Overview Of General Motors And Toyota

Overview Of General Motors And Toyota With the global economic crisis and energy crisis, automotive sales fell to their lowest per-capita levels, putting automakers under enormous financial pressure. All automotive manufacturers have been severely affected, with most reporting significant losses in the last two year. This affects all automotive producers including global automotive giants like General Motors (GM) and TOYOTA. If we consider GM and TOYOTA alone, both companies lost a great deal of sales and had to adjust themselves according to these unexpected conditions. Especially GMs liquidity fell rapidly to levels below those needed to operate the company. At the same time, because of TOYOTAs well defined production processes and their high quality production, TOYOTA could provide healthier competition over General Motors, which facilitate TOYOTA to take over the global industry leadership from GM. As the main objective of this report is to carry out a detailed analysis in relation to the above mentioned situation and come up with some feasible international strategic movement that can be used to take back the industry leadership from TOYOTA by General Motors. Overview Overview of General Motors General Motors, founded in 1908 September by William C. Duran. General Motors Corporation (GM) is more than one century year old Multinational Corporation, which has been maintaining the automobile industry leadership over the last 80 years. GM employs approximately 244,500 people around the world, across all its brands. General Motors provides a wide range of vehicle priced from US$10,000 to US$100,000+ catering to various customer segments all over the world from middle to luxury class automobiles. Chevrolet, GMC, Pontiac, Cadillac, GM Daewoo, Hummer and Opel brands are some of their best brands. At the turn of the 21st century, it was prevalent that the environment needed to be preserved. General Motors began creating vehicles that were more environmental friendly. GM has innovated itself by creating fuel-efficient vehicles, bio fuels and hybrids. Since its inception, it has expanded to sell cars and trucks in 140 countries across North America, Europe, Asia-Pacific, Latin America, the Middle East and Africa. In 2008, GM sold 8.35 million vehicles. GMs largest national market is the United States, followed by China, Brazil, the United Kingdom, Canada, Russia and Germany. Below table represents GMs Global Vehicles sales and Market share in 2008: Overview of TOYOTA The TOYOTA Motor Corp. (TMC) was established in 1933. The founder of TOYOTA was Kiichiro Toyoda. As the main operational difference, TOYOTA is a process-oriented company whereas most companies are results-oriented, focused on how much they can make or sell or how much money they can make in a quarter. TOYOTA sells its vehicles in more than 170 countries and regions. TOYOTAs primary markets for its automobiles are Japan, North America, Europe and Asia. Continued Success of TOYOTA As you see in the Figure 1, TOYOTA had a continuous growth over the last few years. TOYOTA designed their vehicles with a greater customer satisfaction and sales satisfaction by focusing quality, price, design, performance, safety, reliability, economy and utility. Figure 1 TOYOTA continuously introduced various innovative success models such as environmental friendly Hybrid Luxury Cars to expand their vehicle range. TOYOTAs market growth drastically resulted to decline GMs sales within the US market as well as in the global market and ultimately TOYOTA could become the global industrial leadership by defeating the global automobile giant, General Motors. Why GM Failed? General Motors Faced Problems General Motors (GM) lost their industry leadership and faced the worst economic downturn during the last two years. Consumers have had to contend with illiquid credit markets, rising unemployment, declining incomes and home values, and volatile fuel prices. Industrys competition provided a major contribution towards the GMs failure. In addition to this immense competition from the other global automobile companies, following two economic and industrial issues provided a radical pressure towards GMs comedown. 1. Global Economic Decline The global financial crisis really started to show its effects in the middle of 2007 and into 2009. Around the world stock markets have drastically fallen, large financial institutions have collapsed or been bought out, and governments in even the wealthiest nations have had to come up with rescue packages to bail out their financial systems. New car purchases dropped significantly in U.S. in the final quarter of 2008. The US auto sales for 2008 stood at 13.2 million down 18 percent from 16.1 million in 2007. Because of this General Motors faced significant slump in their revenues. 2. Automotive Industry Crisis The automotive industry crisis of 2008-2009 was a part of a global financial downturn. The crisis primarily affected the American automobile manufacturing industry other than to the Asian and European markets. Further the automotive industry was weakened by a considerable increase in the prices of automotive fuels because of the energy crisis. By 2008, the situation had turned critical as the credit crunch placed pressure on the prices of raw materials. Blunders of General Motors (GM) Other than to the above 2 global economic and industrial issues, General Motors further made following internal blunders as well: a). Unstylish Design GM customers were not satisfy with the last 10 years GM car models, basic reason was GM primarily wanted to keep the costs low, they compromised the design. b). High Cost Production GM has not utilized their plant capacity for maximum benefit. The other reason was the high labor cost especially because of the high employee salaries and given benefits, GM had to spend a large amount of production cost along with the high maintenance cost of their plants in United States. c). Wrong Pricing Strategies After the