Living and Dining Room FurnitureÂÂ

Living and Dining Room Furniture Issues in the Market The vast majority of households struggle with storage issues. Furthermore, two fifths (42%) find it difficult to source the right size furniture for their home, while over a third (36%) struggle to store/display their possessions. This frustration with lack of space creates significant scope for new clever and flexible storage innovations in living/dining room furniture. Q: How does smaller housing stock affect demand for living/dining room furniture?A: By 2017, the number of one- and two-person households is projected to increase by 850,000. Demand for space-efficient living/dining room furniture is therefore likely to intensify during the coming years. For example, in 2013, IKEA is launching its Uppleva modular range in the UK, which has integrated smart TV, video/Blu-ray and DVD players, wireless internet systems and the different components can be tailored to fit requirements and/or the space available. Mintel’s researc h for this report shows that the vast majority of households struggle with storage issues.Furthermore, two fifths (42%) find it difficult to source the right size furniture for their home, while over a third (36%) struggle to store/display their possessions. This frustration with lack of space creates significant scope for new clever and flexible storage innovations. Q: How are companies leveraging the ‘stay at home’ trend? A: The living room has become a home entertainment hub with seating arrangements serving as part of the ‘movie’ experience, for example incorporating home comforts such as built-in fridges, cup holders and reclining seats.There is increasing connectivity between furniture and mobile devices. In April 2012, La-Z-Boy’s Gizmo range includes Bluetooth music control and speakers. CSL’s Sound Sofa offers built-in docking facilities for iPods and music speakers while the DFS Audio Sofas feature an entertainment dock for iPod/iPhon e/MP3, with built-in speakers and a sub-woofer. Neil Mason Head of Retail Research [email  protected] com Tel: +44 (0) 20 7606 4533    © 2013 Mintel Group Ltd. All rights reserved. Confidential to Mintel.Neil manages the teams that produce the European Retail Reports. Neil joined Mintel in 1995 and previously worked as Head of Fashion/Beauty and Personal Care/Household, and Head of UK Retail. Before joining Mintel, he worked in the food and publishing industries. He has a BSc in Business Studies/Marketing. Living and Dining Room Furniture Issues in the Market Since home ownership won’t become a reality for many younger consumers, investing in a home digital system that can be moved (and built up over time) is an important consideration.The internet has become an integral part of buying living/dining room furniture, with almost half of respondents browsing online before making a purchase. This compares to 30% who like to browse catalogues before buying. Q: How important is property churn to the living/dining room market? A: In Mintel’s research for this report, less than one in five respondents (18%) said that they bought living/dining room furniture when they last moved house/set up home. A similar proportion bought after redecorating/extending their living/dining room (19%) or just to get a new look/style (19%).So fluctuations in the housing market are significant but not the only driver of new purchases. The primary reason for buying living/dining room furniture is when items get worn out or broken (51% agree). It is competing for share of household goods spend and moving forward the emphasis should be on the pleasure derived from creating an inviting home environment. Women are in the driving seat when it comes to this type of furniture purchase rationalisation, with 79% saying the look/style of their living/dining room is important, compared to 64% of men.We can therefore expect to see a greater focus on targeting women using emotive tr iggers such as family, status among peers, self-indulgence etc. Q: How important is multichannel retailing to living/dining room furniture? A: The internet has become an integral part of buying living/dining room furniture, with almost half of respondents browsing online before making a purchase. This compares to 30% who like to browse catalogues before buying. At the same time, bricks-and-mortar showrooms offer clear advantages to consumers who prefer to ‘try before they buy’ (54%) and to those who ppreciate helpful and knowledgeable staff, important to over two thirds of potential shoppers (69%). Modern retailers are harnessing the advantages of all channels, for example creating augmented reality mobile phone apps, launching mobileoptimised websites, increasing in-store theatre and modernising product catalogues. Greater focus on e-commerce is seeing many of the larger retailers rationalising their store portfolio and introducing smaller store formats, while relying more on digital channels to facilitate wider product ranges, style inspiration and achieve greater geographical reach.Websites are becoming more content-rich, thus improving the online experience, similarly many retailers are investing in their stores, enhancing the physical shopper experience. Therefore the two channels are increasingly working in tandem with one another, creating more convenience and flexibility for the consumer.  © 2013 Mintel Group Ltd. All rights reserved. Confidential to Mintel. Living and Dining Room Furniture Issues in the Market The year 2012 saw these trends pick up pace as the non-specialist retailers grew their market share.Q: What are retailers doing to reduce consumer preoccupation with price? A: Promotional tactics risk becoming tired and ineffective as consumers become immune to the steady stream of promotional campaigns. Several retailers are using emotional triggers to inspire consumers to invest in their home by projecting aspirational lifestyle s and communicating a different set of value benchmarks. Some 86% of respondents cite good quality as important to their choice of furniture retailer, whereas a wide choice of styles, quick/flexible delivery and promotions/discounts also gain the same level of response.Retailers are adopting diverse and innovative tactics to detract from price-based promotions, ranging from greater online customisation of styles/colours/fabrics, highlighting softer attributes such as provenance, heritage and ethics eg Britishmade furniture, adding new exclusive brands to the mix such as Habitat (Homebase), French Connection (DFS), Jasper Conran (M&S) or introducing new own-brands which are less open to direct price comparison, or offering speedy delivery (eg CSL’s 72-hour express delivery service).While price-based promotions remain vital to driving footfall in-store, industry trends reveal more multi-layered strategies taking shape such as express delivery times, greater scope for customisat ion of design and making different channels work in harmony rather than in competition with each other eg in-store vs online. Promotional tactics risk becoming tired and ineffective as consumers become immune to the steady stream of promotional campaigns. Several retailers are using emotional triggers to inspire consumers to invest in their home by projecting aspirational lifestyles and communicating a different set of value benchmarks.

