Collapse Of The Concert Of Europe

Collapse Of The Concert Of Europe To What Extent Can The Collapse Of The Concert Of Europe Be Attributed To The Crimean War (1853-1856)? The collapse of the Concert of Europe can be attributed to the Crimean War to a limited extent as there were many other factors which acted to undermine the Concert, causing instability and disputes amongst the nations involved. Although the Crimean War can be indentified to have been a major instance in which participating countries disregarded their policies of peace in pursuit of national interest, this was not as significant to the collapse as earlier factors which essentially rendered the Concert obsolete. The rise of European nationalism and the conflicting ideology and differing aims of the countries involved created the unstable conditions for both the deterioration of the concert and the outbreak of the Crimean War. Therefore the Crimean War can be viewed as a final trigger, but not a sole instigation of collapse. The 18th Century nationalistic movement which was beginning to assert a strong hold among many European countries, acted to undermine the concert by threatening stability throughout Europe. In particular, the revolutionary upheavals of 1848 seriously weakened the Concert by demanding that frontiers established in the Congress of Vienna to be reviewed. In the Hungarian revolution of 1849, riots on the 15th of March by Magyar nationalists in Pest-Buda, now Budapest, the capital of Hungary, demanding Hungarys political independence from Austria resulted in the resignation of the Austrian Prince Metternich, a key personality in the negotiations in the Congress of Vienna. In a letter to Tsar Nicolas I of Russia in March 1848, a primary source informing of his resignation, Metternich describes the social crises as a ‘torrent no longer within the power of man†. Revolutionary upheavals were also apparent in France, Italy, Germany, Switzerland and Poland. The balance of power main tained in Europe was shifting, and as expressed by Metternich, the Concert of Europe had little influence over it. This largely undermined the Concerts objectives, as stated in Article VI of the 1815 Quadruple Alliance between Britain, Austria, Prussia and Russia which formed the basis of the Concert, it was the responsibility of the ‘High Contracting Powers to renew at fixed intervals meetings consecrated to great common objects and the examination of such measures as at each one of these epochs shall be judged most salutary for the peace and prosperity of the nations and for the maintenance of the peace of Europe. As peace was not being maintained, the concert was, even at this point, somewhat defunct. Furthermore, this movement acted as an important impetus for the political unification of Italy in 1861 and Germany in 1871. Owing to the development of 18th Century nationalism, Europe was geographically altered as countries gained their independence. Consequently, European d iplomacy was also altered causing a weakening of the concert, especially as conflict arose between the countries involved regarding intervention in revolution.iHu A fundamental division amongst members of the Concert of Europe, caused by conflicting ideological perspectives regarding intervention against revolutionary movements, acted to undermine the relationship between the countries. A foremost concern for the preservation of peace was the manner of dealing with revolutions and constitutional movements as many statesmen feared the idealogy of the French Revolution was still a powerful influence and as settlements in the Congress of Vienna had failed to satisfy nationalistic and constitutionalistic ambitions. Austria and Russia maintained it was the responsibility and right of the great powers to intervene and impose their collective will on states threatened by internal rebellion, with the Austrian diplomat Metternich stressing that revolution was a ‘terrible social catastrophe and believed that ‘only order produces equilibrium. However, Britain did not wish to intervene in internal disputes and instead pursed a less reactionary policy. Britains foreign secretaries, Castlereagh and later, Canning, acted to distance Britain from the policies of the continental powers with Canning clearly stating that ‘England is under no obligation to interfere, or assist in interfering, in the internal