Stock Market Essay Example Pdf - Free Essay Example

Sample details Pages: 8 Words: 2337 Downloads: 2 Date added: 2017/06/26 Category Business Essay Type Critical essay Did you like this example? Critically discuss the various modes of entry for which an organisation can internationalise their operations. Is there one mode that is preferred above others? International expansion is one of the key strategic devices available to any firm looking to grow its operations. However, once the decision to internationalise has been arrived at, organizations have at their disposal numerous options in terms of mode of entry. Don’t waste time! Our writers will create an original "Stock Market Essay Example Pdf" essay for you Create order Each of these strategies offers advantages and drawbacks in regards to the opportunity for the firm to realise transaction savings, enhanced market access and returns, and improved level of control (Sitken and Bowen, 2010). This paper critically appraises the key choices available to businesses seeking to expand globally. Following an empirical comparison of the costs and benefits of these approaches, and drawing on the key theoretical framework in the international business literature (OLI eclectic paradigm), the paper seeks to identify whether one mode of entry is preferred above others. In examining both the international business literature and the empirical movements of internationalising firms, it is clear that the number of options open to globally expanding businesses is myriad (Hennart, 2001). It is worthwhile, therefore to provide an overview of the principal benefits and drawbacks of those options. Table 1 demonstrates that in making their decision, internationali sing firms must balance a number of possible gains and losses. Table 1: Key modes of entry to foreign markets, costs and benefits Mode of entry Costs Benefits Exporting an existing product or service Transaction costs may be high. Trade and tariff barriers may exist Firm may realise economies of location and experience International franchising or licensing Limited control over overseas product/service quality. Limited capacity for international strategic coordination Relatively low risk since the business model has already been tested in a market. Turnkey contracts Long term market presence is limited Opportunity to realise process technology returns in economies with limited experience of Foreign Direct Investment Horizontal acquisition Relatively high risk, particularly in relation to cultural differences Capacity for international strategic coordination Firms can realise economies of experience and location. Technology/patents are protected Joint Ventures/Strategic alliances Firm loses control over quality and technology. Costs of development and other risks are shared with the collaborative partner. Internationalising firm can access the localised knowledge of its partner. In the modern globalised economy, the most popular international activity of producing firms is exporting (Buckley, 2009). Although there is some scholarly debate regarding the extent to which exporting activity can truly be deemed ‘internationalisation (Cantwell, 1992), sending goods abroad for sale in overseas markets seems to be the preferred way for businesses to enter foreign markets, and it can often provide a foretaste or capability building for those seeking physical international expansion at some point in the future (Chang, 1995). This mode of entry is particularly useful for businesses that are lacking in financial and other resources necessary for physical location overseas, and for this reason, it is a particularly popular internationalisation activity of small and medium-sized enterprises (SMEs) (Lu and Beamish, 2006; Coviello and McAuley, 1999). For these firms, as well as their larger counterparts, the key benefit of exporting home-produced goods i s often that the costs of setting up a new, wholly owned plant abroad – which are often substantial, and subject to significant regulation – can be avoided (Welch, Benito and Petersen, 2007). Firms that take a longer-term strategic view and have access to the necessary resources, do, however, often find that the costs of production are cheaper overseas, particularly if the internationalising firm is based in the West and relocates to the Far East or Indian subcontinent (Argawal and Ramaswami, 2002). Nevertheless, exporting firms can realise substantial economies of both location and experience through the boost to their global sales volume offered by a new exporting activity. In spite of the opportunity to reduce costs in this way, there are other costs associated with exporting. The firm will likely face trade barriers that vary depending on the laws and regulations governing the target market; these are usually in the form of tariffs, but may take other forms, such as caps (Hill, 2010). Incurring such costs will increase the expense associated with exporting. Extensive government regulation such as the import tariffs just mentioned can hinder the level of Foreign Direct Investment (FDI) attracted to an economy, and in these instances, it is often preferable for the home firm to involve itself in what is known as a turnkey contract, rather than in exporting activity (Hill, 2010). Turnkey contracts refer to projects in which two or more firms provide resources to establish a production