At the Crossroads :: Free Essays Online

At the Crossroads In November of 1974, a red headed Bostonian, who looked like she was straight out of Southie, was elected to the Massachusetts House of Representatives. With fifty-nine percent of the vote, Elaine Noble’s victory signified a remarkable emergence, for she was the first openly gay politician to win election to a statewide office (Perry 37-65). Noble’s election was the catalyst for a dramatic series of events, not only for the residents of the Fenway district in the Commonwealth of Massachusetts, but for the entire country as well. Since that historic afternoon, Massachusetts has typically had ten openly gay politicians on its ballot. On a national level, there are more than one hundred and sixty openly gay politicians, with an average of one hundred additional gays seeking office. It is necessary to establish that Elaine Noble and her many followers all come from a viewpoint that recognizes the inherent discrimination and oppression of gays. From this position, a pursuance of change through reform of the status quo is a top priority. Another standpoint, called liberationist, seeks to restructure an inherently oppressing system. Both systems are political means for achieving change- politicians themselves are usually reformers, while political organizations and individuals can function under either realm. The liberationist movement is often critical of the reformers like Noble, accusing them of wanting to be just like the (straight) white male. Reformers see themselves more as multiculturalists- that a number of distinct groups exist, and their differences should be celebrated. Liberationists contradict that assumption with the reasoning that gays are an oppressed minority, and as an oppressed minority, cannot function within the structures created by the large r majority. These assumptions are part of the minority thesis, which in a sense forms the systemic differences of each group. Using the unique geographical space of Washington, DC, I plan to challenge the stereotypical assumption that gay identity is prerequisite to the election of an openly gay politician. When I say "gay identity", I am specifically referring to the sense of community, pride, and progress. The distinct minority theses will be used to convey the implications of identity in the political structure, and in turn the formation of a gay identity in the District of Columbia. Though Elaine Noble was the first successful gay candidate to win elected office, she was by no means the first openly gay politician. Frank Kameny, an activist who had previously lost his federal job because of his sexual orientation, was the first openly gay person to seek national office.