crisis happened, GM radically cut their prices with bottomless discounts, which resulted to increase their sales around 25 27k units per year, but there after the quantity stayed until the cars demise. How TOYOTA Won the Game? TOYOTAs Improved Production Process TOYOTAs automobile production process provided an enormous push towards the company success. First they methodically reduced the setup time in the automobile assembly line and trained an efficient assembly line work force. In parallel to this they continuously improved the quality of each completed process independently. Initially this quality improvement mechanism was so challenging but with the proper process designing and employee expertise, error rate began to drop dramatically. Once the setup time and assembly line was improved, then TOYOTA implemented JIT (Just-In-Time) to reduce the buffer stocks and inventory levels during the production process. This resulted to accelerate and increase the efficiency of production assembly line process without maintaining surplus inventory. In order to do this TOYOTA maintained a better supplier base by entering in to long-term relationship with major suppliers. From the beginning itself, TOYOTA closely worked with their suppliers, providing them by sharing engineering/management expertise, and even with capital to finance for new investments. As a result of these improvements, TOYOTA could reduce the cost of production along with the high labor productivity and the quality which ultimately gave a greater competitive advantage over the other global automotive competitors. Next step of TOYOTA was to further increase the customer satisfaction. Therefore, TOYOTA continuously conducted customer surveys by using various techniques; they estimated and identified the exact customer preferences. These finding were directly incorporated with their actual automobile design process. TOYOTAs Distribution and Global Expansion After 1983 TOYOTAs first successful joint venture with General Motors, by 2006 TOYOTA represented more than 60% of the total North American sales. In parallel to the US market expansion, TOYOTA made their move in European market as well. By now with TOYOTA has overtaken General Motors and become the largest automobile industry leader in the world. How GM Become the Leader Again? SWOT Analysis of General Motors To have a strategic approach first of all we need to understand companys capabilities clearly. So below I have conducted a SWOT analysis to get a clear picture about the company. According to Capon, (2004:393) SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The strengths and weaknesses of an organization arise from its internal environment, namely resources and their use, structure culture and the tasks carried out by the four functions of business. Which strengths an organization decides to build on and which weaknesses it seeks to minimize depends on the impact of opportunities and threats from the external environment. Below I have categorized the internal and external environment factors for GM. Strengths World-wide Market coverage and Technology potential. Sols with packagers (for different needs). Utilization of core competencies to meet the requirements of specific customer needs. Weaknesses Failure to Make Technology Work Product Design Problems-public Acceptance. For every car that GM sells, $2500 of the profit will go towards paying for the benefits of retired Employees. Still much to Learn about Lean Production-High Cost Production. Opportunities Use of knowledge gained from Joint Ventures. Continue to Build Customer Confidence. Almost all the automotive firms facing the same Economical challenges. Changing Consumer Demand for New Model Types and Styles. Threats Domestic and Foreign Competitors and Other Competitors Fuel Efficient Cars Global Economic Crisis. Unions are powerful and Drive a Hard Bargaining. High R D Cost. By considering the obtainable strengths and opportunities, still GM has several avenues to take over TOYOTA and become the number one in the automobile industry again. But for that, according to my analysis GM has to carefully perform several internal restructuring activities and adjust them to face to the immense competition. Below I have listed down some important steps that GM could follow to get back to the right track during the next 5 years. Products Improvement (Fuel Efficiency Improvement) General Motors (GM) today offers about 20 models with average 30 miles per gallon or more on the highway more than any other manufacturer. General Motors is also considered as the world leader in flex fuel technologies. GM should concentrate following areas during the overall products improvements. Vehicle Quality Improvement General Motors is focused on delivering high-quality and exciting cars, crossovers and trucks to their consumers. GM has substantially overcome the quality gap compared to many competitors. Further improvements especially in warranty problems per vehicle (relative to competition) are expected and such improvements should be taken in to account during the vehicle development process. Design Improvement GM should not cut cost on their products design because customers still expect to look good their vehicles. Further GM can systematically conduct their target market surveys so that they can identify the exact design preferences of their customers. Improve Fuel Efficiency GM should concentrate more Hybrid Cars production. Because by now, gas-electric hybrid cars have now become a practical choice for consumers and it offers so many efficient, innovative and affordable options. Improve Engine Reliability GM had to face number of complaints (especially electrical problems) about recent unreliability vehicle designs. So they must make sure to design their vehicles safety features at least above the average level. Most importantly, especially due to oil crisis and continuous oil prices increments, there is a very good potential market for Extended-Range Electric Vehicles. So if GM could