History of Tin Cans and Can Openers

British merchant Peter Durand made an impact on food preservation with his 1810 patenting of the tin can. In 1813, John Hall and Bryan Dorkin opened the first commercial canning factory in England. In 1846, Henry Evans invented  a machine that could manufacture tin cans at a rate of 60 per hour—a significant increase over the previous rate of only six per hour. First Patented Can Opener The first tin cans were so thick they had to be hammered open. As cans became thinner, it became possible to invent dedicated can openers. In 1858, Ezra Warner of Waterbury, Connecticut patented the first can opener. The U.S. military used it during the Civil War. In 1866, J. Osterhoudt patented the tin can with a key opener that you can find on sardine cans. William Lyman: Classic Can Opener The inventor of the familiar household can opener was William Lyman, who patented a very easy to use can opener in 1870. The invention  included a wheel that rolls and cuts around the rim of a can, a design we are familiar with today. The Star Can Company of San Francisco improved William Lymans can opener in 1925 by adding a serrated edge to the wheel. An electric version of the same type of can opener was first sold in December of 1931. Beer in a Can On January 24, 1935, the first canned beer, Krueger Cream Ale, was sold by the Kruger Brewing Company of Richmond, Virginia. Pop-Top Can In 1959, Ermal Fraze invented the pop-top can (or easy-open can) in Kettering, Ohio. Aerosol Spray Cans The concept of the aerosol spray can  originated as early as 1790 when self-pressurized carbonated beverages were introduced in France.

Creative Writing The Legend of the Harp Essays - 936 Words

I remember the day with clarity. Yet, I remember it with an ancient feel of age and a deep ache. I dont quite remember what she looked like in those last moments, but I do remember how her blood stained the earth a beautiful crimson. We were playing in a field, she was ranting on about how beautiful the day was, while I merely tried to walk nonchalantly back to the house so I could hopefully get out of the blistering heat. She would spastically tug on my arm, trying to get me to move faster towards the long grass, while I simply walked in the opposite direction, pulling her with me. She would did her heels into the soft earth, gouging it and leaving trenches behind, exposing the deep rich soil of the underground. We would always hang†¦show more content†¦His cocksure attitude seemed to actually form in the air around him. His long silver hair was pulled back into an unkempt ponytail. I hated him already. â€Å"Alright, my name is Sho, and if you guys don’t remember it, then you all will have some troubles in the future!† The figure in question leaped down from the box of crates he was standing on and strode, no, strutted through the crowd until he came face to face with me. He looked down in order to meet my eyes, then swiftly grabbed my arm and started dragging me towards a more isolated part of the town. I immediately started struggling as I was sure that I looked like a fool. Unfortunately, all my struggling did was kick up dust and cause the beet blush to spread farther up my neck. I was jolted from my embarrassed stupor when the silver haired fiend dumped me onto the stone path. Glaring angrily at him, I dusted off my pants and choppily stood up. â€Å"You know what it’s like, don’t you.† I looked up to meets Sho’s gaze. Surprisingly, instead of the arrogant, cocksure look he held before, Sho held an expression of deep pain and longing. â€Å"Pardon?† Sho sighed and ran his hand through his ponytail. â€Å"You have lost someone close to you.† I opened my mouth for a rebuttal, but was cut off by Sho. â€Å"Don’t try to deny it! I can see it. He gestured to my face, â€Å"ItShow MoreRelated Journal Analyzing the Byronic Hero and Lord Byron’s Writing Styles3002 Words   |  13 PagesA Journal Analyzing the Byronic Hero, Those who Closely Resemble the Hero, Byron’s Writing Styles and Literary Criticism (Journal entry 1, Defining the Byronic Hero) The Byronic Hero is a term derived from the poetic narrative, Childe Harold’s Pilgrimage, by Lord Byron. Though the idea of the Byronic Hero originated with the creation of Byron’s characters, Byron himself possessed the physical features associated with the Byronic Hero. These features include dark brooding eyesRead MoreWho Goes with Fergus11452 Words   |  46 Pagesbroken man,† he will have to be satisfied with writing about his heart, although for his entire life (â€Å"Winter and summer till old age began†) he had played with elaborate, showy poetic themes that paraded like â€Å"circus animals†: â€Å"Those stilted boys, that burnished chariot, / Lion and woman and the Lord knows what.† [pic][pic][pic][pic][pic][pic][pic]What can he do, he wonders, but list his old themes in the absence of a new one? He remembers writing of a â€Å"sea-rider† named Oisin, who traveled throughRead More_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 PagesGershman Editorial Assistant: Ashley Summers Technology Project Manager: Colin Blake Marketing Manager: Joe Rogove Marketing Assistant: Jennifer Liang Marketing Communications Manager: Jessica Perry Project Manager, Editorial Production: Jennifer Risden Creative Director: Rob Hugel Art Director: Vernon Boes Print Buyer: Karen Hunt Permissions Editor: Isabel Alves Production Service: Newgen–Austin Text Designer: Stuart Paterson Photo Researcher: Gretchen Miller Copy Editor: Nancy Dickson Illustrator: Jade