New Product Marketing Plan Essay

In the continuation of the product marketing plan for Tress Express, the completion of the market segmentation will allow for further development of the necessary elements to introduce the product line into today’s market. As such, the detailing of the business’ target market profile key buying behaviors and organizational target markets will shed light on the potential customers and the methods behind their reasoning for seeking out such products. Along with the management of the Product Life Cycle (PLC), as well as the product mix and positioning statement for Tress Express, this second part of the product marketing plan will expand upon elements of marketing. Target Market Profiles Millions of people worldwide are affected by hair loss or thinning. According to Statisticbrian.com (2014), approximately 56 million men and women experience hair loss. Estimates indicate that by the age of 60, 65% of men and 80% of women will experience noticeable hair loss or thinning. Statistics indicate that as men and women age, the likelihood of hair loss increases. For those not affected by thinning or loss will usually experience graying hair over time. Tress Express Products line of emergency cosmetic hair care solutions targets aging adults affected by hair thinning, loss, and graying. Tress Express Products customers are concerned with health, energy, and wellness. They look for quick fixes that provide instant improvement. They are open to new products that save them time, make life easier, and are cost effective. Tress Express Products customers are motivated by their current life stage rather than their age. Service and low-price items are valued by them. They are less sensitive to prestige. If they feel they are purchasing a superior product at a good value they are less price conscious. Product Life Cycle Four stages exist in the product life cycle: introduction, growth, mature, and declining stage (What is Your Product Life Cycle, 2014). Each of the stages consists of action the businesses take to introduce, manufactures, and market the product to consumers. The first stages starts with product development into the consumer market. During the introduction stage, the business launches the product into the market while providing special consideration to pricing, market segmentation, branding, and promotional requirements (What is Your Product Life Cycle, 2014). Growth follows introduction as the second stage to product life cycle. During the growth stage, the company attempts to increase market share by expanding the target audience, increase product awareness, and enter additional markets (What is Your Product Life Cycle, 2014). The third stage consists of maturity. Rick Suttle characterizes maturity as the saturated stage in the product life cycle process. During the maturity stage, the competition for market share becomes fierce. Businesses adopt alternative business strategies such as lowering product prices, adding additional products into the market, or add new features into the existing product (Suttle, 2014). The decline stage completes the product life cycle process. During the decline stage, the product becomes obsolete and irrelevant. The company can either add new features to the product to entice customer to return or discontinue production. The demand for hair loss treatment products has increased over the years. The increasing demand presents an opportunity for a company to introduce a new product into the market. However, introducing a new product into the market presents various challenges for a business especially if the industry has a leading product provider such as Rogaine. The company needs to plan and monitor the life cycle process to ensure product longevity. Following the four stages of product life cycle with special consideration to product, place, price, and promotion provides a guide to ensure a position and sufficient share in the market. Introducing a hair loss product into the market serves a vital role to the company’s success. The plan requires aggressive medical research, testing, and promotion to ensure product meets consumer expectations. The company needs to focus on product differentiation to distinguish the product from its competitors. Furthermore, the company needs to conduct price comparison with leading  competitors to establish the selling price. The price needs to accommodate the targeted consumer in the introduction phase. Furthermore, the promotion of the product requires an aggressive approach by incorporating multi-media means such as social networking, media advertising, and printing. Growing market shares extends the life of the product. The product life cycle characterized growth as the expansion of the product. The company can accomplish growth by either extending product awareness through additional promotional objectives or expanding product qualities. However, the company needs to examine before undertaking endeavors intended to increase growth. The endeavors may increase the cost of the product that will translate to price increase that will have a negative effect to revenues. During the maturity stage the market becomes saturated with other competitors. If the market demands remained constant and suppliers increases, the demand for company’s hair loss product may decrease. During this stage, the company needs to undertake drastic changes in order to prevent decline. The company needs to reinvest on research and development to introduce new products or increase product differentiation. Furthermore, the company needs to increase its consumer reach or lower the price without compromising the quality of the product to gain market advantage over its competitors. The decline stage ends the product life cycle process. During the decline stage, the company re-invents its product to gain any possible momentum. A study of the market also serves vital to determine if the market remain profitable. The company can end its product manufacturing during the decline stage and sells remaining products in preparation for the end. Product Offering Tress Express Products offers low cost emergency cosmetic hair care solutions. Tress Express currently offers three products to combat gray hair. The Gray Blaster Pen, a gray cover up applicator pen, Gray Away Hair Spray conceals thin spots, and Hairline Concealer kit fills in the hairline with the use of makeup brushes and a palette of hair concealer powders. Tress Express is introducing a new hair dye product called Gray Away Henna Dye. Gray Away Henna Dye is an all-natural hair dye that bonds with your hair and specialty herbs condition the hair and scalp. This product will be available in six hair colors. The hair colors will be black, light brown,  red, auburn, blonde, and dark brown. Developing a natural hair dye product, will appeal to the eco-friendly consumers. The branding will be consistent with the current products developed by Tress Express Product to include logo and company tag line. The Gray Away Henna Dye will be packaged in a box featuring the hair color contained within the box. The box will also emphasize the â€Å"All-Natural† tagging. This product is along the lines of competitive or substitute henna dyes on the market, but Tress Express’s henna dye is safe to mix with other colors and nourishes as it colors. No warranties or guarantees will be offered. This product will provide another low cost option to our emergency cosmetic hair care solutions. Positioning Statement and Justification Thinning and balding hair is a natural occurrence that affects both men and women of all ages. Tress Express caters to everyone who faces hair loss challenges. Tress Express is the first choice for emergency hair solutions. Tress Express is positioned as the premier hair emergency solution that provides quick and easy hair balding products that are cost effective. Tress Express hair care products provide the simplest and most cost effective solutions for thinning hair. Tress Express was created to assist both men and women with achieving their best look. With Tress Express anyone can eliminate embarrassment in an instant. Tress Express will help to create a polished impeccable image for all of its customers. With Tress Express in seconds your appearance will make a lasting impression. Tress Express prides itself on restoring a youthful look and boosting confidence through concealing problem spots for both men and women. Our products can help anyone achieve the appearance of full natural looking hair. References Statisticbrian.com 2014. Hair Loss Statistics. Retrieved from http://www.statisticbrain.com/hair- loss-statistics/ Suttle, R. 2014. Four Stages of a Product Life Cycle. Retrieved on November 2, 2014 from: http://www.ehow.com/info_8123597_four-stages-product-life-cycle.html What is Your Product Life Cycle. 2014. Retrieved on November 2, 2014 from: http://www.more-for-small-business.com/product-life-cycle.html