facility. Typically, such contracts are entered into when the home firm possesses specific knowledge relating to the production of the good, but a collaborating partner, or contractor is needed to input the technological capital, market knowledge or some other resource specific to the host nation (Sitkin and Bowen, 2010). The ability to bypass trade barriers is thus the major benefit of these collaborative projects; furthermore, the internationalis ing firm has access to the expertise of the host partner. Despite these advantages, there are some drawbacks to this mode of entry. In allowing the host firm access to its own capabilities, the internationalising firm may inadvertently be creating a competitor once the contract comes to a conclusion (Sitkin and Bowen, 2010). To combat this drawback, a longer-term partnership may be necessary, and the key devices for these are licenses and franchising agreements (Hill, 2010). While these two methods of foreign entry are distinct in terms of contractual format, they do share commonalities in terms of nature, and as such, are considered together here. A licensing arrangement is an agreement through which the firm in the host country is granted the rights to produce or offer a product in return for payments of a regular royalty. Franchising involves a similar agreement, although the terms of the contract are often shorter, and the arrangement typically involves a service instea d of a product. As with turnkey projects and exporting arrangements, such agreements enable the internationalising business to avoid the risks and costs associated with the physical establishment of a plant in an overseas market (Doherty, 2007). This also enables the business to gain a foothold in several international markets simultaneously, so that this mode of entry is particularly attractive for businesses seeking to expand quickly (Sitkin and Bowen, 2010). On the other hand, by extending the license to produce its product or offer its services to an overseas, unrelated firm, the host company correspondingly relinquishes control of its strategic development, marketing and sales activities, and, importantly, reputation. This is a crucial disadvantage for retail and other service-oriented companies in particular, for their customers are unable to cognitively perceive ownership differences among franchised entities and typically demand the same level of service from all branc hes operating under identical titular umbrellas (Doherty, 2007). Until now, the foreign market entry modes that have been considered have been distal in terms of the relationship between the home and the host country. The remaining two methods of entry differ in that they do involve the physical establishment of the internationalising firm in the host country. A firm utilising a horizontal acquisitional strategy procures a company that already exists in its target market, typically by purchasing the firms shares, stocks or assets (DePamphilis, 2009). Acquisitions may be either friendly or hostile. A friendly acquisition involves the presentation of offers and counter offers among the executives of the bidding and target organization, while a hostile acquisition, known as a takeover, occurs in spite of the wishes of the target firm. There are considerable advantages associated with an expansionary strategy pursued through acquisitions. Primarily, the internationalising fi rm is able to achieve economies of scales, â€Å"whereby long-run average total costs falls as the quantity of output increases† (Mankiw, 2011: p. 272). With the purchase of an existing operation comes its bundle of resources, including its technology, inventory, manpower and human capital. The addition of these assets to those already held by the home company enables the firm to boost both its output, and its efficiency, which in turn, lowers per-unit costs (Hill, 2010). The internationalising company is also, through this method, able to acquire the proprietary rights to the goods produced by the acquired firm. This serves as a unique benefit for it is likely that the products that are produced by the acquired firm are already settled in the foreign market. Thus, such an acquisition is an effective means for the internationalising firm to gain a foothold in a foreign market which is likely to be unfamiliar to them (DePamphilis, 2009). In addition, the acquiring compa ny can develop its technical know-how through the procurement of the proprietary information, and the local human capital (for instance in operations management, research and development, or distribution) that would be otherwise difficult to come by on the open market (Hill, 2010). In business parlance, this is known as knowledge transfer and it is known to be a major driver of innovation, performance and growth (Sitkin and Bowen, 2010). Yet mergers and acquisitions are known to be complicated, drawn out affairs (DePamphilis, 2009). As well as the resistance that is often met from shareholders, employees and, even, at times, the government, the accounting, legal and taxation requirements of acquisitions can be extremely onerous. Any firm wishing to enter a foreign market using this strategy will need to hire experts in the local regulations, which can substantially increase costs. Relatedly, appraising the value of the target firm can often prove difficult and will involve the use of lawyers, corporate intelligence