The Assumption Of Justice And Injustice - 980 Words

I start with the assumption that justice and injustice are opposites in the sense that they are disjoint and complementary to each other, that is, something is unjust if and only if it is not just. Thrasymachus claims that â€Å"justice is in fact what is good for the stronger, whereas injustice is what is profitable and good for oneself† (344c6). This definition clearly does not satisfy our initial assumption, since a strong man acting in his own interest would be both just and unjust. Hence, we are forced either to forgo our initial assumption or to reinterpret Thrasymachus’ definition; abandoning our assumption leads to a position which is not supported anywhere throughout the text, whereas reinterpreting Thrasymachus’ definition solves the contradiction in a way that is supported by his argumentation. Thus, in his definition Thrasymachus is in fact conceiving two sorts of justice: a â€Å"real† justice, which is internally motivated, in the sense that the individual decides what is just or not by deciding what is good for himself; and a â€Å"fake† justice, which is externally motivated, in the sense that it is defined by someone else’s will. First, we shall understand Thrasymachus’ fake justice, or the proposition that â€Å"justice is simply what is good for the stronger†. If we take this literally, injustice would then be what is good for the weaker. Thrasymachus’ positive answer to Socrates’ question â€Å"But whatever they [rulers] enact, their subjects must carry it out, and this isShow MoreRelatedThe Republic By Plato1385 Words   |  6 Pagesrequirement may not be met while still profiting the individual. Through an analogy between justice in the city and justice in the individual, Socrates makes an argument that is impossible to accept on the basis of false assumption. The assumptions that the rational part of the individual must rule over the spirited and appetitive parts , and that just actions always engender justice and unjust actions engender injustice, can easily be shown to be false under certain circumstances. Plato concludes BookRead MoreTo Kill A Mockingbird Southern Injustice Analysis853 Words   |  4 Pages Southern Injustice James J. Corbett once wisely stated, â€Å"Individuals can resist injustice, but only a community can do justice†. This quote paints a clear picture of how sometimes individuals, such as Atticus, can stand up for what’s right, yet the entire community must invest in justice in order to advance in this area. Striving for truth and justice in their own lives, all citizens must make an investment in seeing that justice also oversees everything happening in the community. Sadly, inRead MoreThe Liberal Conception Of Social Justice941 Words   |  4 PagesSocial Justice ==========In a review of literature one finds a number of different, competing theories of social justice. At base, they all seem to address the notion of privilege, and what one is entitled to based on their conduct in society (for different reasons, depending on the theory). Some of the more prominent conceptions of distributive justice would be Liberal, Libertarian, Laissez-faire, regulated capitalism, and rejected capitalism. ==========The liberal conception of social justiceRead MoreThe Republic By Plato982 Words   |  4 Pagesto the account of nature and origin of justice. Socrates and Glaucon discuss the theory presented by Glaucon that states that injustice is something that is intrinsically desired by all humans. Glaucon presents this argument to Socrates in order to understand and defend justice for its own sake. Glaucon seeks reassurance from Socrates that justice is not just only good for the positive consequences that it produces, so he asks Socrates to explain that justice is desirable for its own sake and, additionallyRead More Model of Justice in Platos The Republic Essay1705 Words   |  7 PagesModel of Justice in Platos The Republic In what is perhaps his most well-known text, The Republic, Plato explores the fundamental concept of justice, how it is observed in the world, and its application to the lives of men. When he identifies the good in Book VI, which is reality and knowledge in their true forms, Plato also describes the visual world of shadows and false reality that people perceive and is cast by the sun. What follows from these definitions is that, while justiceRead MoreHuman Rights And Gender Violence1000 Words   |  4 PagesHuman Rights and Gender Violence: Translating International Law into Local Justice by Sally Eagle Merry observes and scrutinizes the burden between global law and local injustices. She argues that human rights law must be embedded in a local society in order to be recognized as influential social constructs. She then specifically speaks of gender violence and how this injustice is ingrained through cultural and religious traditions, and transformations are usually r esisted within a culture throughRead MorePlato s Theory Of Human