Compagnie du Froid Analysis Essay

Memorandum Campagnie Du Froid is a summer ice-cream business founded in 1985 by the father of Jacques Truman. In 2007, after the passing of his father, Jacques Truman took over the business and emphasized an aggressive growth strategy. By 2009, Campagnie Du Froid was a market leader in the eastern part of France, northeastern coast of Spain, and northern Italy. Each region had its own manager and the main headquarters was located in Paris. Jacques believed decentralizing the decision making as much as possible. Each region had its own manufacturing, marketing, distribution and sales organization. The central office took care of accounting, developing of new products, and sharing of learning experiences across the regions. Each year Jacques met with the regional managers to discuss a profit plan for each region. The profit plans laid out regional goals for the upcoming year and were used as a tool to monitor performance. During the summer months, a profit statement every two weeks was generated and sent to Jacques in order to detect any major problems. The France region is run by Jean Pinoux and had performed exceptionally well in 2009 with profits above budget and sales increasing by 20% from the previous year. Jean had stumbled across a new source of revenue in which he helped deliver packaged food for regional producers using the company’s refrigerated trucks. The incremental cost to provide the service was very low and was seen by Jean as a simple way to increase revenue. Jacques was surprised by Jean’s new initiative, but acknowledged the profit potential in the distribution business. Pierre Giraux is the manager of the Italian region. The 2009 sales goals were met and Pierre had expanded business into most of the western Italian coast, but suffered from higher wages and lower efficiency than expected, which hindered performance of the region. Andres Molas is the manager of the Spanish region and his performance had been outstanding up until 2009. There had been many problems that sprung up in 2009 causing the performance of the Spanish region to decline. The first  problem was the new machines weren’t working correctly until late August which caused them to run out of capacity several times. The Spanish division had to import product from the French division at a transfer price of full cost plus 5% profit for the manufacturer. On top of that, the Spanish division had to absorb expenses of people traveling to France to fit the Spanish packaging to the French production line. Lastly, there were unseasonably cold temperatures that had driven down tourism and demand. As a result, Andres had to cut prices in order to stimulate demand and keep with competition. Traditionally, each manager was given the same bonus of 2% of corporate profits, but the results in 2009 challenged the fairness of this evaluation system. The Spanish region performed extremely poor and had driven down company’s profits to the lowest it’s been in ten years. Jacques thought it was unfair for the French and Italian managers to pay for the problems of the Spanish region but wasn’t sure Andres Molas was to blame for the poor results. Jacques Truman needs to make many decisions regarding the evaluation and performance of each region. In order to properly evaluate the difference between the expected profit versus the actual profit in the Italian region, a causal analysis was conducted on the Italian region. The causal analysis in Exhibit 1 allowed us to better understand the Italian business. First, we evaluated the impact of the change in sales volume. The sales volume variance (Flexible budget in Euros – Static Budget in Euros) produced a sales variance of â‚ ¬119 for Ice Cream sales and â‚ ¬34 for Specialty sales; this represented a profit variance of â‚ ¬58. While the sales volume variance is important, it is also important to understand the amount of sales growth that is attributed to the temperature change versus actual performance of the business. There was â‚ ¬19 worth of growth strictly from the change in temperature between both ice cream sales and specialty sales. The profit side of the causal analysis resulted in a â‚ ¬8 variance attributed to the temperature change and a â‚ ¬5 0 variance related to performance which resulted in a total volume for profit increase of â‚ ¬58. The change in prices also had an impact on the Italian region’s expected and actual profit because the â‚ ¬7 total sales variance  represented an increase of â‚ ¬7 profit for the actual profit. The â‚ ¬7 variance was calculated by the favorable â‚ ¬20 variance for ice cream sales and an unfavorable variance of â‚ ¬13 for specialty sales (â‚ ¬20-â‚ ¬13=â‚ ¬7). This proves that the Italian region can charge slightly more for their ice cream sales given the increase in demand, while the increase in demand of the specialty product could be more attributed to the decrease in price. Overall, the change in pricing came out to make a positive impact on the Italian region’s profit. The cost of raw materials impacted the actual profit through the price variance and the quantity variance of the direct materials. Using the level 3 analysis, it was determined that the price variance was favorable â‚ ¬46 and the quantity variance was unfavorable â‚ ¬17 which represented a flexible budget variance of favorable â‚ ¬29. This impacts the profit because the Italian region was very efficient with their costs of direct materials, but the Italian region came up short in their manufacturing efficiencies