the east, prevail during the rest of the year when the monsoons are weak. [pic] Figure 4. Wind Directions Wave action in ponds is caused by wind blowing across the surface. One cannot totally control wave action in ponds although it can be minimized. In typhoon belt areas or in areas where a strong wind blows predominantly, it is better to include wind breakers in planning the layout of ponds. 2. 6 Type and Density of Vegetation Mangrove swamps occur in abundance on tidal zones along the coasts of the Philippines which are being converted into fishponds for fish production, but not all mangrove swamps are suitable for fishpond purposes. Some are elevated and are not economically feasible for development; others have too low an elevation to develop. The distribution of mangrove species in tropical estuaries depend primarily on the land elevation, soil types, water salinity and current. It has been observed that â€Å"api-api† and â€Å"pagat-pat† trees (Avicennia) abound in elevated areas while â€Å"bakawan† trees (Rhizophora) are mostly found in low areas. It has also been observed that nipa and high tannin trees have a long-lasting low pH effect on newly constructed ponds. Presence of certain shrubs and ferns indicate the elevation and frequency of tide water overrunning the area. Certain aquatic plants such as water lily, eel grass and chara sp. indicate low water salinities. The type and density of vegetation, the size, wood density and root system of individual trees greatly affect the method of clearing, procedure of farm development and construction cost. Thickly vegetated areas, for instance, will take a long time to clear of stumps. Density of vegetation is classified according to kind, size and quantity per unit area. This is done to determine the cost of land clearing and uprooting of stumps. One method used is by random sampling. The process requires at least five or more samples taken at random, regardless of size, and vegetation is classified according to kind, size and number. Then the findings are tabulated and the average of the samples is determined. However, vegetation of less than 3 cm in diameter is not included. The total vegetation of the area is determined as follows: [pic] |Station |NIPA |BAKAWAN |API-API |LIPATA |BIRIBID | |(20? 20) | | | | | | | |No|Av|No. | | |. |e. | | | | |Si| | | | |ze| | | |b |= |line GD | | |h |= |height or distance | The total area of the irregular figure is equal to the sum of A1, A2, A3, A4 and A5. Example: Find the area of an irregular figure shown in Figure 13 using the triangulation method. Solution: [pic] [pic] b. Trapezoidal Rule [pic] Figure 14. Area Determination Using the Trapezoidal Rule If a field is bounded on one side by a straight line and on the other by a curved boundary, the area may be computed by the use of the trapezoidal rule. Along a straight line AB, Fig. 14, perpendicular offsets are drawn and measured at regular intervals. The area is then computed using the following formula: [pic] Where: |ho, hn |= |length of end offsets | |Sh |= |sum of offsets (except end offsets) | |d |= |distance between offsets | Example: In Fig. 4, if the offsets from a straight line AB to the curved boundary DC are 35, 25, 30, 40, and 10, and are at equal distance of 30, what is the included area between the curved boundary and the straight line? Solution: |Area ABCD |= |[pic] | | |= | | | |= |117. 5 ? 30 | | |= |3,525 sq. m. | 3. 2. 3 Laying out right angles and parallel lin es a. Laying out right angles. For instance it is required to lay out the center line of dike B (see Fig. 15) perpendicular to that of dike A using a tape. A simple corollary on the right triangle states that a triangle whose sides are in proportion of 3, 4, and 5 is a right triangle, the longest side being the hypotenuse. In the figure, point C is the intersection of the two dike centerlines. One man holds the zero end of the tape at C and 30 m is measured towards B. Again from C, measure 40 m distance towards A and then from A’ measure a distance of 50 meters towards B’. Line CB’ should intersect line A’ B’. Therefore, line CB is formed perpendicular to line CA. It is always desirable to check the distances to be sure that no mistake has been made. [pic] Figure 15. Laying Out Right Angles b. Laying out parallel lines. In Figure 16, CD is to be run parallel to AB. From line AB erect perpendicular lines EF and GH in the same manner described in the previous discussion. Measure equal distances of EF and GH from line AB and the line formed through points C’ and D’ is the required parallel. [pic] Figure 16. Laying Out Parallel Lines 3. 3 Topographic Survey 3. 3. 1 Explanation of common terms a. Bench Mark (BM). A bench mark is a point of known elevation of a permanent nature. A bench mark may be established on wooden stakes set near a construction project or by nails driven on trees or stumps of trees. Nails set on trees should be near the ground line where they will remain on the stump if the tree will be cut and removed. Procedure on setting up a bench mark is attached as Annex 4. It is a good idea to mark the nail with paint and ring the tree above and below also in case a chain saw is used to cut down the tree. The Philippines Bureau of Coast and Geodetic Survey has established bench marks in nearly all cities and at scattered points. They are generally bronze caps securely set on stones or in concrete with elevations referenced to mean sea level (MSL). The purpose of these bench marks is to provide control points for topographic mapping. b. Turning Point (TP). A turning point is a point where the elevation is determined for the purpose of traverse, but which is no longer needed after necessary readings have been taken. A turning point should be located on a firm object whose elevation will not change during the process of moving the instrument set up. A small stone, fence post, temporary stake driven into the ground is good enough for this purpose. c. Backsight (BS). Backsight is a rod reading taken on a point of known elevation. It is the first reading taken on a bench mark or turning point immediately after the initial or new set-up. d. Foresight (FS). Foresight is a rod reading taken on any point on which an elevation is to be determined. Only one backsight is taken during each set-up; all other rod readings are foresights. e. Height of Instrument (HI). Height of instrument is the elevation of the line of sight above the reference datum plane (MLLW). It is determined by adding the backsight rod reading to the known elevation of the point on which the backsight was taken. 3. 3. 