Nature1254 Words   |  6 Pagesmainly focuses on defining justice to the simplest form by asking Thrasymachus. Plato uses many forms to discover the ideal society, or republic, which is inspired through an early philosopher such as Socrates. Plato was inspired by Socrates and how his interactions with people were in a sense of questioning principals, guidelines, and rules of society. Now Socrates primarily has made the interaction of discussing what many topics with Thrasymachus such as the most common justice. Also its pin pointsRead MoreExamining Socrates in Crito Essay1340 Words   |  6 Pagesthe notion of justice and one’s obligation to justice. In the setting of the dialogue, Socrates has been condemned to die, and Crito comes with both the hopes and the means for Socrates to escape from prison. When Socrates insists that they should examine whether he should escape or not, the central question turns into whether if it is unjust to disobey laws. Socrates’ ultimate answer is that it is unjust; he makes his argument by first showing that it’s wrong to revenge injusti ce, then arguing thatRead MoreThe Dangerous Act Of Loving Your Neighbor1418 Words   |  6 Pagesgrace and justice when we was unjustly exploited for money and victimized. The author refers back to Doris’ story throughout the whole book, helping us see the real like application. The real life application is why this book needed to be written. While reading this book, internal changes should be happening; hence, the reflection questions after each important section. I believe the author wrote this book because through his own experience, he came to know that there are deep injustices against usRead MoreAnylizing Concepts of Justice in to Kill a Mockingbird1660 Words   |  7 PagesAnalyzing the Concept of Justice in To Kill a Mockingbird Through the study this term of the central text, To Kill a Mockingbird by Harper Lee, and related texts, films Rabbit Proof Fence by Phillip Noyce and In the Name of the Father by Jim Sheridan, my understanding of the concept of justice, or what constitutes justice, has altered considerably. We all think we know what justice is, or what it should be. In Australian colloquial terms, it is the principle of a â€Å"fair go† for everyone. In a perfect

A Multi Disciplinary Team - 3097 Words

Introduction In 2011 there have been 49,900 women and 350 men that have been diagnosed with breast cancer within the United Kingdom (Cancer Research UK 2014). Individuals who are undergoing investigation for suspected breast disease can be referred for breast care services with symptoms or are recalled from the breast screening programme. The National Health Service Breast Screening Programme (NHSBSP) was introduced in 1988 which was due to the proposition of the Forrest Report that had been published two years prior (1986). This essay will attempt to discuss the theoretical principals of population screening as well as the importance of diagnostic breast care services, with the influence of a multi-disciplinary team. Theoretical†¦show more content†¦The age range 50-69 is where mortality rate reduction was seen at its greatest. The main evidence used in favour for breast screening and Forrest report came from the studies and randomised control trials conducted in Sweden. On the contrary Gotsche Olsen (2000) disputed the findings of the Swedish randomised trials, claiming screening for breast cancer is unjustifiable, as there is inconsistency within the randomisation of the trial, as two of these trials found no effect of screening on mortality. A meta analysis was conducted by Gotsche Olsen on the Swedish Trials results. This meta analysis found that ‘for every 1000 women screened biennially throughout 12 years one breast cancer death is avoided, whereas the total number of deaths is increased by six’. Other studies that were conducted in New York, Canada and Edinburgh had also been criticised on the methods of randomisation and validity. The Forrest report stated that there must be a clinical examiner, radiologist and a pathologist within a multidisciplinary team to ensure that there is expert knowledge available in each health profession. Breast Services should all have breast surgeons, nurses, radiographers, pathologists, radiologists, oncologists, breast care services manager and clerical staff, this is what is recommended by the NICE 2002 for the successful running of the unit. The use of mammography is the first line of diagnostic investigation for women in the NHSBSP, Forrest

Credit Agricole and BP Free Essays

