Lowering the Drinking Age

â€Å"Nearly 10 million youths, ages 12 to 20, in this country report they have consumed alcohol in the past 30 days. † (â€Å"City Council†) Teens use alcohol for a numerous amount of reasons, ranging from celebration to stress to boredom and underage drinking has now become a hobby done behind closed doors. The legal limit today in the United states has been 21 since the 1984, requiring all states to raise the minimum age for purchase and possession of alcohol to 21, but that is not stopping teens from underage drinking. The Minimum Legal Drinking Age is largely ineffective because teens are going to drink whether it is legal or not. The minimum drinking age limit should be lowered to 18 because 18 year olds are adults, teens would drink in a more controlled manner, and there would be less unsafe incidents. In the US, 18 is the age of adulthood, so adults should have to right to make their own decisions, especially pertaining to alcohol consumption. â€Å"Turning 18 entails receiving the rights and responsibilities of adulthood to vote, smoke cigarettes, serve on juries, get married, sign contracts, be prosecuted as adults, and join the military. † (Chiappetta) Some of these rights even put you at the risk of death. If at the age of 18, you are allowed to make all of those decisions for yourself, then why not with alcohol? This question still remains unanswered. Republican Richard Marron states, â€Å"It just doesn't sit right with me that people [at the age of 18] have the right to do everything else, including serve their country, but don't have the right to consume alcohol, it's a form of age discrimination. † Being an adult means making your own choices. If 18 year olds are held mature old enough to enlist or vote, it should be held consistent allowing them to buy and drink alcohol. Many argue against the claim that you are old enough to drink at 18. Opponents of lowering the drinking age argue that teens have not yet reached an acceptable age where they can handle alcohol responsibly. â€Å"The discrepancy between the MLDA and the age of majority–and its many responsibilities and authorities–along with continued incidents of alcohol abuse reported on college campuses have fueled debate that setting the MLDA at 21 is fair, smart, and effective. † (Drinking Age Procon. org) The age of 21 should not make a significant impact on anything. A three year age difference doesn’t decide whether someone is ature or responsible enough to drink. That is solely based off their decision, and if the make that choice to drink, than they will face any of the consequences that may come with it. Lowering the drinking age would also increase teens drinking in a controlled, responsible manner. â€Å"Prohibiting this age group from drinking in bars, resta urants, and other licensed locations causes them to drink in unsupervised places such as fraternity houses or house parties where they may be more prone to binge drinking and other unsafe behavior. † (â€Å"The Time Has Come to Address the Reality of Alcohol in America†). Young adults will sneak around if they are not allowed the chance to drink responsibly in a supervised situation. It is no secret that teens drink, so why not just make it legal instead of them taking the risk of trying to hide it? â€Å"Reality is reality and the fact is that 18-20 year olds drink. We need to create a safe and open environment for that reality to take place. † (Henig) Teens do not want to hide it, but if the want to drink they have to, and being supervised is going to result in less binge drinking and engaging in less dangerous activities. The age of 21 treats them and causes to handle things in an untrusting way. How are they ever going to act responsibly if they aren’t trusted? It is argued that lowering the drinking age is only going to create even more dangerous incidents, and that the 21 age minimum is preventing them from happening. â€Å"MLDA 21 helps prevent underage binge drinking. † (â€Å"Drinking Age Pro Con†) Statistics show that â€Å"Binge drinking peaks among 21- to 25-year-olds at 45. 9%, while the binge drinking rates of those aged 12-13, 14-15, 16-17, and 18-20 are 1. 5%, 7. 8%, 19. 4%, and 35. 7% respectively. (â€Å"Results from the 2007 National Survey on Drug Use and Health:National Findings†) If the age limit were change, that would not necessarily raise the percentage, especially if the teens are supervised and being responsible enough. Even if the teens are responsible though, people still think that, â€Å"Lowering the drinking age would make alcohol more accessi ble to teens and increase the amount of binge drinking. † (Dean-Mooney) While the age limit may make it more difficult for them to buy it, teens already have access to alcohol, being 21 or not. It is in their homes, their friends homes, restaurants, and everywhere else they go. Teens are constantly surrounded by alcohol, and there is no stopping them from obtaining it, and being around an adult with it is only going to make it more safe, stopping them from making any destructive decisions. Another reason the limit should be lowered is because there would be an decrease in unsafe activities. There are less traffic accidents with countries who have a Minimum Legal Drinking Age of 18. â€Å"Although the United States increased the MLDA to 21 in 1984, its rate of traffic accidents and fatalities in the 1980s decreased less than that of European countries whose legal drinking ages are lower than 21. (Dee, Evans). That is because allowing them to drink younger where they are supervised is going to stop them from getting in a car. They will have that consent over them to make sure that they do not, but it is not just 18 year olds that are at risk. â€Å"In 2009, the 21- to 24-year-old age group had the highest percentage of drivers in fatal crashes with blood-al cohol concentration (BAC) levels of . 