2 Transit-stadia method of topographic survey The following describes the procedure of determining ground elevations using the engineer’s level with a horizontal circle and stadia rod. A transit may be substituted for the level if care is exercised in leveling the telescope. It is assumed that a bench mark with known elevation has been established. a. Establish your position from a point of known location on the map. In Figure 17, point B is â€Å"tied† to a point of known location on the map, such as corner monument C of the area. This is done by sighting the instrument at C and noting down the azimuth and distance of line BC. The distance of B from C is determined by the stadia-method discussed under area survey. [pic] Figure 17. Establishing Position from a Point of Known Location on the Map b. Take a rod reading on the nearest bench mark (BM), as shown in Figure 18, previously installed for such purpose. This reading is called the backsight (BS), the rod being on a point of known elevation. The height of the instrument (HI) is then found by adding the elevation of the bench mark (Elev. ) and backsight (BS), thus: H. I. = Elev. + B. S. [pic] Figure 18. Transit-stadia Method of Topographic Survey c. The telescope is sighted to point D, or any other points desired, and take the rod reading. The reading is called the foresight (F. S. ), the rod being on a point of known elevation. Ground elevation of point D is then determined by subtracting the foresight (F. S. ), from the height of the instrument (H. I. ), thus: Elevation = H. I. – F. S. d. Similar procedure is used in determining the ground elevation of several points which are within sight from the instrument at point B. The azimuth and distance of all the points sighted from point B are read and recorded in the sample field notes such as shown in Figure 19. |Sta. |Sta. |B. S. | |Occ. |Obs. | |HAT |= |Highest Astronomical Tide | |GS |= |Elevation of the ground Surface | |MF |= |Maximum Flood level | |FB |= |Allowance for Free Board | |%S |= |Percent Shrinkage and settlement | 1. The design height of a secondary dike is calculated using the following formula: [pic] Where: Hs |= |Height of the secondary dike | |HST |= |Highest Spring Tide | |GS |= |Elevation of the ground Surface | |MR |= |Maximum Rainfall within 24 hours | |FB |= |Allowance for Freeboard | |%S |= |Percent Shrinkage and settlement | 2. The design height of a tertiary dike is calculated using the following formula: [pic] Where: Ht |= |Height of the tertiary dike | |DWL |= |Desired Water Level | |GS |= |Elevation of the ground Surface | |MR |= |Maximum Rainfall within 24 hours | |FB |= |Allowance for Freeboard | |%S |= |Percent Shrinkage and settlement | [pic] Figure 28. Design of Different Dikes 4. 3. 3 Canals. About one to two percent of the total farm area is used in the canal system. The main water supply canal starts from the main gate and usually traverses the central portion of the fishfarm. The canal bed should not be lower than, but rather sloping towards, the floor elevation of the main gate. Generally, the canal bed is given a slope of 1/1500 or one meter difference in elevation for a horizontal distance of 1,500 m. A one meter opening main gate will have a canal bed at least 3. m. wide. This width is enough to supply a 10–15 hectares fishpond system considering that the canal dikes have a ratio of 1:1 slope. Secondary water supply canals are constructed in portions of the farm which cannot be reached by the main canal. It starts from the main canal and traverses the inner portion of the fishpond. It is usually constructed in large fishpond areas and smaller than the main canal. Generally, secondary supply canal has a bed width of 2. 0 m. A tertiary canal is usually constructed to supply water in the nursery and transition ponds. Because of the small size, it is sometimes said to be a part of the nursery pond system. Some fish culturists modify the tertiary canal as a catching pond. This usually happens when the designed tertiary canal is short, Generally, a tertiary canal has a bed width of 1. 0–1. 5 m. A diversion canal, when necessary, is also constructed to protect the farm from being flooded with run-off water coming from the watershed. It must be strategically located so that run-off will empty on an established disposal area, natural outlets or prepared individual outlets. It should have the capacity to carry at least the peak run-off from the contributing watershed for a 10-year frequency storm. The slope of the diversion canal should be in such a way that water flows towards the drainage area. A drainage canal is constructed when there is a need to have a separate canal for draining rearing ponds. This is to improve water management in the pond system. It is usually located at the other side of the pond, parallel to the supply canal. A drainage canal is recommended in intensive culture, especially of shrimps. [pic] Figure 29. Design of Different Canals 5. PROJECT COST AND PROGRAMMING The worst error a prospective fishfarm operator can make is to develop an area without project cost estimates and a programme of development. Development money is wasted, and management of the area may be difficult or impossible. Poor planning is the major cause of project failure and even leads to personal bankruptcy. It is very necessary that preparation of the project cost estimates as well as programme of development be done before any construction is started. It is important to know approximately how much will be spent to finish the whole project. It is better that one knows how and when the project will be constructed and completed. The importance of the project cost estimates and programme of development should not be underestimated. 5. 1 Project Cost EStimates The cost of development can be estimated based on the 1) data gathered in the area, 2) proposed layout plan, and 3) design and specification of the physical structures and other facilities. 5. 1. 1 Pre-development estimates a. For the preparation of Feasibility Study. Whether the fishpond operator will apply for a loan in the Bank or he will use his own money to finance the development of a fishpond project, a feasibility study of the area is needed. The feasibility study will be his guide in the development and management of the project. All activities such as the development, management and economic aspects are embodied in the feasibility study. It is a specialized work by engineers, aquaculturist and an economist having special knowledge in fishfarming industry. Usually, for the preparation of the feasibility study, the group charges about 2% to 10% of the total estimated cost of development. b. For the Survey of the Area. An area survey includes a topographic survey, and re-location survey. Whether the area is owned by a private individual or by the government, an area survey by a licensed Geodetic Engineer is very important for the proper location and boundary of the land. It is one of the requirements in the application for a 25-year Fishpond Lease Agreement in the BFAR and also in the application for a loan in the Bank. It must be duly approved by the Bureau of Lands. A topographic survey is necessary in the planning and development of the project. A re-location survey must be conducted to check the validity of the approved plan as well as to avoid conflict in the future. An area and topographic survey done by a Geodetic Engineer will cost about [pic]400. 