Tomb Brion Carlo Scarpa Essay Example for Free

Tomb Brion Carlo Scarpa Essay The Brion family bought the 68m2 strip of land, in the cemetery of San Vito d’Alitvole. Later when he died, this plot was extended into an L-shaped plot of land 2200 square metres. Scarpa had â€Å"found his Pyramid† after being commissioned, It took ten years to construct and in the process Scarpa drew 1200 drawings for the Tomb. (Carlo Scarpa – a Profile, 1996) POETIC ARCHITECTURE By paying close attention to detail and considering his designs from every perspective possible, Scarpa has created a tomb with magical and transporting qualities. From reading and seeing images of the architecture, it feels like Scarpa has created a living, breathing, growing form; crafted by using a continuous architectural language. Sculpted from his knowledge and experience of Italian views on life and death, Christian faith and a respect for cultural traditions of the Orient. Combined, they have come together to create a poetic masterpiece. Using his understanding of nature, human senses and materials Scarpa’s â€Å"tapestry woven from countless myths; like human memory, without beginning and without end† (Saito, 1997, p. 16) is realised. WALL The site has a 230cm wall built around the site, which slopes to a 60-degree angle, which the inner site has been raised by 70cm and covered with grass. This limits the view of the observer, taking them away from the mundane sights of the village, creating seclusion. It’s an internal space that represents the joining of the living and the dead world. This theme runs through all of Scarpa’s architecture. Ennio asked Scarpa to make one area of the wall lower; this can be found on the left-hand side of the entrance wing, this was one of only two things that the Brion family asked to have changed about the design. In an interview with Mr. Ennio Brion, the son of the Brion’s explains: â€Å"We had chosen this site because my father wanted to be buried along with his fellow towns-people and having such a high wall between them would have created too strong a separation† (Saito, 1997, p. 152). CIRCLES Circles are found all over Scarpa’s designs. The intersecting circle at the entrance wing is a thought provoking sign as you enter the space it acts as acts as an intermediate passage before entering the ‘new dimension’. The symbolism of a circle is evocative to any culture; it brings interpretations of unity, infinity and continuity, all of which relate to the site and its purpose. The circlular form is also used as ‘nodes’ at the ends of many of the axis. They work like a ‘node’ found in biology when a new leaf grows from a stem creating a transitional point. Visually, Phillip Smith from (O2 Landscapes, 2013) suggests that they present a sense of renewed or redirected sense of vitality to the audience as the energy moves through the water system. VEGETATION The vegetation has been meticulously thought out to be evocative, to flood the senses with sight and smells to trigger sensations. In contrast with the solidity of the architecture, the vegetation is there to compliment the passing of time (Lanscape Australia, 1991). He demonstrated this in minute detail through drawings, how the passing of time will change the face of the site (Saito, 1997) The project challenged him to consider the human soul, challenged him to consider how to cater for the dead and how he could keep the memories of the dead alive in their final resting place. (Saito, 1997). What has emerged is architecture as almost a living, breathing, growing personification of a world that is there, but not at the same time. LIGHT The play of light and shadow is one way in which going there allows people to capture a new experience each time. The light is said to â€Å"change every instant,† and, is at times, â€Å"shocking† (Saito, 1997, p. 19) for visitors. The key feature to this is due to the orientation of the 60m2 chapel. Turned to a 45 degree angle on the east-west axis, the orientation takes the full advantage of light coming from all sides, at any point of the day or year. Using apertures in the walls (Saito, 1997) to let the light in, Scarpa creates a world of ever-changing patterns and intensities of light within the chapel. All these qualities vary depending to season but are planned in detail. For example, the light from one of these apertures in different season causes the shadow to make one, long belt and whereas in the summer it casts a thin x-shape. What really creates the poetry however is how Scarpa take tools such as light, stone and water and through craft, brings its soul to the surface. By thinly slicing onyx and allowing the light to shine through it the soft and delicate patters are amplified by illuminating the space. The double windows located at the back of the altar extend down to floor level allow tiny particles of light enhanced by the moisture from the pool below, to dance around the altar (Saito, 1997). The pavilion is there so the souls of the dead can use it as a canopy to meditate under. (Saito, 1997). An architect would usually cater only for the human experience, Scarpa has looked beyond this, catering for the concept of a cemetery. The zigzag pattern is a dominating feature of the site, acting as a method to show the texture of the material whilst eliminating the cruder side of it, a sequence of refining. He turns it into a new material with new and different qualities. Scarpa paid particular attention into moulding the concrete into a texture resembling tree bark. The zigzags also allow light diffuse and create shadows. He uses these uneven zigzags under the pools of water. In some cases he uses hem to bring out the colours and create interplay of light and shadows and in other incidences, like by the pavilion, the zigzags create the impression that is floating on the water. (Saito, 1997) TOMBS The final resting place of the Brion family is the Tomb. The sepulchres contrast in colour creating a buoyancy effect between the black and white materials. The bases are made from Carrera marble, whereas the upper part is sculpted from slabs of dark brown granite. This effect gives a floating impression, where tilt int o another at a 22. -degree angle, symbolising inclusion and unity. The Floating effect was to be further implied by using water, akin to Scarpa’s earlier works. However, the Brion family felt it too pretentious in context. They meant for the chapel for the entire village, though in reality the dominance of Scarpa’s architectural vision has changed this. Scarpa died just after the site’s completion in 1978 and in accordance to his wishes he was buried here. He is buried in a standing up position (Mimoa, 2009). Before his death he was quoted as saying, I would like to explain the Tomb Brion. I consider this work, if you permit me, to be rather good and which will get better over time. I have tried to put some poetic imagination into it, though not in order to create poetic architecture but to make a certain kind of architecture that could emanate a sense of formal poetry. The place for the dead is a garden. I wanted to show some ways in which you could approach de ath in a social and civic way; and further what meaning there was in death, in the ephemerality of life other than these shoe-boxes. (Mimoa, 2009)