investigators, accountants and other consultants. These experts are particularly necessary when the takeover is hostile (DePamphilis, 2009). These costs are largely avoided by internationalising firms that opt instead to start a joint venture with a similarly minded entity based in the target foreign market. A joint venture is a new firm established by two or more parties (Hill, 2010), and it offers considerable advantages, principal of which is the ability of each partner to â€Å"absorb the skills of the other† (Hamel, Doz and Prahalad, 1989: p. 134). As suggested by the resource based view of the firm, (Wernerfelt, 1984), competitiveness and overall business success generally accrues to those firms that, relative to others, are able to capitalise on their resources or skills in a given market. Through a joint venture, collaborating parties are able access the resources and capital (social, financial, and human) of the oth er. One contemporary example of this is given by Costa Coffee China, which is a joint venture between a UK based corporation, Costa Coffee, and two Chinese firms, Yueda South Holdings and Hualian Group (Swan, 2012). In a case study offered by Swan (2012), it is theorised that Costa entered into this partnership instead of going it alone (as, for example, its American competitor, Starbucks does in China), because Costa wanted to capitalise on the knowledge of the local, embryonic coffee market held by those firms, and the opportunity for assistance in navigating the considerable red tape facing businesses in China. As with franchising, however, there is some relinquishment of control, and the success of joint ventures is inextricably linked to the ability of partners to overcome cultural differences. Indeed, it has been estimated that the failure rates of joint ventures due to cultural misunderstandings is as high as 90 per cent (Sitkin and Bowen, 2010). To summarise then, t here are a myriad of options open to businesses seeking to internationalise. But, is any one mode preferred above all others? Considered in a decontextualised way, the fact that each mode has both drawbacks and advantages (see table 1) would suggest that no one method is favourable. However, no decision is entered into in a vacuum and several theories have been advanced to predict the optimal choice for firms. Chief of these is John Dunnings OLI Eclectic Paradigm model (Hill, 2010). In this model, mode of entry is dependent on the ownership benefits (O), location benefits (L) and internalisation benefits (I) of each option. Applied to the various options available to internationalising firms, a preferred mode of entry may indeed be identified. For instance, businesses that are less able to transfer their ownership benefits (such as their brand name) to the host nation would do well to choose a joint venture over an acquisitional strategy, while businesses that appraise few adv antages to locating overseas are likely to opt for distal strategies, such as exporting, or licensing. References Argawal, S. and Ramaswami, S. (2002). Choice of Foreign Market Entry Mode. Impact of Ownership, Location and Internalization Factors. Journal of International Business Studies 23 (1), pp. 1-15 Buckley, P.J. (2009). Internationalization thinking: From the multinational enterprise to the global factory. International Business Review 18 (3), pp. 224-235 Cantwell, J. (1992). A Survey of Theories of International Production. In Pitelis, C. and R. Sugden. The Nature of the Transnational Firm. London: Routledge Chang, S. J. (1995). International Expansion Strategy of Japanese Firms: Capability Building Through Sequential Entry. Academy of Management Journal, 38(2), pp. 383-407 Coviello, N. E., McAuley, A. (1999). Internationalisation and The Smaller Firm: A Review Of Contemporary Empirical Research. Management International Review 39(3), pp. 223-256 DePamphilis, D.D. (2009). Mergers, Acquisitions and Other Restructuring Activities. Burlington, MA: The Academic Press D oherty, A. M. (2007). The Internationalization of Retailing: Factors Influencing the Choice of Franchising as a Market Entry Strategy. International Journal of Service Industry Management, 18(2), pp. 184-205 Hennart, J-F. (2001). Theories of the Multinational Enterprise. In Rugman A. M. and T. L. Brewer (eds.) (2001) The Oxford Handbook of International Business. Oxford: Oxford University Press Hamel, G., Doz, Y.L. and Prajala, C.K. (1989). Collaborate with your competitors and win. Harvard Business Review, pp. 133-139 Hill, C.W.L. (2010). International Business: Competing in the Global Marketplace. London: McGraw-Hill Lu, J. W., Beamish, P. W. (2006). SME Internationalization And Performance: Growth vs. Profitability. Journal of International Entrepreneurship, 4(1), pp. 27-48 Mankiw, N.G. (2011). Principles of Economics. Mason, Ohio: Thomson South-Western Sitkin, A. and Bowen, N. (2010). International Business: Challenges and Choices. Oxford: Oxford University Pr ess Swan, K. (2012). Interdisciplinary Approaches to Product Design, Innovation, and Branding in International Marketing. London: Emerald Welch, L. Benito, G. and Petersen, B. (2007) Foreign Operation Methods: Theory, Analysis, Strategy. Cheltenham: Edward Elgar Wernerfelt, B. (1984). The Resource Based View of the Firm. Strategic Management Journal 5(2), pp. 171-180

Selfishness Explored in The Great Gatsby and The Grapes of...

