Lutheranism and Calvinism Essay Example | Topics and Well Written Essays - 250 words

Lutheranism and Calvinism - Essay Example Due to his intellectual gifts, Martin Luther was able to pursue studies in the University of Wittenberg and his scholarship, especially in the Bible, helped his progress towards a reformer. In 1517, he was forced to break up with Rome and he dedicated his life to the spreading of reformative ideas. Although Lutheranism and Calvinism outwardly share several commonalities, they both differ from each other in a significant way. In spite of the fact that both these movements emphasized people's sinfulness, lack of free will, and helplessness, rejected good works as means of salvation, accepted only baptism and communion as sacraments etc, the major ideologies of Calvinism were very different from those of Lutheranism. They differed with regard to the concept of predestination, morality and discipline, church organization, etc. Significantly, Calvinism particularly appealed to certain groups and the people of the cities welcomed both Lutheranism and Calvinism. Calvinism, especially, appealed to the learned men and the literate, and it emphasized sobriety, discipline, and communal responsibility. It was more successful in the areas of southern France.

The Discovery of the Structure of DNA Essay Example | Topics and Well Written Essays - 3000 words

The Discovery of the Structure of DNA - Essay Example DNA consists of two strands, each composed of certain sugars and phosphates. The two strands wind around each other in a spiral, much like the two sides of the ladder wind around each other. Linking the two strands together are certain chemical elements called amines or bases arranged in a particular pattern. The rungs of the rubber ladder would be like these chemical links," (Ciccarelli p.252). An understanding of DNA is a fundamental necessity in understanding what it is that makes us who we are. Not the acts which we commit, but really who were imbedded in the core of ourselves. Ultimately, the genetic design of us as human beings is what truly the history book is as it comes to humans and what makes them who they are. Structural DNA is described as, "Some regions of chromosomes remain highly condensed, tightly coiled, and untranscribed throughout the cell cycle. Called constitutive heterochromatin, these portions tend to be localized around the centromere, or located near the ends of the chromosome, at the telomeres," (Johnson p.387). After Rosalind Franklin's use of x-ray technology as it came to DNA, the world would be introduced to two gentlemen by the names of James Watson and Francis Crick. "Learning informally of Franklin's results before they were published in 1953, James Watson and Francis Crick, two young investigators at Cambridge University, quickly worked out a likely structure for the DNA molecule (figure 14.10), which we now know was substantially correct. They analyzed the problem deductively, first building models of the nucleotides, and then trying to assemble the nucleotides into a molecule that matched what was known about the structure of DNA. They tried various possibilities before they finally hit on the idea that the molecule might be a simple double helix, with the bases of two strands pointed inward towards each other, forming base-pairs," Elaborating further that, "In their model, base pairs always consist of purines, which are large, pointing toward pyrimidines, which are small, keeping the diameter of the molecule a constant 2 nanometers. Because the hydrogen bonds can form between the bases in a base-pair, the double helix is stabilized as a duplex DNA molecule composed of two antiparallel strands, one chain running 3' to 5' and the other 5' to 3'. The base pairs are planar (flat) and stack 0.34 nm apart as a result of hydrophobic interactions, contributing to the overall stability of the molecule," (Johnson p.287). "The Watson-Crick model explained why Chargaff had obtained the results he had: in a double helix, adenine forms two hydrogen bonds with thymine, but it will not form hydrogen bonds properly with cytosine. Similarly, guanine forms three hydrogen bonds properly with thymine. Consequently, adenine and thymine will always occur in the same proportions in any DNA molecule, as will guanine and cytosine, because of this base-pairing," (Johnson p.287). Just as any scientist needs to do in order to prove their theory; Crick and Watson set out to do just that. "In late February of 1953, Crick and Watson built a model out of tin established the general structure of DNA. This structure explained all the known chemical properties of DNA, and it opened the door to understanding its biological functions. There have been minor amendments to that first published structure, but its

