Invention of the Crossbow in Asian History

Energy may be likened to the bending of a crossbow; decision, to the releasing of the trigger. - Sun Tzu, The Art of War, c. 5th century BCE. The invention of the crossbow revolutionized warfare, and the technology would spread from Asia through the Middle East and into Europe by the medieval period. In a sense, the crossbow democratized warfare - an archer did not need as much strength or skill to deliver a deadly bolt from a crossbow as he or she would have with a traditional compound bow and an arrow. Who Invented the Crossbow? The first crossbows were likely invented either in one of the states of early China  or in neighboring areas of Central Asia, some time before 400 BCE. Its not clear exactly when the invention of this new, powerful weapon took place, or who first thought of it. Linguistic evidence points to a Central Asian origin, with the technology then spreading to China, but records from such an early period are too scanty to determine the origins of the crossbow beyond a doubt. Certainly, the famed military strategist Sun Tzu knew about crossbows. He attributed them to an inventor named Qin from the 7th century BCE. However, the dates of Sun Tzus life  and the first publication of his Art of War  are also subject to controversy, so they cannot be used to establish the early existence of the crossbow beyond a doubt. Chinese archaeologists Yang Hong and Zhu Fenghan believe that the crossbow may have been invented as early as 2000 BCE, based on artifacts in bone, stone, and shell that may be crossbow triggers. The first known hand-held crossbows with bronze triggers were found in a grave in Qufu, China, dating from c. 600 BCE. That burial was from the State of Lu, in what is now Shandong Province, during Chinas Spring and Autumn Period (771-476 BCE). Archaeological Evidence Additional archaeological evidence shows that crossbow technology was widespread in China during the late Spring and Autumn Period. For example, a mid-5th century BCE grave from the State of Chu (Hubei Province) yielded bronze crossbow bolts, and a tomb burial in Saobatang, Hunan Province from the mid-4th century BCE also contained a bronze crossbow. Some of the Terracotta Warriors buried along with Qin Shi Huangdi (260-210 BCE) carry crossbows. The first known repeating crossbow was discovered in another 4th century BCE tomb in Qinjiazui, Hubei Province. Importance in History Repeating crossbows, called zhuge nu in Chinese, could shoot multiple bolts before needing to be reloaded. Traditional sources attributed this invention to a Three Kingdoms period tactician named Zhuge Liang (181-234 CE), but the discovery of the Qinjiazui repeating crossbow from 500 years before Zhuges lifetime proves that he was not the original inventor. It seems likely that he improved significantly on the design, however. Later crossbows could fire as many as 10 bolts in 15 seconds before being reloaded. Standard crossbows were well-established across China by the second century CE. Many contemporary historians cited the repeating crossbow as a key element in Han Chinas Pyrrhic victory over the Xiongnu. The Xiongnu and many other nomadic peoples of the Central Asian steppes used ordinary compound bows with great skill  but could be defeated by legions of crossbow-wielding infantry, particularly in sieges and set-piece battles. Koreas King Sejong (1418-1450) of the Joseon Dynasty introduced the repeating crossbow to his army after seeing the weapon in action during a visit to China. Chinese troops continued to use the weapon through the late Qing Dynasty era, including the Sino-Japanese War of 1894-95. Unfortunately, crossbows were no match for modern Japanese weaponry, and Qing China lost that war. It was the last major world conflict to feature crossbows. Sources Landrus, Matthew. Leonardos Giant Crossbow, New York: Springer, 2010.Lorge, Peter A. Chinese Martial Arts: From Antiquity to the Twenty-First Century, Cambridge University Press, 2011.Selby, Stephen. Chinese Archery, Hong Kong: Hong Kong University Press, 2000.Sun Tzu. The Art of War, Mundus Publishing, 2000.