Great Wall of China

The Rise and Fall of China's Great Wall The rise and fall of China's Great Wall: the race to save a world treasure – Special Report Current Events, Sept 27, 2002 Save a personal copy of this article and quickly find it again with Furl. net. It's free! Save it. MADE OF BRICK, STONE, and dirt, the Great Wall twists and turns across China's landscape like a giant dragon. It seems to rise out of the sea at Bo Hal gulf, a place known to local people as Laolongtou, or â€Å"the old dragon's head. † The wall then stretches across the plains, crawls along the sides of mountains and scales their peaks as it spans the Asian countryside.This ancient wonder, built entirely by hand, often overwhelms visitors. On a trip to the wall in 1909, French scholar Auguste Gilbert de Voisins said, â€Å"Nothing stops it, nothing gets in its way; seeing it at this point, one might believe it to be eternal. † Today, however, neglect, misuse, and modernization threaten the giant dragon. Al though the wall once stretched nearly 4,000 miles across China's northern border, only about 1,500 miles of China's Great Wall remain. The rest has fallen apart and disappeared. This year, the World Monuments Fund placed the Great Wall on its list of 100 Most Endangered Sites.The group hopes to protect what's left of the wall and to encourage the Chinese government and others to save the historic structure. According to a World Monuments Fund report, â€Å"[The wall] was built to protect China; now China must protect it. † The Great Wall of Qin China's Great Wall didn't start out so great. Begun nearly 2,300 years ago, the structure was a series of small fortifications. As early as 600 B. C. , people in China built small walls around their homes and cities for protection. Soldiers guarded the gates around the city walls during the day and swung the gates shut at night.During the Warring States period (475-221 B. C. ), leaders struggling for control of China built walls around entire kingdoms. Soldiers occupied forts and towers on the wall and fought to protect the borders of the independent states. In 221 B. C. , Qin Shi Huangdi unified the kingdoms and became the first emperor of China. Qin Shi Huangdi gave orders to build the chang cheng, or â€Å"long wall,† to protect China from northern nomads who were trying to invade China. Laborers built the wall by joining walls constructed earlier and extending the length of the wall to nearly 3,100 miles.With the help of General Meng Tian, Qin Shi Huangdi ordered 800,000 men–soldiers, prisoners, and peasants–to build the wall. Where stones were plentiful, workers used stones to build parts of the wall. Where stones were scarce, workers used dirt. To build the wall, laborers dug up large amounts of dirt and carried it to the wall. The workers then piled dirt into wooden frames about 6 inches deep. They used wooden instruments to pound the dirt until it became a solid mass. This process was repeated until the wall reached a desired height.Workers then moved the wooden frames to the next section of the wall and began the process again. According to legend, Qin Shi Huangdi condemned workers to death for making the slightest construction errors. Today, few traces of the Qin wall remain. After Qin Shi Huangdi's death in 210 B. C. , workers abandoned the wall and it eventually crumbled into ruins. The Ming Fortress Nearly all of Qin Shi Huangdi's successors built walls along China's northern frontier. The fortifications, however, never fully protected China from invasion.During the early 13th century, Genghis Khan, leader of the Mongols, a nomad group from the north, united several nomad armies and conquered much of Asia. In 1279, Genghis Khan's grandson, Kubilai Khan, overthrew the Chinese emperor and established the Yuan dynasty (1279-1368). The Yuan emperors did not maintain the old wall or build a new one, so the wall began to fall into ruins. After Khan died in 1227, a Chinese farmer named Zu Yuanzhang led a rebel army and helped overthrow the last Yuan emperor. When Zu Yuanzhang seized power, he established the Ming dynasty (1368-1644).Zu and his successors decided to rebuild China's Great Wall, which lay mostly in ruins, to keep the Mongols from returning to reconquer China. For nearly 200 years, thousands of workers toiled away on the Ming wall–reinforcing the Great Wall with bricks and stone. The Ming wall eventually blocked mountain passes that