as they experienced an unfavorable quantity variance of â‚ ¬17. An overall favorable flexible budget variance of â‚ ¬29 represents a positive impact on the profit for direct materials. The cost of labor impacted the actual profit through the rate variance and the efficiency variance of the direct labor. Using the level 3 analysis, it was calculated that there was an unfavorable rate variance of â‚ ¬2 and an unfavorable efficiency variance of â‚ ¬11. This impacts the profit because the Italian region paid more for their labor than expected, which turned into an unfavorable variance of â‚ ¬2; this variance is related to the changes in the prices of labor. Also, the Italian region was not as efficient with their labor forces which showed in the unfavorable efficiency variance of â‚ ¬11; this is related to the labor efficiency of the workforce. Overall, the impact of the direct labor was negative to the profit as the Italian region was both inefficient and paid more per labor hour than estimated. The fixed costs impacted the actual profit by having an unfavorable variance of â‚ ¬20. This shows that the Italian region was slightly less cost conscious with some of their fixed costs and this negatively impacted the profit. After considering all of the different components of the profit of the Italian region through a causal analysis, the Italian region experienced a favorable variance of â‚ ¬58 on their overall profit. The manager of the Italian region should be evaluated relative to multiple criteria to gain a holistic view of his region’s performance. In order to compare the three regions together, causal analyses were performed for each region, see Exhibits 1-3. The first crucial measure should be sales growth, and this goes for all regions, not just the Italian region. Sales growth year-over-year is crucial to any business because businesses become more expensive to run as time goes on due to inflation. It is best to look at sales quantities relative to changes in price because if you were to just look at changes in quantity sold, the manager could steeply decrease the price just to make his or her performance look stronger. The next crucial measure should be price and quantity variance. Price variance shows how strong of a negotiator a manager is with suppliers, which can result in huge cost savings. Quantity variance shows how efficient workers are in producing products. A favorable qu antity variance evidences workers are not creating much scrap, and therefore are saving money. Another key indicator of manager performance is labor efficiency variance because it shows how productive workers are when producing product. A strong labor efficiency variance shows that the manager is staying on top of workers and demanding consistently strong performance from them. We do not believe that much weight should be put on labor rate variance because the manager often has little control due to unionization and government regulations within the area of operation. The above measurements of effectiveness of the Italian region and more specifically, the Italian manager can be found in Exhibit 1 which breaks down the relevant variances in determining the appropriate evaluation of the Italian manager. The more specific-scope variances mentioned are shown in Exhibit 6. All of the above tie into the bigger picture variances, which are the flexible-budget variance and the sales-volumes variance, which are shown in Exhibit 5 for Italy in 2009. These then roll into the static-budge t, which determines if a manager met the profit plan for the region, which is shown in Exhibit 4 for Italy in 2009. This gives a rather vague view, and can sometimes distort how a manager truly performed unless the variances that roll into it are investigated further. Both the manager of the French region and Spanish region should be judged on  similar criteria as the Italian region manager besides a few small nuances that France and Spain have in their operations. All of the measurements mentioned above in analyzing the Italian region manager’s performance should be used for France and Spain, as these measurements provide the same value no matter the region. A causal analysis for both France and Spain were conducted and can be found in Exhibits 2 and 3, respectively. For France, the more specific scope variances, flexible-budget and sales-volume variances, and the static-budget variance are shown in Exhibits 9, 8 and 7, respectively. For Spain, the more specific scope variances, flexible-budget and sales-volume variances, and the static-budget variance are shown in Exhibits 12, 11 and 10, respectively. France’s revenue from distribution should be taken out of all variance analyses it is considered in because the other regions do n ot have this service in place, and it would distort the view of relative performance. Also, France’s revenue should not include the 5% markup for transferring product to Spain because this is an intercompany sale and is not based on France’s customer demand but instead is based on Spain’s. We believe it is therefore necessary to remove the 5% markup from the purchase price for Spain because this will cause a heavily unfavorable price variance for direct materials. We feel that it is best to instead take this as a qualitative judgment in the manager’s performance in the sense that sales are outpacing inventory. It can also be noted that competitors have generally shown to steeply decrease market prices when demand weakens, but we feel this is best to account for qualitatively instead of