affairs of independent states. Thus, Britain disputed intervention within the Congress of Troppau in 1820, a response to revolts in Spain, Portugal, Piedmont and Naples, and at the Congress of Laibach in 1821 where Austria and Russia had prepared to mobilise soldiers against Italian revolts. The tension which resulted from these disputes lead to Britains increased isolation from Austria, Prussia and Russia while France maintained relations with both sides of the divide. Even though in 1825, a final Congress was held at St Petersburg in an attempt to resolve these disputes, only Austria, Prussia and Russia actively particpated revealing the large extent to which the Concert had been weakened. Despite the assertion that countries within the concert were acting for the greater interest of all of Europe, due to world economies becoming geo-political, with a focus on imperialism, colonialism and economic rivalry, the individual interests of countries revealed cracks in the system. Britains particular opposition towards intervention in Latin American revolutions was based on the grounds that Britain would be forgoing trade profit from the Spanish if rebellions ended there, and hence, refused to cooperate on the grounds of nationalistic interest which existed despite the concert. Geo-political competition and jealousy between European nations became particularly apparent in their decision to prohibit the entry of all foreign warships into the straits between Bosporus and Dardanelles. As a reward for Russian military assistance against Egypt, Russia was rewarded with advantageous access to these straits by the Ottoman Empire in the Treaty of Unkiar-Skelessi in 1833, which closed the Dardanelles off to â€Å"any foreign vessels of war† other than Russian. This allowed Russian commercial vessels free access into the Mediterranean, a significant benefit for Russian export trade particularly considering the growing importance of ports such as Odessa in the Ukraine. The Concert was indignant of Russias access to the straits and so an attempt to inhibit Russian expansionism, the straits convention was held in 1841 in which it was declared that no country should be in an advantageous position regarding the use of the straits. Furthermore, European nations were competing for raw materials, markets and land in order to fuel growing populations. Russia was still eager to increase its influence in the Balkans, and to gain control of the straits between the Black Sea and the Mediterranean Sea then under Turkeys control. Britain and France viewed Russian control of the straits as a threat to their own trade interests, and Austria was uneasy about Russias growing influence in the Balkans. These tensions regarding the control of the Balkans in turn compounded the tension which already existed in the practically obsolete concert, and ultimately lead to the outbreak of the Crimean war, in which the remnants of the Concert expired. The outbreak of the Crimean War in 1853 signified the downfall of the Concert of Europe as the great powers engaged in war with one another over matters of national interest. In making an expansionary thrust at the Ottoman Empire, Russia disregarded any pretence of backing an altruistic balance of power. The causes of the Crimean War conflicted with the doctrine of the concert as an aspect of the preservation of the balance of power in Europe had been directed at preventing a single nation from gaining control of the Ottoman Empire, which was intended by Metternich to be a solution to the Eastern Question. As Russia sought to take exploit the decaying Ottoman Empire, in effect, it undermined the remnants of the Concert and the balance of power, leading to France and Britain, along with some assistance from Sardinia engaging in war to ironically, maintain peace in Europe. Effectively, this simply acted to sacrifice the Concert system with the war having the highest casualty rate of an y European conflict between the Congress of Vienna in 1815 and 1914, the Outbreak of World War One, as more than 450 000 Russians, 95 000 French and 22 000 English lost their lives during the conflict. Renowned historian A.J.P. Taylor states that regarding European international relations, the Crimean War destroyed the charade of Russian military dominance in Europe, which lead to Russias diminished influence in European affairs subsequent