Looking for Alibrandi Book vs Movie

After reading the famous book â€Å"Looking for Alibrandi†, every reader decides to get into the screen story and analyze it, compare it to the book in order to find differences and similarities. Let’s start with the similarities The biggest similarity for every reader will be the way the author of the book and the movie director have portrayed Josephine Alibrandi. In both the movie and the book Josephine was stubborn and compassionate. It is important to mention that an actress Pia Miranda, who played Josephine Alibrandi in the movie, did a fantastic job! Her screen chemistry with John and Jacob was just exactly they did it on the book pages – a strong teen romance and forever-lasting friendship between two people was perfectly shown by means of the motion picture. One more similarity – the same events portrayed in the book. For example, the director has perfectly shown â€Å"National Wog Day† or tomato day. These events were simply alike the ones described within the book. The legendary tomato day showed the close link between Josephine Alibrandi’s family once they were getting together in order to celebrate so Italian day. Full lines of the characters were successfully transferred to the big screen, which is the other similarity between the movie and the book. Perhaps, one of the reasons why the film is so similar to the book is that the author of â€Å"Looking for Alibrandi† was an actual script writer too! Now it’s time to proceed to the differences between the book and the movie Comparing to the book plot, the movie â€Å"Looking for Alibrandi† shows up some events earlier or later than they are mentioned in the book. Moreover, some scenes were absolutely cut out. For instance, if you read the book, you will find out that in the movie the death of John Barton was shown quite earlier than it was described on the book pages. One more interesting example of the differences between the book and the movie is that within the book pages Ivy Lloyd was called Posion Ivy for the reason that it had some relation to her name. Nonetheless, in the movie they changed her name to Carly, which was a real confusion! The whole reason she was called Poison Ivy was because her name was Ivy, so the movie fans didn’t realize why they named her Carly. To add more to the differences section, it is important to mention that they have totally cut out one of Josephine’s best friends – Lee. Thus, Josephine hangs out only with Anna and Sera. The final difference was that in the book Jacob made a decision to break up with Josephine, being assured that he was under a heavy pressure once he was near her. For this reason, Josephine was totally devastated and sad. Nonetheless, in the motion picture Jacob tells Josephine he wants to always be by her side right at the end of the film and they all start dancing having Tomato day. Why? No one knows.

Income and Population Age Structure Essay - 614 Words

Income and Population Age Structure A) Relationship between per capita GNP and population growth GNP is the value of all final goods and services produced in an economy over a period of one year. Thus per capita GNP is the division of value of goods and services available to each person in a country, i.e. it is the per head income in a country. And population growth is the rate, by which population grows in an economy. From the above drawn diagrams it can be said that the higher the population growth rate the lower the per capita GNP and vice versa. This is due to the fact that if the population increases at a faster rate the GNP will spread over a large number of people thus reducing the value of the Gross National†¦show more content†¦But after the point reaches the growth rate of 5 the frequency of countries having a population greater than 5 significantly declines. B) The relationship between per capita GNP and the age structure of population. C) Trends in population growth and population levels. Trenn population growth rate and the Population can be illustrated with the help of the above drawn diagram. Looking at the Line graph it can be easily it can be known that even though the population growth rate of the world over the years from 1950’s has been declining the population still seems to be increasing. As in the 1950’s where the growth rate is just around 1.7 the population 2555million and in 2000 when growth rate was just around 1.0 the population relatively high, i.e. around the 6000million mark. This is due to various contributing factors, firstly being the improvement in medical facilities in recent times, as due to which people receive better improved medical