Symptoms And Treatment Of Dry Eye - 1359 Words

Dry eye is a disorder of the precorneal tear film due to tear deficiency or excessive evaporation which causes damage to the interpalpebral ocular surface and is associated with symptoms of ocular discomfort. The causes of dry eye include defect in the tear film (aqueous layer, mucin layer and lipid layer), lid surface abnormalities and epithelial defects. Around 5% of urban Indian population suffers from Type 2 diabetes mellitus.1,2 Approximately 370 million people across the world are expected to be affected by diabetes by 2030.3 According to an Indian study by Khurana et al4, dry eye is incident among 0.46% of ophthalmology outpatients in India. A hospital based study conducted at New Delhi showed the overall prevalence of dry eye in patients attending Ophthalmology OPD based on Ocular Surface Disease Index to be 29.25% in patients over 40 years of age.5 Another clinico-cytological study found 57% of patients with Type 2 Diabetes Mellitus attending Ophthalmology OPD to be afflicted with Dry eye syndrome according to McMonnie’s questionnaire.6 The prevalence of diabetic retinopathy in Indian urban population with Diabetes Mellitus was found to be 18%.7 The manifestations of ocular surface disease in diabetes include defect in tear film quantity and quality, goblet cell loss, higher grade of squamous metaplasia and reduced corneal sensation which are affected by status of metabolic control and peripheral neuro The presence of retinopathy is often accompanied by otherShow MoreRelatedSymptoms And Treatment Of Dry Eye1827 Words   |  8 PagesDry eye is a chronic and progressive disease of the ocular surface that affects 30% of the worldwide, aging population.1 According to the 2007 International Dry Eye Workshop (DEWS), dry eye is defined as a multifactorial disease that results in symptoms of discomfort, visual disturbance, and tear film instability.2 Risk factors include, but are not limited to: female gender, age, contact lens wear, systemic disease, use of medications and refractive surgery. 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Internal Analysis Strategic Capabilities

Question: Write an essay onInternal Analysis Strategic Capabilities. Answer: Internal Analysis Strategic Capabilities Strategic Capabilities Threshold or Basic Resources- The resources of MS that are required to meet the minimum customer requirements are the experienced staffs that serve a diverse base of customers. MS also has tie-ups with the suppliers that assure high-quality products. The financial resources are abundant to meet the needs and fund operations (Corporate.marksandspencer.com, 2016). Unique Resources- These resources underpin the competitive advantages possessed by MS. As MS has a long heritage, not only the home market UK is aware of the company, but the brand is renowned globally. The brand is deemed as a symbol of trust and quality. The organizational structure of the organization is well managed that continues to perform outstandingly (Corporate.marksandspencer.com, 2016). Threshold Competences- MS possesses certain competences that are necessary to stay in the retail industry. Not only has it provided retail services, but also financial services (MS Bank, 2016). The company groups the stores on the basis of demographic characteristics and not the allocated merchandise (Marksandspencer.com, 2016). Core Competences- According to Drucker (2012), the core competences add to the competitive advantage. The core competence of MS is the ability to identify, design and develop the merchandise. The organization does not own factories that gives it a competitive advantage and boosts supplier relationship. It buys directly from the suppliers that are beneficial for product quality, availability and value of supply. The brand distinction improves customer satisfaction. Business Functions The functional areas of MS are human resources, finance, marketing and sales, design and production, and research and development. Human Resources- MS employs or recruits the most talented people who are keen to give their best daily. It also offers retail management graduate programme for building