From a young age, our parents teach us to be grateful for what we have. However, as human beings and Americans, we * find it difficult to be content with what we consider â€Å"less.† Much of the American Dream revolves around success, and in general, the more you have, whether it is money, possessions, or relationships, the more successful you are. The American value of achievement often results in selfishness, once described by William E. Gladstone as â€Å"the greatest curse of the human race† (William E. Gladstone quotes, 2010). Collectively, The Great Gatsby and The Grapes of Wrath demonstrate how selfishness breaks society, affecting both the individual as well as those around him, and how selflessness repairs it. Loneliness results from†¦show more content†¦*** His connection with his family is weak, and he has few friends. Nick sums up Gatsby’s lamentable fate with this observation from the funeral, â€Å"The minister glanced several times at his watch, so I took him aside and asked him to wait for half an hour. But it wasn’t any use. Nobody came† (Fitzgerald, 1925). Selfishness rarely results in the outcome we desire and oftentimes leaves us alone with our sorrows and lost hopes. More devastating than just affecting the individual, selfishness breaks up families. In The Grapes of Wrath, Connie and Rose of Sharon, a young and vibrant couple, have high hopes for their future together. While * nothing is wrong with having dreams, the couple refuses to acknowledge the reality of their family’s dire situation. Throughout their journey to California, Connie and Rose of Sharon selfishly fantasize about what their life will be like, and they naà ¯vely believe * their lives will turn around very soon. Connie confidently remarks that he is going to study and start making $3 a day, and Rose of Sharon is steadfast that * she will give birth in a nice cozy house. Even Pa says that Connie is â€Å"all the time a-sayin’ what he’s a-gonna do. Never doin’ nothin’† (Steinbeck, 1967). In the meantime, Ma struggles to feed the family and get them all safely to California in hopes of finding work that will even pay a few pennies. Besides this, Connie seems to feel no obligation towards his pregnant

Zenith of Islamic Art and Architecture in Iran Free Essays

VISUAL ART OF PERSIA BY: KHUSHBOO MEHBOOB course title: ZENITH OF ISLAMIC ART ARCHITECTURE IN IRAN 1. Painting 2. Miniature 3. We will write a custom essay sample on Zenith of Islamic Art and Architecture in Iran or any similar topic only for you Order Now Calligraphy ? 1. 2. Painting Miniature Nushirvan Eating Food Brought by the Sons of Mahbud: Folio from the Shahnama (Book of Kings), Ilkhanid period (1206–1353), 1330s Iran, Tabriz Ink, opaque watercolor, and gold on paper Nushirvan Receives Mihras, Envoy of Caesar: Folio from the Shahnama (Book of Kings), Ilkhanid period (1206–1353), ca. 1300–1330 Iran or Iraq Ink, opaque watercolor, and gold on paper Kamal-od-Din Behzad Of Herat School, â€Å"Khamseh Nezami† Baysunghur’s_Shahname †¢ Garden Scene, Aq Quyunlu period (1396–1508), ca. 1430 Iran, possibly Tabriz Opaque watercolor and gold on undyed silk Khusraw being cared for by Shirin, Safavid miniature painting, Iran, 17th century Allegory of Worldly and Otherworldly Drunkenness: Folio from the Divan (Collected Poems) of Hafiz, Safavid period (1501–1722), ca. 1531–33 Sultan Muhammad (Iranian, active first half of 16th century) Iran, Tabriz Opaque watercolor, ink, and gold on paper Saki by Reza Abbasi from the Moraqqa’ e Prince Muhammad-Beik by Reza Abbasi Golshan 1609 Golestan Palace Mollahs in the presence of Nasser-ed-Din Shah Qajar, Iran Fat‘? -‘Ali Shah Qajar, in 1798 3. Calligraphy A Calligraphic Panel in Nastaliq Script. Iran. Dated 1021 AH / 1612 AD. Signed Ahmad Al-Hosseini Qur’an of Ibrahim Sultan, dated 1427; Timurid Iran (Shiraz) Ink, colors, and gold on paper An Illuminated Quran, Iran. Dated 734 AH / 1333 -1334 AD. Mir Emad Hassani (1554 – 1615) Nizam Ganjavi’s Khamsa. Iran. Dated 875 AH / 1471 AD. Book of Prayers, commissioned by Fath ‘Ali Shah Persia, Qajar, 19th century, Arabic text in naskh script within gold clouds, interlinear Persian translation; lacquer binding with gold floral design Octagonal Qur’an Case, Persia, Qajar, 19th century, decorated with calligraphic Qur’anic inscriptions and prayers Lacquer Pen-box, signed