Free Grapes of Wrath Essays: The Joads Journey :: Grapes Wrath essays

The Joad's Journey in The Grapes of Wrath Throughout history man has made many journeys, both far and wide. Moses’ great march through the Red Sea and Columbus's traversing the Atlantic are examples of only a couple of men’s great voyages. Even today, great journeys are being made. Terry Fox's run across Canada while fighting cancer is one of these such journeys. In every one of these instances people have had to rise above themselves and overcome immense odds, similar to a salmon swimming upstream to full fill it's life line. Intense drive and extreme fortitude are qualities they needed to posses during their travels. In The Grapes of Wrath, Steinbeck illustrates the Joad’s endurance by his use of extended metaphors in intercalary chapters. Steinbeck uses intercalary chapters to provide background for the various themes in the novel. He effectively foreshadows upcoming events by telling of the general state of the local population in the intercalary chapters. He then narrows it down to how it effects the main characters of the novel, which are the Joads. Setting the tone of the novel in the reader’s mind is another function of Steinbeck's intercalary chapters. In chapter three, Steinbeck immaculately describes the long, tedious journey of a land turtle across a desolate highway. From the onset of his journey, the turtle encounters many setbacks. Along the way ants, hills, and oak seeds hinder him under his shell. The turtle’s determination to reach his destination is most apparent when a truck driven by a young man swerves to hit the turtle. The turtle's shell is clipped and he goes flying off the highway, but the turtle does not stop. He struggles back to his belly and keeps driving toward his goal, just as the Joads keep driving toward their goal. Much like the turtle from chapter three, the Joads had to face many great hardships in their travels. The planes of Oklahoma, with their harsh summer weather, were the Joads desolated highways. The truck driver represented the Californians, who Buried food and killed livestock to keep the Joads and others like them away from their dream. And their ants and hills were sickness. Even through all of this, the Joads persevered. They were driven by two great motivating powers, poverty and hunger. Just as the turtle searched for food, the Joads were searching for paradise, "The Garden of Eden.