to 1856. Through sheer number, the Russian army had been the largest force and yet it was still defeated by the comparably smaller French and British armies. The internal effects of the war on countries within the Concert of Europe are also highly significant when considering the destruction of the balance of power. Having been made aware of Russias social and industrial backwardness through military weakness within the war, the Russian Tsar Alexander II became convinced of the need for Russian reform. Napoleon III of France sought to adopt new fo reign policies which eventually lead to conflict in the 1860s with Austria and Prussia. Austria had been isolated as its ties with Russia were severed due to Russias expectation as a result of its assistance in suppressing the 1849 Magyar revolts in Hungary, Austria would remain neutral in the war. The Treaty of Paris reached in 1856, permanently altered the balance of power and highlighted the strain which had been placed on it through the Crimean War. At the conclusion of the war, severe penalties were placed on Russia by the other countries, restricting its influence. Russia was made to surrender Bessarabia, situated at the mouth of the Danube, had to forgo claims as protector of Orthodox Christians, and lost influence over the Romanian principalities which, along with Serbia, were granted greater independence. Furthermore, the Black Sea was declared neutral, closing it off to all warships which effectively left Russia with an undefended southern border. This left Russia with little incentive to uphold the goals of the Concert as it was now at considerable disadvantage to the other European powers. Upon the conclusion of treaty negotiations the Concert was obsolete, with its goals abandoned and communication at a stand-still. Through the treaty of Paris it became apparent th at the Crimean war had disrupted nineteenth-century diplomacy, thereby destroying the decayed Concert of Europe. Although the Crimean War can be identified as the first major instance in which countries within the Concert of Europe clearly disregarded the policy of peace and turned against one another, it can only be held responsible for the concerts demise to a limited extent. The rise of Nationalism in Europe and the instability caused by the widespread outbreak of revolution caused a strong divide amongst countries. Britains refusal to assist in intervention particularly acted to undermine the authority and cohesion essentially making the Concert practically obsolete prior to the outbreak of the Crimean War. Therefore the war can be seen to have been the conclusion of the concert, but was by no means the sole cause of collapse. Bibliography Fisher, H.A.L, A History of Europe Volume II, Eyre Spottiswoode 1935 Langhorne, Richard, The Collapse of the Concert of Europe: International Politics, 1890-1914, Macmillan, 1981 Lee, Stephen J., Aspects of European History 1789-1980, Routledge, 1982 Medlicott, William N, Bismarck, Gladstone, and the Concert of Europe, Athlone Press, University of London, 1956 Robinson, James Harvey, Readings in European History, Vol. II, Boston: Gin and Co, 1906 Schroeder, Paul W., Austria, Great Britain, and the Crimean War: The Destruction of the European Concert, Cornell University Press, Ithaca NY, 1972 Sweetman, John, The Crimean War, Osprey Publishing Limited, London, United Kingdom, 2001 Taylor, A. J. P. The Origins of the Second World War, Middlesex: Penguin Books, 1961 Robinson, James Harvey, Readings in European History p.464 Schroeder, Paul W., Austria, Great Britain, and the Crimean War, p.211 Lee, Stephen J., Aspects of European History, p.26 Lee, Stephen J., Aspects of European History, p.27 http://www.britannica.com/EBchecked/topic/276910/Treaty-of-Hunkar-Iskelesi Langhorne, Richard, The Collapse of the Concert of Europe: International Politics, 1890-1914 p.38 Sweetman, John, The Crimean War p.42 A.J.P. Taylor, The origins of the second world war, Ch. 3 p.71

Mandarin Oriental Hotel Case Study Essay -- Business Management Studi