Public life Essay Example for Free

Public life Essay Early Years When Brown and his family moved to New York, he learned that the pro-slavery forces in Kansas were confrontational. Brown left for Kansas after learning that the families of his adult sons were completely unprotected from any possible attack. He collected funds and weapons along the way and even held an anti-slavery convention in Albany. Despite the stir because of his support for unrest to liberate, Brown still managed to get financial support. He gathered more anti-slavery forces in Ohio. Brown and his forces were going to stop at nothing to stop the pro-slavery actions in Kansas. He believed that the pro-slavery forces, or the Border Ruffians, will eventually become violent themselves. He used this as justification for his disregard for the law. Brown was angered by the violence displayed by the Border Ruffians, and also the political manipulations happening to quell the northern abolitionist movement. Brown learned that his family was to be attacked next by the Border Ruffians and the pro-slavery neighbours squealed about the support that his family was giving him. In May 1856, five pro-slavery settlers were killed by Brown’s men. They were taken from their homes and slashed to death by swords. According to Brown, he did approve of the murder, but he never participated in it. Two of Brown’s sons were captured by Henry Pate, a pro-slavery captain. But Pate was soon captured with twenty-two men. Pate was forced to sign a treaty that exchanges their freedom with the freedom of his two sons. Pate was released, but his sons’ release was to be postponed till September. Pro-slavery forces from Missouri came to Kansas under the command of Major General John Reid. They headed towards Osawatomie, Kansas, determined to crush the abolitionist forces there. Some of Reid’s men killed one of Brown’s sons in the morning of August 30, 1956. Brown was clearly outnumbered by Reid’s pro-slavery forces, but they still defended their posts. They managed to wound 40 and kill 20 of the Reid’s men. Reid ordered his men to retreat into the forest, and Brown’s men managed to capture four of Reid’s men. This display of bravery in that situation that clearly went against him was viewed as an act of heroism by Northern abolitionist forces. Brown was then known by the nickname, Osawatomie Brown. A month later, Brown met Free State leaders in Lawrence to help plan for a possible assault by the pro-slavery forces. Pro-slavery forces from Missouri were engaging attacks in Kansas. Battles ensued, though large damages were nipped in the bud when Kansas governor John Geary called for disarmament and offered clemency to soldiers of both sides. Brown fled from Kansas with his sons to gather more funds and support from the north. Brown travelled eastward to collect more funds. In his travels, he met with many prominent abolitionists like William Lloyd Garrison and Gerrit Smith. Some of the wealthy abolitionists he met agreed to provide Brown with funds. This group of financers become known as the â€Å"Secret Six†. How much of Brown’s plans the Secret Six knew still remains a mystery until today as these men were just there to fund Brown with â€Å"no questions asked. † On January of the following year, Brown received pledges of weapons from different abolitionist organizations and individuals. He travelled more and continued to look for funding. He received help in forms of numerous pledges but little of these pledges were translated to cash. Brown met with Hugh Forbes in New York in March. He hired Forbes to be the tactician and drillmaster of his army. Both met in Tabor and formulated a plan for their anti-slavery crusade in the south with them disagreeing with some of the details of the plan. They left for Kansas six months later without Forbes receiving his salary. He decided to leave for the east instead of going with Brown to Kansas. Brown travelled to Ontario to attend a Constitutional Convention. Chatham, Ontario’s population were mostly dominated by slave fugitives. It was here that Brown’s provisional constitution was adopted. Brown was elected as the commander-in-chief and Elder Monroe, an African man was elected as minister, and shall act as president until a new one was elected. Many of the delegates signed the Constitution, but only a few joined Brown’s forces. Many intended to join but Forbes attempted to reveal the plans to Henry Wilson, a Massachusetts senator. Many of the members of Brown’s inner circle felt fear that their names will go revealed to the public. The members of the Secret Six were divided. Some of them wanted Brown to execute his plans rapidly, while some insisted for postponement. To derail Forbes’ knowledge of his plan, Brown returned to Kansas and remained there for 6 months. He joined forces with James Montogomery, the leader of the raids in Missouri. Brown led his own attacks, managing to set 11 slaves free. He took the liberated man with him to Detroit and to Canada. He went from city to city to collect more support. He reconnected with the Secret Six, visited his family and departed for Harpers Ferry. Upon arrival in Harpers Ferry, he rented a farmhouse nearby for his new recruits. He never received the number of recruits he expected to come to support him. He revealed the plan to some of his supporters and some of them expressed their worry and qualms about the plan. One of them, Douglass, already knew of Brown’s plan since 1859 and has tried numerous attempts to avert the enlistment of blacks in Brown’s army. Some of the weapons fit for a thousand men arrived late September, but Brown only had 21 men. A month later, Brown led 19 of his men to attack the armory of Harpers Ferry. He planned to distribute the weapons here to arm the slaves in the locality. He would then lead these men to the south to liberate more slaves. His plan was to free the slaves of Virginia to maim the institution and kill off the life-line that kept the economy alive in the south. They easily entered the town and they captured the armory with no resistance. They also spread the news to the local slaves they were going to be freed soon. Things went awry when a passenger train arrived in town. One of the train staff warned the passengers about Brown’s men. Brown ordered him to halt then, but seeing that his warning was not heeded, shot him openly. News of the raid reached Washington by late morning. Brown’s men were held inside the armory by the angry residents of the town. Military men sealed off the bridge, the only escape route available. Brown moved inside the armory and had the doors and windows blocked. The soldiers and townspeople outside prevented the exit of anyone inside the armory, and sometimes, Brown’s men would shoot at the people outside. Brown sent out his son, Watson, and one of his men under the bearing of a white flag and yet the men outside shot them. Exchanges of shots were fired, and Oliver, another of Brown’s sons were wounded and killed. On October 18, John Brown’s fort was surrounded by the military. They were encouraged to surrender, but Brown refused, saying that he would rather die there. The military men then broke the doors and walls of the armory down and captured the men inside. Brown was charged with murder of 5 men, instigation of a rebellion among the slaves and treason against the state of Virginia. The court found him to be guilty on all three counts on November 2. He was sentenced to be publicly hanged a month later. On November 2, after a week-long trial and 45 minutes of deliberation, the Charles town jury found Brown guilty on all three counts. Brown was sentenced to be hanged in public on December 2. Before he died, he wrote, I, John Brown, am now quite certain that the crimes of this guilty land will never be purged away but with blood. I had, as I now think, vainly flattered myself that without very much bloodshed it might be done. METHODOLOGY The results of this study were obtained via data collection from documents from the internet, several books and journals. Data analysis of the information was performed and some personal opinions of the author were also injected into the analysis of the data gathered.