00 for the first hectare or a fraction thereof and [pic]50. 00 per hectare for the succeeding hectarages. Re-location survey is cheaper than the area and topographic survey. c. For the Construction of a Temporary Shelter. Experienced fishpond laborers generally do not live in the locality. To be more effective they need to have a place to stay during the construction activities. For the construction of a shelter house made of light material, assume a cost of [pic]300. 00/sq. m. of shelter. This includes materials and labor costs. d. For the Construction of Transport Facilities. Flatboats will be needed in the transport of mudblocks. A banca may be used in going to the site. Cost of construction varies from locality to locality. A flatboat with dimensions of 8†² ? 4†² ? 14†³ will cost around [pic]500. 00. A small banca will cost around [pic]600. 00. e. For Representation and Transportation Expenses. This item is not included in the cost of development of a fishpond project. However, it appears that a big amount is being incurred in representation and transportation expenses before the project is started. Example of expenditures are follow-ups of survey plan of the area, FLA application and bank loan. Other expenses are incurred in canvassing of supplies and materials, survey of manpower requirement and equipment needed in the development of a project. Representation and transportation expenses cover about 10–20 percent of pre-development cost. 5. 1. 2 Development Proper. a. For the Clearing of the Whole Area. Clearing the area of vegetation can be divided into three categories, namely: 1) cutting and chopping, 2) Falling and burning, and 3) uprooting and removal of stumps and logs. Generally, cutting and chopping costs about [pic]500. 00 per hectare; piling and burning costs about [pic]300. 00 per hectare; and for the uprooting of stumps and removal of logs, costs depend on their size and number per unit area. A hectare pond, for instance, having 200 stumps of size below 15 cm. in diameter will cost about [pic]800. 00. Stumps numbering 50 pieces with diameter over than 15 cm. will cost about [pic]1,000. 00 per hectare. Cost for the clearing depends upon the prevailing price in the locality. b. For the Construction and Installation of Gates. Cost of construction and installation of a gate can be calculated based on its design and specification proposed in the area. The two kinds of gate commonly constructed in fishponds ( concrete and wood) will be discussed separately. 1. Estimating the cost of construction and installation of a concrete gate: a. Based on the plan of a concrete gate, determine the area and volume of the walls, wings, floor, bridges, toes, aprons and cut walls and compute for the total volume using the following formula: A = L ? W V = A ? t VT = V = V1 + V2 + V3 + †¦ Where: A |= |Area |L |= |Length | |V |= |Volume |W |= |Width | |VT |= |Total volume |t |= |thickness | Determine the number of bags of cement, and the volume of gravel and sand by multiplying the total volume with the factors precomputed for a Class A mixture plus 10% allowance for wastage, thus: |No. of bag cemen t |= |(VT ? 7. 85) + 10% | |Volume of Gravel |= |(VT ? 0. 88) + 10% | |Volume of Sand |= |(VT ? 0. 44) + 10% | Class A mixture has a proportion of 1:2:4, that is one part of cement for every two parts of fine aggregate (sand) and four parts of coarse aggregate (gravel). b. Every square meter of a concrete gate uses 6. 0 m. long of reinforcement bar placed at an interval of 0. 25 m. both ways on center. This is equivalent to 1 ? bars at a standard length of 20 feet per bar. The floor and toes use the same size of bar, thus: No. of reinforcement bar = (Af + 4t) ? 1. 5 Where: Af = Area of the floor At = Area of the toes The walls, wings, etc. use two different sizes of reinforcement bar, thus: [pic] Where: Aw = Area of the walls Ax = Area of the wings An = other areas c. Find the total area of a concrete gate by adding all the areas mentioned in (a). Calculate the weight of tie wire no. 6 by multiplying the total area with a standard value per sq. m. of concrete, thus: Weight (kg) = AT ? 0. 3 Kg/sq. m. d. Calculate the volume of boulders needed by multiplying the area of the flooring with the th ickness of fill. e. Form lumber can be calculated by multiplying the area of walls, wings and bridges by 2. Plywood can also be used as form. Since lumber measurement is still in feet it should be converted into meter, (see conversion table). Use 2†³ ? 3†³ wood for form support. f. Bamboo puno could be calculated from the area of the flooring. A square meter of flooring will require more or less 20 puno staked at an interval of 0. 5 m. both ways on center. This, however, depends upon the hardness of the floor foundation. g. Screens and slabs are calculated based on the design of the concrete gate. h. Assorted nails are calculated based on the thickness of the form lumber used. i. Labor cost is 35–40% of total material cost. However, close estimates can be computed by determining the cost of labor for the construction and removal of temporary earth dike, excavation of the foundation, staking of bamboo puno, placing of boulders and gravel, construction of forms, concr eting of the gate and others. 2. Estimating the cost of construction and installation of a wooden gate. a. Based on the plan of a wooden gate, determine the size and number of lumber for the sidings and flooring. Compute for the total board feet using the following formula: [pic] Where: |L |= |Length of lumber in inches | |W |= |Width of lumber in inches | |t |= |thickness of lumber in inches | b. Based on the design and specification of the pillars and braces, compute for the total board feet using again the above formula. c. Determine the size and number of lumber needed for slabs and screen frames and compute the total board feet. d. Calculate the assorted nails (bronze) based on the lumber used. e. Calculate the coal tar requirement in gallons. f. Calculate the cost of nylon and bamboo screens. g. Calculate the labor cost at 30–40% of the material cost or calculate in detail according to the labor requirement. Calculation includes the construction, painting and installation of the wooden gate and excavation of the floor foundation. c. For the Construction of the Proposed Dikes. Dikes constructed in fishponds vary in sizes. Bigger dikes are, of course, more costly to construct than smaller dikes. In other words, the perimeter or main dike will expend more than the secondary or tertiary dikes. The cost of construction is calculated based on the volume of soil filled and generally it costs [pic]6. 