The company Established in Hong Kong in 1963, Mandarin Oriental Hotel Group is and international hotel investment and management group operating ten hotels in the Asia-Pacific region. The company manages each of these hotels and has significant ownership interests in all but Mandarin Oriental, San Francisco and the Phuket Yacht Club Hotel and Beach Resort, Thailand. Mandarin Oriental’s overall corporate quality goal is to achieve a level of excellence that sets the group apart from all of its competitors in the eyes of customers, investors and staff. In order to achieve this level of excellence it strives for total customer satisfaction in its service delivery, and to consistently be a leader in the industry in terms of profitability and the creation of a rewarding working environment for all of its staff. The Mandarin Oriental Hotel has, from its creation, received recognition for providing a level of products and services of the highest quality. While traditions of consistent quality service delivery are practiced at each of the hotels, the challenge to the Group is to develop an ongoing corporate culture of quality service drawing upon the strengths of each individual hotel. At the beginning of 1993, the company introduced a new Group Mission Statement that has been rolled out to every member of staff through personal presentations by the Managing Director at every hotel and corporate office. This Mission Statement has been published in English, Chinese, Thai and Indonesian, and serves as a model in that it conveys guidelines and criteria that can be used by hoteliers who wish to monitor and evaluate their own leadership and quality improvement efforts. Mission Statement The company Mandarin Oriental Hotel Group is a leader in the hotel industry, owning and operation some of the world’s finest de luxe and first class hotels. The mission Their mission is to completely delight and satisfy our guests. They are committed to making a difference every day; continually getting better to keep us the best. The guiding principles Delighting their guests They will strive to understand our client and guest needs by listening to their requirements and responding in a competent, accurate and timely fashion. They will design and deliver our services and products to address their needs. In fact, the MOG a... ...he same as those employed to build their business, they are tied to each other. They are currently developing a Group-wide Guest History network whereby the â€Å"history† of a customer of any one hotel can be accessed by any other hotel so that preferences are immediately responded to even if it is the customer’s first use of a new hotel. When this is in place, a customer of Mandarin Oriental, Hong Kong who prefers a particular type of beverage will find it waiting for him upon arrival at The Oriental, Bangkok. They follow up their customers with a personalized written response to every comment card or letter received and recently have begun telephoning customers for follow up. In every case they strive to let the customers know that they appreciate their comments; that their experiences are important to them; that they want to address the specific instance generating the comment; that they want them to be satisfied and, finally, if appropriate, they explain the change that will be made in their processes to assure achievement of better customer satisfaction in the future. (Go, F.M and Pine, R.(1995). Globalization Strategy in the Hotel Industry. Routledge)

Bimbo

Estrategias de Crecimiento de Bimbo: Fusiones y Adquisiciones a. Como se incorporo Bimbo el reparto de utilidades y la responsabilidad social en su compania? REPARTO DE UTILIDADES: Uno de los ingredientes mas importantes de la â€Å"receta secreta† de Bimbo es que no concibe a sus colaboradores como â€Å"recursos humanos†, sino como personas a las que brinda trato justo y afecto, seguridad, oportunidades de aprender y de crecer siendo utiles a la sociedad. Crecer e innovar es la consigna del personal de Bimbo. Ellos saben que el desarrollo de nuevos productos y la reinversion de las utilidades es lo mejor para la empresa, y mantienen el compromiso de generar una publicidad etica, anclada en la verdad y el respeto al cliente. Una â€Å"gran preocupacion desde el principio, fue la relacion con el personal. Queriamos que trabajara contento, que se identificara con la empresa, que se le respetara. Por nuestra formacion cristiana, teniamos una vision no instrumental de la gente, de relaciones cordiales y armoniosas con el personal†. Con los anos se consolido el ideal de una empresa â€Å"altamente productiva y plenamente humana†. Los repartos de utilidades entre los colaboradores rebasaron los minimos fijados por ley, y muchos de ellos pudieron adquirir acciones de la empresa a precios inferiores a los del mercado. . Participacion de los trabajadores en las utilidades – La PTU se registra en los resultados del ano en que se causa y se presenta en el rubro de otros gastos en los estados de resultados. 