string(167) " Between 1941 and 1945, under the Vichy government, a Bank Control Commission was established and attempts were made to prevent the creation of new banks or branches\." PARIS (AFP) – French bank Credit Agricole, one of the biggest European banks by capitalisation, reported a doubling of net profit to 1. 0 billion euros ($1. 42 billion) in the first quarter, on Friday. We will write a custom essay sample on Credit Agricole and BP or any similar topic only for you Order Now The price of shares in the bank showed a gain of 1. 40 percent to 11. 23 euros in a market up 0. 57 percent overall. The outcome, marking an increase of 112 percent from the result 12 months ago, was in line with average estimates of analysts as polled by Dow Jones Newswires. At CM-CIC Securities, analyst Pierre Chedeville commented: â€Å"The group is showing its main characteristics again: operating efficiency and an excellent control of charges, very cautious policy for provisioning, and financing and investment activities steady. † Bank chief executive Jean-Paul Chifflet said that Credit Agricole’s direct exposure to Greek debt was 631 million euros at the end of March. Credit Agricole is one of the few foreign banks to control a Greek bank, in the form of Emporiki bank. Company History: France’s â€Å"green bank† was nicknamed for its roots in agriculture. Credit Agricole, composed of the Caisse Nationale de Credit Agricole and 90 regional banks, which together own 90% of the Caisse Nationale, is a unique cooperative organization and one of the most important banking groups in France. In the mid-1800s, it became clear that there was a need for agricultural credit in France, especially after a crop failure in 1856, which left rural areas in dire straits. One of the main causes of low production was a lack of sufficient credit for farmers, who often could not meet banks’ normal credit requirements. In 1861, the government attempted to remedy this problem, asking Credit Foncier to establish a department expressly for agriculture. But the newly formed Societe de Credit Agricole accomplished little. By 1866, though some steps towards improvement had been suggested, the outbreak of the Franco-Prussian War prevented their implementation. The society folded in 1876. Later, several financial cooperatives sprang up independently among farmers, operating in rural towns on a system of mutual credit. In 1885, the first society for agricultural credit was founded at Salins-les-Bains in the Jura; the maximum amount of credit a farmer could get was FFr500, the price of a yoke of oxen. By the end of the century, when talk of modernizing France’s agricultural economy became more urgent, it was decided that this system of localized credit was more suitable for the rural population than credit emanating from a big central bank. In 1894, the Chamber of Deputies proposed a law to organize personal or short-term rural credit, based on the methods of the small credit societies already in existence. The law formalized the requirements for the societies’ formation, made them exempt from taxes, and gave them a monopoly on state-subsidized loans to farmers. In 1897, the Bank of France made funds available to the banks through the minister of agriculture, and in 1899, a law was passed to create regional banks to act as intermediaries between the local societies and the minister of agriculture. The local cooperatives were self-governing societies with limited liability. Their members were mostly individual farmers. Each local cooperative was affiliated with a regional bank, where it transferred all deposits and obtained funds for loans. The local banks elected a committee to control the regional banks, which were mainly responsible for medium- and long-term loans. Thus, the hierarchy of Credit Agricole was established. One of the reasons Credit Agricole was so successful was its reliance on individual farmers. In the mid-1800s most of France’s agricultural produce came from small farms rather than large estates, and the French government wanted to preserve the small family farm for several social and economic reasons. For instance, it was widely believed that small farmers cultivated the soil most intensively and so made better use of it. It was also thought to be better to have many small family farms than to create a â€Å"proletariat† to work on large farms. Nevertheless, France’s agricultural methods were in need of modernization, and Credit Agricole helped small farmers buy new equipment and supplies to improve production. In 1910, a law established long-term personal credit for the purchase of land to encourage young men to farm. Only small holdings could acquire these loans, which could not exceed $1,600, and only young farmers were eligible; their characters were the basis for their credit. When World War I broke out in 1914, the European banking system was under severe duress due to difficulties with the gold exchange. However, gold was still in circulation in France and the Bank of France was able to increase its issue of notes, restoring some financial order. Throughout the war, agricultural production was at a minimum, and Credit Agricole, still a young institution, was able to survive only through continued support from the government. Agricultural output did not regain its prewar level until 1930. In 1920, a law was passed to organize the office National du Credit