further focus on development of advanced batteries, power electronics, systems integration and manufacturing methods, there would be high chance to dominate these types of new customer segments all over the world. Marketing Strategies At present, GM competes with 8 brands in the United States and out of them Chevrolet, Cadillac, Buick, and GMC represent the companys core brands, accounting for approximately 83% of current sales. So GM should focus considerably all of its product development and marketing resources in support of these core brands. This will result in improvements in awareness, sales, and customer satisfaction for these 4 core brands. Retail Operations (Locations) The other important consideration is GM should take necessary steps to strengthen and further consolidation of GMs dealer network, which will result to get to a more profitable and stronger dealer network. As a distribution issue GM has approximately 6450 dealer locations right now, but the problem is most of their positioning is limited to serve in metropolitan and suburban areas. So GM should reinforce rural areas distribution network as well, which is a significant competitive advantage. Further GM should intend to have the right number of brands, sold by the right number of dealers, in the right locations to obtain maximum profitability for GM and the retailer network. Operational Processes When we closely monitor GMs manufacturing cost, we can see a dramatic declining from $18.4 billion in 2003 to $8.1 billion in 2008. According to the following diagram (Figure 2) you can see the US hourly manufacturing cost reduction over the last few years. Figure 2 Further, this reduction reflects significant productivity improvements. And also, due to post-employment healthcare expense plan reductions, GMs new hires would be as low as $30 $35. This rate would be significantly below the average fully-loaded labor cost for TOYOTA, which public sources indicate is between $45 and $50 per hour. Below chart depicts GMs significant reduction of U.S. salaried employee count over the last few years. So definitely because of these types of operational cost reductions, GMs wages and benefits for both current workers and new hires will be fully competitive with TOYOTA in near future. Further Cost Reductions General Motors various restructuring initiatives over the past few years have been designed to improve its competitive position and ultimately the companys profitability, liquidity and capital structure. However over the past 15 years alone, General Motors (GM) spent over $103 billion on post-employment healthcare and pension expenses. Therefore, GM should plan to reduce the companys structural costs at least by $5 billion annually, or 16%, during the next two years. This would be a significant and important restructuring step to the companys long-term viability. Strategic Alliances and Collaborations In the present business context collaboration is the best option rather than the competition. Therefore going forward, GM should consider and plan to create possible and contributing collaborations such as an IJV (international joint venture) or alliances for the company. According to Daft, (2006) medium and large companies have couple of ways to become involved in international business. One is to seek cheaper sources of supply offshore, which is called outsourcing. Another is to develop markets for finish products outside their home countries, which may include exporting, licensing, and direct investing. These are called market entry strategies because they represent alternative ways to sell products and services in foreign markets. Most firms begin with exporting and work up to direct investment. Exhibit 1.1 shows the strategies companies can use to enter foreign markets. Exhibit 1.1 International journal of business management, (2010) commented that newly established, 3 technology-based firms entering international markets often have limited resources in terms of capabilities, time, and capital. As a consequence, these firms often use entry modes characterized by low resource commitment, including partnership agreements (strategic alliances). What is the Best Marketing Strategy for GM? In this section I have investigate how the partner selection criteria is important for GM when they select a marketing entry strategy. Trust, Relatedness of Business, Access to Networks, Access to Market Knowledge, Reputation Factors should be considered as the five primary concerns when a company selects a partner company to proceed with a collaborative approach. Based on number studies, and according to my own analysis, to regain the market, I suggest GM should proceed with strategic alliances market entry mode. Forging Strategic Alliances and Collaborative Strategies Jeannet and Hennessy, (2004) have clearly justified that the more recent phenomenon is the development of range of Strategic Alliances. Alliances are different from traditional joint ventures, in which two partners contribute a fixed amount of resources and the venture develops on its own. In an alliance, two entire firms pool their resources directly in a collaboration that goes beyond the limits of joint ventures, although a new entity may be formed, it is not a requirement. Sometimes the alliance is supported by some equity acquisition of one or both of the partners. In an alliance, each partner brings a particular skill or resource-usually, they are complementary-and by joining forces, each expects to profit from the others experience. Typically alliances involved distribution access, technology transfers, or production technology, with each partner contributing a different element to the alliance. Daniels, Radebaugh, and Sullivan, (2007) suggest an alliance is a collaborative arrangement in which at least one of the collaborating companies takes an ownership position. In some cases, each party takes an ownership, such as by buying part of each others shares or by swapping some shares with each other. The purpose of the equity