Lord Charles Cornwallis, American Revolution Commander

Charles Cornwallis (December 31, 1738–October 5, 1805), was a British peer, a Member of the House of Lords and the 2nd Earl of Cornwallis, who was a trusted member of the English government. Cornwallis was sent to America to manage the military aspects of colonial government, and despite losing there, he was subsequently sent to India and Ireland to do the same. Fast Facts: Lord Charles Cornwallis Known For: Military leader for the British in the American Revolution, other military responsibilities for British colonies of India and IrelandBorn: December 31, 1738 in London, EnglandParents: Charles, 1st Earl Cornwallis and his wife Elizabeth TownshendDied: October 5, 1805 in Ghazipur, IndiaEducation: Eton, Clare College at Cambridge, military school in Turin, ItalySpouse: Jemima Tullekin JonesChildren: Mary, Charles (2nd Marquess Cornwallis) Early Life Charles Cornwallis was born at Grosvenor Square, London on December 31, 1738, the eldest son of Charles, 1st Earl Cornwallis and his wife Elizabeth Townshend. Well-connected, Cornwallis mother was a niece of Sir Robert Walpole while his uncle, Frederick Cornwallis, served as Archbishop of Canterbury (1768–1783). Another uncle, Edward Cornwallis, established Halifax, Nova Scotia and attained the rank of lieutenant general in the British Army. After receiving his early education at Eton, Cornwallis graduated from Clare College at Cambridge. Unlike many wealthy young men of the time, Cornwallis elected to enter the military rather than pursue a life of leisure. After purchasing a commission as an ensign in the 1st Foot Guards on December 8, 1757, Cornwallis quickly distanced himself from other aristocratic officers by actively studying military science. This saw him spend time learning from Prussian officers and attending the military academy at Turin, Italy. Early Military Career In Geneva when the Seven Years War commenced, Cornwallis attempted to return from the continent but was unable to rejoin his unit before it departed Britain. Learning of this while in Cologne, he secured a position as a staff officer to Lieutenant General  John Manners, Marquess of Granby. Taking part in the Battle of Minden (August 1, 1759), he then purchased a captains commission in the 85th Regiment of Foot. Two years later, he fought with the 11th Foot at the Battle of Villinghausen (July 15-16, 1761) and was cited for bravery. The next year, Cornwallis, now a lieutenant colonel, saw further action at the Battle of Wilhelmsthal (June 24, 1762). Parliament and Personal Life While abroad during the war, Cornwallis was elected to the House of Commons representing the village of Eye in Suffolk. Returning to Britain in 1762 following the death of his father, he assumed the title of Charles, 2nd Earl Cornwallis and in November took his seat in the House of Lords. A Whig, he soon became a protege of future prime minister Charles Watson-Wentworth, 2nd Marquess of Rockingham. While in the House of Lords, Cornwallis was sympathetic toward the American colonies and was one of a small number of peers who voted against the Stamp and Intolerable Acts. He received command of the 33rd Regiment of Foot in 1766. In 1768, Cornwallis fell in love and married Jemima Tullekin Jones, the daughter of untitled Colonel James Jones. Settling in Culford, Suffolk, the marriage produced a daughter, Mary, and a son, Charles. Stepping back from the military to raise his family, Cornwallis served on the Kings Privy Council (1770) and as a Constable of the Tower of London (1771). With war in America beginning, Cornwallis was promoted to major general by King George III in 1775 despite his earlier criticism of the governments colonial policies. American Revolution Immediately offering himself for service, and despite the extreme objections of his wife, Cornwallis received orders to leave for America in late 1775. Given command of a 2,500-man force from Ireland, he encountered a string of logistical difficulties which delayed its departure. Finally putting to sea in February 1776, Cornwallis and his men endured a storm-filled crossing before rendezvousing with Major General Henry Clintons force, which was tasked with taking Charleston, South Carolina. Made Clintons deputy, he took part in the failed attempt on the city. With the repulse, Clinton and Cornwallis sailed north to join  General William Howes army outside of New York City. Fighting in the North Cornwallis played a key role in Howes capture of New York City that summer and fall and his men were frequently at the head of the British advance. In late 1776, Cornwallis was preparing to return to England for the winter but was forced to stay to deal with General George Washingtons army after the American victory at Trenton. Marching south, Cornwallis unsuccessfully attacked Washington and later had his rearguard defeated at Princeton (January 3, 1777). Though Cornwallis was now serving directly under Howe, Clinton blamed him for the defeat at