Porters value chain

Porters value chain RUNNNING HEAD: PORTERS VALUE CHAIN ANALYSIS Porters Value Chain and Information System [Name of the Writer] [Name of the Institution] Porters Value Chain and Information System Introduction The person most accredited for mounting and articulating the value chain thought is Michael Porter in his 1985 book, Competitive advantage. He offers viewing a firm as a sequential procedure of value-creating actions as a means of a influential conceptual tool for thoughtful the building slabs of competitive advantage. What is a value chain? The value chain shows the full variety of activities that are nedded to bring a product or organization from conception, throughout the intermediary stages of production (involving a grouping of physical change and the effort of various manufacturer services), rescue to final consumers, and final removal after use. (Porter, 1985) The Michael Porter value chain structure has two parts. The first part holds five primary processes: Inbound Logistics (warehousing, receiving and inventory management of raw materials and mechanism); Operations (value-creating actions that change raw materials and parts into finished salable yields); Outbound Logistics (warehousing, order fulfillment, transportation); Sales Marketing (channel assortment, pricing, advertising, sales); Service (customer care, repair, etc.). The second part holds four support type methods: Firm transportation (management, finance, quality, legal); Procurement (acquirement); Human Resources (enlisting, development, reimbursement); Technology Expansion (research and growth, process mechanization, and other technology progress). (Porter, 1985) The five forces analysis is intended to help corporations understand how gainful an industry is and also what they can do to alleviate unenthusiastic forces and thereby improve productivity. Considering the five forces model, we can create to see how this links to the generic approaches. Value chain analysis This needs an ability to resolve the value the firm is demanding to create. Value in this logic is simply the reason why customers favor one companys product over that of its opponent ie, the additional value they recieve from the companys product. This value should logically effect from either a lower cost or extra profits for which they are equipped to pay more. Using our investigation so far, they acquire from cost influential or differentiators. We can use value chain study to ensure that all actions in the firm are in procession with its search of this value. (Tsoukas, 2002 p. 567-582) A firm follow a cost leadership strategy would initiate suitable activities throughout its value chain, as would a company pursuing separation. So, to gain a competitive advantage, a company must follow either cost leadership or demarcation, along with a suitable degree of focus. It can after that use a five forces analysis to charge how this strategy may succeed and productivity might be enhanced. Value chain analysis canister help to recognize and create actions that support the selected generic strategy Some economists assert that the breaches of trust (e.g., at Enron, ImClone, WorldCom, and Global Crossing) that resulted in passage of the Sarbannes-Oxley Act (SOX)were all crimes of information partly involving an unsupervised expert. While Boards will continue to rely on experts such as the CIO for advice, the responsibility remains theirs. (Tsoukas, 2002 p. 567-582) The value chain affirms the importance of the CIO, but lets knows that the Board will be exercising oversight by consulting a number of sources, looking for convergence and consistency. Another example is Infosys that began to move up the IT services value chain into consulting and end-to-end IT solutions while continuing to offer low-end software services. As it moved up the value chain, the company weathered a global downturn due to the September 11th tragedy and the dotcom and telecom bust. (Romme, 2003 p. 558-573) In conventional planning for information systems (IS), companies start with imagining the desired future IS for the company, analyze the present application portfolios, and then compare the two to identify gaps. It is then possible to decide if anew portfolio of applications is to be developed to reach the desired future state. Advances in global information technology (IT) and telecommunications infrastructures, trends in deregulation and trade liberalization, and the emergence of world-class skills and capabilities in offshore locations (Tsoukas, 2002 p. 567-582) have opened up new sourcing opportunities beyond traditional domestic in sourcing and outsourcing. Along the ownership (in source versus outsource) and location (domestic versus offshore) dimensions, four main types of sourcing mechanisms are available: domestic in sourcing, domestic outsourcing, offshore insourcing, and offshore outsourcing. (Van de Ven, 2005 p. 1377-1404) While the outsourcing phenomenon has been well recognized and addressed in the literature, the business process outsourcing and off shoring phenomena are relatively new. Through modular business process and IT designs, firms can unbundle their value chain processes, decouple them from the underlying IT support infrastructure, and make sourcing decisions that best fit the characteristics of business processes. Tight coupling of business processes and IT is negatively associated with a firms ability to detach its processes from each other and from IT. This may leave the firm with no choice but to use a uniform sourcing mechanism for all business processes. (Van de Ven, 2005 p. 1377-1404) Our findings imply that the firm may forego opportunities to exploit low-cost, high-quality capabilities in offshore locations because tight coupling among business processes and with IT may make it infeasible or too costly to separate a business process from the firm and source it from offshore locations. The information chain To the basic elements of