00 per cubic meter. Labor cost, however, depends on the prevailing price in the locality. Transport distance of soil material to the dike is also considered in calculating the cost of construction. Long transport distance decreases individual output per day and thus will increase construction cost. Working eight hours a day, one skilled worker can finish diking, using one flat boat, based on the following distances: |10 – 100 meter distance |6 – 7 cu. m. /day | |101 – 300 meter distance |5 – 6 cu. m. day | |301 – 500 meter distance |4 – 5 cu. m. /day | d. For the Excavation and Leveling of Ponds. Cost for excavation depends upon the volume of soil left inside the pond after the dikes have been constructed. Considering that some soils have been excavated for diking purposes, only about 60% is left for excavation. Generally, escavation co sts about [pic]2. 00 per cu. m. depending upon the prevailing labor cost in the locality. After excavation, leveling of the pond bottoms follows. This involves the cut-and-fill method (excavation and dumping to low portions). Generally, leveling costs about [pic]2,000. 00 per hectare. e. For the Construction of Facilities. Facilities include the caretaker’s house, working shed, bodega, chilling tanks, etc. For proper estimates there should be a simple plan of the facilities. However, rough estimates can be made based on the floor area of a house to be constructed. For a house made of light materials, assume a cost of [pic]400. 00 per sq. m. floor area; and for concrete structures, assume [pic]1,000. 00 per sq. m. All assumed costs include materials and labor based on 1979 price of materials. f. For the Purchase of Equipment. A fishpond project cannot be operated without equipment. Examples are fish nets, digging blades, shovels, scoop nets, bolos, etc. These items should be included as part of the total development cost. Such equipment should be listed and calculated. g. Contingencies. There should be a contingency fund for unforeseen expenditures, increase of prices and other materials not included in the above calculations. Assume 10% of the above costs for contingencies. 5. 1. 3 Cost estimate For the purpose of determining the cost of developing a new brackishwater fishfarm project, a typical example of a 50-hectare fishpond project applied to the Bureau of Fisheries and Aquatic Resources for a 25-year Fishpond Lease Agreement is presented below. |I. Pre-Development |   | | |1. |For the preparation of feasibility study |[pic]1,000. 00 | | |2. |Re-location of boundaries |2,000. 00 | | |3. |For the construction of temporary shelter for laborers (light materials) |4,000. 00 | | |4. |For the construction of flatboats, 5 units at [pic]500. 00/unit |2,500. 00 | | |5. |For the purchase of small banca, 1 unit at [pic]600. 00 |600. 00 | | |6. For representation and transportation expenses |3,000. 00 | | |Sub-total |[pic]13,100. 00 | |II. |Development Proper |   | | |1. |Clearing of the area at [pic]600. 00/ha. (cutting, chopping, burning removal of logs |[pic]30,000. 00 | | |2. |Construction of dikes (filling, compacting and shaping by manual labor) |   | | | |a. |Main dike along bay and river 1,920 linear meters, 6. 0 m base, 2. 0 m crown and 2. 25 m|103,680. 00 | | | | |height or a total of 17,280 cum. at [pic]6. 00/cu. | | | | |b. |Main dike along upland, 840 linear meters, 5. 5 m base, 2. 0 m crown, and 2. 0 m height |37,800. 00 | | | | |or a total of 6,300 cu. m at [pic]6. 00/cu. m | | | | |c. |Main canal dike, 980 linear meters, 5. 0 m base, 2. 0 m crown, and 1. 8 m height, or a |33,957. 00 | | | | |total of 6,174 cu. m. at [pic]5. 50/cu. m | | | | |d. |Secondary dike, 2,540 linear meters, 4. 0 m base, 1. 0 m crown 1. 5 m height or a |52,387. 50 | | | | |total of 9,525 cu. at [pic]5. 50 per cu. m | | | | |e. |Secondary canal dike, 400 linear meters, 4. 0 m base, 1. 5 m crown and 1. 4 m height, or|8,470. 00 | | | | |a total of 1,540 cu. m at [pic]5. 50 per cu. m | | | | |f. |Tertiary canal dike, 240 linear meters, 3. 5 m base, 1. 5 m crown and 1. 2 m height or a|3,600. 00 | | | | |total of 720 cu. m at [pic]5. 00 per cu. m | | | | |g. |Tertiary dike, 700 linear meters, 3. 0 m base, 1. 0 m crown and 1. m height or a total|7,000. 00 | | | | |of 1,400 cu. m at [pic]5. 00 per cu. m | | | |3. |Construction and installation of gates |   | | | |a. |Main double opening concrete gate, 2 units at [pic]20,000/unit including labor cost |40,000. 00 | | | |b. |Construction and installation of 10 units secondary wooden gates at [pic]3,000. 00 per|30,000. 00 | | | | |unit | | | | |c. Construction and installation of 15 units tertiary wooden gates at [pic]1,500/unit |22,500. 00 | | |4. |Excavation and levelling of pond b ottoms (cut-and-fill) |   | | | |a. |Nursery Pond, 1. 5 ha at [pic]2,000/hectare |3,000. 00 | | | |b. |Transition Pond, 4. 0 ha at [pic]2,000/ha |8,000. 00 | | | |c. |Formation Pond, 8. 0 ha at [pic]2,000/ha |16,000. 00 | | | |d. |Rearing Pond, 32. 0 ha at [pic]2,000/ha |64,000. 00 | | |5. Uprooting and removal of stumps at [pic]600/ha |30,000. 00 | | |6. |For the construction of facilities |   | | | |a. |Caretaker’s Hut made of light materials, 2 units at [pic]6,000/unit |12,000. 00 | | | |b. |Bodega, made of light materials for inputs and equipment, 1 unit |5,000. 00 | | | |c. |Chilling tank with shed, made of light materials |3,000. 00 | | |7. |For the purchase of equipment |   | | | |a. Nets for harvesting |3,000. 00 | | | |b. |Digging blades and carpentry tools |1,000. 00 | | | |c. |Containers |2,000. 00 | | |8. |Contingencies (10% of cost) |52,350. 05 | | |Sub-total |[pic]562,750. 55 | | |T O T A L |[pic]575,850. 55 | ESTIMATED COST FOR ONE UNIT DOUBLE OPE NING MAIN CONCRETE GATE |I. Cost of Materials | | |   | |Quantity |Unit Price |Amount | | |1. |Cement |140 bags |[pic]24. 00/bag |[pic]3,360. 00 | | |2. |Sand |10 cu. m. |60. 00/cu. m |600. 00 | | |3. |Gravel |20 cu. m |80. 00/cu. m |1,600. 00 | | |4. |Boulders |8 cu. m |50. 00/cu. m |400. 00 | | |5. Reinforcement Bar | | | |a) ? ? ? 20†² |80 pcs |22. 00/pc |1,760. 00 | | | |b) ? 3/8 ? 20†² |35 pcs |12. 00/pc |420. 00 | | |6. |Plywood form |49 pcs |48. 00/pc |2,352. 00 | | | |(? ? 4†² ? 8†³) | | | | | |7. |Lumber (S4S) | | | |a) 2†³ ? 2†³ ? 12†² |30 pcs |3. 0/bd. ft |360. 00 | | | |b) 2†³ ? 3†³ ? 12†² |16 pcs |3. 00/bd. ft |288. 00 | | | |c) 1†³ ? 2†³ ? 12†² |10 pcs |3. 00/bd. ft |60. 00 | | | |d) 1†³ ? 12†³ ? 12†² |6 pcs |3. 00/bd. ft |216. 00 | | |8. |Assorted Nails |10 kgs |7. 50/kg |75. 00 | | |9. |G. I. Wire #16 |20 kgs |8. 00/kg |160. 00 | | |10. Bamboo Puno |400 pcs |4. 00/pc |1,600. 00 | | |Su b-total |[pic]13,251. 00 | |II. |Labor (40% of material cost) |5,300. 00 | |III. |Contingencies (10% of material cost) |1,325. 00 | | |T O T A L |[pic]19,876. 00 | | |say |[pic]20,000. 00 | ESTIMATED COST FOR ONE UNIT SECONDARY WOODEN GATE |I. Cost of Materials | | |   |   |Description |Quantity |Unit Price |Amount | | |1. |Ply Board |1†³? 10†³? 14†² |34 pcs. |[pic]3. 00/bd. ft|[pic]1,190. 00| | | | | | |. | | | | | |1†³? 10†³? 8†² |3 pcs. |3. 00/bd. ft. |60. 00 | | |2. |Slabs |1†³? 12†³? 14†² |2 pcs. |3. 00/bd. ft. |84. 00 | | |3. |Pillars and   Braces |2†³? 3†³? 10†² |4 pcs. 3. 00/bd. ft. |60. 00 | | | | |2†³? 3†³? 8†² |7 pcs. |3. 00/bd. ft. |84. 00 | | | | |2†³? 3†³? 14†² |2 pcs. |3. 00/bd. ft. |42. 00 | | | | |3†³? 4†³? 10†² |12 pcs. |3. 00/bd. ft. |360. 00 | | |4. |Screen Frames |2†³? 3†³? 16†² |2 pcs. |3. 00/bd. ft. |48. 00 How to cite Bangus Production, Papers