Mongol soldiers had used to invade China. When Mongol tribes attacked the wall, Chinese soldiers alerted others by lighting signal fires. When guards from a signal tower saw the fire, they built another fire, passing the warning along the wall.The number of smoke plumes and cannon shots fired indicated to Chinese soldiers how many enemy soldiers were approaching. The Ming government taxed the people of China heavily to pay for construction of the Great Wall. In 1644, the Manchus, a nomad tribe from northeast of Peking, helped rebels overthrow the Ming rulers and started the next era in Chinese history–the Qing dynasty. During the Qing dynasty, Manchu forces drove out Mongol invaders and extended China's border farther north beyond the Great Wall. The wall no longer protected China's border, so construction stopped and soldiers abandoned the fortresses.The Wall At Risk Today, Chinese officials warn that the Great Wall is once again under attack. But this time the wall is not in danger from invaders. Instead local people and tourists alike threaten the wall. Dong Yaohui, head of the Great Wall Society of China, recently persuaded a local government to levy a fine on residents in a small village after they demolished part of the wall to obtain bricks for new houses. And in 1999, officials in the autonomous region of Nei Monggol (once called Inner Mongolia) plowed through the Great Wall to build a highway. Nature has also taken its toll.At the wall's western end, dese rt sandstorms have worn down much of China's great wonder. Dong Yaohui said, â€Å"Saving the Great Wall is now the most urgent task facing our country. Its splendor must be rebuilt. † Preservationists also argue that commercial developers are destroying the aesthetic beauty of China's Great Wall. Developers have turned parts of the wall into a tourist destination. Visitors to the wall at the Badaling section near Beijing can take one of five cable cars to the top of the wall, bungee-jump off a section of the wall, paraglide along the wall, or ride a toboggan down the mountain.William Lindesay, an Englishman living in China, organized a group to protect and preserve what is left of the wall. Lindesay's group, the International Friends of the Great Wall, works with local villagers to pick up garbage along the wall and make sure the wall is protected from vandals. â€Å"The wall is in grave, grave danger,† Lindesay said. The Chinese government also hopes to protect the n ational treasure. Officials in Beijing are considering legislation that, if passed, would convict anyone caught littering or defacing the Great Wall to a jail term of up to seven years.Arthur Waldron, a historian, wrote, â€Å"Whatever the future brings, the image of the wall †¦ as a symbol of China †¦ seems bound to endure. † Get Talking Ask students: why do you think the Great Wall of China was built? What is the approximate length of the wall? What might have been some of the challenges faced by the wall's builders? What might the wall be threatened today? Background The Great Wall is among the most popular tourist destinations in China, along with the Forbidden City in Beijing, and the Terra Cotta Warriors at Xi'an.Qin Shi Huangdi (the first emperor of China) unified the nation of China and built the first Great Wall. After Qin Shi Huandi died, he was buried in a tomb with an army of terra cotta warriors and horses at Xi'an. In 1974, Qin Ski Huangdi's tomb was d iscovered by a group of archaeologists. During the Qin Dynasty–when the first Great Wall was built–workers toiled for ten years to build the wall, at a rate of about 25 miles per month. Portions of the wall have been rebuilt during the past century–including the section of the wall at Badaling, near China's capital of Beijing. Many myths surround China's Great Wall.One of the most prevalent is that the Great Wall is the only man-made structure visible from the Moon. However, according to the National Aeronautics and Space Administration (NASA), â€Å"The Great Wall can barely be seen from the Shuttle, so it would not be possible to see it from the Moon with the naked eye. † Doing More After students have read the story, ask them to research other sites listed as endangered by the World Monuments Fund. What are the biggest threats to those sites? Why are the sites considered important? When students have finished gathering the information, have them presen t their findings to the class.

