Othello :: essays research papers

After reading Othello by Shakespeare over about 3 times, I came to feel sorry for a man that I can easily say was gulled into tragedy by his own purity. I can see Othello as a man that could sit at the ‘Round Table† with King Arthur and rank among those wonderous knights of chivalry. At his end, he had nothing. The Duke calls Othello ‘Valiant Othello’ (1057) Othello also stands ready to face Brabantio, Iago tells him to run. Othello - ‘Not I; I must be found. My parts, my title and my perfect soul Shall manifest me rightly. (1054) As grand as his internal characteristics are, he also stumbles with his own susceptibility to become betrayed. Othello also has no sense of grey. He sees things are either good or evil. To Cassio, Othello – ‘Thy honesty and love doth mince this matter, making it light to Cassio. Cassio, I love thee, But never more be officer of mine’ (1078) For his one transgression, Cassio is stripped of his rank and cast aside. Othello seems to place his trust in people that have not demonstrated a reason to be mistrusted. Iago at no time gives cause to be mistrusted. Othello had to see the reason, something tangible. The external pressures on Othello are partially due to his being black. Iago starts his scheming of destruction using Othellos color against him, when he beckons Barbanito to action. Iago – Even now, now, very now, an old black ram is tupping your white ewe. Arise! Arise! (1051) This prejudice may have damaged his self-esteem, where he believed he was unworthy of Desdemona. Iago drops doubt in his mind, Othello begs for the suspicious thoughts. Othello – â€Å"By heaven, I’ll know thy thoughts.’ (1087) This opens the door to Iago’s deceit. Iago – ‘O, beware my lord of jealousy!†¦ which doth mock.’ (1087) Othello – ‘Farewell, Farewell,†¦.. Set on thy wife to observe. Leave me, Iago.’ (1089) Here is where the splinter drives deeper. From this point, there is more falls of the seal the fate of poor Othello. The mind bending Iago plants deep the seeds of wicked thoughts.

Skyrim Review

Scrim Review Arthur Underworld Diver university So you're sitting at home bored for hours on end, and you want something to Just take your mind away from reality and into another world where you can do whatever you as you wish. Well it sounds like you want to play a video game. Actually, it sounds like you want to play Elder Scrolls V: Scrim. This is a review of the popular cross platform video game commonly referred to as Scrim. I give this game a 9. 75 out of 10 for its amazing graphics, fantastic attention to detail, smooth gamely. Underfed harasser development, and of course, fun story line. The game starts with the main character on the verge of getting executed when he is saved by none other then a giant fire-breathing dragon. You hear from other players that dragons are extinct in this world for centuries. Obviously not. You must decide quickly whether you will escape the burning town with the imperial guard, or with the leader of the rebellion who has recently murdered the ki ng and claims that government is oppressing the natural born peoples to Scrim.This decision is not an important one, but introduces oh to the tact throughout the game you will given choices. Some of which are not simple. Simple this or that choices are prominent, but some are as complicated as do nothing and your reputation will be hindered. You soon find out that you are the dragoon. You have the power of Theme, or voice. You can yell and basically effect the world around you by either doing damage or even become Invisible. The storyline Is complicated and involves twists and plots and quite a lot of dragon killing, and inevitably, dragons killing you.Probably the most annoying part of the game. Eating stuck in a dragon fight that can take some time to finish if your not inept in magic, and all the sudden here comes another dragon, and on a rare occasion, a third or fourth dragon. Leaving you with little ability to defend yourself against an onslaught of dragons that will most like ly leave you burnt too crisp on the side of some road, The Elder Scroll series is famous for their use of the guilds. The Dark Brotherhood, an assassins' guild, the Thieves' Guild, the Fighters' Guild, and the Mages guild are all, as expected, playable in this game.I played through all the guilds this time and am glad to report that there is nothing that leaves you wanting more afterward. Being able to sneak around and play a thief or an assassin, making money and getting rewards beyond compare from regular side quests. Becoming the leader of the Mages guild was particularly rewarding, with a room full of loot and Ingredients that always regret, allowing you to restock on potion Items from hard to find Ingredients in the same room. Character development is particularly exciting In this game. Previous role playing Ames allow stats Increases by overall experience and level ups.In Scrim you level up certain buffs such a health regeneration and a big enough armor rating you can actually level up things like armor by attacking a guard and sitting there and letting the guards attack you. In about an hour your armor rating will be at 99, and you sat back and read your homework the whole time. However with skills like conjuration and lock pick, it's a little harder to level up. Unless you start lock picking, or conjuring monsters early in the game you'll find yourself with a pathetically low level near the ND of the game and needing to make up so many skill levels to level up you main level.This will be very time consuming, especially with the skills I mentioned. The first thing you'll notice about the game, however, is its graphics. Scrim has no cut scenes such as this. All the graphics are designed on the same engine that runs game play. The good and the bad for this you ask? Well loading time can get annoying, but if you download the game to your console then load times are reduced by about half. Rendering graphics can also get glitch. Sometimes an object will appe ar and twitch back and forth stuck on an invisible wall or level.This rarely effects gamely however, so is easily overlooked. Aside from the graphics, the attention to detail in every level of the game is without compare. This is an open world game, which meaner you can travel to any section of the world at any time for any reason. The countryside is full of mountains covered in snow. The valleys are full flowers and plants, all of which are able to be harvested for ingredients to sell/trade or brew potions. Every item you see can be kicked up and sold or used.In the inventory menu you can look at every item specifically, turning it around and zooming in and out as you wish. Overall, the only problems I found with the game was with some glitches, which can be expected in any game of this magnitude. Those glitches are the only reason I didn't give this game a 10/10. This game has a storyline that draws in the player, allowing for expandable play through guilds. It has the best and mo st pleasing graphics yet to date, and a record making attention to detail. It's by far the best RPG Vive played.