confidence and determination among the employees while working with perfection (Marksandspencer.com, 2016). Finance- According to Iia.org.uk (2016), the finance functions are broad and MS believe that the primary audience for the integrated report is key investors and that the report should focus on the matters that the organisation perceives are material to success. Marketing and Sales- MS create marketing campaigns for various occasions such as Christmas, New Years and various others that helps in inducing customers (Marksandspencer.com, 2016). Design and Production- Gonsalves (2015) argues that the designers in the team help in sparking back the fashion as a high-street brand. Research and Development- MS has people responsible to derive market information. The company needs to invest more for making technological and process innovations (Marksandspencer.com, 2016). Basis of Competitive Strategy According to the strategic clock developed by Bowman and Faulkner, there are eight strategic positions that represent a unique cost and perceived value combination (West, Ford and Ibrahim, 2015). It is analyzed that Marks Spencer occupies Position 4: Differentiation as they offer high value products. The company either increases its price or sustains to produce higher margins, while keeping the price low and seeking a greater market share (West, Ford and Ibrahim, 2015). It usually attempts to adopt the differentiation strategy by adding additional features or services and competing with the other retailers such as Tesco, Sainsbury and various others. MS is trying to gain market share and it needs to invest for it (Piercy and Lane, 2012). The organization is still suffering on profits (Armstrong, 2016). There is weakness in the highly competitive retail market. As stated in the mission statement, the company provides access to aspiring quality of food and clothes (Corporate.marksandspencer.com, 2016). Sky News (2016) reports that the company is committed to meet the customer needs consistently in this highly competitive retail environment. The food prices and fuel prices have an impact on the disposable income of consumers. This change in the economy is weakening the demand for non-food products for which MS is slashing down its prices. Strategic Choice and Strategy Evaluation Ansoff Matrix The Ansoff matrix shall help in identifying the strategic direction for MS in terms of product and market coverage. 6.1.1 Market Penetration MS can develop new products as the clothing lacks variety. This could be a good strategy for the company in gaining competitive advantage. New markets can be entered using niche marketing strategy. According to Armstrong and Kotler (2011), an aggressive promotional campaign can help in striking out other competitors. Overnight shipping can be introduced on selected item purchase. Loyalty schemes can be introduced for increasing shopping revenues. 6.1.2 New Product Development MS can consider entering new product segments such as catering for special events such as marriage, parties and conferences. MS owns Per-Una brand for women that can be further expanded into other demographic segment for men (Marksandspencer.com, 2016). 6.1.3 New Market Development Market can be developed by entering new market segments such as teenagers and children wear. As argued by Armstrong and Kotler (2011), new territories can be explored and stores can be set up in new geographical locations. This shall help in enticing new customers. 6.1.4 Diversification Following the diversification strategy, MS can start gourmet services where ingredients to prepare a particular recipe can be delivered at home. MS can also start its new venture manufacturing and selling mobiles. Western cuisine can be introduced in the food lines that would provide greater opportunity (Armstrong and Kotler, 2011). Evaluation of Strategy From the above choices, Marks Spencer can consider following market penetration strategy. It is important not just to create new products, but also sustain the existing customer base. 6.2.1 Suitability As stated by Armstrong and Kotler (2011), the selected strategy is suitable as it would make economic sense. With the new clothing designs, the economies of scope can be utilized. The customers shall fell that they are obtaining value for the money paid. 6.2.2 Acceptability There is no current competitive advantage in the clothing line that creates gap for MS. Thus, the strategy is acceptable as it would help in satisfying existing customers and penetrate new markets (Armstrong and Kotler, 2011). 