Gourmet Products Inc. Essay

Gourmet Products Inc. (GPI) is a Canadian publicly traded retailer of aged balsamic vinegars, culinary sauces, spices, herbs, and seasonings. Products are sold globally through several Internet sites created and operated by GPI. On August 15, 20X0, GPI completed the acquisition of all the common shares of Abruzzi Oils Inc. (Abruzzi), an Italian producer and retailer of specialty olive oils, for cash consideration of C$6,000,000. The acquisition cost was allocated to the fair value of the identifiable assets and liabilities. The acquisition cost included a bottling machine with a book value of $400,000 and a fair market value of $750,000. However, to avoid any unnecessary reporting complications, the entire purchase discrepancy related to this machine was allocated to goodwill. GPI intends to keep the Abruzzi name and brand intact. Operations in Italy will be maintained, but GPI will import some of the olive oil production to Canada. The Abruzzi line of speciality olive oils will be featured on all of GPI’s Web sites. In preparation for ongoing operations, GPI has temporarily transferred two managers and five employees to Italy to work at the Abruzzi home office for a period of two years to ensure the transition runs smoothly and that the scale of operations can be increased to meet the forecasted sales growth. GPI is recording wages paid as consulting fees and is no longer taking source deductions. One manager has recognized that the move would cause undue stress on his family if they remained in Canada so he has decided to take his wife and children with him for the two-year period. GPI has just negotiated the purchase of a labelling machine in Italy for EUR 200,000. The equipment is expected to be useful for a period of 12 years. GPI has borrowed EUR 200,000 from the Banca Cammerata in Italy to finance  the equipment purchase. The loan, dated July 1, 20X0, is at 7% and is repayable in euros in 15 equal annual instalments, commencing August 1, 20X0. The interest is payable monthly in euros by GPI. The ownership of the labelling machine was transferred to Abruzzi on September 1, 20X0, in exchange for a EUR 200,000 note. The terms of the note are similar to the terms GPI negotiated with the Banca Cammerata, except that GPI is not charging Abruzzi any interest. The CFO of GPI stated this type of structure would minimize the foreign currency risk that GPI is exposed to. On the basis of an extensive review of the relationship between GPI and Abruzzi, Abruzzi has been classified as a foreign operation in accordance with IAS 21. In accordance with IFRS, Abruzzi revalued its land and building asset grouping to fair market value, resulting in an increase to the land and building account of EUR 20,000. Abruzzi’s accountant recorded the offsetting credit as a gain in profit and loss. A revaluation loss of EUR 5,000 had been recognized for land and buildings in the previous year. The corporate tax rate in Italy is considerably less than Canada’s combined provincial and federal rates. Both GPI and Abruzzi have a September 30 fiscal year end. GPI’s usual wholesale markup on its product imported is 60%; however, GPI has been acquiring goods from Abruzzi at 150% above Abruzzi’s cost. The decision to use 150% above Abruzzi’s cost was made by the CFO. As a result, GPI has had a very low profit margin on its retail sales of Abruzzi olive oils. You are Asif Majarani, a senior audit manager working in the assurance department of Majarani Associates, CGAs, a CGA firm in Winnipeg. Majarani Associates has three other specialized departments — advisory, taxation, and transaction services — with three other partners, one managing each  department. Your firm has been engaged to prepare the consolidated financial statements for the fiscal year ending September 30, 20X0, for GPI. This is the third year the firm has been engaged by GPI. You recently met with Ed Moore, CEO of GPI, on October 15 to obtain additional information. Moore mentioned that he had some concerns about the upcoming project of converting the existing payroll system to a new technology platform. A new payroll software system has been purchased since the payroll system currently in use is designed for a small company. GPI’s growth has strained the payroll system’s ability to provide timely payroll processing. Delays in payment of payroll have caused frustration for employees, although this does occur on an infrequent basis. The IT director is strongly suggesting that a direct cutover conversion approach be taken so that the new system can be used as soon as possible to realize the benefits. It is also the least expensive approach. Moore is concerned that this is a risky approach and he believes that a parallel conversion would be a better option. He is particularly concerned since he has heard that other companies have found errors during the implementation of this specific software system, although these errors are easily resolved once identified. Furthermore, since this is the first time GPI has been required to prepare consolidated financial statements for its shareholders, Moore is concerned about how the users will be able to differentiate between the financial positions and results of operations for the two separate entities. Required a) In your discussion group, analyze the case as a whole and identify all the issues to be included in the report to the CEO.  Note: Candidates must participate in the online discussion. Failure to post in the online discussion and respond to the posts of others will result in failing the discussion-based communication competencies. b) Prepare a report to the CEO (900 to 1,100 words), listing the adjustments that should be considered in preparing the consolidated statements. You should also address any other issues raised in the case. Complete this report independently of your group and submit it as a hand-in assignment.