08 or higher – 35 percent. † (Asch, Levy). Anyone who drinks is at risk, whether you’re a new drinker, or you have been drinking your whole life. If anyone is at risk, then why is lowering the drinking age raising so many problems? With lowering the drinking age, it is proposed that the right to drink needs to be a higher age due to the dangers posed by drinking. â€Å"100 of the 102 analyses (98%) in a 2002 meta-study of the legal drinking age and traffic accidents found higher legal drinking ages associated with lower rates of traffic accidents. † (Wagenaar, Toomey). This is a major proponent for why the age limit should remain at 21, but again, anyone is in danger of an accident if they drink and drive. While an older aged person may be more experienced with alcohol and with driving, all the same risks still remain. Underage drinking is also said to be more linked to risky behavior and injury. According to the U. S. Surgeon General, â€Å"About 5,000 kids under 21 die every year as a result of underage drinking – from crashes, homicides, and suicides. † (â€Å"Did You Know? Dangers of Teen Drinking†) It has actually been proven though, that alcohol is not statistically rates of homicides or suicides, despite claims that lowering the legal drinking age to 18 would increase suicide and criminal activities by adolescents. Evidence proves to show that the Minimum Legal Drinking Age should be lowered to the age of 18 because 18 is the age of adults, young adults drinking in a controlled manner, and a decrease in unsafe drinking activities. Lowering the drinking age is definitely something that should be considered. The issues that come with lowering the age limit may be evident but being in control of these issues will help the success of passing this new law.

Banyan Tree Branding the Intangible

Strategic Drift in RIM Research In Motion (RIM) is a company that has suffered from strategic drift. The essential problem created by RIM only focused upon their current technology, without evaluating the rapid changing among the competitors Apple and Android were using. RIM has simply made incremental changes to the same product which has not met the change in customers' needs (Dwyer and Edwards, 2008). The leaders at RIM are overestimated the BlackBerry's advantages, while Apple and Android roducts developed the use of apps, better operating systems, hardware and usability.The RIM BlackBerry phones have seemingly fallen behind this environmental change (Guman, 2012). It had caused shareholders angry and 11% shared drop as a senior RIM employee wrote an open letter to the Co-CEO's urging them for citing the company lacked of focusing the market change and fail to improving the business. It is evident that the leaders are entirely responsible for revolutionary change in RIM. In 2012, the revolutionary changing in the two dual CEOs Mike Lazard and Jim Balsillie had been stepped down and replaced by Thorsten Heins.Heins made a substantial changes to the company's leadership team. John & Katulis (2007) suggest that there are many fallings that could cause business decline or strategic drift and one of the main points they highlight is a lack of marketing skill, which could attributed to the leaders. Eden (1998) offers the idea that a loss of external confidence and reputation could be caused by strategic drift and in the case of RIM these marketing errors have certainly affected their reputation. Banyan Tree Branding the Intangible Banyan Tree Branding the Intangible Abstract Banyan Tree Hotels and Resorts had become a leading player in the luxury resorts and spa market in Asia. As part of its growth strategy, Banyan Tree had launched new brands and brand extensions that included resorts, spas, retail outlets, and even museum shops. Now, the company had to contemplate how to manage its brand portfolio and expand its business while preserving the distinctive identity and strong brand image of Banyan Tree, its flagship brand. Case Questions 1. What are the main factors that contributed to Banyan Tree’s success? 2. Evaluate Banyan Tree’s brand positioning and communications strategies. Can Banyan Tree maintain its unique positioning in an increasingly overcrowded resorts market? 3. Discuss whether the brand portfolio of Banyan Tree, Angsana, Colours of Angsana, and Allamanda, as well as the product portfolio of beach resorts and city hotels, spas, galleries, and museum shops fit as a family. What are your recommendations to Banyan Tree for managing these brands and products in future? Discussion of Case Questions 1. What are the main factors that contributed to Banyan Tree’s success? Banyan Tree’s success might be attributed to an verall well designed and executed external and internal marketing program, and in particular: †¢ Choice of target segment †¢ Positioning and branding strategy †¢ Product/service design and delivery †¢ Aggressive internal marketing †¢ Winning the support of local communities and public interest groups †¢ Pioneer status : first mover advantage †¢ Pro-environmental business