2008 2007 2006 Ventas Netas82,317 72,294 66,836 Participacion de los trabajadores en las utilidades 467 467 456 RESPONSABILIDAD SOCIAL: Comprometido con su responsabilidad social, Grupo Bimbo participa en importantes proyectos comunitarios, como la reforestacion de areas naturales protegidas de la Republica Mexicana, asi como en diferentes proyectos para el bienestar de la sociedad. El Programa de Responsabilidad Social, se centra en cuatro programas: 1. Comprometidos con tu Salud.? 2. Comprometidos con el Medio Ambiente.? 3. Comprometidos con Nuestros Colaboradores.? 4. Comprometidos con Nuestra Sociedad. 1. Comprometidos con tu Salud: Integra iniciativas enfocadas al bienestar de la poblacion: a. Innovacion y reformulacion de productos: Reduccion de acidos trans-fat, azucar y sal. Introduccion de productos de 100 calorias, introduccion de productos fortificados con avena, linaza, etc. b. Informacion Nutricional a los consumidores: Informacion mas comprensible por medio de etiquetas mas claras y legibles. c. Publicidad y Mercadotecnia responsables: Se firmo el Codigo Mexicano de Publicidad de Alimentos y Bebidas para ninos, con el cual se comprometen a promover una publicidad socialmente responsable hacia los ninos. d. Promocion de actividad fisica y estilos de vida saludables: A traves de publicidad, envolturas, sitios en Internet, publicaciones, reportes del consumidor y promocion de actividades, contribuyen a el mejoramiento de la calidad de vida de los consumidores. Por ejemplo: el slogan â€Å"Llenate de energia con 30 minutos de ejercicio diario† en todos los empaques y publicidad; y el Torneo Futbolito Bimbo. e. Asociaciones: Con otras empresas para establecer programas como Alianza para el corazon, Alianza para un estilo de vida saludable. Y con institutos de nutricion para poder ofrecer productos nuevos y mejores. Tambien se apoya a la Cruz Roja en Mexico, la Casa de la Amistad para Ninos con Cancer en Mexico y otros proyectos en Guatemala, Costa Rica y Uruguay. En EEUU se apoyan programas que contribuyen a la prevencion de enfermedades congenitas, nacimientos prematuros y muerte de ninos, entre otros. 2. Comprometidos con el Medio Ambiente: Se trabaja mas de 20 proyectos en 5 lineas de accion: a. Ahorro de energia b. Reduccion de emisiones c. Ahorro de agua d. Administracion de desperdicios solidos. e. Responsabilidad social hacia el medio ambiente: Se invita a los colaboradores y proveedores a compartir acciones para beneficiar el medio ambiente. Se llevan a cabo ferias de Sustentabilidad para dar a conocer a los colaboradores informacion de los productos ecologicos para el consumo en el hogar. Se fundo â€Å"Reforestemos Mexico† que en conjunto con los grupos etnicos de Mexico se desarrollan habilidades para promover las practicas sustentables y asegurar la preservacion de recursos naturales. Bimbo es parte de la Comision de Estudios del Sector Privado para el Desarrollo Sustentable que representa al Consejo de Negocios Mundial de Desarrollo Sustentable, en Mexico. 3. Comprometidos con Nuestros Colaboradores: a. Salud y Seguridad: Programas de orientacion que incluyen platicas para reducir los accidentes en la compania, asi la realizacion de campanas medicas que promueven la vacunacion, y pruebas de vision, audicion y dentales a los colaboradores. Constantemente se refuerza la importancia de adoptar estilos de vida saludables por medio de conferencias y cursos. Se ha implementado un programa que promueve el ejercicio fisico diario en el trabajo. b. Desarrollo de Colaboradores: Se ofrecen cursos de educacion primaria, cursos de ingles, instruccion para lograr un grado universitario en Mexico y Latinoamerica, tambien se cuenta con una Universidad virtual que contribuye al desarrollo de talento y liderazgo. c. Ayuda Social: Se promueven los ahorros voluntarios entre los colaboradores. Se promueven oportunidades de trabajo, se contrata a un gran numero de colaboradores con discapacidades, se ofrecen conferencias sobre ambiente de trabajo, etc. 4. Comprometidos con Nuestra Sociedad: Se ayuda en forma economica para promover