Answer:
Lincoln did not believe he, as the president, had the power under the Constitution to abolish slavery where it already existed. Nor did he want to anger the four slave states that remained in the Union. He also knew that most Northern Democrats were against emancipation.
Explanation:
Answer:
Japan moved to attack the US Navy Pacific Fleet at Pearl Harbor under the premise that war with the United States was inevitable, they wanted to strike first, to deliver a fatal blow to the American Navy that would impede the US from interfering in their conquests and military operations in Southeast Asia. A declaration of war was drafted, but due to delays it was delivered to the US after the attack had started on December 7, 1941. The Japanese planes inflicted terrible damage on the fleet in Hawaii, sunk several important vessels, damaged others, destroyed a hig number of aircraft and killed thousands of sailors. Nevertheless, the attack was not a full success because that day, the American carriers were not anchored at the base in Pearl Harbor, so the operation failed to achieve one of its main goals: to destroy American naval strategic capacity; the era of the aircraft carriers as the main assets of naval power had begun.
Explanation:
The Magna Carta meant that
1) the nobles (the barons) could not be imprisoned without a fair trial (restricting the power of the king to imprison)
2) the king could not raise new taxes without a council of baron's approval (restricting the power of the king to raise new taxes)
Explanation:
The Magna Carta was signed by King of England in June 1215 and was the primary document to inflict legal limits on the king's personal powers. Clause sixty one declared that a committee of twenty 5 barons may meet and overthrow the desire<span> of the king—a serious challenge to John's authority as ruling monarch.
</span>This has been the most<span> concern of the nobles </span>within the<span> years preceding the document </span>as a result of<span> taxes had been raised to fund a war against France. The nobility benefited </span>as a result of<span> the </span>royal charter outlined<span> individual rights and </span>emphasised<span> the role of laws in society. Clause </span>thirty-nine<span> states, </span>for instance<span>, </span>that folks ought to<span> be </span>corrected solely once<span> a ruling by their peers or by the sanctions of the law.</span>
Growing businesses face a range of challenges. As a business grows, different problems and opportunities demand different solutions - what worked a year ago might now be not the best approach. All too often, avoidable mistakes turn what could have been a great business into an also-ran.
Recognising and overcoming the common pitfalls associated with growth is essential if your business is to continue to grow and thrive. Crucially, you need to ensure that the steps you take today don't themselves create additional problems for the future. Effective leadership will help you make the most of the opportunities, creating sustainable growth for the future.
Market research isn't something you do as a one-off when you launch your business. Business conditions change continually, so your market research should be continuous as well. Otherwise you run the risk of making business decisions based on out-of-date information, which can lead to business failure.
Apparently loyal customers can be quick to find alternative suppliers who provide a better deal.
As products (and services) age, sales growth and profit margins get squeezed. Understanding where your products are in their lifecycles can help you work out how to maximise overall profitability. At the same time, you need to invest in innovation to build a stream of new, profitable products to market.
The plan that made sense for you a year ago isn't necessarily right for you now. Market conditions continually change, so you need to revisit and update your business plan regularly. See the page in this guide on keeping up with the market.
As your business grows, your strategy needs to evolve to suit your changed circumstances. For example, your focus is likely to change from winning new customers to building profitable relationships and maximising growth with existing customers. Existing business relationships often have greater potential for profit and can also provide reliable cash flow. Newer relationships may increase turnover, but the profit margins may be lower, which may not be sustainable.
At the same time, every business needs to be alert to new opportunities. There are obvious risks to relying solely on existing customers. Diversifying your customer base spreads those risks.
It's important not to assume that your current success means that you will automatically be able to take advantage of these opportunities. Every major move needs planning in the same way as a new business launch
Watch out for being too opportunistic - ask yourself whether new ideas suit your strengths and your overall vision of where the business is going. Bear in mind that every new development brings with it changing risks. It's worth regularly reviewing the risks you face and developing contingency plans.
.Making the best use of your finances should be a key element in business planning and assessing new opportunities. With limited resources, you may need to pass up promising opportunities if pursuing them would mean starving your core business of essential funding.
Good stock control and effective supplier management tend to become increasingly important as businesses grow. Holdings of obsolete stock may become a problem that needs periodic clearing up.
As your business grows, this approach simply doesn't work. While a short-term crisis is always urgent, it may not matter nearly as much as other things you could be doing. Spending your time soothing an irritated customer might help protect that one relationship - but focusing instead on recruiting the right salesperson could lay the foundations of substantial new sales.
A disciplined approach to management focuses on leading employees, developing your management team and building your business strategy. Instead of treating each problem as a one-off, you develop systems and structures that make it easier to handle in the future.
Responsibilities and tasks can be delegated as your business grows, but without solid management information systems you cannot manage effectively. The larger your business grows, the harder it is to ensure that information is shared and different functions work together effectively. Putting the right infrastructure in place is an essential part of helping your business to grow.
Its B i think
<span>Confucius taught about human behavior, not ideas about God or gods. </span>