Princeton, increasing tensions between the two commanders. The next year, Cornwallis led the key flanking maneuver that defeated Washington at the Battle of the Brandywine (September 11, 1777) and starred in the victory at Germantown (October 4, 1777). Following his capture of Fort Mercer in November, Cornwallis finally returned to England. His time at home was short however, as he rejoined the army in America, now led by Clinton, in 1779. That summer, Clinton decided to abandon Philadelphia and return to New York. While the army marched north, it was attacked by Washington at Monmouth Court House. Leading the British counterattack, Cornwallis drove back the Americans until being stopped by the main body of Washingtons army. That fall Cornwallis again returned home, this time to care for his ailing wife. Following her death on February 14, 1779, Cornwallis re-devoted himself to the military and took command of British forces in the southern American colonies. Aided by Clinton, he captured Charleston in May 1780. The Southern Campaign With Charleston taken, Cornwallis moved to subjugate the countryside. Marching inland, he routed an American army under Major General Horatio Gates at Camden in August and pushed up into North Carolina. Following the defeat of British Loyalist forces at Kings Mountain on October 7, Cornwallis withdrew back to South Carolina. Throughout the Southern Campaign, Cornwallis and his subordinates, such as Banastre Tarleton, were criticized for their harsh treatment of the civilian population. While Cornwallis was able to defeat conventional American forces in the South, he was plagued by guerrilla raids on his supply lines. On December 2, 1780, Major General Nathaniel Greene took command of American forces in the South. After splitting his force, one detachment, under Brigadier General Daniel Morgan, routed Tarleton at the Battle of Cowpens (January 17, 1781). Stunned, Cornwallis began pursuing Greene north. After reuniting his army, Greene was able to escape over the Dan River. The two finally met on March 15, 1781, at the Battle of Guilford Courthouse. In heavy fighting, Cornwallis won a costly victory, forcing Greene to retreat. With his army battered, Cornwallis opted to continue the war in Virginia. Late that summer, Cornwallis received orders to locate and fortify a base for the Royal Navy on the Virginia coast. Selecting Yorktown, his army began building fortifications. Seeing an opportunity, Washington raced south with his army to lay siege to Yorktown. Cornwallis hoped to be relieved by Clinton or removed by the Royal Navy, however after the French naval victory at the Battle of the Chesapeake he was trapped with no choice but to fight. After enduring a three-week siege, he was forced to surrender his 7,500-man army, effectively ending the American Revolution. Later Career Cornwallis sailed home as a prisoner of war on parole, and on the way, the ship was captured by a French privateer. Cornwallis eventually reached London on January 22, 1782, but he did not secure his complete freedom until the Treaty of Paris was signed on September 3, 1783. He found that no one blamed him for the loss of the American colony, and, as early as the summer of 1782, he was offered the role of governor-general of India, then a colony of Great Britain. Politics delayed his acceptance—in part his own requirements to have a military role rather than a strictly political one—and in the interim, he made a fruitless diplomatic mission to Prussia to meet with Frederick the Great about a possible alliance with England. Cornwallis finally accepted the post of governor-general of India on February 23, 1786, and arrived in Madras in August. During his tenure, he proved an able administrator and a gifted reformer. While in India, his forces defeated the famed Tipu Sultan. At the end of his first term, he was made 1st Marquess Cornwallis and returned to England in 1794. He was engaged in a small way in the French Revolution and named master of the ordinance. In 1798, he was dispatched to Ireland as Lord Lieutenant and Commander-in-Chief of the  Royal Irish Army. After putting down an Irish rebellion, he aided in passing the Act of Union, which united the English and Irish Parliaments. Death and Legacy Resigning from the army in 1801, Cornwallis was again sent to India four years later. His second term proved short, though, as he grew ill and died in Ghazipur, capital of the Varanasi kingdom, on October 5, 1805, only two months after arriving. He is buried there, with his monument overlooking the Ganges River. Cornwallis was a British aristocrat and a member of Englands House of Lords, seemed sympathetic at times toward the American colonists, and opposed many of the Tory governments policies that offended them. But as a supporter of the status quo and a man of strong character and inflexible principles, he was trusted to aid in suppressing the rebellion in his post in America. Despite his losses there, he was sent to do the same in India and Ireland.