practices Choice of target segment The large price gap in the luxury resorts market meant that middle upper class consumers must either stretch to pay for ultra luxurious resorts such as Aman, or settle for resorts, though luxurious, are catered to he masses. Ho recognized the business opportunity presented by the gap in the resorts market: there was room for something pricier and more exclusive that would better cater to these middle upper class consumers, who had better spending power than had the average consumer in the mass market, and would be able to afford and willing to pay for a more exclusive premium service offering. Moreover, as a result of today’s generally more hectic and stressful lifestyles, many well-to-do couples would appreciate Banyan Tree’s value proposition of a memorable, romantic holiday experience that would oth provide relaxation and create quality time for them to spend quiet moments together. Positioning and branding strategy Although Banyan Tree’s service offering was unique when it was first launched, this would not be a sustainable competitive advantage, as most tangible products could be easily copied by competitors. Establishing a strong service brand, however, would serve to distinguish Banyan Tree from competitors when they do jump on the bandwagon. Positioning as a sanctuary for romance and intimacy was well thought out, these being timeless attributes valued by many couples. A clear brand promise of romance and intimacy, which the company consistently delivered, also helped it achieve a clear and distinctive market position. That the company consistently delivered on its promise further reinforced what Banyan Tree stood for in the minds of its customers, thereby building both brand loyalty and emotional bonds. Product/service design and delivery The luxurious villas and distinctive native settings provided an excellent backdrop for guests to create memorable holiday experiences. Service employees were warm, sincere, and respectful; knew guests by their names; and emembered their preferences. Such personalized service delivery warmed guests, and helped them feel comfortable and relaxed, contributing to the entire customer experience. This was further enhanced by the feel-good factor that guests’ patronage helped to contribute to various social and environmental causes. Repeat patronage was also encouraged by the different services offered at differ ent locations, which gave satisfied guests an added incentive to visit Banyan Tree resorts around the world, to experience authentic flavors and practices of various local communities. As employees were given freedom to decorate the illas and in serving guests, even regular guests of a particular resort would have a different experience and may be pleasantly surprised every time they checked in. Such practices, together with continual service innovations, kept the Banyan Tree experience fresh and interesting. The whole Banyan Tree experience was engineered to appeal to one’s senses, giving guests a unique value proposition unlike the regular room stays offered by competitors then; such a service feature was also difficult to imitate, and successfully set Banyan Tree apart from other resorts in the market. Satisfied guests not only became loyal customers but lso helped spread positive word-of-mouth, which in turn gained the company new customers. Aggressive internal marketing Generous staff welfare policies created a strong sense of brand ownership among employees, which motivated them to achieve service excellence. Service staff served guests with passion and sincerity that could not be bought or easily copied by competitors. employees may not always provide the standard service across all the resorts nor always similar to that commonly found in five-star establishments in developed countries, their friendly and respectful attitudes towards guests more than made up for it and ctually provide an element of surprise even to the most regular guests. Winning the support of local communities andpublic interest groups The company’s considerable investments in conserving/preserving/promoting the social/cultural/natural environment beyond what was required of the company (without sacrificing on service quality) showed proof of corporate ethics that were driven by the management’s personal values. Such acts projected the Banyan Tree brand as being caring and sincere, consistent with its positioning of a romantic brand. Overall, Banyan Tree was viewed by guests, staff, local communities, and public interest roups as a warm, sincere, caring, ethical, and responsible company. Even when guests wander beyond the resorts’ compounds, the genuine feelings of hospitality and appreciation showed by the local communities at the villages made guests felt welcome and at home, making the entire stay pleasant and memorable. Such service capabilities were extremely difficult for competitors to imitate, requiring lots of investments in time, effort, and money by the firm to gain the trust and respect of both staff and the local community alike. Pioneer status: first mover advantage At a time when clinical spas were the norm, Banyan Tree invested in tropical garden spa pavilions, pioneering the concept of tropical spas and Asian therapeutic massages, a novelty which proved to be popular. Being the first in the market gave them a head start in penetrating the market. The lack of competition in the beginning also helped in consolidating