by Muhammad al-Sultani, Persia, probably Isfahan, Safavid, 17th century, cartouches containing inscriptions in nastaliq script, and decorated with gold foliate motifs Stand for a Qur’an manuscript, Muzzafarid period (1314–93), dated a. h. 761 / a. d. 1360 Made by Hasan ibn Sulaiman al-Isfahani Iran or Central Asia Wood (teak); carved, painted, inlaid THREE SAMANID CALLIGRAPHIC POTTERY BOWLS NISHAPUR, EASTERN IRAN, 10TH CENTURY Each with brown slip painted decoration around the cavetto over white ground, one ‘signed’ Ahmad in its centre and inscribed baraka wa yumn wa surur wa sa(‘a)da wa sala(ma), one with stylized bird in its centre 9 7/8in. (25. 3cm. ) diam. (max. ) (3) Mihrab (prayer niche), Ilkhanid period (1206–1353), a. . 755 / a. d. 1354– 55 Iran, Isfahan Mosaic of polychrome-glazed cut tiles on stonepaste body; set into mortar Safavid Cut Steel Panel. Iran. Late 10th century AH / 16th century AD Illustrated A Pair of Antique Persian Isfahan Qalamkar Blocked Print Painting in the Center with Persian Calligraphy at top Wall Hanging Carton. Qajar Dynasty iranian calligraphy on coins Helmet, late 15th century; A Silver Inlaid Brass Bowl. West Iran. 8th century AH / 14th Century AD Casket, brass with inlaid gold and silver, Iran, 1300-1350 Thanks How to cite Zenith of Islamic Art and Architecture in Iran, Papers

Cleopatra Essay Research Paper Cleopatra was an free essay sample

Cleopatra Essay, Research Paper Cleopatra was an intelligent, political, savoury and ambitious adult female who changed the history of Egypt. A immature adult female who was thrust early into the violent and tolerant political relations of a worsening land. Her stragedy involved the seduction of Julius Caesar succeeded by an intense love matter with Mark Antony. She remains as one of histories most powerful and absorbing swayers. Alexander the Great died suddenly in Babylon. His Macedonian Generals all raced to acquire his land. His solider Ptolemy wanted two things the organic structure of Alexander and Egypt. He wanted Egypt because it was the richest topographic point of all Alexander s conquerings. He wanted Alexander s organic structure because he believed it would convey a new God to him and many extraordinary powers to the antediluvian land where he shortly would govern. Ptolemy got the land he desired and became Pharaohs with all the ancient rights and privileges that came with the responsibility. He besides gained the capital Alexandria, which so was one of the greatest metropoliss to have. The Geografer Strabo wrote about the metropolis Alexandia and the great benefit it had. The whole metropolis is crossed by streets broad plenty for Equus caballuss and passenger cars, and crossing at right angles are two really broad streets, being more than 30 metres in comprehensiveness. The metropolis has magnificent public topographic points and edifices and royal castles that cover a one-fourth, even a tierce of the entire metropolis country. Each male monarch, merely as he adds decorations to public edifices, besides builds a castle of his ain to fall in those already at that place. And all are connected to the seaport, even those beyond the seaport walls. Besides organizing portion of the castle one-fourth is the sema, the enclosure incorporating the grave of Alexander and those of the male monarchs in another word the metropolis is full of dedications and sanctuaries. The secondary school is the most beautiful edifice, with a colonnade about 175 meters in length. In the center of the metropolis are the jurisprudence tribunals and unfastened Grovess. There is bes ides the Paneum, an unreal conical hill with coiling stairss traveling unit of ammunition it. From the top, the whole fantastic metropolis spreads out below ( Foss, pg. 36 ) The great general was known as Ptolemy Soter, intending Jesus. The names kept within the household were Ptolemy ( for males ) , Arsinoe, Berenice and Cleopatra. For 100s of old ages they kept the Ptolemies in regulation because of matrimonies between brothers and sisters. Cleopatra s male parent was Ptolemy XII Neos Dionusos. He started governing in 80 BC. Cleopatra s female parent was Cleopatra V Tryphaena. Cipher knows if Cleopatra V Tryphaena is Cleopatras female parent because after the birth of Cleopatra in 68 BC her female parent either died or disappeared. Cleopatra