Zimmerman - Surname Meaning and Family History

The Zimmermann / Zimmerman  surname originated as the German  occupational name Zimmermann  derived from the German word for carpenter. From the Middle High German zimber, meaning timber, wood and mann, man. This surname was sometimes Americanized as Carpenter. ZIMMERMANN is the 20th most common German surname.   Surname Origin:  German, Jewish Alternate Surname Spellings:  ZIMMERMAN, ZIMERMAN, ZYMERMANN, ZIMMERER, ZIMERMAN, CIMERMAN, CYMERMAN, CIMERMANN , TIMMERMAN, TIMMERMANN, SIMMERMAN, SIMMERMANN Famous People with the Surname ZIMMERMAN Rachel Zimmerman - inventor of the Blissymbol printerArthur Zimmermann -  State Secretary for Foreign Affairs of the German Empire during WWI; author of the infamous Zimmermann TelegramJordan Zimmermann -  American professional MLB baseball pitcher  Bob Dylan (born Robert Allen Zimmerman) - American singer-songwriter- American known for the shooting of Trayvon Martin in Florida in 2012 Where is the ZIMMERMANN  Surname Most Commonly Found? Surname distribution data on  Forebears ranks Zimmermann as the 20th most common surname in Germany, while the Zimmerman spelling is more common in the United States. Zimmermann is also very common in Switzerland, where it ranks 14th in the nation, and in Austria, where it comes in 66th. WorldNames PublicProfiler indicates that the Zimmermann surname is fairly common throughout Germany, with a slight edge in the regions of Sachsen, Rheinland-Pfalz, Baden-Wà ¼rttemberg, and Thà ¼ringen, as well as Alsace, France. According to surname distribution maps from Verwandt.de, there are over 119,000 individuals with the Zimmermann surname living in Germany. The greatest numbers are found around the cities of Berlin, Cologne, Hamburg, and Munich, as well as a cluster around Rhein-Neckar-Kreis and Karlsruhe. Genealogy Resources for the Surname ZIMMERMANN Common German Surnames Their MeaningsUncover the meaning of your German last name with this free guide to German surnames meanings and origins. Zimmerman  Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Zimmerman  family crest or coat of arms for the Zimmerman surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. Carpenter Cousins  Y-DNA ProjectThis project is focused on individuals with the Carpenter, Zimmerman and variant surnames interested in using  Y-DNA testing and traditional genealogical research to identify  genetically distinct Carpenter and Zimmerman lines, both English and German. Zimmerman Family Genealogy ForumSearch this popular genealogy forum for the Zimmerman surname to find others who might be researching your ancestors, or post your own Zimmerman query. There is also a separate forum for the Zimmermann spelling. FamilySearch - ZIMMERMAN  GenealogyExplore over 1.5  million  historical records which mention individuals with the Zimmerman surname, as well as online Zimmerman family trees on this free website hosted by the Church of Jesus Christ of Latter-day Saints. ZIMMERMAN  Surname Family Mailing ListsRootsWeb hosts a free mailing list for researchers of the Zimmerman  surname, as well as a separate list for the Zimmermann spelling. DistantCousin.com - ZIMMERMANN Genealogy Family HistoryExplore free databases and genealogy links for the last name Zimmermann. GeneaNet - Zimmermann  RecordsGeneaNet includes archival records, family trees, and other resources for individuals with the Zimmerman  surname, with a concentration on records and families from France, Germany and other European countries. The Zimmermann  Genealogy and Family Tree PageBrowse family trees and links to genealogical and historical records for individuals with the last name Zimmermann  from the website of Genealogy Today.----------------------- References: Surname Meanings Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998. Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997. Back to  Glossary of Surname Meanings Origins

Zara, Fast Fashion Free Essays