through what seems to be an arbitrary measure of change in sales relative to temperature. It should be the regional manager’s job to address the decrease in the demand instead of have it be excused due to temperature change. In evaluating performance, it can be noted that the conditions did not allow for demand as strong as in other regions, but should not allow for a manager’s performance to be comparable to a region with widely stronger sales. Please note the standards used for Compagnie du Froid are listed in Exhibit 13. Based on our analysis of each of the regions’ performance for the year of 2009 and other important information, we believe that Italy’s regional manager did the best job. First and foremost, the region exceeded profit  expectations are set forth in the profit plan, as shown in Exhibit 6. Italy also earned favorable variances relative to both the flexible-budget variance and the sales-volume variance. The more specific-scope variances were strong as well with the only major weakness being in the quantity variance for ice-cream, but the strength of the other variances outweighs this one significant weakness that can easily be improved through training or overall experience. The direct labor efficiency variance is the only relatively weak variance, however Mr. Trumen noted that new machines were causing labor efficiency issues. It was mentioned that this was included in the profit plan already, however it can be expected that this variance will fluctuate until the equipment begins running normally. Revenue growth also exceeded expectations, which as mentioned earlier, is key to growing any business and maintaining positive cash flows. There are three main problems that Jacques Truman appears to be facing. The first problem involves whether or not to change how much each manager receives as a bonus. Each manager’s bonus is currently calculated at a fixed 2% of corporate profits but after the poor performance of the Spanish division during 2009 has Jacques considering new ways to evaluate each manger’s bonus. Jacques is considering whether to link each manager’s bonus to a performance measure such as a profit plan, revenue growth, or some overall economic measure of results. A second problem is how to calculate transfer pricing from one division to another. The Spanish division was charged full cost plus a 5% profit margin from the French division. Andres Molas believed this was way too much for a transfer price and in turn made his division look bad. Jacques needs to decide for current and future purposes on how to handle transfer pricing in case of a similar event happening again. The third problem involves whether or not to allow Jean Pinoux of the French division to continue providing the distributing services to regional food producers. Jean claims the distributing services add extra revenue with very little incremental cost. Jacques needs to decide whether Jean’s claims of the distributing services are true. After careful analysis of all three problems, we’ve developed some recommendations for Jacques Truman to consider. Our first recommendation involves implementing a new way to calculate the performance bonuses managers receive at the end of  each year. We don’t believe that every manager should simply receive 2% of corporate profits. Each manager’s performances can be measured by a variety growth metrics and budget variances while also taking qualitative factors into consideration. The growth metrics that should be considered are things like sales growth year-to-year and sales quantities relative to changes in price. Varian ces that should be considered are: price variance, quantity variance, and labor efficiency variance. Qualitative factors such as unseasonal temperature changes and intercompany transfer of product should also be taken into consideration. For reasons discussed earlier, we believe considering these metrics will give the most accurate view of each manager’s performance. Using these benchmarks will allow Campagnie Du Froid to calculate a more appropriate performance bonus for each manager. The second recommendation involves how transfer prices should be calculated between divisions. Assuming there are no capacity constraints at the French division because of the two new machines it just bought, transfer pricing should be set at the variable cost per litre of â‚ ¬2.76. When the French division has excess capacity, there is no opportunity cost to be lost and it should be indifferent for them to make these extra units for the Spanish division. Fixed costs don’t need to be added to the transfer price because they will be incurred regardless and the 5% profit margin is unnec essary because all profits eventually go to corporate. This will cut transfer costs for the Spanish division by â‚ ¬0.77per litre and â‚ ¬459,000 total. This type of transfer pricing will be beneficial to the buying division in the future and allow it to spend less when it runs into these types problems. The third recommendation involves the new distribution arrangements that Jean Pinoux wants to engage in the French division. In 2009, revenues from distribution were â‚ ¬79,000. The incremental costs for delivery expenses were â‚ ¬47,000 and â‚ ¬3,000 for depreciation of the trucks. The revenues from distribution outweigh the incremental costs by â‚ ¬29,000; therefore we recommend the French division continues with the new distribution arrangements. We believe these recommendations will help Campagnie Du Froid become a more efficient and profitable company.

