I Was Very Excited To Begin My Internship At Paul Hastings,

I was very excited to begin my internship at Paul Hastings, as it was my first real experience in corporate America. I’ve had multiple internships before, but I never felt like I was pushed into a better professional. Upon beginning this internship, I was looking forward to a challenge and that is absolutely what I got. Within my first month at Paul Hastings I had completed more work than I did at my last internship which lasted six months. At Paul Hastings, all though my title was intern, I was a member of the business development team. I learned quickly the work I was doing mattered and that it needed to be done well. The expectation there is extremely high, which is something I should’ve known going into a competitive internship at one†¦show more content†¦I have not increased my attention to detail not only in my internship, but all aspects of my life and am grateful for the stern, honest and constructive advice from my supervisor, that allowed me to significantly improve a weakness of mine. During my internship, I had the opportunity to work on a variety of projects. Most of my time was spent using excel and PowerPoint which provided another opportunity for me to strengthen my weaknesses. On excel I would conduct a lot of secondary research that pertained to the clients of the firm. For example, Barclays, who is a huge client in Paul Hastings financial services market, has over 700 people in relation to Paul Hastings. I went through an excel list of 700 contacts and verified through Google and LinkedIn searches whether they were still with the company or not. Most of my projects on excel were like this. Also on excel I managed the budget for the firm and kept track of how much was spent on each client, and what clients had paid the firm for its services. I tended to do well on budgeting projects and any projects involving excel and numbers. Once I realized the type of projects I was doing poorly on I was able to identify why and began making the necessary changes to imp rove my performance. Any task given to me that involved me having to think and analyze I did very well on. The more mundane and mind numbing projects, were the ones where I would miss multiple little things, which created a poorShow MoreRelatedFundamentals of Hrm263904 Words   |  1056 Pagesbetter study smarter save money From multiple study paths, to self-assessment, to a wealth of interactive visual and audio resources, WileyPLUS gives you everything you need to personalize the teaching and learning experience.  » F i n d o u t h ow t o M A K E I T YO U R S  » www.wileyplus.com ALL THE HELP, RESOURCES, AND PERSONAL SUPPORT YOU AND YOUR STUDENTS NEED! 2-Minute Tutorials and all of the resources you your students need to get started www.wileyplus.com/firstday StudentRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagestrademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations have been printed in initial caps or all caps. Library of Congress Cataloging-in-Publication Data Robbins, Stephen P. Organizational behavior / Stephen P. Robbins, Timothy A. Judge. — 15th ed. p. cm. Includes indexes. ISBN-13: 978-0-13-283487-2 ISBN-10: 0-13-283487-1 1. Organizational behavior. I. Judge, Tim. II. Title. HD58.7.R62 2012 658.3—dc23 2011038674 10 9 8 7 6

Essay Ratio Analysis of Morrisons - 2646 Words

Table of content Introduction 2 Financial Analysis of Morrisons 3 Critical Assessment of the ratio analysis of William Jackson Food Group 8 Limitations and recommendations References Introduction This paper deals with the question of how a ratio analysis can help in determining the true value of a company. Therefore a critical ratio analysis of Morrisons, a supermarket which is listed on the London Stock Exchange will be done and then compared with the William Jackson Food Group, another supermarket but a private company in order to figure out if there are any differences or similarities which can help to measure the performance of the companies. At least recommendations of the usefulness of this research will be given†¦show more content†¦This shows that the growth of the gross profit was higher in relation to the growth of sales revenue within that period. In comparison Sainsbury has an even lower gross profit margin what could be explained through higher costs of goods sold. The return on capital employed (ROCE) is a measure for the efficiency with which new cash is invested and through which existing capital delivers profit (Collier, 2009). ROCE shows a growth be tween 2009 and 2010 from 14,85% to 18,33% which is very good showing that there has been a very efficient use of capital because for every  £1 used  £0,1833 of profit were generated. From 2010 to 2011 there has been a sharp