ownership is to solidify a collaborating contract, such as a supplier-buyer contract, so that it is more difficult to break-particularly if the ownership is large enough to secure a board membership for the investing company. Production Bases Alliances According to my analysis, GM should proceed with Production Bases Alliances. Jeannet and Hennessy, (2004) pointed out these alliances fall into two groups. First there is the search for efficiency through component linkages, which may include engines or other key components of a car. Second, companies have begun to share entire car models, either by producing jointly or by developing them together. U.S. automobile manufacturers have been very active in creating global alliances with partners, primarily in Japan. Many of these alliances are production based. As a good example, to compete more effectively in the super-small car segment in Europe, Peugeot of France and Toyota of Japan collaborated on the building of a new production plants located in Kolin, Czech Republic by investing about $ 1.5 billion in this facility. The two partners shared the same body design but used exterior modifications to differentiate their models. Both companies carried out their marketing strategies separately, and thus are likely to compete against each other through their own sales and distribution networks. By joining forces, broth manufactures will gain economies in a very price sensitive market segment. If GM collaborates with a leading automobile partner such as TOYOTA or any other, they would also be able to win the competitive advantage through strategic production bases alliances. Problems of Collaborative Arrangements None of these arrangements are not problem-free or perfect approaches. Daniels, Radebaugh, and Sullivan, (2007) shows that although collaborative arrangements have many advantages, some companies avoid them; many arrangements develop problems that lead partners to renegotiate their relationships. Partners might renegotiate responsibilities, ownership, or management structure. In spite of new relationships, many agreements break down or are not renewed at the end of an initial contract period. Collaborations Importance to Partners One partner may give more management attention to a collaborative arrangement than the other does. If things go wrong the active partner blames the less active partner for making lack of attention, and the less active partner blames the more active partner for making poor decisions. Objectives Differences Although companies enter into collaborative arrangements because they have complementary capabilities, their objectives may evolve differently over time. For instance, one partner may want to reinvent earnings for growth and the other may want to receive dividends. One partner may want to expand the product line and sales territory, and the other may see this as competition with its wholly owned operations. A partner may wish to sell or buy from the venture, and the other partner may disagree with the prices. For example, GM has joint venture in Thailand with Fuji Heavy Industries to make and export vehicles to Opel in Germany and Subaru in Japan. Because of disagreements over quality, both companies perform inspections, which is time consuming and expansive, they have even argued over standards of paint jobs. Control Problems By sharing the assets with another, one company may lose some control on the extent or quality of the assets use. Some companies have well known trademarked names that they licence abroad for the production of some products that they have never produced or had expertises. When no single company has control of a collaborative arrangement, the operation may lack direction. At the same time, if one dominates, it must still consider the other company interests. Cultural Differences Companies differ by nationality in how they evaluate the success of their operations. Japanese companies tend to evaluate primarily on how an operation help build its strategic position, particularly by improving its skills. European companies rely more on a balance between profitability and achieving social objectives. This difference can mean that one partner is satisfied while the other is not. In spite of these potential problems, joint ventures from culturally distant countries survive at least as well as those between partners from similar cultures. However as is the marriage, a positive prior relationship between two companies does not guarantee that partners will be well matched in a strategic alliance. Compatibility of corporate cultures also is important in cementing relationship. Conclusion Due to the global economic recession and enormous industry competition, GM lost their industrial leadership to TOYOTA. The secret of its success was their well defined production processes and their high quality customer focused production. By analyzing the GMs presents strengths and opportunities, still GM has the potentiality and own competitive advantage to take over the industry leadership through a strategic approach. I have thoroughly evaluated the situation, especially the best practices and strategic movements of TOYOTA as well as the blunders made by GM during the past few years separately. Then under the How GM becomes the Leader Again topic, clearly I have described all the possible improvements and rearrangements, which need to be applied with a systematic restructuring process to GM. Importantly, this restructuring process requires considerable sacrifices from all stakeholders, dealers, suppliers, employees and executives. During these financial crisis and economic uncertainty challenges, with a proper analysis and understanding GM would be able to open significant number of opportunities with the new strategic restructuring process and innovative products developments in the near future. Then in the final part of the report, I have explained and justified possible strategic market entry approaches that GM can follow to regain the industry leadership again.