Ethical Concerns Essay Example | Topics and Well Written Essays - 500 words

Ethical Concerns - Essay Example A patient had been confined in a private room in this health institution for almost one month due to chronic illness with diverse complications. Due to her long stay and numerous laboratory, diagnostic and therapeutic examinations, her statement of account reached a staggering amount which could not be immediately covered by the funds of the patient and her family. She had been accompanied by her daughter who helps by providing physical, emotional and financial support. However, due to the critical condition that her mother experiences, their account was classified as â€Å"red tag†. Patients with red tags are immediately referred to the Customer Relations Department who monitors their status and closely coordinates with the Accounting and Cashier Department for settlement and collection purposes. Once a patient has been classified as â€Å"red tag†, any procedure (therapeutic, diagnostic, laboratory, etc.) need to be immediately settled prior to the administration of the procedure, regardless of the necessity and the kind of the procedure to be undertaken. The rationale for this is to prevent further increases in the amount due to the hospital which might not be collected nor paid. The patient regularly needs any of the abovementioned procedures to monitor her health progress and to identify and assess whether present medications need to be adjusted (increase or decrease in dosage and frequency of administration). However, since this patient was already classified as â€Å"red tag†, and since the daughter still needs to look for alternative sources of funds to settle the staggering amount, the required regular procedures could not be undertaken. In this regard, being a hospital with medical and ethical responsibilities to their patients, does their red tag policy contradict conformity to ethical standards? Based on the underlying definition of ethics, one should examine the rules that govern human action and

Art Appreciation- Principles of Design Essay Example | Topics and Well Written Essays - 750 words

Art Appreciation- Principles of Design - Essay Example Constable continued to study and copy the work of his predecessors for as long as he lived, constantly measuring their interpretations of the natural world against his own experience of it. His main interest was scenes from nature, despite earning money painting portraits for the rich. Although largely ignored by the English art community in his lifetime, Wilson (n.d.) reports â€Å" The Hay Wain and View on the Stour near Dedham went to the Parisian dealer Arrowsmith in 1824 and created a lively, if short-lived, interest in France.† Since his death the true value of Constable’s has been recognized by all of the art community. ‘Stoke-by-Nayland’ is a dark figure emerging on a path from a shady forest on the right, with the village of Stoke-by-Nayland located on the right. A partially cloudy sky covers the right sky above the village with the left side having a smaller visible sky in proportion with the whole painting. The scale and proportion used allows Constable to make the forest seem in the forefront and the village farther away. The directional forces pull the eyes toward the figure and forest first. Even the brushstrokes seem to be coming from the right. The emphasis is on the mysterious forest. The subordination is the village in the background. The contrast between the colors is obvious with the white clouds and dark greens of the forest. The two most important principles are scale and proportion and contrasts. These two principles define ‘Stoke-by-Nayland’. Constable uses scale and proportion to create a forefront nature scene with a figure emerging and a background village. Constable often used the technique common at the time of sketching actual nature scenes before going back to the studio to paint (Wilson n.d.). This would entail making the sketch using scale and proportion, and then transferring the scale and proportion onto a larger canvas. However Constable accomplished this, he did an