A Comparison of Two Paintings from the Renaissance Period Essay Example For Students

A Comparison of Two Paintings from the Renaissance Period Essay Here, these two paintings have similar themes both at the extreme beginnings and endings of the Italian Renaissance, and as such they river to present an exceptional example of the developments in art that occurred Within that time. This paper shall compare these two paintings through addressing a series of questions on the subject. Subject Matter or Iconography Madonna Enthroned is the earlier Of the two works to be surveyed in this paper, and as such there is a great deal more popularity surrounding this work. The image is simple: The subject matter is religious and concerns a host of holy figures surrounding the Madonna with an infant figure of Christ on her lap. Madonna and Child with SST. John the Baptist and Angel is similar in that other LOL figures are gathered to pay their respects to Christ but the scene is more open and less focused on just the two central figures. Madonna and Child in my opinion is therefore a more complex composition, where instead of having two recognizable figures in the Christian religion, there are three and an angel. In Madonna and Child, the other religious figure of SST. John the Baptist is also allowed to stand near the holy mother and child, and an angel is present. Because of this, the viewer contends with a literal story rather than a simple image as in Madonna Enthroned. Also in Polios image, where the central usuries are larger and better seen, there are religious symbols used. The same might be true in Gustos work but the details are harder to distinguish. Visual Form and Style The style and the form Of these two paintings reflect the development Of the artistic techniques during the Italian Renaissance. While both reflect a Biblical theme With a central focal point Of the Madonna and Child, Madonna Enthroned has a key image that is best viewed from a central position and Madonna and Child has a greater degree Of importance over the majority Of the surface of the canvas. In Madonna and Child] the viewer does not perceive hat an image is being forced upon them as is found in the work by Ghetto. A use of light and space is also key to preventing the Puling piece from being forced, where the organization of distance visibly removes the viewer from Madonna Enthroned while drawing the viewer into the painting in Madonna and Child Color also serves a similar purpose, where Gustos work is monochromatic but ocher while Polios work carries a greater expression through the detail involved. The mood Of these two pieces is remarkable in that color does not play as great an importance as the figures surrounding the focal point of the Madonna and Child. These figures are both essential to the composition Of the piece, but in Madonna Enthroned the viewer is left thinking that the Madonna and Child are truly untouchable. The mood of this piece, while certainly not dark, does not inspire any. Even the angels by either side are careful not to come near the holy woman and child. In Madonna and Child] however, the entire composition is subject to accessibility, where the mood is light and extremely pleasant. Finally, the faces in both pieces are of particular note, where in Madonna Enthroned the faces of the Madonna and the Christ child look as though they are made of tone. It is difficult to see the faces tooth other figures as clearly, but there is no visible emotion on their faces, The piece by puling is a sharp contrast, where the figures all appear to be content To consider Polios figures as being emotionally happy might be impossible, but it is evident that those in the picture are at peace. .u829df801f15a684fc3e650d3c9c6fd73 , .u829df801f15a684fc3e650d3c9c6fd73 .postImageUrl , .u829df801f15a684fc3e650d3c9c6fd73 .centered-text-area { min-height: 80px; position: relative; } .u829df801f15a684fc3e650d3c9c6fd73 , .u829df801f15a684fc3e650d3c9c6fd73:hover , .u829df801f15a684fc3e650d3c9c6fd73:visited , .u829df801f15a684fc3e650d3c9c6fd73:active { border:0!important; } .u829df801f15a684fc3e650d3c9c6fd73 .clearfix:after { content: ""; display: table; clear: both; } .u829df801f15a684fc3e650d3c9c6fd73 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u829df801f15a684fc3e650d3c9c6fd73:active , .u829df801f15a684fc3e650d3c9c6fd73:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u829df801f15a684fc3e650d3c9c6fd73 .centered-text-area { width: 100%; position: relative ; } .u829df801f15a684fc3e650d3c9c6fd73 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u829df801f15a684fc3e650d3c9c6fd73 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u829df801f15a684fc3e650d3c9c6fd73 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u829df801f15a684fc3e650d3c9c6fd73:hover .ctaButton { background-color: #34495E!important; } .u829df801f15a684fc3e650d3c9c6fd73 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u829df801f15a684fc3e650d3c9c6fd73 .u829df801f15a684fc3e650d3c9c6fd73-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u829df801f15a684fc3e650d3c9c6fd73:after { content: ""; display: block; clear: both; } READ: Ejti Stih De Fernandez De Cordova EssayI personally come away with a large measure of respect for the Ghetto piece but can connect more with Madonna and Child Conclusion As noted in the Introduction, these two pieces can be seen as presenting an astonishing look at the effect that the Italian Renaissance had on the placement of painting. The work by Ghetto is representative of the earliest stages Of the Renaissance, where art was accomplished mainly to provide the viewer with a glimpse at the divine. As such, the majority of art from that era featured either Biblical scenes or the artists wealthy patron. In contrast, the paintings found at the end of the Renaissance, such as Madonna and Child with SST. John the Baptist and an Angel, are far more open in terms of what was acceptable in the artistic community. The brief centuries of the Renaissance had provoked an interest in perspective and composition, meaning that Polios piece can be seen as having a greater sense of artistic merit. Madonna and Child has more depth and movement, and the viewer perceives human characteristics in the figures presented therein. In Conclusion these paintings do indeed reflect the historical and artistic climate of the period. The choice of these pieces as demonstrating the wide range of changes that occurred during the Renaissance is perfect: Viewers of these two distinctive works of art have a visual demonstration of the development of art and painting during a relatively brief period of time.