Madness and Insanity in Shakespeares Hamlet - A Sane Man :: Shakespeare Hamlet Essays

Hamlet: A Sane Man Hamlet was indeed a very sane man. He was only feigning madness to further his own plans for revenge. His words were so cleverly constructed that others will perceive him as mad. It is this consistent cleverness that is the ultimate evidence of his complete sanity. Can a mad person be so clever? No, a mad person cannot. Hamlet is sane and brilliant. After Hamlet, Horatio, and Marcellus see the ghost, Hamlet tells Horatio that he is going to "feign madness". If Horatio is to notice Hamlet acting strange it is because he is putting on an act. "How strange or odd some'er I bear myself/(As I perchance hereafter shall think meet/To put an antic disposition on)/That you, at such times seeing, never shall,/With arms encumbered thus, or this headshake ,/Or by pronouncing of some doutful phrase,/As "Well,well,we know," or "We could an if we/would,"/Or "If we list to speak," or "There be an if they/might,"/Or such ambiguous giving-out, to note/That you know of me-this do swear,/(I,v,190-201).Hamlet states that from this point forward I may act weird but to ignore my acts of madness for they are just that, acts, and are in no way a sign of true madness. Only a sane and rational person could devise such a plan as to act insane to convince others that he is insane when he actually has complete control over his psyche. Hamlet only acts mad when he is in the presence of certain characters. When he is around Polonius, Claudius, Gertrude, Ophelia, Rosencrantz, and Guildenstern he acts completely irrational. When Hamlet is around Horatio, Bernardo, Fransico, the players, and the gravediggers Hamlet acts completely sane. When Hamlet and Polonius meet in II,ii Hamlet calls Polonius a fishmonger and makes strange conversation with him. In IV,iii Hamlet refuses to tell Claudius were he has hidden the body of Polonius and goes on about how Polonius is at supper. When Hamlet encounters Gertrude in her closet, an unusual place, in III,iv. He yells at his own mother. In II,i Hamlet enters Ophelia's closet, a highly unusual act, he is dressed badly, and acts very strange towards her. Claudius and Polonius set up a clandestine meeting between Hamlet and Ophelia in III,i. Ophelia then tries to return some gifts that Hamlet gave to her and Hamlet claims that he did not give her any gifts and that he never loved her at all. During the play in III,ii Hamlet sexually harasses Ophelia in front of the entire audience of the play. In IV,ii Hamlet refuses to tell Rosencratz

Title : the Affects of Temperature on Enzymes Activity

Title : the affects of temperature on enzymes activity 1. The Problem: measuring and recording the digestion of carbohydrates by enzyme amylase 2. Independent variable: water bath temperature 3. Dependent variable: the time taken for the carbohydrates to get digested by amylases 4. Controls: the amounts of the carbohydrates and the enzymes in the reaction 5. Quantitative measurement: Time | Temperature | Enzymes concentration | Substrate concentration | Starches Indicators | Catalysts | In minutes | Cloven /Celeste | Per millimetre cube | Per millimetre cube | Per drop | No catalyst | 1.Materials: 6 water bathes. test tubes, test tube rack , amylase enzymes , carbohydrate form ( flower or ,potato), thermometers , indicator ,stop clock ,protection (lab coat, goggles ) 2. Procedure: * prepare 6 test tubes with 10 cm of carbohydrate milk and misuse 5 cm of amylase enzymes in a cringe and add to test tube also indicator should be add and there is no catalyst in this experiments * Place t he test tubes on the water baths Water baths should be with fixed temperatures from 10 ,20,30,40,50,60,70 * Start the stop clock as soon as the test tube in the water bath * Keep an eye on the test tube till colour change is observed and the take the test tube out and tack time measurements * Also every temperature measurements should be done individually that the other tests to eliminate error (no one can be in 6 places at the same time ) * Make a table and record the time taken to the enzymes to work and digest the substrate at each temperature individually *Draw a graph Make your conclusion based on the results Hypothesis:. the affect of temperatures on rate of typical enzyme –controlled reaction up to about 40c the rate increases smoothly, also a 10 degree increase of the temperature accompanied by approximate doubling in of the rate of the reaction this is the normal temperature rule of chemical reactions in general, above this temperature the rate starts to fall off the n decline rapidly . above 60 degree the rate ceases or stop completely. . Explanation: increase of reaction why? Increases in the temperature of a system results from increases in the kinetic energy of the system. This has several effects on the rates of reactions, 1-the increase in temperature will increase the activation energy of a molecules there for it has more potential to react and change status Also the temperature will make the molecules move faster and as a result more collision will be possible per/minute . Enzyme’s activity stops why? Altogether and that is because of the heat changes the shape of the enzyme molecules preventing them from working ,this is called (denaturation ) in fact enzymes will denature and any temperature that is why they cannot be used over and over again ,however the higher the temperature the less time it takes for the denaturation to occurs . 