Research Based Practice Essay Example | Topics and Well Written Essays - 250 words

Research Based Practice - Essay Example Health care providers also engage in experimental setups, which generate results and knowledge on the best means of providing health care. The findings from these experiments and the literature search are then used to make informed decisions and choices by nurses. Thus, decision-making process is based on the evidence, which is gathered from literature search and physical experiments. Health care providers also engage in questioning the decisions, which they make by evaluating the validity of the existing evidence. Such questions include â€Å"why† some methods and processes are in existences and not others. This creates foundation for the improvement of the research process in order to achieve the anticipated results of the research work. There is also partnership development at work with professional leaders. Such ensures that it is easier to disseminate and diffuse information on the best practice for the nursing. The partnerships also facilitate in end user adoption and im plementation of evidence-based

Reasons to Drill Off Shore Essay Example | Topics and Well Written Essays - 1500 words

Reasons to Drill Off Shore - Essay Example In other words, global economy is inversely proportional to oil prices. When oil price increases, global economy declines and when the oil price decreases global economy achieves growth. American economy also follows the same path as the global economy does. A world without oil fuel is unimaginable at present. Even though we have many other energy sources, none of them are capable of replacing oil. Even though nobody has any doubt about the utility or essentiality of oil in sustaining human life in its present form, some people argues against offshore drilling citing environmental reasons. At the time of crude oil purification and also at the time of operating vehicles, oil liberates so many greenhouse gases like oxides of carbon, sulfur, nitrogen, methane etc. Daniel et al (2006) have mentioned that â€Å"between 1976 and 1990, oil companies in Nigeria witnessed a total of 2,796 oil spills. An estimated total quantity of 2,105,393 barrels of oil was spilled on land, coastal and off shore marine environments† (Daniel et al, 2006, p.111). Amidst all such criticisms labeled against offshore drilling, it is a fact that the no other energy sources are capable of substituting oil. In other words, offshore drilling should be continued in its present form until we would be able to find out alternate energy sources to replace oil. â€Å"The United States consumes nearly one-fourth of the world's oil. The big discoveries are happening offshore, says Robert Bryce, managing editor of Energy Tribune† (Jervis et al, 2008). The above statistics and opinion clearly point towards the necessities of offshore drilling. It is difficult for United States to replace oil with another energy source at present because of the huge dependence of America on oil fuels. America is producing only 10% of its total oil needs, which means around 90% of oil required for its domestic usage, is being imported from overseas countries. It is difficult for America like big country to re ly heavily on other countries for energy needs. â€Å"Unfortunately, because of dumb luck, most of the world’s petroleum is controlled by nations that are unfriendly to the United States. Russia, Saudi Arabia and Iran were three of the top five producers of petroleum in 2007† (Column: Offshore Drilling Not Hoax, But Necessity To United States, 2009). Arab countries, Russia and China are the major oil producers in the world and America’s relations with these countries are not so good. Under such circumstances, if these countries decide to stop oil supply to America, energy crisis may intensify in America. Under such circumstances, it is necessary for America to increase offshore drilling to find out more oil sources. As Robert Bryce says, the possibility of big discoveries cannot be ruled out in offshore drilling. It should be noted that the entire faces of gulf countries have been changed immensely as result of the discovery of oil sources in those countries. Th e living standards of the people in gulf countries improved a lot as a result of the oil discovery. Such dramatic things can happen in America also and therefore oil drilling or offshore drilling should be continued even though criticisms are there. The following statistics from Louisiana reveals the importance of offshore drilling further. Louisiana has had offshore drilling since 1947. About 172 active rigs dot the Gulf of Mexico waters off the coast, producing about 79% of the oil and 72% of the natural gas that comes from drilling off the nation's