facilities as compared to earlier enabling their speedy recovery from illness, As compared to the olden times when people used to die easily due to illness. Another factor to be kept in mind is the war which killed thousands and millions of people, due to which the overall population remained low, even though theShow MoreRelatedUs Population Essay example1104 Words   |  5 PagesCharacteristics of the U.S. population in 2025 The United States is the third most populated country in the world. This country holds about 4.5% of the world’s population. The U.S. population is currently estimated to have 308.7 million persons. This number is more than double of the population from 1950. Besides the fact of the population has doubled its size, the population has also become qualitatively different from the one from 1950. As noted by the Population Reference BureauRead More Indonesian Demographic Transition Essay1563 Words   |  7 PagesIntroduction The effects of population control programs on demographic change were not instant, and it takes long serious effort to encourage the improvement of economic development in a country. According to Paul J. 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Core Mountain Man Brewing Company Bringing the Brand Free Essays

Core Marketing Mountain Man Brewing Company Bringing the Brand to Light 1. Overview Mountain Man Brewing Company (MMBC, or the Client) is a family-run business in West Virginia that has experienced much growth since launching its flagship premium beer Mountain Man Lager (MMB) in 1925. Over the decades, brand loyalty, quality and brand awareness have been the cornerstones of the Client’s success – the importance of the MMBC brand among consumers has allowed the company to build its small but consistent market share in the East Central region (ECR), particularly in its home state, the only region it distributes in (7. We will write a custom essay sample on Core Mountain Man Brewing Company Bringing the Brand or any similar topic only for you Order Now % of the market with more than 50 million USD in revenue). 2. Challenges Opportunities * Challenges MMBC currently faces a potentially identity-changing challenge: The traditional premium beer market has been declining at a compound annual rate of 4%, and MMB experienced a 2% decrease in revenue last year, the first drop in its entire history; accordingly, MMBC’s target aim is to recover from the 2% decrease in revenue that occurred in the prior year. * Opportunities The light beer market – popular with younger drinkers – has also been growing at a CAGR of 4%. Although MMBC has been historically weak in the 35-years-and-under segment, there is opportunity to generate more sales by releasing a new Mountain Man Light Beer (MML) line to target this younger market. However, there is the risk of negatively impacting their current distribution of MMB through shelf-space cannibalization and higher costs; as well as the risk of alienating their core segment of older, blue-collar drinkers. . Analysis MMBC faces potentially losing more revenue at the current forecasted compound annual decrease rate of 2% – the projected decrease for MMB standalone in year-to-year net revenue from actual 520,000 barrels sold in 2005 (USD 50. 4 m) to 470,039 barrels (approximately USD 45. 6 m) by 2010 totals nearly 10% (see Exhibit 1). According to the key age demographics among beer drinkers, MMB’s customer segmentation is currently as follows: 6 4% for 45 years and up, and only 17% for 35 years and under. Yet the ECR breakdown for consumption by beer type is the opposite: 50. 4% for light and only 19. 7% for premium. Due to the overwhelming potential in the light beer market, we have prepared projections on growth in revenues and expenses for MMBC should they decide to move forward with brewing Mountain Man Light (see Exhibit 2A, 2B). * Making Mountain Man Lighter (and More Profitable) Considerations have been made regarding MMB remaining as a stand-alone product (again, see Exhibit 1). However, per the Client’s instructions, this report will focus on projected performance examining MMBC’s entry into the light beer market at their expected MMB reduction rate of 20%. According to our analysis, MML would still result in a significant increase in revenue within two years: With the new product mix, net income margin increases from an insignificant 0. 88% in MML’s first year to a robust 3. 