United Cereal Laura Brill’s Eurobrand Challenge free essay sample

As a set of guiding principles, core values are the essential and enduring tenets of companies and have intrinsic value and importance to those inside the organization. UC’s two time-tested values-customer and market oriented, and constant innovation-which can be summarized from the company phrases, are embodied in its vision: Customer and market oriented (â€Å"You inspire us†): It is customers who lastingly gave UC inspiration to do innovation and led UC to become a pioneer in the use of consumer research and focus group. UC listens to the customer, spots the trend, and holds the high value placed on extensive market testing prior to launching new products. Constant innovation (â€Å"Innovative winning†): UC had a well-earned reputation as an innovator both in its products and brand management system. Honoring the past while embracing the future, UC rejects the conventional wisdom and creates innovative products being market leaders for more than half a century old. We will write a custom essay sample on United Cereal Laura Brill’s Eurobrand Challenge or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Core purpose, the second part of core ideology, is the organization’s reason for existence and reflects people’s idealistic motivations for doing the company’s work. Core purpose captures the soul of organization but not a specific target. David Packed, one of HP’s founders, assumed that the deeper and real reason for existence of companies is not to just make money but to get people together to accomplish 3 Master of Finance Principles of Management something they cannot accomplish separately- make contribution to society, which is fundamental. As what says in UC’s vision, â€Å"We accompany you to embrace every delicious and hopeful morning†, UC aims to improve the living standard of people by providing delicious and quality food and sharing the joy, hope and happiness with them. ) Envisioned future Envisioned future is a 10-30-year audacious goal plus vivid descriptions of what it will be like to achieve the goal. It requires thinking beyond the current situation and is totally future oriented. To create an effective envisioned future requires a certain level of unreasonable confidence and commitment. For example, â€Å"t o become the most powerful, the most serviceable and the most far-reaching world financial institution that has ever been† is the goal proclaimed by City Bank in 1915, which was only a small regional bank. UC aims to become the leader and winner of food industry through constant innovation and progress-â€Å"to pursue forever innovative and vigorous winning†. Altogether, the vision of UC â€Å"we accompany you to embrace every delicious and hopeful morning, and you inspire us to pursue forever innovative and vigorous winning† explains what UC is, why it exists, and where it will go. b. Generic strategies analysis of UC Judged from UC’s European strategy and organization, obviously UC has followed the focus strategy, specifically, differentiation focus originally but has a trend to cost focus, among Porter’s generic strategies. Porter’s generic strategy matrix highlights cost leadership, differentiation and focus as the three basic choices for firms (M. Pretorius, 2008). These three strategies are created by the combination of two dimensions: strategic advantage and strategic target. Strategic or competitive advantage is of two kinds- differentiation or lower cost. Strategic target or competitive scope can be in terms of geographic targets, customer segments served, and the range of products. A cost leadership strategy is to organize and manage business activities so that the lowest cost producer of a product (good or ervice) can be achieved within an industry. A differentiation strategy is based upon persuading customers that a product is superior in some way to that offered by competitors. In differentiation strategies, the emphasis is on creating value through uniqueness. Uniqueness can be achieved through service innovations, superior service, creative advertising, better services via 4 Master of Finance Principles of Management better supplier relationships, or in an almost unlimited number of ways (Ovidiu N. Bordean, Anca I. Borza, 2010). A focus strategy is aimed at a segment of the market for a product rather than at the whole market. Firms pursuing focus strategies have to be able to identify their target market segment and both assess and meet the needs and desires of buyers in that segment better than any other competitor. Focus strategies can be based on differentiation or lowest cost. In the case, major differences across European markets had led UC to establish national subsidiaries. Each subsidiary is led by a country manger and focused on local products and markets. Therefore, with the segmentation of the market and identification of target market, UC has positioned itself in focus part with the matrix. Further, each subsidiary had its manufacturing, marketing, RD and other functions. The country managers could operate with wide latitude to make product and marketing decisions based on their market understanding that would maximize the subsidiary’s local profit. New products are innovated and different marketing approaches are designed in each market to differentiate UC with other competitors. In this sense, UC’s competitive strategy is certainly closer to differentiation focus strategy. However, with increasingly competition of European cereal market, the margin of UC came under pressure. Achieving lower costs and implementing more efficient processes became vital. Most CMs now relied on cost reductions in their existing portfolios to maintain profits rather than launching new product. As a result, the competitive strategy of UC might turn to cost focus strategy. c. The implementation of â€Å"UC way† Without regarding the attractive vision and â€Å"UC Way†, the â€Å"brand management† system, which was pioneered by UC in the food industry, is absolutely a significant factor to keep UC as the market leader over a century. In this system, brand managers are authorized with the leadership of cross-functional teams. Each brand is managed as a mini profit center and is constantly measured against other brands. Based on this structure, intense competence for the support from RD and the resources for product development do exist among different brands, which greatly reduced lateral communication within the system. However, the vertical communication is strong within each brand, and top managers are very involved in seemingly mundane brand decisions, such as advertising copy and label changes. With the special emphasis on the vertical communication, it is definitely a complex process to obtain the final approval for each single brand due to the high value attached. The complicated process itself reflects the â€Å"UC Way† pretty much by â€Å"honoring the past†. During this process, all brand managers are supposed to â€Å"listen to the customer† for making the right 5 Master of Finance Principles of Management decision in order to â€Å"spot the trend and make the market†. In the end, few risks, as a result of this process, are taken by the company, which is certainly meaningful for â€Å"embracing the future†. Obviously, highly competitive relationships among these small profit centers drove each brand team to improve the productive efficiency with limited resources. In this way, resources (RD supports, budget, etc. ) could be most efficiently used. However, there could be a fair problem if the resource distribution is more liable to the more effective brand teams. Prudent attitude for every big or small decision keeps an ideally low level of the risk for the company and protects the good image of the brand, which is profitable for UC. But the deliberate cautiousness generates more administrative, marketing and transaction cost. Within the â€Å"brand management† system, how to grab the market chance which is likely profitable in time while other competitors also could discover is an extremely vital problem to be solved. We should step further into more specific of its implication and how it reflects UC’s own positioning according to Porter’s generic strategies. Based on the different requirements from each â€Å"mini UC†, different combinations of more than 100 branded products are distributed to each individual national subsidiary. According to the various preferences among these European countries, brand managers produce new products or promote the same branded product in different proper way to adapt the local situation, this is apparently in line with UC’s positioning in the differentiation focus strategy. With regard of the increasingly competitive cereal market and the huge price and profit pressure, limited budget provided little chance for developing and launching new branded products with high costs. Therefore, brand managers preferred the product extensions than new product introductions. In this sense, it is largely in line with UC’s positioning in the cost focus strategy. II. The European Market a. The SWOT analysis of UC’s environment in Europe SWOT is a widely recognized analysis tool that is used in strategy decision-making. It combined the analysis of internal resource â€Å"S† (Strength) and â€Å"W† (Weakness) with external environment â€Å"O† (Opportunity) and â€Å"T† (Threat). In the external analysis, an opportunity is a situation that the firm is favorable when considering its environment. Deregulation or improved political, innovation of new technology, and decreased barging power to suppliers or buyers are several 6 Master of Finance Principles of Management representatives of opportunities. A threat is a situation that a firm is unfavorable when considering its environment. Social change or tightly regulation, undesired