el progreso social y la educacion. En el area de educacion se construyo en 2008 el Centro para el Tratamiento de Individuos con Afasia, se apoyaron programas educativos como â€Å"Ayudando a Ninos como Yo â€Å" de UNICEF, â€Å"El Calendario de Valores† de Fundacion Televisa, programas de nutricion a ninos y becas de la Fundacion Tarahumara, entre otros. Se colaboro en la publicacion del libro â€Å"Como proteger a tus hijos de las drogas†. Mas de 1,000 estudiantes y educadores recibieron apoyo a traves de instituciones como Fundacion de Empresarios por a Educacion Basica. Y se ayudo a mas de 5,000 estudiantes universitarios de la Escuela Bancaria y Comercial, ITAM, UDEM e UIA. Tambien en el extranjero se apoya en organizaciones en pro de la educacion. Mas de un millon de agricultores se han beneficiado de los proyectos que apoya Grupo Bimbo. Tambien, en asociacion con FinComun, se le ha br indado ayuda financiera a mas de 15 mil micro empresas y cerca de 140 mil personas con espiritu emprendedor para que desarrollen sus propios negocios. b. ?Cuando se convirtio Bimbo en una empresa cotizada en la Bolsa de Valores? La primera empresa del grupo, â€Å"Panificacion Bimbo†, fue fundada el 2 de diciembre de 1945 en la ciudad de Mexico. Posteriormente, entre 1952 y 1978, se abrieron 12 plantas mas, lo que le permitio extender la distribucion de sus productos a todo Mexico. Durante este mismo periodo se constituyo la fabrica â€Å"Pasteles y Bizcochos†, que posteriormente se convertiria en â€Å"Productos Marinela†. Y se establecieron las primeras plantas de dulces y chocolates de â€Å"Ricolino† y de botanas saladas â€Å"Barcel†. Durante este periodo empezo tambien la integracion vertical del Grupo con la inauguracion de la primera planta de mermeladas. Desde febrero de 1980, 34 anos despues de su fundacion, Grupo Bimbo se transformo en una empresa publica y 15% de sus acciones comenzaron a cotizarse en la Bolsa Mexicana de Valores. La empresa no se cotiza en el exterior, debido a que no ha tenido necesidad de financiarse en mercados internacionales, sus necesidades la ha cubierto oportunamente el mercado nacional. c. ?Cuando fue la primera adquisicion de Bimbo? ?Cual fue la meta, y como actuo la compania para asegurar que su flexibilidad no fuera comprometida por esta adquisicion? Con la finalidad de lograr una posicion de liderazgo a nivel internacional y consolidarse como lider en el continente americano, el Grupo ha realizado inversiones en el extranjero. Dichas inversiones se efectuan a traves de asociaciones estrategicas y/o adquisiciones de empresas del sector que le permitan tener una red de canales de distribucion y venta todavia mas importante y asi poder consolidarse operativamente. El interes de BIMBO por participar en los mercados internacionales se debe al gran potencial de crecimiento en lo referente a la relacion de consumo entre pan tradicional y pan empacado. La primera adquisicion del Grupo Bimbo en Mexico fue Continental de Alimentos, S. A. en Mexico en 1986. En 1990 comenzo con operaciones a nivel internacional con la adquisicion de una planta productora de pan y pastelitos en Guatemala. Las estrategias de adquisicion le han permitido al Grupo capitalizar las experiencias en diferentes mercados y diversificar su concentracion geografica, disminuyendo asi el riesgo que pudieran presentar los mercados locales en los que participa. La estrategia de crecimiento de Grupo Bimbo ha sido desde un principio consolidar su plataforma. Cronologia de expansion y adquisiciones del Grupo Bimbo: 1984BIMBO incursiono en el mercado de exportacion con la distribucion de productos Marinela hacia EE. UU. 1986BIMBO adquirio en Mexico: Continental de Alimentos, S. A. de C. V. , empresa que producia y comercializaba la marca Wonder, hasta entonces competidora directa de BIMBO en panificacion y pastelitos. 1989Se adquiere Holsum en Venezuela. 1990Comenzo con operaciones a nivel internacional, con la adquisicion de una planta productora de pan y pastelitos en Guatemala, esto marco el inicio de la cobertura que el Grupo tiene en Latinoamerica. 