decrease from 18,33% to 12,8%. This is affected by a fall in the sales margin from 5,9% in 2010 to 5,5% in 2011 which was a correction of 2010 (Morrisons, 2011). Sainsbury ROCE ratio is with 11,1% in 2011 slightly lower than Morrisons what hence Morrisons is able to gain a higher profit on the average capital employed. Table 3 Liquidity Ratios of Morrisons (2009-2011) and Sainsbury (2011) Morrisons | 2009 | 2010 | 2011 | Sainsbury 2011 | Current ratio | 0,53 | 0,51 | 0,55 | 0,58 | Quick ratio | 0,28 | 0,24 | 0,24 | 0,30 | Source: Authors calculations and companies financial annual reports The current ratio compares the liquid assets of a company with the current liabilities. Supermarkets tend to have a relatively low ratio because they are holding onlyShow MoreRelatedFinancial Ratio Analysis of Morrison in Comparison with Tesco2116 Words   |  9 PagesFinancial Ratio Analysis of Morrison in Comparison with Tesco Introduction The purpose of this report is to critically analyse the financial ratio results of Morrison 2008 and 2009 as an equity analyst and compare it with like for like by using Tesco supermarket. To achieve this report will be looked at in four main areas. Firstly, we will use financial ratios obtained from annual reports of 2008 and 2009 to analysis and appraise Morrison’s financial performance. This would be followedRead MoreFinancial Ratio Analysis on Morrison Supermarket PLC. Essay3657 Words   |  15 Pagesï » ¿ Financial Ratio Analysis on Morrison Supermarket PLC: Assignment 1 Contents Page 1.0 Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 2.0 Calculations and Analysis of Findings with Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...2-6 3.0 Discussion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 4.0 Conclusion †¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 Appendices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.8-11 Reference List †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12-13 Read MoreA Report On Tesco Plc1711 Words   |  7 PagesIntroduction The purpose of this report is to applies financial ratios analysis indicators in specific to analysis ,comparisons and evaluation of annual report of Tesco PLC and Wm Morrison supermarket PLC .It will be focus on following respects (1)Comparing Tesco PLC and Morrison PLC between 2013 and 2014 respectively. (2) Comparing Tesco PLC and Morrison PLC in 2014. 2 .0 Three limitations of ratio analysis (1)Although Tesco and Morrison operates in similar sectors ,but it is impossible that anyRead MoreFinancial Appraisal of Morrisons Company1747 Words   |  7 PagesHULT INTERNATIONAL BUSINESS SCHOOL [pic] INTERNATIONAL ACCOUNTING GROUP ASSIGNMENT FINANCIAL APPRAISAL OF MORRISONS COMPANY London, 2010 Founded in Bradford over a century ago, Morrisons Supermarkets have grown from a small shop to being the fourth biggest food retailer with stores across the UK following the acquisition of Safeway in 2006. Having achieved a market share of approximately 12%, the company’s main UK-listed competitors includeRead MoreFinancial Analysis of Three Supermarket Chains Essay969 Words   |  4 Pages Introduction The purpose of this report is to undertake financial analysis of the position of the three major supermarket chains (Tesco plc, Morrison plc and Sainsbury plc) in the UK, using the financial tools such as Horizontal and Vertical Analysis and Ratio Analysis. The calculations done are considering the figures from the income statement and balance sheet of these three companies for the last 2 years (2008 2007). Doing these calculations is an effort to find out the current position andRead MoreMorrisons Performance Analysis Report6345 Words   |  26 PagesInformation from Different Sources 5 2.4 Tools and Techniques used for Business/Financial Analysis 5 3 Business Analysis 7 3.1 Porter Five Forces Analysis 7 3.2 SWOT Analysis 8 4 Financial Analysis 10 Ratio Analysis 10 4.1 Turnover Growth 10 4.2 Profitability Ratio 11 4.3 Working Capital Ratios 13 3.4 Efficiency Ratios 14 3.5 Gearing and Long Term Stability 15 3.6 Investor Ratio 17 5 Conclusions 19 5.1 Business Performance 19 5.2 Financial Performance 20 ProjectRead MoreBusiness analysis of J Sainsbury and Morrisons3726 Words   |  15 PagesTopic: Business analysis of J Sainsbury and Morrisons Group 11: Malaly Zaheer BIF3 070013399 Jiayao Zhou BIF3 080014469 Elaine Yap BIF3 080047892 Fei Wang IFRM3 090035262 Table of Content: 1. Objective†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 2. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 3. Financial performance analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 4. Operating model analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5 5. Industry analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreAn Evaluation of the Business and Financial Performance of Wm Morrison Supermarkets Plc Between 31st January 2005 and 3rd February 20088304 Words   |  34 PagesAN EVALUATION OF THE BUSINESS AND FINANCIAL PERFORMANCE OF WM MORRISON SUPERMARKETS PLC BETWEEN 31ST JANUARY 2005 AND 3RD FEBRUARY 2008 A RESEARCH AND ANALYSIS PROJECT FOR THE B.Sc (HONS) IN APPLIED ACCOUNTING CONTENTS PAGE PART 1 – Project Objectives and Overall Research Approach. 1. Reasons for choosing the project topic 2. Project objectives and research questions 3. An explanation of research approach. PART 2 – Information Gathering and Accounting/ Business techniquesRead MoreFinancial Data And Common Stock Features Of Financial Ratios815 Words   |  4 Pages 654-682) point out that financial researchers use financial ratios to examine the relation between financial data and common stock features. The analysis in this paper is focus on the usefulness of financial ratios, taking data from stock market to assist the judgment of whether ratios show the real variation of company business. Put it in detail, this paper adopts quantitative research method mainly; calculating the different ratios in different industry companies, and then comparing these dataRead MoreQuestions On Comparing Tesco And Tesco2259 Words   |  10 Pages1.1 Limitations 3 1.2 Introduction of Companies 3 2. Financial Ratios 4 3. Profitability Ratios 4 3.1 Return on Equity (ROE) 4 3.2 Return on Total Assets (ROTA) 4 3.3 Operating Profit Percentage 5 3.4 Return on Capital Employed (ROCE) 5 4. Efficiency Ratios 5 4.1 Trade Payables 5 4.2 Trade Receivables Collection Period 5 4.3 Inventory Holding Period 6 5. Liquidity 6 5.1 Current Ratio 6 5.2 Quick Ratio Test 6 6.1 Interest Cover Ratio (ICR) 6 7. Factors on Performance 6 8. Conclusion 7 9. References

China’s Relations with African Countries Strategic Perspective (Case of Madagascar) free essay sample

Year 1st Semester Course: MEDIA IN CHINA [pic] TOPIC: CHINA’S RELATIONS WITH AFRICAN COUNTRIES: STRATEGIC PERSPECTIVE (CASE OF MADAGASCAR) STU. NAME: RANDRIANASOLO Fenolanto Salome STU. NO. CLASS SCHOOL LECTUERER: PROFESSOR LUO QING GRADE: Master CHINA’S RELATIONS WITH AFRICAN COUNTRIES: STRATEGIC PERSPECTIVE (CASE OF MADAGASCAR) INTRODUCTION In recent decades, while China can ignore other countries, other countries cannot ignore China. It is beginning to play an increasingly important role in many areas such as economics, political, and socio-cultural. This is a great new rising power at the beginning of the 21st century. This explosive growth of China has generated significant debates among policymakers, scholars and business leaders on a number of levels. China is now building relationships in several countries especially in Africa. There have been a number of contacts between China and African states in recent decades. This paper seeks to understand this recent shift in China’s relation with African countries such as Madagascar. Historical Background In 1955: 29 African and Asian states create the â€Å"Third world† to strengthen its base in Africa and Asia; Since 1960s: . The Chinese leader Mao supported the African independences. China supports the ambassadors of the emerging countries against Western interference in their internal affairs at the United Nations. In 1978: Deng Xiaoping decided to open the Chinese economy by establishing a new form of socialism; Since the 1990: African economies have opened up for the Asian powers including China; China becomes the spokesperson for developing countries within the WTO (world trade organization) Partnership China-Madagascar: China has become increasingly active on the African continent in recent years and this activity has drawn the attention of scholars and journalists, among others. Diplomatic Relations: Madagascar and China established diplomatic relations November 6, 1972 and bilateral relations between the two countries continue to consolidate, develop and to strengthen since. Since the establishment of diplomatic relations between the two countries in 1972, their relationship and cooperation in the economic, commercial and various grow without ceasing. In recent years, the leaders of both countries attach great importance the development of relations and exchanges of high-level increase, which gives great impetus to the rapid development of bilateral relations of friendship and Malagasy cooperation. The Minister of Foreign Affairs established the first diplomatic relations between China and Madagascar during the transition (1972-1975); The celebration of the 40th anniversary of diplomatic relationship between China and Madagascar held on 6th November 2012. Several high Malagasy personalities visited China since the 1990s such as the President of the Republic Albert ZAFY in 1994; Madagascar