Greek Cosmobob Essay

Cosmo Panetta, a 74 year old immigrant from Greece, living in Niagara Falls, Ontario, Canada with his wife and two sons. After working odd jobs for ten years, Mr. Panetta used personal savings and a loan from a family member to purchase a variety store. He always dreamed of starting a family business. Panetta eventually sold the variety store and purchased, renovated, and renamed a drive-thru restaurant. A second location was added shortly thereafter. Both sons skipped college to help Panetta run the restaurants. Sales were good and customers returned for the good food and good price. Mr. Panetta’s brainchild food item, The Cosmobob, was praised by patrons of both locations, so he began preparing for mass-market introduction and development. Cosmo was faced with a number of decisions concerning producing The Cosmobob. There was an opportunity to open a third restaurant in the Niagara Falls business district, purchase or rent a new production facility for the Cosmobob, introduce the product on a provincial or national level, and whether to distribute through a food wholesaler or supermarket chains. All of these questions would have to be answered very thoroughly because Cosmo had only $25,000 available before having to turn to a bank. His age, shortage of menu diversification, and lack of higher education in the family would also have to be taken into consideration. In this analysis, we will analyze each situation and recommend the best options for Mr. Panetta, his family and their business. Cosmobob Product & Family Business Cosmo Panetta started his family business in 1975, when he opened his first restaurant in Niagara Falls, Canada. Mr. Panetta, his wife and older son immigrated to Canada from Greece. Mr. Panetta had a passion for starting his own family business. He knew that a variety store could be the way to fulfill this dream; therefore, in 1968, he used his personal savings along with a small family loan to purchase his first store. By 1975, he was presented with the opportunity to sell his variety store to a convenience store chain. Using this money and a loan from the bank, he bought an existing drive-in restaurant at Niagara Falls, which he renovated and named Cosmo’s Drive-in. In 1979, he opened his second location on Lundy Lane. Mr. Panetta always believed that a good location, excellent product, and a fair price were the key ingredients for a successful restaurant. Cosmo’s restaurants are famous for the Cosmobob. In 1998, the Cosmobob accounted for almost 35% of the Thorold location sales and 30% of the Lundy Lane location sales. With this tremendous success in one product, Panetta decided to produce and sell the Cosmobob to other restaurants in the area. An extra room in the back of the Thorold Stone location was used to prepare orders. The restaurant; however, had limited freezer space for storage so a local icehouse was used for $400 per month. Three people were initially hired on a part-time basis at $9.00 per hour to operate the production initiative. The Cosmobob sales went from 100 cases in September to 600 cases by December. Looking at this growth, production staff was increased to six people. Current locations Sales & Profit The Lundy’s lane location was also known as â€Å"the fast food strip† and the second restaurant was located on Thorold Stone Road, a main industrial street. Mr. Panetta managed the Thorold Stone restaurant while his older son Joe managed the Lundy’s lane restaurant. The average sale per customer for the restaurants was $6.88 and most of the customer traffic was recorded during lunch and dinner hours. Cosmo’s restaurant had grown to $480,000 in assets by 1998 with a gross profit of $136, 846 and almost $1,163,000 in sales. Decisions Affecting the Longevity of the Company Sales were promising in both locations and Mr. Panetta knew this could be a great time to inquire about expanding his company and product. He had three options to consider; opening a new store in the upcoming area mall, purchase or lease a facility for mass production, or do both. He also had to decide if he would market his product to the food service market or through supermarket chains. With only $25,000 to invest, he would need to consider a loan. Another question Mr. Panetta was faced with was; would the demand for the Cosmobob be high enough to see a profit within the first few years if he mass produced the product? Canadian Food Market The Canadian food market is a $37.8 billion dollar a year industry which consists of the food service market and retail grocery stores. The food service market includes all meals eaten away from home in schools, hospitals, prisons, nursing homes, hotels, and restaurants. Canadians on average ate 38% of their meals away from home in 1996. Hotels and restaurants serve 960 million meals a year; however, this is a small portion, only 8% of the total food service market. On the other hand, fast food service accounted for 80% of the 960 million meals, totaling 768 million. Within the food market, there are four basic types of food service systems used for delivering entrà ©es: Conventional system, where all food is purchased raw and processed on premises. The Semi-conventional food system; which provided frozen pre-cut meats. The ready food system provided pre-cooked frozen entrà ©es on premises and finally the Total convenience system where 90-95% of all food items were purchased from outside commercial suppliers. 