Cmr Enterprises Essay

CMR, originally Mike’s Cabinets, is an architectural millwork business that competes in two different market segments: commercial and residential. In order to effectively compete in both markets, the nature of CMR’s business varies slightly between them. Commercial business provides two-thirds of the company’s projects as well as 80% of its sales. Due to the higher volume in demand, the commercial sales force is larger than the residential sales team, which relies heavily on CMR’s showroom. The market for commercial business is larger than residential market with projections of its value at upwards of $5 billion. Commercial contracts are also harder to secure than their residential counterparts. They must be bid on and won. Due to the heavy competition for these larger commercial contracts, the â€Å"got rate† for them is around 32%, whereas the residential â€Å"got rate† is around 69%. CMR’s residential department has to operate some what differently than the commercial facet of the company. First of all, project management requires a different degree of flexibility in order to meet ever-changing customer requests. Cash flow cycles are about four to six weeks, which is significantly shorter than the 6 months or more it takes for a commercial cycle. With less indirect labor and lower material costs, residential work actually boasts a higher net margin as well. The main difference between CMR’s nature of business between segments is the customer relationship factor. Residential customers require a softer approach with more face-to-face exposure. Commercial customers are primarily concerned with finding the lowest bid. However, CMR is building relationships with many contractors in attempt to make their jobs easier and potentially work with them in the future. Although CMR treats every customer as equally important, the commercial customers are arguably more valuable. 35 of the top 50 contractor prospects for 1999 were commercial contractors. Furthermore, commercial business typically achieves higher revenues and is likely the only means of meeting CMR’s aggressive growth goals. When Sam Marcus and William Walters bought Mike’s Cabinets in early 1997 they knew they were going to need to change some things abou t the way their business operated. Mike’s Cabinets was running very well as a small town cabinet shop that worked on projects for homeowners as well as large commercial buildings, and had a very good reputation with the people of Lincoln,Nebraska. Although things were running smoothly with the business, Sam and William wanted to produce more profits, and increase cash flows. Blackstone Homes was a homebuilding company that started only two years before Marcus bought Mike’s Cabinets. By the time Marcus was in charge of CMR, Blackstone was one of the largest homebuilders in the area. The president of Blackstone Homes approached Marcus in the fall of 1997, with the idea of starting a partnership. Blackstone was having problems with their current supplier because they couldn’t seem to deliver the cabinets when promised. Marcus was initially intrigued by the sheer volume of work they would be doing with Blackstone, but he thought it would be a great fit with where he was planning for his company to go, and seemed like a great way to make progress towards his profit and cash flow goals. Marcus had to work with his employees and overall business plan, but decided that the residential side of the business was worth expan ding, so he signed a contract with Blackstone Homes. Marcus’s decision to sign with Blackstone Homes was a very good idea for CMR Enterprises. Blackstone had great potential to become one of CMR’s largest accounts, and promised to have continual yearly growth. Blackstone agreed to specify only CMR’s cabinets in all their homes, and CMR assigned a project manager to work exclusively with their new partner. Both companies could see that they would both be benefiting from this partnership from the very beginning, and they were correct. Throughout the first year, Blackstone contributed heavily to CMR’s success, and eventually grew to be about 25% of the residential side of the business. Marcus saw that the residential side of the business had great potential for future growth, and he knew that this was a great way to get his company involved. The additional emphasis on residential work used more of the company’s resources, but it proved to be worth it with the increased revenue and cash flows. CMR Enterprises is confronting an issue with one of its most valuable clients, Blackstone. Blackstone as one of the biggest customers in the area, giving CMR an opportunity for immediate market share and his volume supported its goals to standardize its processes into flexible cells. They approached CMR looking for a new partner to work on a business that represented 25% of CMR’s residential business during the first year of this relationship. Sam Marcus was counting on further growth with his customer to pay his debt and fund expansion efforts. But relationshipswith Blackstone had become increasingly intense on residential construction. Marcus had aggressive goals of reaching $70 million in sales by 2007 by creating a scalable and replicable business model. Moreover, build close relationship with the Blackstone will gave CMR an opportunity to standardize its business