Nike Advertising Essay Example For Students

Nike Advertising Essay Nike Financial Analysis Investing in a company has certainly changed over the years. Financial information is literally at one?s fingertips via the internet. In today?s fast paced corporate environment companies are under tremendous scrutiny to maintain their edge. The company I am evaluating is NIKE. This Financial analysis will consist of the following: Ratios from the Income Statement, Statement of Owner?s Equity, and Balance Sheet. This information is designed to assist a potential investor. Nike?s mission is complex. Listed below is a copy of Nike?s company philosophy. Company Philosophy: WE ARE ABOUT DREAMS. Nike was, is, and will always be a company driven by certain key philosophies. What are they? First and foremost, we are a company dedicated to innovation and the passion to create great product. From Bowermans Waffle Trainer to the Tour Accuracy golf ball, we make every effort to take consumers where they want to go before they realize they want to go there. WE ARE ABOUT THE CONSUMER. The consumer rules the roost. They make the important decisions. I answer to them, as we all do. The opinions of Wall Street analysts and media pundits are really just derivatives of our relationship with our consumers. When the young at heart seek out our products, when they respond to our messages and believe in what we stand for, when our relationship with consumers is healthy, thats when we grow. Even so, gaining true understanding of our consumers, and thereby being able to deliver meaningful innovation to them, is a huge challenge. Its not the demographics that change; its the deliverables. Ours is a constantly moving target. Technology continues to increase the pace and volume of options in all of our lives. WE ARE ABOUT IRREVERENCE. We are about irreverence. The great thing about Nike is that we have the ability to laugh at ourselves, to ind the humor in what we are doing, to compete aggressively but also to have fun. It shows in our best advertising, from Mars Blackmon to Andre Agassi. Irreverence has always been a core part of our culture. It is, for us, the balance between our attempt at greatness and the risk of arrogance. We mix confidence and strength with the humility to look at ourselves in the mirror and say, we can do better. WE ARE ABOUT WINNING AND COMPETING HARD. We invent markets and new ways to compete. We have withstood every challenge that has come our way. Winning starts with taking care of business at home and then looking for new challenges. We are doing both. WE ARE ABOUT CHANGE. Over the past twenty-five years we have had to reinvent ourselves many times. The first surge was with the Waffle Trainer and the running craze. When that slowed, we thought we ran out of market. We had another surge with basketball behind Michael Jordan, and cross-training with Bo Jackson. Then again, we Thought our growth was dead. Another surge came in 1995, when Nike became fashionable and athletic urban wear became king. But,that too ended in early 1998, as did the health of the Asian economy. There we were, with an over-extended brand. Each time we reinvented our company. In 1995, when we reached $3 billion in sales, we said $5 billion was the absolute limit. Three years later we were closing in on $10 billion. Each time we did succeed it was due, in part, to our fear of failure, which drove us harder and faster. Each time, however, it has gotten harder. We have covered more of the market, and now the targets seem smaller and more numerous. We have stretched our Nike brand quite far. Some say too far. .u0e7e301748b6ec254dc153ab11a61600 , .u0e7e301748b6ec254dc153ab11a61600 .postImageUrl , .u0e7e301748b6ec254dc153ab11a61600 .centered-text-area { min-height: 80px; position: relative; } .u0e7e301748b6ec254dc153ab11a61600 , .u0e7e301748b6ec254dc153ab11a61600:hover , .u0e7e301748b6ec254dc153ab11a61600:visited , .u0e7e301748b6ec254dc153ab11a61600:active { border:0!important; } .u0e7e301748b6ec254dc153ab11a61600 .clearfix:after { content: ""; display: table; clear: both; } .u0e7e301748b6ec254dc153ab11a61600 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u0e7e301748b6ec254dc153ab11a61600:active , .u0e7e301748b6ec254dc153ab11a61600:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u0e7e301748b6ec254dc153ab11a61600 .centered-text-area { width: 100%; position: relative ; } .u0e7e301748b6ec254dc153ab11a61600 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u0e7e301748b6ec254dc153ab11a61600 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u0e7e301748b6ec254dc153ab11a61600 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u0e7e301748b6ec254dc153ab11a61600:hover .ctaButton { background-color: #34495E!important; } .u0e7e301748b6ec254dc153ab11a61600 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u0e7e301748b6ec254dc153ab11a61600 .u0e7e301748b6ec254dc153ab11a61600-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u0e7e301748b6ec254dc153ab11a61600:after { content: ""; display: block; clear: both; } READ: Media Too Powerful? Essay Others say it still has more reach to go. What is clear to me now is that the market has changed. We have new competitors and, as before, we need to adjust. We need to expand our connection to new categories and toward new consumers. WE ARE ABOUT SOCIAL RESPONSIBILITY. You have all read the press and seen the media regarding Nikes labor practices. The reality is, we have set the highest standards of conduct and practices in the industry. We have the responsibility to let the rest of the world see this and know it as well. Thats why we are releasing a full corporate responsibility report this fall. Its a strong beginning. Where we are going. My aspirations for Nike are simple: I want Nike to be the best company it can be. I want it built to last. It must sustain beyond any team or any individual, including. Especially me. I wont say achieving these aspirations will be easy. But, they are the right ones