the information engineering approach, we add the notion of information chains. The information-chain concept parallels that of the value chain. In fact, for every component of the value chain, at least one information chain exists to support it. Such a chain may begin with a marketing forecast. The forecast leads to a sales plan, from which managers develop a production plan, and thence to a series of decisions about purchases, labor force commitments, and finally a series of sales results. The sales results are eventually quantified as ACTUALS in a sales report, and senior managers can assess the validity of the original marketing forecast in light of these actual results. (Boland, 2000) Unfortunately, most information systems cannot support the association of specific plans and observed results. That is, they cannot close the information chain. Although these systems are excellent at processing transactions, they lack the capability to trace the flow of eve nts, materials, information, and the decisions managers make about them. The transaction processing focus is an intrinsic limitation, but it isnt the only one. Another limitation is the overwhelming emphasis most organizations place on financial results. When organizations stress financially oriented performance measures, they tend to obscure or confuse the tracking of more fundamental causes of performance successes or failures. (Van de Ven, 2005 p. 1377-1404) New accounting methods like activity-based costing are an improvement, but still stress financial measures. Creating customer value is a tough proposition without a focus on traceability. Traceability of causes Traceability of cause and effect is a basic requirement in the transition to competing based on value-chain logic. Traceability is important in solving problems of delivering goods to customers on time, because this performance measure is fundamental to perceived value in the marketplace. In this area, most information systems can provide a quantification of service levels but few provide the mechanisms to determine why specific measurements were observed. For example, many steel service centers have informative systems that can accurately report how many days it took to deliver a quantity of steel to a customer, but few such systems provide management insight on why some deliveries were late. (Tsoukas, 2002 p. 567-582) The value-chain architecture The key benefit of value-chain logic is that it clarifies the relationship of internal operations to events visible to the companys customers and critical stakeholders. Information engineering, with a few methodological improvements, can help clarify the corresponding information relationships through which the company creates those events. For example, the function-entity matrices that contrast business function against data can be useful in finding point of sensitivity and leverage in performance. (Romme, 2003 p. 558-573) Conclusion In the past, outsourcers tended to look just like enterprise IT departments, handling large numbers of diverse devices, systems and applications. By contrast, the new model is based on the idea that different players in the market will focus very narrowly on a limited set of competencies (e.g., managing data centers, servers, a particular application, or a specific business process). Since, for example, the competencies needed to succeed at operating server farms are different from those needed to provide a specific application service, the rules of competitive engagement will change: Companies that try to provide totally integrated outsourcing are likely to fail against competitors that are themselves highly focused, and have a series of inter-dependent partnerships. This major restructuring of the IT value chain introduces its own forms of complexity and the need for something akin to integrated, end-to-end multi-vendor management. It will also create the need for a new type of industry player, a service integrator. Early leaders in this new role are International Network Services (INSwww.ins.com) and ATT Solutions (www.att.com/solutions). (Romme, 2003 p. 558-573) The ability to address a much wider range of concepts and the quality of those insights are much higher. Now the team can plan learning in relation to time, which dramatically portrays opportunities lifecycle cost. The depth of analysis is greater. There is also tremendous learning potential through scenario analyses, which are embedded in the new tools. The effect is a more representative project profile. While the development of unconventional resources is a complex value chain, the new tools and processes Shell unconventional oil has implemented are applicable to conventional opportunities where there is a portfolio of projects to be managed. In these instances, the same tools and processes outlined here enable a portfolio of multiple wells to be more effectively managed at a higher aggregation level. If a portfolio contains multiple individual projects with dependencies and common resources (constraints), it is a candidate for more effective modeling using the dynamic business-simulation planning processes. References Boland, R., F. Coilopy. 2004. Managing as Designing. Stanford University Press, Stanford, CA. Huff S.L., Maher P.M., and Munro M.C., What Boards Dont Do-But Must Do-About Information Technology, Ivey Business Journal, 69/1 (September/October 2004): 1-4. Porter Michael, Competitive Advantage: Creating and Sustaining Superior Performance (New York: Free Press, 1985). Porter M.E. and Millar V.E., How Information Gives You Competitive Advantage, Harvard Business Review, 63/4 (July/August 1985): 149-160. Romme, G. 2003. Making a difference: Organization as design. Organ. Sei. 14(5) 558-573. Tsoukas, H., R. Chia. 2002. On organizational becoming: Rethinking organizational change. Organ. Sei. 13 567-582. Van de Ven, A. H., M. S. Poole. 2005. Alternative approaches for studying organizational change. Organ. Stud. 26(9) 1377-1404.