the company’s position in the spa and resorts market. Establishments that were interested in providing similar spa services naturally approached them to establish an outlet in their premises, which helped further promote the concept of tropical garden spas beyond the regional markets. Pro-environment business practices Although being environmentally conscious sometimes resulted in costlier business decisions, for Banyan Tree, a major part of the resorts’ attraction was in the natural beauty of the location in which the villas were located. So, it made economic sense to protect and preserve the resorts’ surrounding environment to ensure that it remained an attractive tourist destination in the long run, or as Banyan Tree put it, â€Å"to prevent today’s darling from becoming tomorrow’s has-been. † Such pro-environmental business practices also generated a lot of positive publicity and won the ompany several awards, and these not only helped increase the brand awareness of Banyan Tree but also generated much interest among potential customers. At the same time, the company got the support of various public interest groups, such as environmentalists, and this saved the company from having to deal with any potential trouble that migh t have arisen from their development of the natural habitats of various flora and fauna for business purposes. 2. Evaluate Banyan Tree’s brand positioning andcommunications strategies. Can Banyan Treemaintain its unique positioning in an increasinglyovercrowded resorts market? Brand positioning is timely and appropriate in today’s hectic and stressful lifestyles Banyan Tree was positioned as a sanctuary that offered couples an exclusive romantic and intimate holiday experience. Positioned on such timeless attributes as romance and intimacy between couples, the positioning is timely and appropriate in today’s increasingly hectic and stressful lifestyle, where many couples are busy with their careers and have little time to spend together. Banyan Tree’s offering of an avenue to get away from it all and spend quality time together while relaxing and de-stressing would appear to be valued enefits sought by today’s busy couples. Being the first and only resort to be positioned as such, Banyan Tree occupied a unique position in the luxury resorts market when it first started. Focused promotion efforts with minimal wastage Banyan Tree’s communications program focused mainly on public relations and publicity, and direct marketing through its web site and sales offices that targeted wealthy consumers, with little emphasis on advertising. As advertisements were selectively placed in only high-end travel magazines that targeted the higher income and more sophisticated segment of the market, astage in advertising exposure is minimized. Showcasing the awards and accolades won credibly enhanced the brand’s reputation. Promotion through agents specializing in exclusive holidays adequately exposed Banyan Tree to its target segment of wealthy consumers. Efforts at obtaining and increasing editorial coverage on Banyan Tree both increased brand awareness in the industry and helped to sell the â€Å"Banyan Tree experience† credibly, coming from a neutral third party. Much positive publicity and public interest was generated as a result of the company’s investment in pro-environmental business practices, such as ponsoring various environmental conservation programs and community outreach programs. B esides being viewed as a caring and pro- environmental company, such publicity also drew attention to the natural beauty of the resorts and their environments, which helped the company to advertise its villas. Unique positioning sustainable? Whether Banyan Tree can maintain its unique positioning in the market would depend on how well it can keep its identity distinct and prevent competitors from encroaching into its turf. Generally, the positioning of providing romantic and intimate holiday experiences is not difficult to mitate; so is the concept of individual villas and any tangible offering. But, the overall service experience at Banyan Tree can still be unique, given its location specific service offerings and the uniqueness of the natural environment that Banyan Tree resorts are located. Although service innovations can be copied easily, the personality of a brand is less so, and the same can be said of the attitudes of staff and the local community at the resort destination, as well as the genuine feelings of hospitality shown towards guests. Banyan Tree had tried to appeal to â€Å"the senses,† ocusing on the overall customer experience and working on what the customer will ultimately bring home—memories. Judging from its success so far, it appears that even if competitors come up with similar lower-priced service products, it is unlikely that they would be able to replicate the total Banyan Tree experience so quickly. Perceptual mapping could be used to visualize the market positions of Banyan Tree and its sister brands relative to competitors in the industry. An example of a positioning map with the attributes price level and romantic versus sporty image is shown below: 4. Discuss whether the brand portfolio of BanyanTree, Angsana, and Colours of Angsana, as well asthe product portfolio of beach resorts and city hotels, spas, galleries, and museum shops fit as a family. What are your recommendations to Banyan Tree formanaging these brands and products in future? From luxurious six-star