7% by its second year (2007), even with considerations on the additional expenses that would go into launching a new product – manufacturing, advertising, general operating (see Exhibit 2A). Additionally, the projected MMB+MML sales volume after only two years would nearly match MMBC’s current volume level – 500,895 barrels to 520,000 – and would eventually overtake the 2005 figure in 2008; while standalone figures show a continuous decrease from the 2005 benchmark and eventually fall behind MML sales by 2011 (Exhibit 3). * Issues to Con sider The forecast for MMB +MML sales are promising. However, JAFREM must note significant issues to consider with the presented data: 1) Due to limited sales volume for the first six years, impact on COGS has not been taken into consideration; should the current production capacity levels be exceeded, additional inputs regarding CAPEX (for example, for new plants) will be necessary. 2) With the forecasted MML growth rate, the Client’s market share in the ERC amounts to 1. 5% after five years; MMB has not achieved this level after more than 50 years in the business and so considerations on the MMB reduction rate have also been provided (Exhibit 2B). 4. Recommendations Light beer is an attractive proposition for MMBC, especially with the decrease in the premium beer segment. Accordingly, ignoring the dynamic growth in the light segment is simply too much of an opportunity to let pass. In order to reduce the risks that come with launching MML (alienating core customers, promoting a failed product), we recommends the following measures: * To avoid losing brand equity at the consumer level for MMB, pilot the MML launch outside West Virginia, as this is MMBC’s strongest and most loyal market; should the testing prove successful, then consideration can be made on moving into West Virginia. Should the MML growth forecast not be realized after two years, return focus to MMB distribution at a national level; while advertising and sales at the grass roots level has been good for MMBC, there has been no attempt to reach a larger marketing through the traditional channel of television media. * Despite the expected decrease in the premium beer market, M MB still has potential to capture more market share by expanding its advertising activities and consumer base outside the ERC. Exhibit 1 – Lager Standalone Projections MMB Standalone (next five years)Â  | | 2005| 2006| 2007| 2008| 2009| 2010| Barrels| 520,000| 509,600| 499,408| 489,420| 479,631| 470,039| Price per Barrel| $97. 00| $97. 00| $97. 00| $97. 00| $97. 00| $97. 00| Net Revenue| 50,440,000| 49,431,200| 48,442,576| 47,473,724| 46,524,250| 45,593,765| COGS| 34,803,600| 34,107,528| 33,425,377| 32,756,870| 32,101,732| 31,459,698| Gross Margin| 15,636,400| 15,323,672| 15,017,199| 14,716,855| 14,422,517| 14,134,067| SGA| 9,583,600| 9,583,600| 9,583,600| 9,583,600| 9,583,600| 9,583,600| Other Op. Exp. 1,412,320| 1,412,320| 1,412,320| 1,412,320| 1,412,320| 1,412,320| Operating Margin| 4,640,480| 4,327,752| 4,021,279| 3,720,935| 3,426,597| 3,138,147| Other Income| 151,320| 151,320| 151,320| 151,320| 151,320| 151,320| Net Income before Tax| 4,791,800| 4,479,072| 4,172,599| 3, 872,255| 3,577,917| 3,289,467| Prov. Income Tax| 1,677,130| 1,567,675| 1,460,409| 1,355,289| 1,252,271| 1,151,314| Net Income After Tax| 3,114,670| 2,911,397| 2,712,189| 2,516,965| 2,325,646| 2,138,154| Net Present Value| 3,114,670| 2,599,461| 2,162,141| 1,791,526| 1,477,990| 1,213,246| Exhibit 2A – MMB + MML Projections | 2005| 2006| 2007| 2008| 2009| 2010| 2011| MML Barrels| 0| 48Â  735| 101Â  369| 158Â  136| 219Â  282| 285Â  066| 355Â  763| MMB Barrels| 520Â  000| 407Â  680| 399Â  526| 391Â  536| 383Â  705| 376Â  031| 368Â  510| Growth%| Â  | -12%| 10%| 10%| 10%| 10%| 10%| Price per Barrel| $97| $97| $97| $97| $97| $97| $97| Net Revenue| 50Â  440Â  000| 44Â  272Â  273| 48Â  586Â  872| 53Â  318Â  166| 58Â  489Â  738| 64Â  126Â  451| 70Â  254Â  508| COGS| 34Â  803Â  600| 30Â  776Â  437| 34Â  000Â  363| 37Â  531Â  192| 41Â  386Â  351| 45Â  584Â  213| 50Â  144Â  138| COGS/Revenue| 69. 00%| 69. 52%| 69. 98%| 70. 39%| 70. 6%| 71. 08%| 71. 37%| Gross Margin| 15Â  636Â  400| 13Â  495Â  837| 14Â  586Â  509| 15Â  786Â  974| 17Â  103Â  387| 18Â  542Â  239| 20Â  110Â  370| SGA| 9Â  583Â  600| 11Â  233Â  600| 10Â  483Â  600| 10Â  483Â  600| 10Â  483Â  600| 10Â  483Â  600| 10Â  483Â  600| Other Op. Ex penses2| 1Â  412Â  320| 1Â  412Â  320| 1Â  412Â  320| 1Â  412Â  320| 1Â  412Â  320| 1Â  412Â  320| 1Â  412Â  320| MML, Extra Ad Expenses| 0| 400Â  000| 400Â  000| 400Â  000| 400Â  000| 400Â  000| 400Â  000| Op. Expenses| 10Â  995Â  920| 13Â  045Â  920| 12Â  295Â  920| 12Â  295Â  920| 12Â  295Â  920| 12Â  295Â  920| 12Â  295Â  920| %| Â  | 18. 64%| -5. 75%| 0. 00%| 0. 00%| 0. 00%| 0. 00%| Op. Profit| 4Â  640Â  480| 449Â  917| 2Â  290Â  589| 3Â  491Â  054| 4Â  807Â  467| 6Â  246Â  319| 7Â  814Â  450| Op. Margin| Â  | -90. 