Gender Roles in the Media Essay -- Socialization Female Male Differenc

From the moment they are born and wrapped in a pink or blue blanket, a child's gender is unmistakable. From this point on, they will continuously be bombarded with the socialization into their gender by many sources. One of the main sources of this socialization is media, more specifically television. The purpose of this paper is to describe gender roles and stereotypes, and to take a closer look at how the media's representation and portrayal of males and females affects children. Gender differences are the "sets of attributes socially and culturally constructed on the basis of birth assignment as male or female" (Creedon, 1993, p.5). When a baby is born and wrapped in a colored blanket based on their gender, one of the first things many parents think about his how perfect their little boy or girl is; How strong and handsome their son will be with his dad's strong hands; How beautiful their daughter is because of her "big blue eyes." The last question on the minds of the parents however, is how, by choosing that blanket for their child and thinking these thoughts, they have commenced the idealistic gendering process. Many parents fail to think twice about setting guidelines for their children from birth on what it means to be either male or female, because doing so has become so natural to our society. "We live in a culture built on a particular set of gender assumptions and structured to amplify if not produce gender asymmetries and inequalities, and we come to view these differences as part of the natural world" (Creedon, 1993, p.5). In the media, the roles of males and females differ immensely. "Women, especially young women, are primarily depicted as sex objects and men as success objects. In both cases, the ... ...isual stereotypes in american mass media. Chapel Hill, NC: The University of North Carolina Press. Kundanis, R. (2003). Children, teens, families, and mass media: the millennial generation. Mahwah, NJ: Lawrence Erlbaum Associates, Inc., Publishers. Pollack, W. (1998). Real boys: rescuing our sons from the myths of boyhood. New York, NY: Holt. Spangler, L. (2003). Television women From lucy to friends: fifty years of sitcoms and feminism. Westport, CT: Praeger Publishers. Strasburger, V.; Wilson, B. (2002). Children, adolescents, and the media. Thousand Oaks, CA: Sage Publications. Wartella, E. (1979). Children communicating: media and development of thought, speech, understanding. Beverly Hills, CA: Sage Publications, Inc. Woods, J. (1994). Who cares: women, care, and culture. Carbondale, Ill: Southern Illinois University Press.