The global apparel market is a buyer-driven market. Along with the globalization and technology development, consumers are easier to access to fashion. As a result, the customers are changing and the companies are evolving to deliver customers satisfaction. We will write a custom essay sample on Zara, Fast Fashion or any similar topic only for you Order Now Zara, the most profitable brand of Spain clothing retail group Inditex, has leveraged its unique strategy to achieve success and will be expected to maintain a sustainable growth in the fashion industry. Zara’s core competencies can be divided into four areas: process development, distribution, marketing and integrated business structure (referred to Appendix 1). Zara’s unique process development allowed Zara to produce in a shorter cycle time and more quickly response to the customer’s needs than other competitors. When the fashion season started, Zara’s designers attended trade fairs and ready-to-wear fashion shows to translate the latest trend of fashion into their design. Zara’s product development staff, at the meanwhile, researched the market through different retail stores and university campuses to understand customer’s preferences. Zara’s IT system, on the other hand, played a key role on the internal communications. This helped Zara’s managers constantly track the sales data and therefore capture the customer’s desire. Moreover, Zara’s centralized distribution facility gave the chain efficiency. Both internal and external products passed through the distribution center, and were inspected and shipped immediately. Then, to increase the delivery speed, Zara scheduled shipments by time zone. Products were shipped by truck or air and were usually delivered to worldwide stores within 24-48 hours. In contrast to other companies’ outsourcing activities, Zara’s in-house manufacturing created a rapid product turnover since its products were limited and the inventories were strictly controlled. This rapid turnover created an opportunity to Zara’s retail stores and a sense of scarcity that â€Å"buy now because you won’t see this item later†. This increased the frequency of the customer visit and also allowed Zara to sell more products at full price. Zara’s business structure was very imperative to help the company develop its business strategy successfully. Each business function under this structure could be narrowly defined and management teams could frequently communicate across the functional departments. In addition to provide training, Zara enhanced Managers’ performance on store operations by the use of standardized reporting systems. This allowed Zara to work horizontally in an open communication environment. Moreover, Zara’s country managers were almost selected from locals. They transferred the information between top management at headquarters and store managers and thus making Zara adjust to the market quickly. This, in turn, would deliver customer’s satisfaction and boost the sales. Vertical integration, Zara’s distinctive business system, provided Zara with the competitive edge in the fashion industry. Zara manufactured its most fashion-sensitive products internally. About 11,000 distinct items were produced during the year, variations in color, fabric and sizes. This allowed the company to supply a broader product line into the market and to align with its business strategy. Furthermore, this vertical integration helped the company reduce the â€Å"bullwhip effect† in the chain. Products took place in small batches, flowed into the central distribution center and were shipped directly from the central distribution center. This helped the company not only keep low inventories but also avoid the potential amplification of the final demand. More importantly, Zara’s vertical integration shortened its cycle time of entire design to four to five weeks and two weeks for modifications, compared with traditional companies’ up to six months and three months, respectively. Such integration system provided Zara with the flexibility to constantly update its design and also reduced its working capital intensity, thereby maintaining a sustainable growth in the fast fashion market. Zara positioned its brand on the fashion-conscious market and offered fresh assortments of designer-style clothes and accessories with relatively low prices. Zara had a cost advantage over other competitors due to its low advertising costs. Zara spent only 0. 