Agricole, a national society run by civil servants and the elected representatives of the regional banks but controlled by the government–the minister of agriculture would name its director. Office National du Credit Agricole also became responsible for the distribution of treasury loan funds and for rediscounting the short-term loans of local and regional societies. In 1926, the name was changed to Caisse Nationale de Credit Agricole (CNCA). As Credit Agricole grew in resources and capacity, it began to help not only individual farmers but also the cooperative trade movement gaining ground among agricultural groups. These new agricultural cooperatives, which organized industries in a way similar to unions, could often not raise the money to organize, and they needed Credit Agricole’s support. In turn, the cooperatives helped France’s recovery after the war. World War II hurt agriculture less than the first war had, and after the war, there was a period of rapid growth, spurred on by Credit Agricole’s loans. Between 1941 and 1945, under the Vichy government, a Bank Control Commission was established and attempts were made to prevent the creation of new banks or branches. You read "Credit Agricole and BP" in category "Papers" After 1945, however, the Bank of France and the other main banks were nationalized. A hierarchy was born, with the Ministry of Finance and the Bank of France at the top, giving the government the ability to sway the distribution of credit. In this sense, it won even more power to help further Credit Agricole. After the war, agriculture underwent a massive modernization plan. Credit Agricole played a major part by supplying capital for fertilizer, equipment, electrification, and improved water supplies. Since agricultural credit was subsidized by the government, and due to the quality of Credit Agricole’s decentralized commercial network, agricultural institutions had the most rapid expansion rate of all the banks. Between 1938 and 1946, the capital funds of the regional societies increased from FFr1. billion to FFr28 billion. Credit Agricole extended its medium- and long-term loan operations and the government established special loans for farm equipment, causing a big increase in the number of farmers driving tractors. Financing for small farms continued; as late as 1958, cooperatives were favored over large farms. But France’s farm productivity was below that of most other European countries, and some b lamed the low productivity partially on the credit advantages given to small farms, which kept competition at bay. Earnings did not improve and the industry remained dependent on loans. About this time, the government began to apply stringent lending ceilings to the whole financial system to restrain the money supply and hold down inflation. This led many banks to diversify into overseas business and the Eurodollar market. A boom in French exports also created a demand for French banking expertise in the export markets. Credit Agricole, however, held back at first from international expansion, while growing rapidly with the French economy. In 1966, the state decided to allow Credit Agricole to widen its operations to become more flexible than a bank strictly for farmers. Under the new reform, Credit Agricole was allowed to make loans to individuals and organizations not specifically connected with agriculture. It was also allowed to create subsidiaries. One of the most important subsidiaries it created was the Union d’Etudes et d’Investissements, which used its resources to finance individual investments. In 1967, the government announced that all resources collected by Credit Agricole’s regional and local banks, previously deposited in the French Treasury, would now be deposited with the Caisse Nationale de Credit Agricole. In 1971, the Union d’Etudes et d’Investissements, with an eye on important developments in the food processing business, created another subsidiary, L’Union pour le Developpement Regional, which was mainly to provide loans to agricultural and food processing industries or other similar operations in regions where they would create jobs. In July of the next year, the minister of finance, Giscard d’Estaing, warned Credit Agricole about its diversification, pointing out that its purpose must stay mainly agricultural and its activities balance financial and social profit, a recurring political theme in Credit Agricole’s development. Other large banks complained about Credit Agricole’s monopoly on farm credit and its tax-free status, which had allowed it to grow into one of the largest banks in France, while those concerned about farm aid worried that the bank’s purpose would be diffused. Critics blamed Credit Agricole’s expansion on the other banks’ inertia and politicians’ reluctance to attack Credit Agricole for fear of losing the support of farmers. By 1975, Credit Agricole had begun its international activities, focusing mainly on foreign agricultural loans and export