President Marc RAVALOMANANA arrived in Beijing in 2008. During the current transitional period, Ambassador of China Shen Yongxiang has presented his credentials to the Head of State Andrinirina RAJOELINA. Several high Chinese leaders such as the President of the National People’s Congress Chen Muhua; the Second Prime Minister Jiang Chungun and the Vice President of the Republic Hu Jintao was visited Madagascar. Economic Relations: If Chinas economic weight is felt in African countries, in particular Madagascar by its commercial dynamism, the country begins to be an investor not negligible. Since 2005, the partnership agreements between Madagascar and China have continued to increase. For example, the establishment of a cement factory, the construction of a large 5 star hotel by a Chinese group, the future construction of a hospital. And even well before the year 2005, investment in China has already had its place in the economy, be it in the industry trade. China is the largest partner of Madagascar in terms of imports; 95% of products from Madagascar benefit from the Chinese treatment tariff exemption; The agreement of economic and technical cooperation between China and Madagascar was signed in 2006. Several Chinese companies investing in Madagascar in the infrastructure, energy, the exploitation of oil and raw materials. Bilateral cooperation in the economic and commercial widens constantly rapidly increasing bilateral trade, investment activates the  day and exchanges in cultural, educational and human intensify. The consultations between the two countries in international affairs reinforce more. Cultural Relation: During 40 years of partnership, China has provided more than 350 scholarships and has trained more than 860 government officials and journalist. CONFUCIUS Institutes were established in three provinces of the Big Island. Impact and perspective: The Chinese presence opens a new perspective for developing countries and it presents many more choices in terms of policy and developing model. It allows exploitation of natural resources with higher prices of raw materials and facilitates access to international aid. It promotes the diversification of investment, a new spirit based on the expression win-win more attractive. Chinas growth is pushing up global demand and therefore  the price of commodities exported by African countries. In addition, China has become the main partner of several African countries: it provides cheaper manufactured goods and reduces their dependence on their ways traditional trading partners. In the case of Madagascar, the local market is still underdeveloped in that 20% of the population live in urban areas and in this context, the abundance of Chinese products (food, textiles, toys, shoes, appliances, Markets Local penalizes local industries to the extent that the price of Chinese products is well below the cost of local industries and supply is abundant. The competitiveness of local industries is low compared to the value of a product Chinese including textiles and food products. In the Capital Antananarivo, expansion and Chinese domination can be analyzed via th e rapid development of a shopping center Behoririka (name of district) in the middle Capital in the image of Chinatown. Added to this is the development of restorations. However, these imports improve the well-being of people in that price consumer goods from China are within the powers of purchases population. The development of these businesses creates jobs but the salary level remains insufficient compared to the level of wages in the private sector in Madagascar. Chinese competition also exerts downward pressure on the cost of investment. Chinese equipment (transport, agriculture) is very cheap an alternative to higher quality goods. However, the lifetime of the equipment is not long compared to the same type of equipment from Europe. Chinese growth will boost African exports but will also increase volatility. China opened its market by treating preferential tariff least developed countries, but this has not yet been impacted on African exports. In the case of Madagascar, export to the China is still insufficient compared to the values of imports and has been a decade. This increases the trade deficit Malagasy and may undermine the external reserves position of the Central Bank of Madagascar. If Europe the main export destination from Madagascar, China still relatively low and represents 2. 