3% of revenue on the media advertising, compared with other retailers. Zara promoted its brand by offering rapid changing product lines and creating customers’ positive word of mouth that resulted. In addition, to target at the ages between 18 and 34 with middle to middle-high income, Zara mainly relied on its attractive stores which located in highly visible locations to project its image. Zara’s frequent refurbishing of store, creative window display and varied staff uniforms also allowed Zara to position its image in the elegant, high-end and fashion-driven market. However, Zara implemented a different positioning strategy for Zara overseas. In contrast to Spain, where all of Zara’s stores were company-owned, Zara used three different methods to enter into the international markets: company-owned stores for high-profile countries, joint ventures for important countries where there were barriers to direct entry, and franchises for small countries. This helped Zara reduce operational risks and gained a detailed insight into local demand. Although pricing was market-based, prices in other countries were higher than in Spain, for example, 70% higher in Americas and 100% higher in Japan. The higher retail prices implied a different positioning for different countries. For example, while Zara targeted at 80% of Spanish citizens, it aimed at the upper and middle class in Mexico, and presented a high-end image in South America. It also implied that Zara promoted its image of â€Å"made in Spain† to emphasize the local produce, whereas built its image of â€Å"made in Europe† to emphasize its high-end and prestigious positioning. Although Zara had a successful business module in the fashion industry, its strategy also had some weaknesses to prevent its future growth. First of all, Zara’s vertical integration couldn’t create the economics of scale, which means, Zara couldn’t supply a larger quantity of products. This, in turn, would increase its production cost. Moreover, the higher pricing in oversea markets was a barrier for Zara to gain more market share. HM, Zara’s competitor, also focused on the fast fashion market and adopted a lower price strategy to the international market. In the end, Zara could not explore well in the U. S. and Asia markets. The U. S. is the key market to North America, which required a larger size on average and exhibited considerable internal variation. Therefore, the best way for Zara to maintain its sustainable competitive advantage is to re-position in the U. S. nd Asia markets. For the U. S. market, which was less fashion-forward than Europe, Zara can focus on the design that specifically caters to the American preferences, for example, emphasizing on the natural, casual style. In addition, Zara can seek the opportunities on the large emerging markets in Asia, like China and India. China has a large population and similar fashion preferences to Europe . Through opening flagship stores, Zara can build its image at the middle to upper class in Chinese big cities to create shopper traffic. Another way to expand its business is setting up internet retailing model. More and more youngsters prefer to shop at home at anytime. Therefore, the form of direct retailing will help Zara to gain more customers and reach them faster. In conclusion, Zara’s unique business model demonstrates a strong success in the fashion market. By expanding internationally and focusing on different geographical preferences, Zara will maintain a sustainable competitive advantage in future and enjoy its increasing profit margins from oversea retail markets. Appendix 1. VRIN Valuable| Rare| * Rapid product turnover * Relatively low price| * HM| Inimitable| Non-substitutable| Fast response * Short cycle time of entire design * Unique organizational culture (staff, communication, etc. )| * Process development (in-housing production, IT system, distribution, etc. ) * Vertical integration| 2. Value Chain * Inbound logistics * Zara’s designers attended trade fairs and global ready-to-wear fashion shows to translate the latest trend of fashion into their design; * Z ara’s purchasing offices connected store managers to understand customer preferences; * The 100%-owned subsidiary of Inditex Comditel managed the entire dyeing process and supplied to production in only one week. Operations * Most fashionable items were produced in small lots or under contract by suppliers located close by, and recorded if they sold well; * More price-sensitive items were likely to be outsourced to Asia; * Zara’s factories were heavily automated and focused on the capital-intensive parts of the production process, finishing and inspection; * Unique IT system allowed employees to quickly transfer information and track sales