6.2.3 Feasibility The strategy is feasible as MS has abundant staffs, financial resources and information of the markets. The strategy shall help in converting threat into opportunities and satisfy the stakeholders (Armstrong and Kotler, 2011). Conclusion and Recommendations Marks and Spencer sells high quality products. They share excellent relations with the employees and customers. The organization has stores established both in UK and internationally. It is a highly profitable company in the retail sector. It shares a long heritage that makes it valuable, trustworthy and efficient. However, the company has certain weaknesses as it does not focus much on the younger generation. The clothing industry is not efficient and lacks variety of designs. They are slow to adapt with the changing lifestyle and trends. The company has several opportunities for recovering after the global recession. There is growing demand for clothing and can focus on online shopping. The company can expand in areas such as food, home and beauty. MS also faces threats as the companies such as Zara, Tesco and Sainsbury offer high quality products at competitive prices. The government interventions and regulations can obstruct the efficiency and operations. References Allen, K. and Butler, S., 2016.The way we shop now: the revolution in British spending habits. [online] the Guardian. Available at: https://www.theguardian.com/business/2016/may/06/the-way-we-shop-now-the-revolution-in-british-spending-habits [Accessed 16 Jul. 2016]. Annualreport.marksandspencer.com, 2016.MS Annual Report 2016. [online] Annualreport.marksandspencer.com. Available at: https://annualreport.marksandspencer.com/ [Accessed 16 Jul. 2016]. Armstrong, A., 2016.MS boss Steve Rowe warns profits will be dented by turnaround plan. [online] The Telegraph. Available at: https://www.telegraph.co.uk/business/2016/05/25/marks--spencer-warns-profits-will-be-dented-by-turnaround-plan/ [Accessed 16 Jul. 2016]. Armstrong, G. and Kotler, P., 2011.Marketing. Boston: Prentice Hall. Berkshire, 2011.Marks Spencer fined 1m over asbestos risk - BBC News. [online] BBC News. Available at: https://www.bbc.com/news/uk-england-berkshire-15081278 [Accessed 16 Jul. 2016]. Cahill, H., 2016.MS boss says Brexit fears are hitting consumer confidence. [online] Cityam.com. Available at: https://www.cityam.com/241966/brexit-worries-are-dampening-consumer-confidence-says-marks-and-spencer-boss [Accessed 16 Jul. 2016]. Careers.marksandspencer.com, 2016.Human Resources Graduate Programme | MS Careers. [online] Careers.marksandspencer.com. Available at: https://careers.marksandspencer.com/graduate-careers/human-resources-graduate-programme [Accessed 16 Jul. 2016]. Corporate.marksandspencer.com, 2016.Key Facts. [online] Corporate.marksandspencer.com. Available at: https://corporate.marksandspencer.com/aboutus/key-facts [Accessed 16 Jul. 2016]. Corporate.marksandspencer.com, 2016.MS Today. [online] Corporate.marksandspencer.com. Available at: https://corporate.marksandspencer.com/aboutus/mands-today [Accessed 16 Jul. 2016]. Corporate.marksandspencer.com, 2016.Our Heritage. [online] Corporate.marksandspencer.com. Available at: https://corporate.marksandspencer.com/aboutus/our-heritage [Accessed 16 Jul. 2016]. Corporate.marksandspencer.com, 2016.Plan A: Doing the Right Thing. Our Plan A Commitments 2010 - 2015. [online] UK. Available at: https://corporate.marksandspencer.com/plan-a/85488c3c608e4f468d4a403f4ebbd628 [Accessed 16 Jul. 2016]. Croft, J., 2013.FT.com. [online] Next.ft.com. Available at: https://next.ft.com/content/259c7e9e-c207-11e2-ab66-00144feab7de [Accessed 16 Jul. 2016]. Drucker, P., 2012.Managing in a time of great change. New York: Routledge. Gonsalves, R., 2015.New team of designers aims to put the spark back into MS. [online] The