companies. In 1977, when the U. S. dollar was low, Credit Agricole ranked briefly as the biggest bank in the world. In 1978, Credit Agricole’s profit of FFr400 million was more than the other three main French banks combined. The bank had begun to finance housing (it is now the leading mortgage lender in France), silo construction, and exports, and had also become a money market lender. After other French banks campaigned for several months against Credit Agricole’s advantages, the government finally curtailed those privileges. Credit Agricole’s surpluses began to be taxed as profits, and for three years, the bank was prohibited from opening new branches in towns where it had no official purpose and competed unfairly with other banks. The compensation the government offered may have added more to Credit Agricole’s growth than the privileges that were taken away. Before the new rules, the bank could only make direct loans in communities of 7,500 people or fewer, but under the new restrictions that limit was extended to 12,000. Credit Agricole continued to push forward with international expansion. In 1979, it opened its first international branch, in Chicago; London soon followed, and a New York City branch opened in 1984. By then, Credit Agricole was also extremely active in funding development in rural areas for roads, telephones, and airports, and the government was encouraging the bank to help out small industry. By 1981. Credit Agricole had several strong subsidiaries: Segespar, which headed the investment-and-deposit service group; Voyage Conseil, a French travel agency; Eurocard France, a payment-card company; Soravie, an insurance company for sales in local branches; Unimat (now Ucabail) and Unicomi, which financed equipment and industrial and commercial building; Unicredit, which provided loans for businesses; and Union d’Etudes et d’Investissements, now heavily involved with rural development. In January, 1981, Credit Agricole’s charter was changed again to allow the bank to provide loans to companies with fewer than 100 employees, whether or not they were connected with agriculture. The government also eased its credit limits for farmers and stockbreeders, and Credit Agricole was no longer limited to lending in towns with fewer than 12,000 inhabitants. However, this wider range was balanced by new limits. Credit Agricole’s tax bill was put in line with those of other corporations, at 50% of its profits. In addition, some of the bank’s earlier surplus earnings had to be channeled back into the government’s loan subsidies. In May, 1981, the Socialists won the national election. Soon all major French banks that weren’t already nationalized became state controlled, and over the next few years, the government imposed a domestic policy of economic austerity in an attempt to reduce inflation, renew industry, and balance its foreign trade account. The next year, Credit Agricole’s foreign assets rose by almost 60%. By 1982, only one-third of its funds went to agriculture. Credit Agricole had already acquired significant experience in the euroloan market, and at the beginning of 1983, it ranked among the most prominent banks in Europe in this area. By 1984, Credit Agricole had opened foreign branches in North America, Europe, Asia, Latin America, Africa, and the Middle East. Some Credit Agricole members were upset by the bank’s strengthening international force. In 1984 an official of a farmer’s union told Business Week that â€Å"given the dramatic situation of hundreds of thousands of farmers, Credit Agricole has better things to do in France. † Nonetheless, Credit Agricole management insisted that international business could only strengthen the company’s ability to help farmers in France. In 1985, Credit Agricole established a subsidiary called Predica to enter the life insurance market. Capitalizing on Credit Agricole’s extensive branch network, Predica had become the second-largest life insurer in France by 1988. As the French economy improved, the government began to ease regulations and remove limitations on capital markets. In 1986, a new conservative government came into power, and several Socialist officials were replaced almost immediately, including Jean Paul Huchon, Credit Agricole’s general director. A plan to remove CNCA from state control had been brewing for some time; many other banks were in the process of becoming denationalized. Huchon had opposed this plan for Credit Agricole vehemently enough to cause his dismissal. His successor was Bernard Auberger, a former director of Societe Generale with ties to the Gaullist Party, which had campaigned to rid CNCA of state control. The new government also created easier bourse membership rules that allowed outside interests to buy into investment brokers. Following the trend of many banks after this deregulation, in 1988 Credit Agricole purchased controlling stakes in two Paris stockbrokers, Bertrand Michel and Yves Soulie. Finally, in 1987, the government began to take steps towards freeing CNCA from state control. On February 1, 1988, the state sold 90% of CNCA’s common stock to its regional banks and the company was incorporated with FFr4. 