EU Law Essay Example | Topics and Well Written Essays - 2500 words

EU Law - Essay Example Charles clearly falls under this head. The next step would be for him to establish that the Directive is â€Å"clear, negative, unconditional, containing no reservation on the part of the Member State and not dependent on any national implementing measure,: Alfons Là ¼tticke GmbH v. Hauptzollamt Saarlouis [1966] relied on in Van Duyn v Home Office [1974]. Whilst we do not know the precise wording of the Directive we can deduce the phrase â€Å"prohibit discrimination in the workplace on the grounds of age† meets the criteria for the Directive to be directly applicable. However this is not true for Dilshad who is employed by a private company. As seen in Marshall v Southampton and South-West Hampshire Area Health Authority (Teaching) [1986] the Court of Justice does not allow the direct horizontal enforcement of Directives. However, in Marleasing SA v La Comercial Internacionale de Alimentacion SA [1990] two private individuals sought a remedy which was not included in the Directive. The Court held that a non implemented Directive could be relied upon in a case between individuals. The House of Lords confirmed this view in Webb v EMO Cargo [1994] in a case dealing with sexual discrimination. [†¦] interpret their national law in the light of the wording and the purpose of the Directive in order to achieve the result referred to in the third paragraph of Article [249]. Von Coulson and Kamann v Land Nordrhein-Westfalen [1984] 2 This is known as indirect effect. Both Charles and Dilshad could seek redress with a view to having the national court declare age discrimination in the workplace unlawful in the UK. The national court would be at liberty to provide an adequate and effective remedy. An advantage of this approach is that unlike direct effect the provisions in question do not have to be clear, precise, unconditional and require no further implementation. Assuming the worst case scenario that both Charles and Dilshad are denied a remedy through

What Are The Laws Of Directors Remuneration In Australia Are They Research Paper

What Are The Laws Of Directors Remuneration In Australia Are They Adequate, Effective And Efficient To Protect The Interests Of The Shareholders - Research Paper Example It is simply regarded as the salary of the directors that is paid by a particular company to the director. A director is viewed to be an administrative officer of a business entity and acts as a principal agent of a concern. The remuneration of the directors is not only provided in the form of salary but also in the form of bonuses, incentives and stock payments and other benefits. Different laws are applicable concerning director’s remuneration in diverse nations.It has been viewed that the remuneration reforms which formed by the Federal government of Australia attracted the response of various organizations as well as their respective directors and also made them to respond to make any sort of change in stakeholder engagement. However, the shareholders and the constitution frames by a company play a major part in determining the laws of director’s remuneration in Australia.1 In this discussion, the different laws concerning director’s remuneration in Australia will be taken into concern. Moreover, the laws are adequate, effective and efficient or not in order to protect the interests of the shareholders will also be portrayed in the discussion. Legal Issues Relevant To the Laws of Directors’ Remuneration in Australia The legal issues relevant to the laws of director’s remuneration in Australia can be processed under the recognition of Chartered Secretaries Australia (CSA). It has been apparently observed that the issue relating to directors remuneration received much attention in the year 2011. In this similar regard, this regulatory reform issue ranked third in the year 2012.2 Section 9 of the Corporations Act defines remuneration as any benefit that is provided to an employee or an officer belonging to a particular corporation. Moreover, the Act also described remuneration as compensation that comprises all employee benefits such as salaries, bonuses and wages among others. According to Chartered Secretaries Australia (20 09), the Australian Government newly released the Corporations Amendment Bill 2009 for public consultation. Under the guidelines of this law, it has been proposed that the termination benefits especially for the directors as well as the senior management officials will need approval from the shareholders. This practice would ultimately ensure higher remuneration scrutiny that includes greater responsibility and termination payments.1 The different legal issues that can be correlated with the laws of director’s remuneration in Australia are the ‘two-strikes’ rule, proxy voting, no vacancy rule, remuneration consultants and voting by key management personnel.3 The detailed analysis of the aforementioned issues has been described hereunder. The ‘Two-Strikes’ Rule According to the Corporations Act 2001, every listed company is required to make a remuneration report that should be submitted to a non- binding vote of shareholders at the Annual General Meet ing (AGM) of a company. The Act proposes to empower this requirement by forming ‘two strikes’ and re-election procedure. In this connection, the first strike would take place at the time when remuneration report of a company receives a ‘no’ vote of near about 25% or more. If certain situation arises, then it is the responsibility of the management officials of a company to convey the matter related to the board in order to take necessary steps or action. If a company does not convey any message relating to the matter, then the board would be liable to take necessary actions. The second strike would happen when the remuneration repo