30%| 409. 11%| 52. 41%| 37. 71%| 29. 93%| 25. 10%| Other Income| 151Â  320| 151Â  320| 151Â  320| 151Â  320| 151Â  320| 151Â  320| 151Â  320| Net Income before Tax| 4Â  791Â  800| 601Â  237| 2Â  441Â  909| 3Â  642Â  374| 4Â  958Â  787| 6Â  397Â  639| 7Â  965Â  770| Prov. Income Tax| 1Â  677Â  130| 210Â  433| 854Â  668| 1Â  274Â  831| 1Â  735Â  575| 2Â  239Â  173| 2Â  788Â  019| Net Income After Tax| 3Â  114Â  670| 390Â  804| 1Â  587Â  241| 2Â  367Â  543| 3Â  223Â  212| 4Â  158Â  465| 5Â  177Â  750| Net Income Margin| 6. 18%| 0. 88%| 3. 27%| 4. 44%| 5. 51%| 6. 48%| 7. 7%| NPV| 3Â  114Â  670| 348Â  932| 1Â  265Â  339| 1Â  685Â  170| 2Â  048Â  409| 2Â  359Â  625| 2Â  623Â  209| Exhibit 2B – Inputs Stress Test Results Inputs| | Stress scenario| MMB, Avg. Market Share Growth| 0. 25 %| | Year| MML, Avg. Market Share Growth| Reduction Rate| MMB, Var. Cost per Barrel| 66. 93| | 2006| 0. 04%| 30. 19%| MML, Var. Cost per Barrel| 4. 69| | 2010| 0. 28%| 17. 28%| Reduction Rate| 20%| | 2011| 0. 23%| 21. 80%| Discount Rate| 12%| | | | | MMB, Growth Rate| -2%| | | | | Price per Barrel | $97| | | | | MMB, Extra Ad Expenses| $0| | | | | MML Growth Rate| 2%| | | | | MML, SGA in 2006| $900,000| | | | | MML, SGA Extra Launch| $750,000| | | | | Exhibit 3 – MMB (stand alone) vs. MMB + MML ——————————————– [ 1 ]. Forecast prepared according to the 2% compound annual decrease rate provided by the Client [ 2 ]. SGA and Other Operating Expenses are quantity independent in the consider range of production. [ 3 ]. The Stress Scenarios included in this Exhibit denote the maximum reduction rate possible in order to achieve the target market growth desired by the Client should they move ahead with MML; in order to remain profitable, these are the reduction rate ceilings. How to cite Core Mountain Man Brewing Company Bringing the Brand, Essay examples

Critical Reflection

Question: Discuss about theCritical Reflection. Answer: Intoduction: Cultural safety in health care is defined by effective nursing practices to people across different cultures. Cultural safety seeks to uphold the cultural identity of all cultural groups (Ramsden 2014). In this context, there is evidence of unsafe cultural practice since the elderly man was not accorded the respect and attention he deserved. The receptionist addressed the old man in a manner that portrayed inferiority of the mans cultural identity. The receptionist demonstrated to the man and the other patient how being indigenous affects his responsibility traits. The receptionist could have reminded him about the importance of looking after the hearing aid with another approach. The main underlying cultural aspect, in this case, involves ethnicity. The main difference is that the receptionist is civilized, while on the other hand, the old man is indigenous. Additionally, gender differences could have also contributed to cultural unsafety since the receptionist was a female while the patient was a male. Gender difference is a cultural difference that leads to discrepancies in treatment. Having angered the man, an elder in his community, the receptionist would have tried to change her tune and attitude. As denoted in one of the principles of cultural safety, nursing practices should accept the differences between people (Ramsden 2014, p. 1). For this case, the receptionist would have tried to understand the circumstances of the indigenous man. The principle of understanding between people of different cultures didnt apply for the case. Demeaning somebodys culture and failure to understand differences between the two leads to a conflict of understanding thus interfering with nursing practice. As denoted by (Cherry Jacob 2015, p. 2), a patient either rejects nursing services or receives low quality and demeaning services. In this case, the man leaves the clinic unnoticed due to fear that if he had stayed longer, he would feel less comfortable with time. Cultural difference is common in major social places. However, the practice is prohibited in nursing arena. As in the case, the man left the clinic due to cultural differences that would have been solved. As outlined in nursing cultural safety, differences such as race, sex orientation, gender or even occupation should not be an issue in providing nursing services. The Australian government should advocate cultural safety in nursing practices. List of References Cherry, B. and Jacob, S.R., 2015. Contemporary nursing: Issues, trends, management. Elsevier Health Sciences. Ramsden, I., 2014. 1 Towards cultural safety. Cultural Safety in Aotearoa New Zealand, p.1.