Banyan Tree resorts to small, individual Colours of Angsana branded hotels in exciting locations, these properties were bound together by one central theme: the romance of travel and the beauty of discovering the world. Banyan Tree targeted the higher end of the luxury resorts market Angsana was more mainstream and contemporary, targeting the wider market The Colours of Angsana range of boutique hotels catered specifically to the soft adventure tourism segment, locating in remote and exotic places that cannot justify the premium prices charged by Banyan Tree villas The various brands thus served to cater to different segments of the hotels and resorts industry, made distinct by price and benefits offered. The city hotel was also positioned similarly on romance and intimacy although it additionally catered to business travelers. There is a heavy emphasis on spa, designed to rovide an escape from the hustle and bustle of the city. It also offered various getaway/wedding packages for couples to indulge in romance and intimacy. The various facilities, such as spas and retail outlets, found across Banyan Tree resorts, were also available at Banyan Tree Bangkok. In particular, the hotel had an open-air rooftop lounge, Vertigo, at the top of the building, where guests c ould get a good view of the city; the lounge could also be used to host wedding receptions and other parties. Four broad product lines: accommodation, clubs, spas, and retail outlets Banyan Tree’s products and services could be lassified into essentially four product lines: hotels and resorts, clubs, spas, and retail shops, under various brands and sub-brands. Banyan Tree’s properties and spas could be classified under the business of travel and leisure. The retail shops augmented and helped to extend the overall service experience through the sale of products that consumers might use at home to replicate and remind them of the Banyan Tree experience. Also, the arts and crafts sold at the shops not only served to reinforce Banyan Tree’s brand personality, but also fitted in the travel industry, with the sales of indigenous products that tourists could buy s souvenirs. Achieving branding consistency through management by brand Management of the portfolio by brand would achieve more consistency in branding and positioning, and also make it easier to cross-sell and bundle products, although such an arrangement would require duplication in resources for various functions. Target customer Banyan Tree focused on its target customer segment which was high-end wealthy customers looking for exclusive luxury holidays. Banyan Tree knew exactly which customers they wanted to target and carried out its brand positioning accordingly. Advertisement The advertising was very minimal to maintain exclusivity† and it was carried out in top-of-the-line travel magazines that targeted its preferred customer segment. It never went in for a mass market strategy by selling through wholesale and retail agents. It became so successful and profitable owing to the fact that it ended up knowing its target customers so well, it met their needs better than other giant chains such as Hilton and Shangri-La. Brand Identity -Brand value / ethics / CSR : Environmental fr iendly, preservation of eco system, bio- degradable products, customer focus, -Brand Associations / Personality : Caring, Romance and intimacy, social and sensitive, rivate, cultural and authentic, -Brand Vision – sanctuary for the senses, building a necklace across the world -Brand Positioning (Category, POD, POPs, Value Prop) -POD : Pricing, experience – intimate moments, private pools, spas and art gallery, building memories, romance, CSR, customer involvement(environmental preservation), sense of place (different place -> different experience) -POPS : all attribute of luxury resorts(high service standard, 5 star training -Value Proposition – is ideal for †¦.. provide target market segment because they provide†¦.. better than their competition

International transport Essay Example | Topics and Well Written Essays - 1000 words

International transport - Essay Example So, International transport compliments the human activity of producing products perfectly, and this paper will look at their role in sending garments from manufacturing plants in India to the destinations in Netherlands. Garments, important necessity of people all over the world, are being manufactured from time immemorial as form of cover, protection, style, comfort etc. From casuals to formals, many garments have been manufactured in different parts of the world and one of the best known places for garments manufacturing especially knitted T-shirts is Tiruppur in India. T-shirts manufactured in Tiruppur are marketed throughout the world. â€Å"It is called the Knits Capital of India as it caters to famous brands and retailers from all over the world. Nearly every buyer of knitting in the world comes to Tiruppur†¦ Walmart, Switcher, Diesel, ARMY, Tommy Hilfiger, M&S, FILA, H&M, Pink Lemonade, HTHP, Whale, Reebok† (Wikipedia). After the garments or T-shirts comes out of the manufacturing plants in packed boxes, Tiruppur based logistics companies will take over it, for the shipment process. Logistics companies, contracted by the manufacturers, will have a fleet of vehicles or containers using which only, the packed T-shirts will be transported to the nearest port. Even though India is dotted with many ports on both its coasts, Port Cochin on the western coast is the preferable port for the Tiruppur garment manufacturers. As Cochin is in another Indian state of Kerala, the vehicles from Tiruppur (which is in Tamil Nadu) have to face some practical problems, which can prolong the normal duration of 6 hours. That is, the distance of 109 miles can be covered in 6 hours by the vehicles like the Lorries and vans, but it can get prolonged due to government check posts, other natural and artificial eventualities. As trans-state crossing needs some government