for a company with our position, our brand reputation, our industry, our influence, and our capabilities. I believe we have the potential to do it. Weve done it before; we can do it again. It wont be easy. There are a million reasons why we wont succeed. There will be challenges and road bumps along the way. Some will lose confidence. The Street and the media will be licking their chops. And the stock will fall, and the stock will rise. We have to be prudent and manage a tight ship. But, if the time comes to choose between managing our short-term earnings and creating long-term success, I choose the latter. If that means taking another hit with the stock, then Im willing to live with that. If we are to succeed, one universal truth is clear: We need to go through a re-commitment process. Its one Ive had to go through over the past year, and I can tell you, its not easy. We are building the leadership team that will help Nike succeed in the long term. We will be honest with you and work through our challenges. We will have bad times. But then we will have better times and, soon, great times. We can do this. We will do this. One last constant thought: As we step into the future, there is an important piece of the past that we take with us. It is the memory of a singular man who passed away in his sleep on Christmas Eve. Strategically eccentric. A natural motivator. Complete in his understanding of sports and the athlete. Tireless in his pursuit of innovation. That man is Bill Bowerman. And while no reference can give justice to his contribution or adequately express his spirit, we will always try to be that which would make him proud. Philip H. Knight Chairman of the board And CEO Nike Financial Ratios 1999 (In Millions) Current Ratio = current assets/current liabilities = 5,247.7 divided by 1,4469.9 = 3. 626 In most industries, according to the textbook, 2.0 is considered a good ratio. Acid Test Ratio = cash + short term investments + current receivable/ total current Liabilities = 198.1 + 1,540. 1 + 65.4 + 73.2 = 1.297 Nike?s ability to pay all of their current liabilities, if they all came due immediately, is strong. According to most financial publications, an acid test of .90 to 1.00 is acceptable in most industries. Debt Ratio = total liabilities/ total assets = 1913. 1 divided by 5247.7 = .364 Most company?s debt ratios range around .57 . 67. Nike?s .36 debt ratio indicates a low risk debt position. Times-Interest-Earned Ratio = income from operations/ interest expense = 790. 2 divided by 44.1 = 17.9 The norm of U.S. businesses in this ratio falls in the range of 2.0 to 3.0 for most companies. This ratio of 17. .ubeb7e54ade02d9ac660d8a83d37af794 , .ubeb7e54ade02d9ac660d8a83d37af794 .postImageUrl , .ubeb7e54ade02d9ac660d8a83d37af794 .centered-text-area { min-height: 80px; position: relative; } .ubeb7e54ade02d9ac660d8a83d37af794 , .ubeb7e54ade02d9ac660d8a83d37af794:hover , .ubeb7e54ade02d9ac660d8a83d37af794:visited , .ubeb7e54ade02d9ac660d8a83d37af794:active { border:0!important; } .ubeb7e54ade02d9ac660d8a83d37af794 .clearfix:after { content: ""; display: table; clear: both; } .ubeb7e54ade02d9ac660d8a83d37af794 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ubeb7e54ade02d9ac660d8a83d37af794:active , .ubeb7e54ade02d9ac660d8a83d37af794:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ubeb7e54ade02d9ac660d8a83d37af794 .centered-text-area { width: 100%; position: relative ; } .ubeb7e54ade02d9ac660d8a83d37af794 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ubeb7e54ade02d9ac660d8a83d37af794 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ubeb7e54ade02d9ac660d8a83d37af794 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ubeb7e54ade02d9ac660d8a83d37af794:hover .ctaButton { background-color: #34495E!important; } .ubeb7e54ade02d9ac660d8a83d37af794 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ubeb7e54ade02d9ac660d8a83d37af794 .ubeb7e54ade02d9ac660d8a83d37af794-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ubeb7e54ade02d9ac660d8a83d37af794:after { content: ""; display: block; clear: both; } READ: Anthropolgy Essay9 means that Nike as a company can cover their interest expense almost eighteen times with their operating income. This figure in a word ?Outstanding. Rate of Return on Sales = net income/ net sales = 451.4 divided by 8,776. 9 = .0514 This ratio shows that Nike earns five cents for every dollar in sales. Rate of Return on Assets = net income + interest expense/ average total assets = 451.4 + 44. 1 divided by 5,247.7 = .094 (1997 total assets not listed) This ratio measures how profitably a company uses its assets. This is simply another tool to measure a company?s profitability. The rate of return on assets varies largely from industry to industry. Rate of Return on Common Stockholders Equity = net income preferred dividends/ avg common stockholders? equity 451.4 divided by 3298.1 = . 136 This rate of return again is a measuring stick of profitability. Nike?s 13.6% rate of return on stockholder?s equity would be considered strong in most industries. Earnings per share of Common Stock = 1. 59 This ratio must appear on the face of a company?s income statement. Nike (EPS) is up from 1.35 in 1998. This is another sign of a strong company, although it is not uncommon for a company to have a down year. These ratios show the following: ? Nike has a very good ability to pay current liabilities. This was evident in the current ratio and the acid test. ? Nike has an excellent ability to pay short term and long-term debt. This was proven in the debt ratio and times-interest-earned ratio. ? Nike is a solid company in 1999, from a profitability stand point. This was apparent in the Rates of return on sales, assets, and common stockholder equity. I would recommend Nike to a potential investor because of the reasons listed above, in this analysis. I would also recommend a thorough analysis of the Industry by researching at least tow of Nike?s closest competitors. Marketing Essays