5 billion in capital stock. Most of the rest of its stock went to employees, and the government holds a small stake. Soon after the mutualization, the newly private Credit Agricole began merging the Caisses Regionales to eliminate redundancies. By January, 1990 the number of district banks had been reduced from 94 to 90 and this number is expected to shrink substantially before the rationalization is over. The transition to private ownership was not completely smooth, though. A boardroom struggle in 1988 led to the exit of Bernard Auberger. Philippe Jaffre, who was the finance ministry’s representative on CNCA’s board of directors, was Auberger’s surprise replacement. In 1989 Credit Agricole ceased to have a monopoly on the shrinking number of subsidized loans to farmers. In losing this monopoly, Credit Agricole lost an important, captive customer group. The bank should be able to compensate for this loss, however, with the new business it expects to pick up as a result of the lifting of restrictions on its business. When Credit Agricole lost its monopoly on subsidized farm loans, it was also freed of the unusual government restrictions on its business. Now Credit Agricole operates in much the same way as any other French bank, and it expects its business to improve rather than suffer as a result of this status. Under Jaffre, Credit Agricole, like all European enterprises, faces the challenges that the 1992 unification of the European Economic Community will bring. The bank has already made a successful transition from a purely agricultural bank into a full-service bank. Privatization should give Credit Agricole the freedom and flexibility it will need to face these challenges, but it will have to struggle with its slightly awkward structure–the 90 regional banks that control parent CNCA diffuse central decision-making power–and tackle operating costs that are much higher than its competitors’. If it can surmount those obstacles and capitalize on its tremendous domestic branch network, Credit Agricole will be an even more formidable European competitor than it already is. Principal Subsidiaries: Union d’Etudes et d’Investissements; Unicredit (98. %); Sopagri (52. 8%); Unimmo France (99. 6%); Unidev; Sofipar (52. 6%); Ucabail; Segespar; Segespar-Titres (50%); Predica (48%); Unibanque; Sogequip; Cedicam (50%). Source: International Directory of Company Histories, Vol. 2. St. James Press, 1990. Credit Agricole in management reshuffle Kit Chellel 01 Dec 2010 The chief executive of Credit Agricole corporate and investmen t bank has been replaced after two years in the job as part of sweeping management changes across the French bank under the direction of new group chief executive Jean-Paul Chifflet. Patrick Valroff, aged 62, will stand down to make way for Jean-Yves Hocher, who will also continue in his current role as deputy chief executive of the group. The board of Credit Agricole held a meetings on yesterday and today before announcing a series of management changes. Jean-Paul Chifflet was appointed chief executive in March and has indicated that he intends to overhaul the group’s strategy. The new 10-year strategic plan will be released later this month. Within Credit Agricole’s corporate and investment banking unit, a new xecutive structure sees deputy chief executive Pierre Cambefort taking over responsibility for coverage, investment and corporate banking and the international network, while head of risk Francis Canterini has been appointed deputy chief executive in charge of support functions. Elsewhere, Alain Massiera, the deputy chief executive of Credit Agricole CIB has been appointed as head of the private banking business. It is understood that Valrof f was brought in at the height of the financial crisis refocus the business, a role which he has completed successfully following three successive quarters of profits. A spokesperson confirmed he would remain at the bank in another capacity. In August, Credit Agricole recorded an 89% rise in profits to â‚ ¬379m following strong performance in its corporate and insurance divisions. Other management changes unveiled today include the appointments of Yves Nanquette as chief executive of Credit Agricole LCL (retail) replacing Christian Duvillet, and Jerome Grivet as chief executive of the bank’s assurance arm replacing Bernard Michel. Thierry Langreney took over as chief executive of the Pacifica insurance division from Patrick Duplan. All three outgoing chief executives have retired. How to cite Credit Agricole and BP, Papers

Corporate Environmental Performance Consumer Reactions