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Comparative employee relations - Case Study Example On top of this, the expanding industrial society was drawing more children, women, immigrants as well as rural workers in to the urban culture. This pool of semi skilled labor as well as unskilled labor started to organize themselves in small groups in order to articulate their plight collectively. This marked the onset of trade unionism. The political dimensions or political orientations of trade unions have always been determined by the nature and type of political regimes existent in their economies all over the world. Due to this reason, many trade unions especially in former colonial states ended up forming themselves into political parties. In other democracies these trade unions concentrated only in their field of specialization and only rarely did they form themselves into political parties. The rise of trade unionism in Britain could be best analyzed on a modernization theory perspective. On the other hand, in order to understand the rise of trade unionism in Kenya, which happens to be a former British colony can only be best understood from a dependency theory perspective. Trade unions both in Britain and in Kenya have a long history of getting overly involved in political affairs. Surprisingly in both countries, there are instances where certain trade unions have turned into political parties and contested for national elections. Trade unions in Kenya have always had a political dimension ever since the struggle for independence from Britain began. Many trade unions were on the front line in advocating for the release of detained freedom fighters and ever since, they have always been very political. Trade unions in both countries have been highly involved in political campaigns, especially for political parties that they consider to be of importance to them. The British labor union was one of the driving forces of bringing the labor party to power. Likewise, the Kenya federation of labor was supportive of bringing the current NARC regime in to power in Kenya. Additionally these trade unions have always been keen on criticizing bad legislation or poor government policies in all sectors of the economy. In almost all countries of the world there is no country where trade unions have failed to conflict with the ruling regimes. This is in no exception to trade unions in Britain and Kenya. Kenya having been a former colony of Britain and given the fact that it is still a member of the commonwealth countries it shares a lot in common with not only Britain but with almost all of the commonweal

Islamic art Essay Example | Topics and Well Written Essays - 2250 words

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'The regulation of enzyme activity is the most most important and Essay

'The regulation of enzyme activity is the most most important and fundamental control for a cell'-Discuss - Essay Example A cell on the other side is the smallest fundamental unit of life (Alberts 79). Within the cell are the cell organelles that are charged with specific roles in driving physiological processes of the body. Most of the physiological processes that take place in the body are initiated at the cellular level, at the same time; the cell operation is linked with the enzymes activity. An example is the process of gene expression in the body. Gene expression is the sequential transformation of a trait from the molecular level to phonotypical stage. It usually starts with the replication of the DNA (deoxyribonucleic Acid) (Hill 84). The replication of the DNA is enzyme catalyzed and the process continues to the transcription of the DNA to RNA (Ribonucleic Acid) which then gives the amino acid and is finally translated to proteins that manifests themselves phenotypically (Alberts 102). In the sequence of gene expression, the cell is charged with the responsi679114bility of determining what enzymes are to be produced and in what quantity. It is the responsibility of the cell to determine what enzyme is required in the body depending on the type of substrate that is present in the body. The situation shows how intimate the two work in enabling the body physiological processes to proceed without a halt. The alternative synthesis and degradation of the enzymes is referred to as the turnover number, this turnover number is dependant on the need of the enzymes in the cell and is regulated by the cell (Hill 166). Increasing the amount of the enzymes in the cell can be done by the cell in two way; elevating the synthesis rate of the enzymes or by slowing the rate of the enzyme degradation. The cell in this case has the role to regulate the enzyme content in it which is a stringent exercise owing to the fact that there are millions of enzymes in the body each effecting a unique role probably at the same time and has to be

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