Unionism Essays - Industrial Workers Of The World,

Unionism Michael Paul 099 66 3949 History 316z Trade unionism, industrial unionism, and socialism were the main forms of organized labor in the late nineteenth century early twentieth century, yet rarely did these shifting currents flow in complementary ways that might appeal to the vast majority of struggling workers. The three most important formal organizations were the American Federation of Labor (AFL), the Industrial Workers of the World (IWW) and the Socialist Party of America. All three of these organizations had there own strengths but the many weaknesses and divisions combined with outside influences caused the retardation of their radical, left wing ideas. The American Federation of Labor was founded with the intention of building the class conscioussness and economic power of workers by organizing them on occupational lines. It pursued policies to win short term, concrete, economic gains (Cashman,206.) The AFL was first established as the Federation of Organized Trades and Labor Unions of the United States and Canada from several independent national trade unions in 1881 and it took its definitive form and new name in 1886.The AFL was decentralized and organized as a loose coalition of almost autonomous national unions (Cashman,205.) The advantage to this was that decisions were made in each union where the leaders understood the situation. However, the AFL retreated from its Marxian origins to become a profoundly conservative organization restricted to the ranks of skilled, white males. This restrictive policy was a major flaw of the AFL and kept them from gaining the numbers and strength that it may have attained. These policies cam e directly from the ideas of the AFL's longtime leader Samuel Gompers. Gompers believed that labor should accept the existing capitalist economy but try and get a larger share for labor by way of higher wages, shorter hours and better conditions of work. He believed that the idealistic goal of a fundamental economic reform was an illusion (Cashman,221.) His conservative approach included negotiation and conciliation in labor disputes and in resort to strikes only after other methods had failed. He opposed alliances with political parties and the formation of a labor political party. His prime concern was the status of the skilled worker, which under his leadership attained greater stability than ever before. In concentrating almost exclusively on the needs of the craftsmen, trade unions were increasingly supporting practices that severely undermined the solidarity of the working class as a whole. The cost of which was not felt by the middle class but by the unskilled worker (Cashman ,223.) The exclusion of the unskilled worker and the lack of a true effort to recruit women and blacks into the AFL as well as having a central body that was powerless to settle disputes between unions along with the elitest and often racist slant of some union policies were major flaws of the AFL . Samuel Gompers himself was anti immigration. Though women and blacks were urged to join the union they were met with harsh prejudices from the white members of the AFL. In 1902, blacks constituted only three percent of total union membership and mostly segregated into ineffectual locals. The AFL's record with women was almost as poor. High union dues, apprenticeship requirements and the autonomous structures of individual unions meant that few women entered craft unions. Indeed, the more women went to work, the more they aroused the anxieties of workmen who considered it their birthright to be the sole support of the household (Laurie,196.) This contributed to more prejudices against women and k eeping their numbers down in the AFL. The unskilled and immigrant workers were the worst off in the AFL. Unskilled immigrant labor was regarded by most union leaders as undesirable and unorganizable. The AFL was a leading advocate for immigration restriction on both economic and nativist grounds. This outlook deepens our understanding of the American Federation of Labors, along with its leader Samuel Gompers, retreat from heroism (Laurie,198.) This means that though the AFL did have many successes the things that it could have accomplished but did not far outweighs the good it did. The AFL's weak central body was also a major disadvantage to it being a strong organization. Because it was powerless to settle disputes between unions it was left