2%. In terms of trade between China and Madagascar, relationships become increasingly important during the last decade. Current trends regional trade showed a significant increase and the value of continuous imports from China, and a modest increase in export exports Madagascar to China. Changes in imports and exports of Madagascar with China do not evolve at the same rate, resulting in an imbalance of trade. The exchanges are obviously in favor of China. CONCLUSION In short cooperation with China is mutually beneficial and China has promoted the cultural development in Madagascar. Projects underway in Madagascar, which involve Chinese aid, are also very visible. In terms of foreign direct investment, the weight of Chinese investors is not negligible and is around 10%. The majority of Chinese capital from Hong Kong. Chinese companies are among the providers of jobs in Madagascar. If the participation of France in the capital is very dominant in Madagascar, China’s participation has increased by 0. 8% to 10. 9% over the same period and has a negative influence on the situation in France. This attests to the strengthening of the position China and offset somewhat the impact of French colonization of the current situation. The friendly cooperation in the field of education, health and trade, have borne remarkable fruit. We think that with the principle of mutual benefit, cooperation between China and Madagascar will have a bright future. REFERENCES †¢ http://www. bbc. co. uk/news/world-africa-13864364 †¢ http://www. irinnews. org/Madagascar †¢ http://www. state. gov/p/af/ci/ma/ †¢ file:///F:/feed%20back%20de%2040%20ans. htm †¢ file:///F:/CCTV%20mirrroir%20d%20afrik%20frappe%20chinoise. htm file:///F:/mada%20chine%202. htm †¢ http://www. xinhuanet. com/english/home. htm †¢ Perspectives economiques en Afrique. OCDE. 2006 †¢ Plan cadre des Nations Unies pour l’assistance au developpement (UNDAF) Madagascar 2008-2011. Systeme des Nations Unies. Juin 2007 †¢ Rapport National sur le Developpement Humain Madagascar 2006 : Le s technologies de l’information et de la communication et developpement humain. PNUD. Avril 2007 †¢ Les echanges entre la Chine et L’Afrique : Situation actuelle, perspectives et sources pour l’analyse , Jean Raphael Chaponniere, STATECO N °100, 2006.

No Idea free essay sample

The values inculcated in SAF officers are the same ones that they will transmit to their men, and which will permeate our society. † Mr Lee Kuan Yew Quote 6: â€Å"However, no one can teach each of you how to be a leader of men. You will have to learn how to earn the respect and confidence of other men placed under your charge, what moves them, and why some officers are better than others in getting their men to do better. † Mr Lee Kuan Yew Quote 7: â€Å"You will be responsible not only for what you yourself do, but also for your subordinates, what they do, or fail to do. Mr Lee Kuan Yew Quote 8: â€Å"However, later in life, you will realise that how to get on with other men and how to get them to do things to the best of their ability, are amongst the most important things in life. † Mr Lee Kuan Yew Quote 9: â€Å"There are several characteristics common in men in top positions: strength of character and a mind able to take in the details and complexities of a problem quickly, seize hold of the essential elements, and act decisively to tackle the problem. We will write a custom essay sample on No Idea or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page † Mr Lee Kuan Yew Quote 10: â€Å"The SAF must have men who are emotionally stable and totally committed to Singapore. We shall have an efficient and effective defence force, dedicated to ensure the security of all in Singapore. † Mr Lee Kuan Yew 2. Dr Goh Keng Swee Quote 11: â€Å"We must never forget that our existence as an independent sovereign state cannot be made to depend on the sufferance of others. The most dependable guarantee of our independence is a strong SAF: A strong SAF, in turn, depends on the political will to make the effort and pay the price. Dr Goh Keng Swee, Minister for Defence (1984) Quote 12: â€Å"Singapore survives and prospers because it has been able to adjust to quickly changing situations. For this, we need people with keen minds, able to see beyond the routine and the ordinary to perceive the big opportunities ahead and to think out bold, imaginative yet practical plans and to carry these out successfully. † Dr Goh Keng Swee, Minister for Defence (1972) Q uote 13: â€Å"The guns we provide the SAF are as effective as the soldiers who fire them. The soldiers are as effective as the officers who lead them. † Dr Goh Keng Swee, Minister for Defence (1981) 3. Dr Ng Eng Hen Quote 14: (Proposed @ Bravo) â€Å"The ultimate measure of the SAFs strength lie in the will and resolve of our people to defend Singapore. † Dr Ng Eng Hen, Minister for Defence (2011) 4. Dr Tony Tan Quote 15: (Proposed @ Hotel) â€Å"The defence of Singapore is the sacred duty and solemn responsibility of each and every Singaporean who calls our Nation home. † Dr Tony Tan, Minister for Defence (2000)