Question: Discuss about the Corporate Environmental Performance Consumer Reactions. Answer: Introduction This report presents the depth information regarding the corporate advertising campaign. It also discusses the background of M1 organization. Along with this, it also demonstrates the campaign of M1 and discusses the objectives of campaign. It also shows the challenges faced by stakeholders at the time of launching the campaign. It illustrates key aspects that will be needed at the time of news release announcing for launching the campaign in trade media (Broadbent, 2013). Examine the corporate identity of this company and determine what could be the possible reasons and goals for this corporate advertising campaign. M1 is located in the Singapore, which is famous for delivering the dynamic combination of telecommunication services in an appropriate manner. It offers mobile and different services to their customers. M1 is the first provider of different services such as nationwide 4G service, high-speed fixed broadband, and NGNBN (Next Generation Nationwide Broadband Network). In addition, M1 also focuses on some additional services such as quality of the network, consumer services, added value, and innovation to make a favourable relationship with customers and provides services on the time (Grunig, 2013). Furthermore, the IDA (Info-communications Development Authority of Singapore) provides the license to M1 for operating the FBO (Facilities-Based Operator) and SBO (Service-Based Operator) effectively. IDA has also offered the provision of Telecommunication dealership to successfully operate the communication in Singapore. The MDA (Media Development Authority) provides the provision to M1 regarding the Internet Access Service and IPTV. It also provides globally 4G and 3G HSPA (high-speed packet access) network to their customers. At the same time, it also offers value-added services through HSPA and also able to offer the download speed by 300Mbps and upload speed by 150 Mbps (Thompson, 2013). Moreover, the company is also delivered the international call services to their customers where it provides IDD (international direct dial) through some certain prefix such as 002, 021 and 033. Further, International calling card services are offered to the customers in which prefix code is1818. The company is provided the certain plans such as Fibre Broadband service with appropriate speeds involving fixed voice and additional value-added services to their local customers. Another service of MI is 300Mbps to 10Gbps speed range to their residential home users but 10Gbps of speed to their corporate customers. M1 is registered on the Singapore Exchange and their main stakeholders are Axiata Investments Limited, SPH Multimedia Private Limited, and Keppel Telecoms Pte Ltd. The main goal of this corporate advertising campaign is to make a positive relationship with consumers and also retain the existing and new customers in long-term (Argyle, 2013). Among the many stakeholders this company had to address, distinguish which ones the campaign was directed at and what concerns they had which might make them the target for the campaign. The major stakeholders of M1 campaign titled For Every One is Managing Director, Chief Strategy Officer, Chief Creative Officer, Creative Director, Art Director. Other stakeholders are Copywriter, Digital Art Director, Producer, Account Director, Senior Account Executive, and Account Executive. They play a significant role to meet the goal of the campaign in an appropriate manner. At the same time, it can be said that 'Making Moments Special is another campaign of M1, which has also some certain stakeholders such as managing director, chief Strategy officer, and creative director. Other stakeholders are an art director, copywriter, account director, and account executive. They have a very significant role to pool the customers towards the product and services of the company (Shockley, 2014).Additionally, there are certain issues that may be faced by the stakeholders are as discussed below: Variation in the Market trends Variation in the trends can become a challenge for the stakeholder because it affects the interest of customers. At the same time, it can also affect the productivity of the organization. Therefore, stakeholders should focuse on the variation of the trends. In case of variation in trends, it can negative impact on the campaign because customer will move towards those goods and services that in current trend (Aaker, et al., 2013). Changes in the technology can also directly impact on the implement of campaign in an appropriate manner. In addition, it can be said that changes in the technology force the organization to implement the new technology in their organization because it will enable to gain their revenues. At the same time, in case the stakeholders are not aware of the modern technology or new technology then it can create the problem for the organization to effectively meet the goals. Briefly describe the campaign and analyse what it was able to achieve in your opinion The company has developed two campaign for promoting their product and services. In