processes to be able to benefit from improved operational efficiencies that comes because of scale of operations. However, the relationship between two companies had evolved unpleasantly over time. When Blackstone sells a house, it does come with a pre-finished and installed kitchen, which is included in the price. But if customers want to check CMR’s showroom, they would build these w oodworks according to their new specifications. So the added cost will then be charged to the contractor. After an increase in CMR prices, Blackstone transferred this increase to subcontractors, so impacting considerably their margins and making CMR looked as a too expensive product. This issue to some extent contributed to the clash with Blackstone. Also, internal miscommunication had played a part in this episode. Marcus had implemented a software system for the company, called InfoCentral, and insisted that the residential team use InfoCentral for all internal communications. But it did not work out the way he expected. The system is not frequently updated as required by the employees. The business relations between the two companies started well and was fulfilling for both part. Revenues from Blackstone represent a significant part of revenue growth of the year. However, when the business expended, so did the problems. What was more disappointing was that CMR had shown a weak ma nagement of its relationship with this big client and several operational failures that need to be controlled. Within CMR Enterprises, revenue is generated at different rates in the different segments. Commercial business is responsible for 82% of the revenues generated by the firm, leaving just 18% to residential. Not only do they generate revenue at different rates, but profit is generated at different rates as well. According to the CMR Enterprises Factsheet, SG&A Costs were $2,900,000. If we distribute these costs according to percent of revenue generated across the CMR’s business segments, we see that the commercial segment provided a Net Profit of $1,124,152 for a Net Margin of 15.5%, while the residential segment provided a Net Profit of $87,632 for a Net Margin of 5.4%. Blackstone’s Net margin of 5.7% is actually greater than the Net Margin for the residentialsegment without Blackstone. Net Profit from Blackstone for the year was $17,235. In the second scenario, SG&A costs were assigned in a different way. Indirect labor was assigned to the corresponding segment. SG&A expenses besides indirect labor were then distributed to the segments according to percent of revenue generated. This tells a different story. Whereas in the first scenario the commercial segment was responsible for almost 10% more Net Margin; in the second scenario, residential Net Profit was $274,632 for a Net Margin of 17.2%, while commercial Net Profit was $937,152 for a Net Margin of 13.9%. In this scenario Net Margin from Blackstone is only 13.3% of revenue, which is below the average for residential. The cause of the difference between the scenarios is the high number of administrative personnel assigned to commercial work. From the CMR Enterprises Factsheet, we see that there are 43 administrative personnel, of which only 4 are dedicated to residential work. This leaves 39 employees working on commercial work at an average of $50,000 per year, a total of $1.9 million dollars. Scenario 2 captures this more fully, placing a more realistic percentage of SG&A costs onto the commercial segment. Blackstone’s profitability is slightly less than that of the commercial business, and nearly 4% less than the residential business. Terminating the relationship with Blackstone would be a good choice in the situation for CMR Enterprises. It is obvious that Blackstone provides a significant amount of residential business, which means a substantial cash contribution to support CMR’s other business like commercial work. Especially in the initial partnership, CMR first grabbed residential market share and earned 25% more of its residential business and Blackstone benefited from CMR’s expertise and correction. However, some potential loss shows the general trend that CMR benefit less and less in the partnership with Blackstone. First, CMR acquires more profit per shop hour in commercial business than residential work. According to Exhibit 7b, the highest residential revenue per shop hour of $48.13 is less profitable than the lowest commercial revenue per shop hour. Even though we recommend letting Blackstone go as a client, the residential business on a whole is profitable and should be kept. It is integral to the companies’ core values, and provides a valuable link to the community. Moving forward with franchising efforts, however, we would advise sticking to commercial business. If CMR is to attempt to make headway into new markets, it would be advantageous to proceed with a strategy that is more singular in focus. CMR has had success implementing their InfoCentral tool in their commercial business, and it seems that they have a good business model going forward. Trying to replicate the success that they’ve had with the residential business would add unwanted complexity to their business model. CMR’s current residential customer base is there as a result of years of loyalty and good service from Mike’s Cabinets. This loyalty would not exist in a new market.