Marcus Garvey’s Legend, its Influence, Accomplishments, and Effects on the Rastafarian Movement and Reggae Musicians :: essays papers

Marcus Garvey’s Legend, its Influence, Accomplishments, and Effects on the Rastafarian Movement and Reggae Musicians "A race without authority and power is a race without respect." PARTI: INTRODUCTION Marcus Mosiah Garvey was a man that lived a life with a mission. Although his journey may have seemed impossible, his never-ending strength and dedication caused many people’s dreams and wishes to become realities. Garvey is considered a prophet by his followers, because of the inspiration he brought to the black race. He took a group of people that thought they had no place in this world and united them together which gave them pride in their race. He also had a tremendous affect on the creation of Rastafarianism. Even though he could not find enough support for his movement to succeed in Jamaica, Garvey gave Rasta’s the guidance they needed to rise above their oppressors which led them to create a movement for the black race in Jamaica. When Marcus Mosiah Garvey passed away his words were not forgotten. His message is still alive in reggae music and his actions have greatly impacted the black race. PARTII: MARCUS GARVEY: HIS LEGACY Marcus Garvey brought inspiration to many and spoke of many people’s dreams and desires. He led the largest black movement in all of history, although there were many obstacles he had to overcome to successfully create the change he imagined. Marcus Garvey was born in Jamaica, on August 17, 1887, in the little town of St. Anne’s Bay. He grew up in a family that had a very strong sense of closeness and unity, similar to most Jamaican families. He watched his father stand up for himself at all costs whenever he was struggling. This atmosphere encouraged Marcus to pursue his goals and not let anything stand in his way. This is how he found the courage to succeed in life, even if the color of his skin could hinder his success. Marcus expressed to his followers that the color of their skin signified a glorious symbol of national greatness. He brought hope to many people’s lives. (Cronon, pg.4-6) When Marcus was fourteen he had to drop out of school and get a job to help support his family financially. He got a job in Kingston, Jamaica at a printing press with his godfather. This taught Marcus the printing trade and many journalistic techniques that helped him out later on in life. By the time Marcus was twenty he became a master printer and got the stimulation to start organizing public meetings in favor of his fellow workers.

Packaging Technology in Fitzhugh’s The Organ Grinders :: Environment Environmental Pollution Preservation

Packaging Technology in Fitzhugh’s The Organ Grinders Once upon a time, people had to go to a public market and buy fresh food everyday. If the food wasn’t used that day or the next, it would spoil and would be wasted. Today, with the help of packaging, food can be stored for weeks, months and sometimes even years before it has to be used. Because of packaging, food is cleaner and can be kept longer, many things can be purchased more conveniently, and life as a whole is easier. Like nearly everything else ever invented, packaging and disposable goods are not without their negative aspects as well. Americans throw out more than 180 million tons of garbage each year (Fitzhugh 93). On the website for the company Tetra Pak, which is a packaging company that deals mostly in liquid food products, they list four major benefits to packaging: protection, preservation, communication, and convenience (Tetra Pak). The first two reasons are obvious. Packaging provides a sealed safe place for food, away from water, air, and other things that could potentially damage it or cause it to be ruined. The product is also preserved by the packaging. The package can keep the food or item usable for a much longer time then if it did not have the packaging around it. Once of the best examples of this is with canned goods. Canning food allows it to be kept for an incredibly long time, whereas fresh goods must be used up quickly, before they expire. TetraPak.com lists communication as their third benefit of packaging. Packages can contain a lot of information about the product itself. For food items, they list the ingredients on the package, along with other information, like th e amount that the package contains, and possible warnings. Packages can also draw the consumer to the good and increase the merchant’s sales. Lastly, packages offer convenience. It is no longer necessary to go to the market every day to buy fresh produce. Customers can now buy their food and store it in its packages for quite a long time. The website also states that packages help keep messy foods and things off of our hands and simply makes things easier for the consumer (Tetra Pak). With all of these benefits, it is no wonder why nearly every product comes in a package of some kind.