addition, the first campaign of M1 was based on the integrated campaign. For everyone is the title of this campaign. The major aim of this campaign is to enhance the capability of the business in long-term. Another campaign is Making Moments Special, which shows that the lives of an individual can be improved by using the product and services of M1 (Nyilasy, et al., 2014). Through these campaigns, information about M1 can be spread in all over the Singapore market in 45 seconds. The advertising is used via online channels such as information about products and services can be spread through YouTube pre-rolls by 16 seconds. M1 always tries to use those strategies by which they can be able to make a positive relationship with consumers and solve their issues in an appropriate manner. It also focuses on how the customers can connect with the brand in long-term. In addition, it can be said that this campaign is also create depth understanding regarding customers lifestyle and explores the importance of product and service of M1 in their lives. It also explains that M1 is vital for making the each movement of customers (Sheehan, 2013). In addition to this, it can be said that M1 has promoted their two campaigns by using different digital media tools. For example, company has launch the 45 second of animated video that aims to provide fun, quirkiness, and joy with the potential customers. Moreover, it will be supportive to make a favourable relationship and enhance the growth of the company in long-term (Kim, et al., 2014). Suppose you were part of the corporate communications team that created this campaign. Outline the key aspects you need to consider in order to write a news release announcing the campaign launch to marketing trade media The news releases play an imperative role in the marketing and branding efforts. As a team member, certain things are considered at the time of news release announcing for launching the campaign in trade media. There certain factors are timelines, impact, uniqueness, conflict, proximity, and celebrity. It is discussed as below: Additionally, it can also be said that even the product and service is old but the information might be new to make a favourable public relationship. It will also supportive to successfully operate the marketing communication in the market (Nava, et al., 2013). The story of campaign may influence those people who are involved in making the marketing communication. These can be readers of media, listeners, and viewers. Hence, it can be said that the story content might be effective so as to easily influence main participants of marketing communication. The uniqueness is also played an imperative role in write the effective news release. Therefore, the story might be dissimilar from available same stories in the market. At the same time, it can also be said that the story information might be unique due to make a distinguish image in the customers mind. The story is mainly considered the approaches to resolve the issues of product and services (Moriarty, 2014). Proximity The proximity is also a significant part of writing regarding the new release. Additionally, it can also be said that the story might describe the impact of the atmosphere on estimated readers, listeners, viewers, and geographical factors. It can be effective to pool the customers regarding the product and services in less time and cost. The campaign is presented through a celebrity to promote the product and services in an appropriate manner. These celebrities can be a politician, business leader, and entertainer. They have a significant role to enhance the productivity and growth of the company in long-term (Aaker, et al., 2013). Conclusion From the above analysis, it can be concluded that M1 is a famous organization, which offers the telecommunication services to their customers. M1 has introduced two campaigns because of attracting the consumers in less time for long-period. Furthermore, it can be examined that the main aim of campaign is to aware the customers towards the product and services of company, which will be supportive to enhance the demand of product in long-term. Additionally, it can be illustrated that a stakeholder has faced many issues at the time of targeted the consumers. Finally, it can also be concluded that a team member of the campaign should concentrate on different factors in case of news releases of campaign in the trade market. These are timelines, uniqueness, proximity, and celebrity, as it can be effective to news releases. References Aaker, D. A., Biel, A. (2013).Brand equity advertising: advertising's role in building strong brands. USA: Psychology Press. Argyle, M. (2013).Bodily communication. UK: Routledge. Broadbent, D. E. (2013).Perception and communication. UK: Elsevier. Grunig, J. E. (Ed.). (2013).Excellence in public relations and communication management. UK: Routledge. Hollands, R. G. (2015). 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