was born in Alexandria in the winter of 69 or 68 BC. She was born in one of the Ptolemies epicurean flats. The ground Cleopatra has her name is because she was her male parent s glorification and that is what Cleopatra means. Cleopatras heritage were Grecian Barbarians. Some of her heritage consisted of Iranian blood. Cleopatra was of assorted blood which conculted to her dark skin color. Which is why some people r efered to her as a itinerant ( connoting to her dark tegument ) . That meant that she was non Egyptian. Cleopatra was a knowing, intelligent individual. For centuries there was an old plan that taught Pharaoh girls course of study of math, doctrine, uranology and maestro military scheme. Cleopatra was taught the same instruction boys recived. Cleopatra was taught and spoke many linguistic communications such as Greek, Aethiopian, Troglodytes, Hebrew, Arabian, Syrian, Medes and Parthian. Some say she was excellently superb and beautiful in her apperence every bit good as her power of head. Plutarch describes in his notes of Cleopatra being beautiful in organic structure every bit good as head Her existent beauty was non in itself so singular ; it was the impact of her spirit that was resistless. The attractive force of her individual, joined with the appeal of her conversation and the characteristic intelligence of all that she did, was capturing. It was delight simply to hear the sound of her voice. As if this were an instrument of many strings, she could go through from one linguistic communication to another. ( Foss, pg. 82 ) Cleopatra had many siblings. She had two older sisters named Cleopatra VI and Berenice IV, which became her challengers because they besides had the opportunity to take the throne. She besides had two younger brothers and one younger sister named Arisione IV, Ptolemy XIII and Ptolemy XIV. Before Ptolemy XII ( Cleopatra s father ) died he made a will bespeaking that he wanted Cleopatra and her brother Ptolemy XIII inheritor of the throne when he passed off. Ptolemy XIII and Cleopatra were brother and sister Loving Supreme beings intending they had to get married each other to maintain the royalty in the household. Cleopatra 18 married the immature, 10 twelvemonth old Ptolemy XIII. The matrimony made Cleopatra Queen of Egypt and Ptolemy XIII King. Ptolemy was appointed with council work forces to steer him through jobs if he should confront any. Cleopatra and Ptolemy ruled jointly, although Cleopatra posesed most of the power because she was older and more advanced. In 50 BC the season al inundation of the Nile River was low, doing drouth and dearth. Many people left in hunt of new H2O, Cleopatra left from the countryside and fled to Alexandria. In 48 BC Cleopatra was throwen out of the castle by Ptolemy XIII whose advisers despised her. She built her ain ground forces outside of Alexandria. Due to Ptolemy and his advisers Cleopatra was enraged and Civil war was on its manner. Julius Caesar wrote why Cleopatra was thrown out of the castle. through the male monarchs friends and relations, fastened the incrimination on Cleopatra as the senior of the co-rulers and the ascendant figure in Government. By the terminal of 49 BC the sentiment of the people of Alexandria had turned against her and she was driven from the capital. ( Foss, pg. 74 ) Julius Caesar was a great Roman vanquisher, so each Cleopatra and Ptolemy XII wanted him on their side. Cleopatra wanted to run into with Caesar so she could suduce him and hold him be on her side, but the inquiry was how. Cleopatra smuggled herself into a carpet to acquire to Caesar. She had to make this without the guards seeing her because if Ptolemy XIII knew Cleopatra was traveling to see Caesar he would hold had her killed. Cleopatra did stop up suducing Caesar and they spent the dark together. The following forenoon Ptolemy went to speak to Caesar and found Cleopatra by his side. The Alexandrine War started between Cleopatra and Ptolemy XII with Caesar taking Cleopatra s ground forces. Ptolemy XII realized Caesar was much more skilled so himself so he decided to give up. Later it was heard that he drowned seeking to get away the metropolis in fright of Caesar. An unknown enemy of Cleopatra and Caesar describes the fatel incident of Ptolemy get awaying the Alexandrine War. Then the Alexandrines