992Adquision de Alesa, S. A. y Cena (hoy Ideal, S. A. ) en Chile. Adquision en Mexico de la fabrica Galletas Lara, lo cual permitio la entrada formal al mercado de las galletas tradicionales, tipo â€Å"marias† y saladas, 1993Se extendio a Venezuela con la adquisicion de Industrias Marinela, C. A. y Panificadora Holsum de Venezuela, C. A. Se instalaron plantas productivas en Argentin a, Colombia, Costa Rica, El Salvador y Peru, asi como empresas de distribucion en Honduras y Nicaragua. Se explande en Estados Unidos, con el establecimiento y adquisicion de plantas productivas en los estados fronterizos con Mexico. Se adquiere Orbit Finer Foods, Inc. 1994Se adquiere en EEUU: La Fronteriza, Inc. 1995Se adquiere en EEUU: C&C Bakery, Inc. y la Tapatia Tortilleria, Inc. 1996Se adquiere en EEUU: Pacific Pride Bakeries, con dos plantas (Suandy Foods Inc. y Proalsa Trading, Co. 1998Se adquiere en EEUU: La empresa de panificacion Mrs. Baird’s, lider en el estado de Texas, EEUU , y en Mexico se inicio con operaciones en la planta de Bimbo en la Paz, Baja California. La expansion de BIMBO llego al continente europeo con el establecimiento en Alemania de la empresa distribuidora de confiteria Park Lane Confectionery. Tambien en ese ano, con objeto de enfocarse en sus negocios principales, BIMBO llevo a cabo desinversiones en la elaboracion y distribucion de helados en Mexico y de botanas saladas en Chile. 1999BIMBO realizo una alianza estrategica con la empresa Dayhoff, en EE. UU. , dedicada a la distribucion de dulces, a traves de una participacion accionaria de 50%. BIMBO se asocio con Grupo Mac’Ma al adquirir una participacion de 51% en las empresas dedicadas a la elaboracion de pastas. En el estado de California, EE. UU. , adquirio la empresa panificadora Four-S. Se construyo una nueva planta panadera en Tijuana, BC. Refuerza presencia en Colombia, con la adquisicion de activos en la ciudad de Calli. Se convierte en el proveedor unico de toda la bolleria de la cadena de restaurantes McDonald? s en Venezuela, Colombia y Peru. Se concretan negociaciones con la empress Panacea, SA en Costa Rica, lo cual permitio a BIMBO la adqusision de algunos de los activos de esta empresa y el derecho al uso de Tulipan, su marca lider en ese pais. Se consolida en EEUU Mrs. Baaird’s Bakeries Busineess Trust en el mercado de Texas y Bimbo Bakeries USA, Inc. en el mercado de California. 000Se inauguran, a traves de Ricolino, dos plantas en la Union Europea, una en Viena, Suiza y en Ostrava, Republica Checa. Se adquiere la panificadora Pan Pyc, la segunda empresa mas importante en Peru. Se adquiere la empresa La Mejor en Guatemala, con presencia en Guatemala, El Salvador y Honduras. 2001Se adquirio Plus Vita, una de la empresas panificadoras mas grandes en Brasil. 2002La participacion de BIMBO en la alianza con la empresa Dayhoff en EEUU aumento a 70%. Se fusionaron todas las empresas operadoras del Grupo en Mexico, en dos grandes empresas Bimbo, SA de CV y Barcel , SA de CV. Para optimizar operaciones y eficientar su capacidad instalada y su fuerza de distribucion. Se adquirio, a traves de la subsidiaria en EEUU, las operaciones de la panificacion en la region oeste de EEUU, pertenecientes a la empresa George Weston Limited. Con ello fortalecio la posicion del Grupo en mercados clave: California y Texas. 2003Se concreto una alianza estrategica con Wrigley Sales Company en EEUU. Participacion como socio minoritario en un consorcio donde adquiere ciertos derechos de propiedad y deuda de la Compania de Alimentos Fargo, SA en Argentina. 004 Adquiere el total de acciones de Dayhoff en EEUU. Adquisicion de las empresas Jocyco de Mexico SA de CV, Alimentos Duval, SA de CV y Lollmen, SA de CV, propiedad de accionistas mexicanos y de la empresa espanola Corporacion Agrolimen, SA. Se adquieren en Mexico dos plantas de produccion lideres de la industria de la confiteria en Mexico. 2005Se adquiere en Mexico: Controladora y Administradora de Pastelerias, SA de CV, op eradora de las pastelerias El Globo. 2006Se adquiere en Uruguay las empresas panificadoras Walter M. Doldan y Cia, SA y Los Sorchantes, SA, posicionados como lideres en el mercado. Se inician operaciones en Asia, al adquirir la empresa Beijing Ranrico Food Processing Center, ubicada en China, lo que ha permitido una importante presencia y reconocimiento en Beijing y Tianjin. Se adquieren activos y marcas de las pastelerias El Molino, unas de las mas antiguas y de mayor tradicion en Mexico. 2007Se realizo la compraventa de la empresa de galletas, grissines y pan rallado Maestro Cubano Florentino Sande, SA en Uruguay. Se adquirio Temis en Paraguay. 