Nursing Agency Assignment Example | Topics and Well Written Essays - 1000 words

Nursing Agency - Assignment Example Flow chart for Report 2(Weekly report) Task 3: a)Pseudocode 1) first a login window comes. Function login() 2) Here user name and password has to be entered 3) If authentication is success, a main window will be displayed 4) It will contain a menubar, fuction named as menubar (choice) 5) It will provide functions like add/delete nurses, update nurse details, adding nursing hours worked etc 6) Selecting an option will be stored in variable 'choice' 7) Menubar (choice) { 8)If Case 1: choice = Add/delete nurse { 9) A new window will be displayed for adding and deleting nurse details . } 10)Else if Case 2: choice = Update nurse details { 11)A new window will be displayed for updating nurse details . } Else If Case 3: choice = Add nursing hours worked { 12)A new window will be displayed for adding nursing hours worked . } 13)Else if Case 4: choice = Add/delete institution { 14)A new window will be displayed for adding /deleting institution details . } 15)Else if Case 5: choice = Update institution details { 16)A new window will be displayed for adding /deleting nurse details } 17)Else if Case 6: choice = Add request for nurse { 18)A new window will be displayed for adding the requirements for nurses by different institution } Else if Case 7: choice = Search available staff/complete request { A search window will be displayed for searching available staff or completed request } } Else if Case 8: choice = Print report { This option is only for managers who login. After viewing the required report, there is an option for printing the report. } Else if Case 9: choice = Exit { It exits from the main window Function login(); } Task 4:...There is option for checking the requirements of the institutions like the number of nurses, number of hours required, which category the nurse should belong to etc. It can also provide the details of the nurses by checking the availability of nurses. They can enter and also update the details of rates under different working scheme. The company can view the details and address of the nurses and the institutions. Two types of reports are also created. The first report displays the details of total monthly hours delivered by registered nurses in each institution sorted by institution name, giving total hours and invoice amount. The second report displays a weekly list of the total number of hours worked by registered nurses, sorted by surname, listing hours worked, nurse name, and address. The project is about computerizing the system of a nursing agency. It has been a manually functioning agency, it is to be computerized for fast and easy accessing of the data and easy functioning of the agency. The whole process has been analysed well. For the designing propose pseudo codes were written. It has been tested using necessary testing procedure like desk checks.

ART Essay Example | Topics and Well Written Essays - 500 words - 27

ART - Essay Example The flower vessel has got a lid or rather covering with the same decorations as those of the pot itself. This cube and the flower pot are placed on the extreme left of the picture. The second cube is placed on a large square of the same colour (light blue). Just like the first cube, this second cube is also placed on the brown wooden floor. Unlike the first cube, this cube is brightly illuminated of the three cubes and is at the central part of the photograph. On top of it are five dolls and a vase of flowers. The flowers are of various colours, ranging from pink to white. The first doll on the left hand side is bigger and taller than the others and looks like that of a middle-aged lady. She has white and pink flowers on her dark hair and she seems to be holding a bunch of flowers on her left hand .The second doll is small and is that of an old lady who appears to be sited down. She has got blue top with white sleeves and a pink dress. Next to this doll is another doll of an old man, maybe the same age with this lady and has got a grey fully grown beard. He is wearing a green top with khaki bright-brown trousers. He is also sited down. Next to these two dolls are two children whose sex is not very clear. The one next to the old man is dressed in purple top and bright-brown trousers as well. The next doll is dressed in pink top and brown trousers. These two appear to be in good moods and they appear like they are hugging and kissing. They are all sited except for the first one who is standing in what appears to be a green mat. At the background is a very clear reflection from the bright lighting and a shadow of this cube, the dolls and the flowers. Next to this is the last cube which is identical to the first one only that it is dimly illuminated and therefore its colour appears a little bit dull. On top is a flower