25% of all hotels and restaurants used the total convenience system by 1990. The use of convenience foods helped contribute to the efficiency service during the peak periods of the day, resulting in faster customer service and increased sales volume. Marketing Strategy Mr. Panetta is undecided between two marketing strategies to promote and sell the Cosmobob. Either he can enter into the food service market or distribute through supermarket chains. Distributing through a food wholesaler would require permanently adding pita bread and Cosmo sauce to his offering. Grocery store chains were a larger market than food service; however, the cost would also be substantially higher. Cosmo knew there were no existing â€Å"ready to serve† souvlaki available to the home user. Serca Foods Serca Foods, a national food wholesaler, was interested in carrying the Cosmobob. They would require a 20% margin on the products purchased. Meaning for every Cosmobob case sold at $60, Serca Foods would receive $12. With Serca being a national wholesaler a federal inspection would be necessary for products to be sold in multiple providences. Therefore, Panetta would have to invest an extra $30-40,000 in his production facility to pass the federal government inspection. The complimentary items to the Cosmobob; the pita bread and Cosmobob sauce, were not available in all Ontario markets, resulting in additional working capital needed to cover four weeks of inventory. If the Cosmobob was exclusive to Serca, their salesperson would have the upper hand with its buyers. Cosmo would not have to personally worry about the selling and promoting of his product to the food service market. Small restaurants and hotels liked the convenience of ordering from only one wholesaler, and if only Serca offered the Cosmobob that gave them the opportunity to gain new accounts. Supermarket Chains Federal inspection would be necessary if the Cosmobob was introduced nationally in a supermarket chain. Distributing to the home user would be beneficial to those with large families that could not afford to eat away from home often, and also appeal to people who liked to have comfort food at home. Supermarket chains would expect a 25% margin on the retail selling price, good promotional support, and guaranteed delivery. The delivery to national supermarkets would be an additional cost for Mr. Panetta to consider. Mr. Panetta and his son were the only two conducting sales and demonstration of the product. With the promotional expectations of the supermarket chain, he would need to hire another salesperson in order to meet the demands. There is a $20,000 placement fee per product, per supermarket chain; in addition to samples, free food allowances, advertising, and trade promotion. Consumer promotion for a new product would cost more than $800,000 a year. Table 1 shows the estimated cost and profit if he used Serca Foods and produced and sold 2,400 cases a month. New Opportunity in Victoria Mall Mr. Panetta had an opportunity to open a new store in the upcoming Victoria Avenue Mall area. Compared to his current locations, this restaurant would be closer to the Niagara Falls business district and tourist area, which could possibly generate a lot of exposure to new customers. The estimated inflow to the mall was expected to be 500 cars per day. His target market would include local customers and tourist who visited Niagara Falls. The list of tenants in the mall includes a convenience milk store, hair styling salon, flower shop and a dry cleaner. With this expansion, he projects the new store could generate at least 60% of the Thorold Stone location initially and potentially match it in two years. This would require an investment of about $60,000 towards leasehold improvements and equipment. Table 2 and 3 outlines his initial estimated sales of $322,503 and net income of $10,930. Production Facility Options The facility space being utilized for production has reached its capacity. If Mr. Panetta considers expanding his product on a larger scale and mass produce, he must occupy a facility that can meet the needs of production and service. There are two options available; the mushroom factory and the old dairy farm. The mushroom factory is located outside of Niagara Falls in Grimsby, Ontario. To lease this facility for 3 years it would cost $83,340. In addition, Mr. Panetta would have to provide an upfront cost of $160,000 to cover improvements and mandatory government inspection. Alternatively, the building can be purchased for $460,000 which includes rent, facility improvements and inspection. After conducting a differential analysis, the differential cost from the alternative to buy the mushroom factory compared to leasing would be $216,660. Table 4 outlines the details of this analysis. His second option is the old dairy plant factory. This facility would require a 3 year lease agreement for a total of $103,200 in rent. It would also take an additional $30,000 in leasehold improvements, in order to get the facility ready for operation and $40,000 for government inspection. Mr. Panetta has the option to purchase this location for $470,000. In Table 5, the differential analysis shows a $296,800 net difference in the cost to rent or buy the old dairy plant. Recommendations After conducting a full analysis of Mr. Panetta’s product and the market, we recommend that he pursue a new business opportunity and open a new location in the Victoria Mall. Although the requirement to lease the site is for a minimum of 20 years, with rent exceeding $384,000, there is potential to reach many customers on a daily basis. Sales projected on 60% average of the Thorold location is expected to produce a $10,000 net income within the first year and has the potential to reach Thorold location sales in two years. Opening this new site would require a larger facility in order to mass produce the Cosmobob. The old dairy plant location in Niagara Falls would be the best option. Not only would it allow him to use the same employees, but the capital required to have the plant operational is less expensive. $70,000 would be required upfront compared to $160,000 in improvements and inspections for the alternative location. There is a $296,800 difference in cost to lease the old dairy plant compared to purchase. The lease option is less and it provides the option to discontinue the lease agreement after 3 years if he determines that his net profit is not meeting the company’s expectations. To market the Cosmobob through Serca Foods would be beneficial. While hotels and restaurants only make up 8% of the food service market, they served 960 million meals a year, and 768 are at fast food restaurants. The Cosmobob is a versatile entrà ©e and can be sold at eateries of all price points. The sales force and promotion is guaranteed, and the requested margin on sales is lower than that of supermarkets.

My First Day Of Preschool - 997 Words

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