technology changes, and lost of key suppliers or buyers are some representatives of threats. For internal analysis, strength is a resource that a firm owned and has competitive advantage compare to other firms. Strength makes a firm to serve its customers more or better than its competitors. On the contrary, a weakness is a resource impedes a firm to meet the needs of customers or reduce the efficiency of it. A weakness is what a firm wants to avoid and to minimize the bad effects. Then turn to UC’s case. The European market provides several opportunities for UC. In traditional, the European counties have different tastes and habits of breakfast. However an interest of healthy foods, which is mainly showed among aging baby boomers in both United States and Europe, has grown in the late 1990s. More natural and less sugar in cereal products has become a key trend in the cereal industry. This gives UC an opportunity to launch a new product to meet the new demand of the Europe market. Besides, the technology of freeze-dried fruits enables UC to produce healthy cereal without many additives. Moreover the EU has loosen its regulation of labeling, advertising, and general marketing practices, which also represent some opportunities for UC in the European market. On the other hand, some major threats are facing UC in the European market. In 2003, Kellogg, the toughest competitor, has already introduced Special K with freeze-dried strawberries to the European market, with Cereal Partners followed in 2007. These two firms compete fiercely with UC in almost every European country. The competition is growing dramatically in European market. In addition, the market growth of cereal industry has slowed to less than 1% annually, which makes UC’s margin growth under great pressure. Moreover, contract to the trend of customers’ preference to lower-priced products after the global recession, UC has experienced growing price and may continue to suffer from this trend. . The Porter’s Five Forces analysis of UC’s environment in Europe In the article â€Å"How Competitive forces Shape Strategy† of Michael E. Porter (Micheal E. Porter, 1979), Porter listed the major five forces which consist of the competitive environment a firm is facing. They are threat of new entrants, bargaining power of suppl ies bargaining power of customers, threat of substitute products or services and position among current competitors (competition in industry). The relationships between the five forces can be seen in Figure 1. 7 Master of Finance Principles of Management Threat of new entrants Bargaining power of supplies Competitions in industry Bargaining power of customers Figure 1 Threat of substitute products 1) Threat of new entrants. Usually, new entrants will grow the capacity of the industry, but also increase the competition for recourses and customers and may cause the market share to change. In the European market, the experience of Pod Cafe coffee pods showed that the entry barriers are not high enough to stop new entrants. Thus for UC, the threat of new entrants is not low and UC may face many newcomers in the market. 2) Bargaining power of supplies. The more bargaining power the supplies have the more pressure a firm bear to earn profit. With the growth of the bargaining power of supplies, the firm is difficult to cover the cost. In the European market, UC is facing increasing price, which indicate that the bargaining power of supplies cannot be ignored. 3) Bargaining power of customers. Similar to the bargaining power of customers, the more powerful of customers, the less profit a firm can earn. The sales price is hard to make a profit when the customer has great influence on the price of the products or service. Through the 2008-09 global recession, the customers are intending to choose lower-priced products. This actually increases the bargaining power of customers and put pressure on UC. 4) Threat of substitute products. Substitute products usually limited the capability of a firm to earn more profit by placing a ceiling on the price. In order to keep the customers or even draw back customers, updated products should be available. In European market, there is a variety of national traditional for breakfast. Customers are easily and frequently eat different foods for breakfast other than cereals. Keep on developing new products to meet the customers’ need is important for UC to maintain its market share. 5) Competition in industry. In a highly competition industry, its difficult for a firm to earn abnormal profit and rapid growth rate. Low price, high quality or differentiation products help a firm to compete with other players. In UC’s case, the two biggest firms UC and Kellogg control a total of 46% market shares, with the biggest four make of 70% market share and numerous smaller firms divided the remaining 30%. The cereal market in Europa is a highly competitive market. Master of Finance Principles of Management c. The standard expanding way of UC’s business in Europe When a firm decides to expand to international markets, there are several ways to choose. Export, franchising/licensing/contract, joint venture, foreign branch, private equity investment, and wholly owned subsidiary are of commonly used approaches (Pearce, J. A. Robinson, 2009). In 1952, UC first entering European market by acquiring an established company located in UK. In the following 30 years, UC used the approach, wholly owned subsidiary, to expand its operation in European. First acquiring an established local firm, then introducing products of US lines to grow it. Through the stand way of expand, up to 2009, 20% of global sales of UC are contributed by European market. By wholly owned the foreign subsidiary, a firm is flexible to introducing new products from matured market into the new market. This give UC the advantage to diversify the product line and to meet different needs of customers. Besides, through acquiring local company, UC entered the new market by using the existing distribution channel and relationship with suppliers. These help UC to reduce the complexity of new market, which may face most wholly owned foreign subsidiaries. Several disadvantages also associated with this approach. First, it is always a challenge to integrate the acquired firm to the global company group and share the same corporate values, policies, and views. Moreover, compare to other approaches, the subsidiaries has to take the whole risk and deal with it solely when facing any unfavorable conditions (bankrupt, operation loss, and etc. ). However, through other approach listed above, the parent company can take some risk for its foreign branch and the cooperation local company can share the risk with the parent company. All can reduce the risk a firm face when expanded the operation into a foreign market. III. Strategic Choice: Launch of Healthy Berry Crunch in France a. To launch or not to launch Based on the previous analysis of the European environment, Lora should launch the Healthy Berry Crunch in France. The following facts also support our decision. First, France has shown interest in healthy food. The test results for Healthy Berry Crunch blueberry version in 6 French cities had 64% intention to buy which is an exceptional number considering this as a new product. Besides, the consumer panel 9 Master of Finance Principles of Management results in Benelux and Germany are also in favor of Healthy Berry Crunch. This meets the previous SWOT analysis, which pointed out that the trend of the industry its move to more healthy food, which gives an opportunity to UC. Moreover, as mentioned before, EU has loosened its regulations of labeling, marketing practicing, which also indicate an opportunity to UC. Second, The Kellogg’s special K with strawberries is the only competitive product in the French market in this new segment since last 4 years. Meanwhile there are rumors about the launch of Berry Burst Cheerios in France by Cereal Partners, another competitor. Moreover, the Podcsafe case tells that the changes in the market and the launch timing will decide the fate of the product line. In this new segment the competition is now fierce yet but new entrance are coming, so become a new comer will have some advantages. Hence the product should be launched in France first. Third, considering the savings of 10-15% in the overall costs of all Europe, the launch of Healthy Berries Crunch seems to meet the company’s long-term strategy of streamlining the operations and product matrix of Europe. Also the innovation in the products had been at the core of UC’s history and the launch of Healthy Berry Crunch will be in line with this core value. In addition, some experts may also agree with the decision to launch this new product. One of those is Kurt Jager, Northern Europe Divisional VP and Europe’s most knowledgeable person about Breakfast Cereal Strategy in company. In his statement, the customer tastes in â€Å"Europe is converging and old cultural habits are disappearing. † b. How would the launch reflect the UC way Based on the analysis in the first part of this essay, the launch of Healthy Berry Crunch appears to be only partially in line with the UC way. 1) Constant innovation: The launch of Healthy Berry Crunch cannot be considered as a totally innovation but as an improvement of the already existing product line Healthy Crunch. Market research in France, UK, Germany, and Benelux showed that the improvement is just right for the market. ) Customer and market oriented: By launching Healthy Crunch, UC already did this. As the growth of Healthy Crunch is now constant and new trend is moving to more healthy food, the market can be extended by adding new product line, which is by introducing the Healthy Berry Crunch in France. This extend fits the way well. 10 Master of Finance Principles of