record; * Long term relations with about 450 workshops. Outbound logistics * Distributed garments by a dual-shift basis and featured a mobile tracking system; * Scheduled shipments by time zone to increase efficiency; * Products were shipped by truck or air, and typically delivered within 24-48 hours to worldwide stores; * Started to build a second distribution center with a 120,000 square meters of warehouse space that had direct access to local airport, the railway and road network. * Marketing and sales Emphasized broad, rapidly changing product lines, relatively high fashion content and reasonable quality to be a quick fashion follower; * Spent limited revenue in advertising (0. 3%); * Created rapid product turnover and offered customers with limited products to create a sense of scarcity that â€Å"buy now because you won’t see this item later† * Expanded internationally and opened the flagship stores in worldwide main cities. * Service * Located stores in highly visible locations; * Invested more heavily in store refurbishing to provide customers with superior shopping experiences. How to cite Zara, Fast Fashion, Essay examples

Stylistic Analysis Hamlet Soliloquy free essay sample

Shakespeare’s Hamlet is full of misdirection and mysterious happenings that are only explained to the audience through various soliloquies and hidden actions. Hamlet’s soliloquy in act 3, scene 2, is crucial for the audience to understand the mental struggle and inconsistent characteristics of the play’s eponymous protagonist. Hamlet incorporates dark, sinister-like images, to portray his future course of action towards his mother, Gertrude. Hamlet’s soliloquy is presented in a time of night that allows him to be open with the audience. For Hamlet, the dark serves as a shield that protects him from feeling the moral burdens of his future plans towards his mother. Hamlet describes the night as a time â€Å"when churchyards yawn and hell itself breathes out† (iii. ii. 2). This ominous description of the setting gives Hamlet comfort in knowing that evil regularly occurs. Therefore, his actions towards his mother would not seem as wicked because they are part of the normal happenings of the night. We will write a custom essay sample on Stylistic Analysis: Hamlet Soliloquy or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Hamlet uses the soliloquy to depict how he is finally going to avenge his father. He uses ruthless tone to describe â€Å"such bitter business of the day† (iii. ii. 4). This tone is rarely used from Hamlet prior to this soliloquy. The soliloquy serves as a major turning point for Hamlet. Hamlet now has evidence for Claudius’s involvement in Hamlet’s father’s murder. Therefore, he now cannot use the excuse of a lack of proof for his inaction. Hamlet notifies the audience that he is planning â€Å"to be cruel† towards his mother without appearing strange and unnatural (iii. ii. 8). Hamlet’s normally wavering and cowardly nature is buried by this seemingly merciless tone. Hamlet is aware of his ever changing view towards his mother. He understands that he has to struggle in order to feel true resentment. Hamlet demonstrates this great effort when he says, â€Å"O heart, lost not thy nature, let not ever† (iii. ii. 6). Strangely enough, Hamlet’s affection strengthens as the soliloquy progresses. Hamlet begins to be more empathetic towards his mother. Deep in his heart, Hamlet knows that he loves his mother regardless of what his actions depict. Hamlet says that his â€Å"tongue and soul in this be hypocrites† (iii. ii. 10). Hamlet’s words will contradict his love for his mother as he will speak spitefully. Hamlet finishes the soliloquy with an unusual outburst proclaiming that he will â€Å"give them seals never, my soul, consent† (iii.ii. 12). This outburst outlines his indecisive yet ironically impulsive character. Towards the end of the soliloquy, Hamlet’s tone towards his mother becomes cruel, yet full of empathy and love. Hamlet’s soliloquy serves a major role in notifying the audience about Hamlet’s inner thoughts. Additionally, the dark setting allows these thoughts to be honest and candid. Hamlet is both resentful and affectionate towards his mother. Because of these contrasting emotions, Hamlet tends to be act extremely indecisive and uncertain. This soliloquy portrays Hamlet’s great suffering due to his fragile and perplexed mental state.