Independent. Available at: https://www.independent.co.uk/life-style/fashion/features/marks-and-spencer-can-a-new-team-of-designers-put-the-spark-back-into-the-high-street-brand-10351251.html [Accessed 16 Jul. 2016]. Hse.gov.uk, 2016.HSE - Health and safety in the retail industry. [online] Hse.gov.uk. Available at: https://www.hse.gov.uk/retail/ [Accessed 16 Jul. 2016]. Iia.org.uk, 2016.Chartered Institute of Internal Auditors. [online] Iia.org.uk. Available at: https://www.iia.org.uk/policy/publications/the-role-of-internal-audit-in-non-financial-and-integrated-reporting/ [Accessed 16 Jul. 2016]. Lovelace, B., 2016. How Brexit could pose a risk to retail companies. [online] CNBC. Available at: https://www.cnbc.com/2016/06/28/how-brexit-could-pose-a-risk-to-retail-companies.html [Accessed 17 Jul. 2016]. MS Bank, 2016.MS Bank - Credit Cards, Current Accounts, Insurance, Savings and Loans. [online] MS Bank. Available at: https://bank.marksandspencer.com/ [Accessed 16 Jul. 2016]. Marksandspencer.com, 2016.Per Una Clothing Accessories | MS. [online] Marksandspencer.com. Available at: https://www.marksandspencer.com/l/women/per-una [Accessed 16 Jul. 2016]. Marksandspencer.com, 2016.SALE | Marks Spencer. [online] Marksandspencer.com. Available at: https://www.marksandspencer.com/c/offers/sale [Accessed 16 Jul. 2016]. Piercy, N. and Lane, N., 2012.Strategic customer management. Oxford: Oxford Univ. Press. Ruddick, G., 2012.Marks Spencer installs wi-fi in e-commerce push. [online] Telegraph.co.uk. Available at: https://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9504384/Marks-and-Spencer-installs-wi-fi-in-e-commerce-push.html [Accessed 16 Jul. 2016]. Ruddick, G., 2014.Don't blame a change in shopping habits, Britain's supermarkets just got it so wrong. [online] Telegraph.co.uk. Available at: https://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/11244170/Dont-blame-a-change-in-shopping-habits-Britains-supermarkets-just-got-it-so-wrong.html [Accessed 16 Jul. 2016]. Saner, E., 2013.Why did Marks and Spencer lose its edge, and how can it get it back?. [online] the Guardian. Available at: https://www.theguardian.com/business/2013/apr/19/why-marks-spencer-lose-edge [Accessed 16 Jul. 2016]. Sky News, 2016.New MS Boss Sets Out Price Cutting Plan. [online] Sky News. Available at: https://news.sky.com/story/new-ms-boss-sets-out-price-cutting-plan-10293644 [Accessed 16 Jul. 2016]. Smithers, R., 2012.MS becomes 'carbon neutral'. [online] the Guardian. Available at: https://www.theguardian.com/environment/2012/jun/07/marks-spencer-carbon-neutral-sustainability [Accessed 16 Jul. 2016]. Steafel, E., 2015.MS loses legal scrap with BNP Paribas over 1.1m rent bill. [online] Telegraph.co.uk. Available at: https://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/12028967/MandS-loses-legal-scrap-with-BNP-Paribas-over-1.1m-rent-bill.html [Accessed 16 Jul. 2016]. Swinford, S., 2016.Wages for British workers will rise in the event of a Brexit, head of 'in' campaign, Lord Rose says. [online] Telegraph.co.uk. Available at: https://www.telegraph.co.uk/news/newstopics/eureferendum/12181385/Wages-for-British-workers-will-rise-in-the-event-of-a-Brexit-head-of-in-campaign-says.html [Accessed 16 Jul. 2016]. Tesseras, L., 2015.MS focuses on bite-size moments for mobile-first Christmas campaign. [online] Marketing Week. Available at: https://www.marketingweek.com/2015/11/06/ms-focuses-on-bite-size-moments-for-mobile-first-christmas-campaign/ [Accessed 16 Jul. 2016]. Toms, S. and Zhang, Q., 2016. Marks Spencer and the Decline of the British Textile Industry, 19502000.Business History Review,90(01), pp.3-30. Vizard, S., 2016.Brexit concerns fail to curb consumer spending. [online] Marketing Week. Available at: https://www.marketingweek.com/2016/05/27/brexit-concerns-fail-to-curb-consumer-spending/ [Accessed 16 Jul. 2016]. West, D., Ford, J. and Ibrahim, E., 2015Strategic marketing. Oxford: Oxford University Press. Wood, Z., 2012.Marks Spencer blames weak economy for lower sales targets. [online] the Guardian. Available at: https://www.theguardian.com/business/2012/may/22/marks-and-spencer-weak-economy-sales-targets [Accessed 16 Jul. 2016].