struggled to get away and threw themselves over the bank near the river. The first groups tumbled into a ditch and were trampled under the pess of others behind. The male monarch got off in a boat, but so many runawaies crowded aboard that the boat sank and he was drowned. ( Foss, pg. 87 ) When Ptolemy XIII died Cleopatra had to get married her brother named Ptolemy XIV. He was 12 old ages old and Cleopatra was 22 old ages old. Cleopatra one time once more claimed the throne and besides had power over Ptolemy XIV. Cleopatra became pregnant while taking a sail on the Nile River with Caesar. Cleopartra had her boy in June 47 BC. She named him Ptolemy XV Caesar. Most people referred to him as Caesarian. Priests thought that Cae sarian had been fathered from the God Amon-Re, besides known as the infant God Horus-Eros. In 46 BC Cleopatra went to Rome with Ptolemy XIV and Caesarian, so she could remain with Caesar. They stayed for 2 old ages at the Villa outside of Rome across the Tiber River, as Caesar s invitees. While she was gone she tested Rome s Society to see how Rome would respond to her absence. Caesar did non desire to get married Cleopatra for political and cultural grounds. For illustration he was non in the Ptolimies household which meant he was non able to get married Cleopatra and he was non the same civilization. Caesar was assassinated on March 15, 44 BC. That twenty-four hours he was traveling to be appointed king from Antony. He was killed because people thought he was deriving excessively much power. Cleopatra left the Italian capital and headed back to Alexandria. At first, she didn Ts know if she should remain in the Italian capital or to travel back to Alexandria. She decided to travel t o Alexandria because that was her metropolis and the Italian capital was Caesars metropolis. Cleopatra was fixing to travel back to Alexandria before Caesar died. When she went back she had to confront the Nile drouth, dearth and disease. She made had to do difficult determinations about labour and green goods. Administrators started to set excess dues on workers who did agricultural work outside of the metropolis. Cleopatra declared that the workers did non hold excess dues. Few months after Cleopatra s return her brother hubby Ptolemy XIV disappeared. Later it was found that he was poisoned. Some people suspect Cleopatra murdered Ptolemy XIV because she didn t want him to hold control over her. Cleopatra so married her boy Caesarion. The Egyptians liked the thought of the matrimony every bit good as Cleopatra did. Cleopatra particularly liked the thought of get marrieding her boy because he was half Roman, this placed Celopatra on good footings with the Romans. During that clip Cl eopatra watched all events from a safe position and kept out of everybody s jobs. A adult male of the name of Cassius asked Cleopatra if she could assist him out Cleopatra said she couldn T because of poorness, dearth and disease in her land. In the fall of 42 BC Cleopatra was acquiring a fleet together. Antony a powerful and skilled adult male, was be aftering to go more successful. He wanted to keep a meeting stating evrybody of his program. Antony sent Cleopatra letters so she would go to his meeting he had to state everybody of his program. Cleopatra said no to Antony, she felt that Antonys meeting was unnessisary and she didn t nedd to go to. Antony so sent his friend to state Cleopatra to travel and possibly even threatened her. Finally Ceopatra gave in and went to travel fitting Antony. Shakespeare wrote and described the meeting of Clepatra and Antony. She sailed up the River Cydnus in a flatboat with a crap of gold with purple canvass, her oarsmans stroking the H2O with oars of Ag that kept clip to the music of flutes and pipes and lutings. As for Cleopatra herself, she reclined under a canopy of cloth-of gold, dressed as that Aphrodite we see in pictures, while on either side stood reasonably small Cupids who cooled her with their fans. In her crew were the most beautiful of her adult female clothed as Nereids and Graces, some at the helm, others swerving the tackle and the ropes of the flatboat, out of which came a fantastic Sweet odor of aromas that wafted over the river-banks. A battalion of people raced the riverbank to see her advancement and the metropolis emptied to see