Management Thus even though the launch of Heal thy Berry Crunch will not exactly fit the UC way, it is in line with it. IV. Strategic Choice: Should Healthy Berry Crunch become UC’s First Eurobrand . The concept of â€Å"Eurobrands† Eurobrands is a coordinated Europe wide strategy towards product marketing, which had succeeded in product development for UC. As Consumer tastes are converging, old habits are disappearing, and EU regulation is eroding market differences, a potential can be seen in having homogeneity of products across Europe, by standardizing the products as well as their marketing, promotion and advertising. By launching Eurobrands, UC will be able to cut their product development and marketing costs by 10% to 15% over 3 years. It will also give UC to be a step ahead of their competition. By being the first one to introduce such an idea, it will give UC a strong market penetration if the idea turns out to be successful. This launch will also expand responsibilities of country managers as a lot of cross-country interaction will be required. This interaction will also bring UC employees much closer and make it a true European entity. But this could lead to a change in existing structure at UC, which is a vertical structure with a long authorization channel. Eurobrands will require a very flexible management structure. However, launching Eurobrands could also lead to a potential loss of UC way, which is â€Å"Listen to Customer†. Unless UC tests Healthy Berry Crunch across Europe, it would never know if the customers across Europe want it or not. Launching Healthy Berry Crunch in France alone will cost at least $20 million, which is twice the approval level of Lora Brill and 10 times the approval level of Jean-Luc Michel, the Division VP for Southern Europe. Moreover, there is difference in opinions across UC over this strategy and this will create future hurdles for Eurobrands to succeed as a European strategy. b. The analysis of the establishment of Eurobrands Launching Healthy Berry Crunch as the first Eurobrand will give UC a first mover advantage over its competitors. Although there are cost associated with the launch of Healthy Berry Crunch as Eurobrand, but also UC is going to save between 10 to 15% 11 Master of Finance Principles of Management in product development and market costs over three years. So the savings will compensate the cost associated with the launch. By establishing Healthy Berry Crunch as a Eurobrand, it will give UC a strong advantage over its competitors and make it difficult for a new competitor to enter this market. Even if the sample size of â€Å"the test market and consumer panel results† is too small, the overall outcome is very positive. As mentioned before, Consumer tastes in Europe are converging as market differences are eroding. Hence, it won’t be too unrealistic to assume that Healthy Berry Crunch will be well received across Europe. UC will have to change their organizational structure in order to support Eurobrands and this might lead to some friction within the company. Lora has a very short time period to make her decision and after weighing the pros with the cons, it makes sense for Lora to show a green flag to Healthy Berry Crunch as the first Eurobrand. V. Organizational Structure to Support effective implementation of Eurobrand Following the discussion of UC’s strategy, this part will concentrate on the organizational structure of UC to give some advice on how to change the current structure of UC in order to make it consistent with the â€Å"Eurobrand† strategy. . The relationship between a structure and a strategy Theoretically speaking, organizational structure is the formal system of task modules, which reflects hierarchical relationships within a company, controls the coordination between employees and motivates employees to behave consistently with the organization’s strategic p lan and objectives (Joseph R. Cerami, 2000). Every company has its unique organizational structure, which embodies the history, culture and strategy of this organization. The structure and strategy of an organization are highly correlated. Structure is all related elements, such as the people, procedures and culture, which make up an organization; all aspects involving structure have to be integrated with the organization’s strategy. When the strategy is changed, the structure has to be verified to support the new strategy. If it doesn’t, the structure is like an obstacle in developing the new strategy and will eventually force the company back to its previous strategy. On the other hand, when structure is changed, the strategy has to be changed as well to fit the new structure ( Jones , 2010). In general, a right structure is the crucial element that leads a company’s success. If management concentrates only on the final target and does not care how the organization works as a whole, people in this organization will work in their individual ways, which is absolutely inefficient for the organization unless every part and every 12 Master of Finance Principles of Management employee works collaboratively and every operate, effort and resource supports the strategy. b. The analysis of Lora Brill’s structure According to Lora Brill’s concept, the UC Europe Organizational Structure will firstly contain central Eurobrand Teams which are composed of brand managers from every country subsidiary, delegates from each functional group such as logistics, engineering, RD and so on, and one appropriate Vice President who is in charge of specific regional divisions. What’s more, the responsibilities of the VPs will be also enlarged: in spite of that they already charged divisions, VPs should also concern as advisory about appointed products in whole Europe, which means VPs will be responsible for the cross-market coordination and communication of certain products. The country subsidiaries system exists at the same time, with the only changes in the importing of brand managers. Lora’s proposed new organizational structure is complex and doesn’t suit to any traditional structures’ form strictly. At first glance, it is a multidivisional matrix structure, since there are also three division VPs who are in charge of different regions in Europe besides one director for each function department. However, the traditional the new structure is more than that: because each division VP is also responsible for different product groups Europe wide, this forms a product team structure. Hence, as is shown above, Lora’s proposed organizational structure is quite complicated. Learning from the â€Å"fruit juice disaster†, Lora doesn’t want to dilute the authorities of country managers in order that she can get support from these CMs, as a result of which she sets VPs’ roles as advisory for products so that these senior managers’ experience and position can be taken advantage of. Moreover, having gained insights from the European Technical Teams, Lora plans to found Eurobrand Teams which can better serve for her Eurobrand strategy. Lora’s concept can make the very use of significant resources like marketing and RD; it can also earn coordination, control and overview of the UC’s whole business in Europe, thus solving the difficulties of UC in Europe; because the main problems of UC recently are the increasing pressure from price and profit due to high expenses of marketing and product development teams in each country, as well as the lack of effects on economies of scope and of scale. Based on the real situation and lessons from the past failure, Lora’s concept of â€Å"Eurobrands† and her proposed organizational structure take the critical factors into consideration, so it is not sudden to arrive in the conclusion that this concept and the structure will be more successful than the fruit juice launch. 13 Master of Finance Principles of Management To UC’s generic strategy and â€Å"Eurobrands† strategy, Lora’s proposal organizational structure is also appropriate. The current structure of UC in Europe is made up of national subsidiaries led by country managers. Each CM makes his or her own market decisions and determines which product to introduce in order to maximize the subsidiary’s profit. This current structure is lack of consistent strategy throughout Europe. Product selection process is a weakness, because of UC’s limited awareness to regard Europe as a whole. UC’s CM structure in Europe is not helpful for the products and brands that coordinate with their new strategy. As is mentioned before, UC’s original generic strategy is differentiation strategy; however, due to increasing competition in Europe, its strategy has a trend to cost focus strategy. The SGA cost of current CM structure is 25% higher than the cost of the counterparts in US, because marketing and development has to be done by every country’ working team before product is introduced; while based on the estimation of her finance director that implementation of coordinated European product strategies will lead to staff reductions and other savings, Brill’s proposal structure integrates the marketing and development teams of specific kind of product, which may cut off the cost in accordance with cost focus strategy. Lora’s Eurobrand strategy is committed to push French Healthy Berry to the whole Europe. Obviously UC’s current structure is not proper for this strategy, since in every country CMs are making decision on their own product marketing and development without reporting to a single person in charge of Eurobrand, and this may make Eurobrand seem like several other brands and lead chaos if Eurobrand really comes into being; while Lora’s proposal structure implicates a European products manager system, which integrates the market operations in different countries and this benefits the Eurobrand by forcing different subsidiaries acting collaboratively.