008Se adquieren las companias Laura y de Firenze en Brasil. Se adquiere Plucky en Uruguay. Adquiere el 75% e acciones de la empresa panificadora Nutrela Alimentos, SA en Brasil. Se adquiere en Honduras Galletas Lido Pozuelo. Se adquiere en Mexico: Galletas Gabi 2009Se adquiere la panificadora Weston Foods, Inc en EEUU. Mayor operacion en la historia del Grupo Bimbo. Bibliografia: Santander (2009) Latin American Equity Research: Recuperado e l dia 27 de marzo de 2010 de: http://www. santander. com. mx/PDF/canalfin/documentos/bimbo231009e. df Grupo Bimbo (2010) GRUPO BIMBO REPORTA RESULTADOS DEL SEGUNDO TRIMESTRE DE 2009. Recuperado el dia 27 de marzo de 2010 de: http://www. grupobimbo. com. mx/relacioninv/uploads/reports/PR%202T09. pdf Grupo Bimbo (2010) Reporte Anual 2008. Recuperado el dia 27 de marzo de 2010 de: http://www. grupobimbo. com/relacioninv/uploads/reports/IA%202008%20esp. pdf Grupo Bimbo (2008) DECLARACION DE INFORMACION SOBRE REESTRUCTURACION SOCIETARIA. Recuperado el 28 de marzo de 2010 de: http://www. grupobimbo. com/relacioninv/uploads/press/reescorp. pdf Enfasis Alimentacion (2010) Grupo Bimbo podria convertirse en la empresa mas importante de panificacion a nivel mundial. Recuperado el dia 28 de marzo de 2010 de: http://www. alimentacion. enfasis. com/notas/11490-grupo-bimbo-podria-convertirse-la-empresa-mas-importante-panificacion-nivel-mundial Grupo Bimbo (2010) Historia Grupo Bimbo. Recuperado el 28 de marzo de 2010 de: http://www. grupobimbo. com/admin/content/uploaded/Historia%20Grupo%20Bimbo. pdf Grupo Bimbo 08 Social Responsability Report http://www. grupobimbo. com/admin/content/uploaded/BIMBO%20RS%20ING%20xpag. df Grupo Bimbo Informe Anual 08 http://www. grupobimbo. com/relacioninv/uploads/reports/IA%202008%20esp. pdf Editorial Columnas. Cultura Bimbo. http://www. eluniversal. com. mx/columnas/55515. html Grupo Bimbo. Pagina internet. http://www. grupobimbo. com/display. php? section=1&subsection=13 Bolsa Mexicana de Valores http://www. bmv. com. mx/ Entrepreneur. Grupo Bimbo Selling Bread and Nostalgia http://www. entrepre neur. com/tradejournals/article/131896496. html Grupo Bimbo. Reporte Anual 2008 http://www. bmv. com. mx/infoanua/infoanua_3099_20090625_1643. pdf

What is Charles Dickens’s reasoning for describing the...

What is Charles Dickens’s reasoning for describing the large congregations that occasionally happen in France as a shambolic (chaotic) multitude? Charles Dickens reveals the blood thirsty and vengeful attitude of the people by describing their actions and riots that they caused for the revolution. Before the storming of the Bastille by the peasants, Dickens describes the crowd, â€Å"As a whirlpool of boiling waters [that] has a centre point,† at Defarge’s wine shop. The crowd that appears is compared to a rapidly rotating mass of water which can be depicted as a mob that is rapidly coming together as one to overthrow the aristocrats from their power. After the storming of Bastille, â€Å"Saint Antoine’s blood was up, and the blood of†¦show more content†¦The upper class had lavish banquets and lived to their pleasures with more than sufficient food their needs without ever being worried about starving or living in poverty. For a self centered Mo nseigneur, â€Å"his morning’s chocolate could not so much as get into the throat of Monseigneur, without the aid of four strong men besides the Cook,† and every detail of his routines and actions only show how much spoiled the aristocrats like him are. This shows how the people of the upper class surround themselves with the greatest splendors and luxury while the peasants are out on the streets begging for food and eating anything they can find that is edible, like grass which the old Foulon told them to eat. The peasants hardly can find food because there were, â€Å"Patches of poor rye where corn should have been, patches of poor peas and beans, patches of most coarse vegetable substitutes for wheat,† and they couldn’t grow sufficient food for their needs at all. Details about Saint Antoine show that it was a very poor suburb where people worked hard and still didn’t have anything to satisfy their hunger and poverty. The upper class people live d their rich lives riding on carriages that,† dashed through the streets and swept round corners, with women screaming before it, and men clutching each other and clutching children out of its way,† disregarding the safety of others, who live