5. Risk assessmentHazard | Risk | How to avoid | What happens in case of accident | Risk probabil ity to occurs | Heat from hot water bath| Burning | Handel with care | Seek medical help| Big risk| Enzymes | Biological hazards (irritant | Handel with correct equipment | Wash under water tape | Medium | Glass equipment | Injury or a glass cute| Try to handel with care | Seek medical help | Big | Thermometer | In case it breaks contain mercury | Handle with care Don’t move it from the water bath unless by the lab specialist | Seek eargent medical help in case of contact with mercury | Big | Electrical wire from water baths | Electrocuted or starting a fire | But it out of the way not in contact with water | Seek medical help | Small | Source | Reference | Was it useful | Used for | Advanced biology | Michael Kent, 2004. Advanced Biology. Edition. Oxford University Press| yes| Background information | Biology – Principles and Processes| M B V Roberts, 1993. Biology: Principles and Processes Pb. Edition. Thomas Nelson. | Yes | Methods | Web | Effect of temperature on e nzyme activity. 2012. Effect of temperature on enzyme activity. [ONLINE] Available at: http://academic. brooklyn. cuny. edu/biology/bio4fv/page/enz_act. htm. [Accessed 13 November 2012]. | Yes | | | | | |

The Teachings Of The Bible Essay - 1220 Words

Every religion has it’s own set of rules that need to be followed in order to be considered a true believer which influences the thoughts of those considered to be religious. Should religion have the power to control the way someone’s mind should work? No person should enjoy the thought of being controlled by another person or concept. It is only logical that everyone chooses to be the person they want to be but with religion influencing what can be done and what cannot, the concept of thinking for themselves goes away. Every religion has their own way of doing things. For example, Christians follow the Bible. Islam has influences from the Quran. Judaism follows the Torah. Buddhism follows spiritual ideas based on teachings from scholars. There are countless religious figures and religious teachings that people believe in. The Bible has Christians follow the ten commandments. The ten commandments are a set of principles Christians follow in order to be a true worshiper of God. The Quran is the religious text Muslims follow as their source of faith. The Torah is the written teachings from the five books of Moses. Buddhists follow the teachings from the Buddha. Accordingly, every religion has their own book to follow in order to worship a higher power. That higher power has control over the minds of those who follow their practice. The principles each religion has, influences how a person should think of something without giving them the chance to realize if it is morallyShow MoreRelatedThe Teachings Of The Bible933 Words   |  4 Pagesto uncover to the teaching of the bible, the nature of Jesus Christ, or the purpose of his ministry. . The teachings of Jesus are seen through the bibles not directly but though different parables. In Jesus teachings, He uses parables to teach his people how to live their lives. He does this by comparing life on earth to the kingdom of God. 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The bible tells us that we are not to murder (Exodus 20:13) and any form of taking a life is seen as killing. It says that we die when God chooses us to, and to murder is an attempt to deny God his right of appointing death. Therefore, ‘mercy killing’ is going againstRead MoreChristian Life And The Teachings Of The Bible1243 Words   |  5 Pagespersonal beliefs. I am a Christian since birth. So all I’d like to talk about is Christian life and the teachings of the bible. Throughout my whole life, I have learned about spiritual things and what kind of spiritual things are in my ego. The spiritual values that I always have is love, hope, and trust. Love is an element that Christians value and have in their Christian mind and the bible says to love each other. 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