her. As the crowds fled off, Antony sat enthroned in the market topographic point to expect the queen. At last, he was left sitting entirely, while the word spread on all sides that Aphrodite had one time to play with Dionysus for the felicity of Asia. ( Foss, pg. 117 ) Cleopatra and Antony had a banquet while Cleopatra let Antony see the heightening portion of her. She showed Antony the side of her that everybody pleasured, her intelligence and sprit. Plato describes Cleopatra and Antonys activieties together. Whether Antony was serious of lighthearted, she knew a manner to delight him, and kept him in her sight dark and twenty-four hours. She played die with him, and drank with him, and hunted with him, and stood watching while he performed his exercising at weaponries. At dark, he would dress like a slave and roll the metropolis, peering into hapless work forces s Windowss, call on the carpeting and doing merriment, and she would travel with him as a maid-servant, taking portion in his adult male jokes, even as he mocked and brawled and sometimes took place blows. But the fact was that the Alexandrians liked this clowning and jolliness, and they played their portion in all these games. They liked Antony with his shots and gags, and used to state that he showed the Romans his tragic mask but kept the comedian for them. ( Foss, pg. 121 ) In the winter of 41 BC Cleopatra and Antony officially were known as lovers. In October 40 BC Antony and Octavian made a trade, with that Rome was split in two parts, Antony got the East and Octavin the West. Octavin was a conquerer who powerful supports. He wanted to hold all the power throgh out Rome, although he merely got the West of Rome. Cleopatra so expected to hold Antony s twins. She named them Cleopatra Selene and Alexander Helios, intending Moon and Sun. In 36 BC Cleopatra gave birth to another kid by Antony, named Ptolemy Philadelphus. He was named after a male monarch who helped Egypt one time earlier. Augustus decided he wanted to travel to war with Cleopattra for Egypt and the topographic point of pharoah. In 32 BC Octavian went to war with Cleopatra. The concluding conflict was in 31 BC in Actium, Greece. Cleopatra and Antony fled to Egypt in fright of Octavian, they knew they could non succed and Octivian would be the winning victor if they stayed in Greece. Octavian waited for a twelvemonth trusting for them to return. Antony and Cleopatra sent payoffs to Octavin stating Cleopatra would do a trade with him if he surrendered. Octavian sent a missive back to Cleopatra merely stating he would do a trade if Cleopatra had Antony killed, and Cleopatra said no. In July Antonys ground forces attacked Octavin and surrendered. Antony heard that Cleopatra had died from the rumour of the town. He killed himself and stabbed a knife in his tummy, believing he had lost his ture love. Cleopatra had Antony carried to the mausoleum so she could pass the last of his life with him, and he died in her weaponries. The mausoleum was a topographic point that Cleopatra had built for herself. Octavin was scared because he didn T want Cleopatra to kill herself, he wanted her to travel through anguish. The twenty-four hours of Cleopatra s decease she went to Antonys grave one last clip, her retainers, in which she desired made her a fasinating full class dinner and bathe d her in expensive exported oils. Cleopatra killed herself with her retainers by her side. Cleopatra was 39 old ages old and take to decease because she couldn t live without her one true love Mark Antony. Cleopatra sent a missive to Octavian stating she wanted to be buried following to Antony. Octavian went to travel cheque on her but it was excessively late She was found dead with her 2 retainers. Some say Cleopatra died because a peasant sent a basket of branchlets to her and in the basket were aps that spot and posioned her, which she wanted. Although Cleopatra faced many battles and adversities in her determined efforts to alter the destiny of the Greek Roman universe, she was adored by her loyal topics. Julius Caesar was strategic and cunning. She relied above all upon her physical presence and the enchantment and captivation that she created. She is marked in history as one of the most celebrated and wise among adult females as she served her dynasty to the acrimonious terminal.