Dear America Letters Home From Vietnam Chart Answers
Dear America Letters Home From Vietnam Chart Answers – Links to USSR Bay of Pigs invasion “Yankee Imperialism” Cuban Missile Crisis Post Crisis: Hotline Nuclear Test Ban Treaty US, USSR, UK
Ho Chi Minh and Viet Minh fight the Japanese returning French US aid Ho vs Japan then French vs Ho French Withdraw
Dear America Letters Home From Vietnam Chart Answers
Ngo Dinh Diem is prime minister North Vietnam: Ho Chi Minh Growing civil war: In the south: Vietcong Ngo Dinh Diem’s popularity plummets Coup
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1962: 11,000 1963: 16,000 Escalation of the Gulf of Tonkin Resolution: 1964: 23,000 1965: 200,000 1967: 485,000 * See table on p. 1070 for US involvement
How would you describe the soldier’s experience in the film? In 7 parts on YouTube: here is part one. Stay on this channel
April 1967: 300,000 in NY, SF Spring 1968 at over 200 college campuses Oct: 2 million attended anti-war meetings and protests Nov 1969: March Against Death in Wash, DC: 300,000 1971: 14,000 arrested in DC
Deferment: College, Marriage, Child Support, 4-F Draft Lottery 1969 and Beyond Check the chart (click on 1970) to see if you would have been drafted. This link explains the tables and the lottery.
Utah Centennial County History Series
Vietnamization: De-Americanization of the war Troop reduction 1969: 541,000 1970: 335,000 1972: 24,000 Transfer of responsibility to South Vietnamese Intensification of the war: Bombing of Cambodia Invasion of Cambodia
Unexploded Bombs: In Region US Immigration Fall of 2 Presidents Increase in Presidential Power vs. Congress Disillusionment with Government, Politics Media Coverage of War Changes Foreign Policy Impact PTSD Effects of Agent Orange
30 This Associated Press photo, “General Nguyen Ngoc Loan Executes a Viet Cong Prisoner in Saigon,” won a 1969 Pulitzer Prize for its photographer Eddie Adams.
Why couldn’t the US bomb find its way to victory in Vietnam? What are the main reasons discussed in the essay?
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Marvin Gaye: What’s Going On Inner City Blues: Make Me Roar, Mercy Me Creedance Clearwater Revival: “Fortunate Son” Alice Cooper: “18” Buffalo Springfield “For What it’s Worth” The Raiders “Indian Reservation”
Ohio Southern Man Alabama Lynyrd Skynyrd Sweet Home Alabama Rolling Stones Shed Me The Beatles Revolution Jimi Hendrix Star Spangled Banner Bob Dylan Masters of War Other?
As we watched events throughout the year, we had a very focused focus on what we could do as a company to serve. As I begin this annual letter to shareholders, I am proud of what our company and our tens of thousands of associates around the world have accomplished collectively and individually. As you know, we have long championed the essential role of banking in a community – its potential to bring people together, to empower businesses and individuals to achieve their dreams, and to be a source of strength in difficult times . Those opportunities have been presented to us in impressive fashion this year and I’m proud of how we’ve progressed. I discuss these issues later in this letter.
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As I look back over the past year and two decades – beginning with my time as CEO of Bank One in 2000 – it is remarkable how much we have persevered and achieved, not only in terms of financial performance but also in terms of Referring to our unwavering commitment to helping customers, communities and countries around the world. 2020 was another strong year for JPMorgan Chase as the company delivered record earnings as well as numerous other records in each of our businesses. We achieved net income of $29.1 billion on revenue of $122.9 billion versus $36.4 billion on revenue of $118.5 billion in 2019, which is a strong underlying underlying performance across our businesses, offset by additional reserves under new accounting rules. We have generally increased market share in our businesses and have continued to make significant investments in products, people and technology while maintaining credit discipline and a strong balance sheet. In total, we have originated loans and raised $2.3 trillion in capital for corporate, institutional and US clients.
JPMorgan Chase stock is owned by large institutions, pension plans, mutual funds, and directly by individual investors. However, it is important to remember that in almost all cases, the ultimate beneficiaries are the individuals in our communities. More than 100 million people in the United States own stock, and a large percentage of those people own stock of JPMorgan Chase in one way or another. Many of these people are veterans, teachers, police officers, firefighters, health care workers, retirees, or those saving for a home, school, or retirement. Your management team goes to work every day, aware of the enormous responsibility we have to fulfill for our shareholders.
While we don’t run the business with stock price concerns in the short term, over the long term our stock price is a measure of the progress we’ve made over the years. This progress is a function of continued investment in our people, systems and products through good times and bad to grow our capabilities. Whether looking back five years, ten years, or since the JPMorgan Chase/Bank One merger (roughly 15 years ago), these investments mean our stock has significantly outperformed the Standard & Poor’s 500 Index and the Standard & Poor’s Financials Index. These important investments will also propel our company’s future prospects and enable it to grow and prosper for decades to come.
We have consistently laid out to you, our shareholders, the core principles and strategies we are using to build this business – from maintaining a strong balance sheet, continuing to invest, nurturing talent, fully satisfying regulators and continually improving risk, governance and controls to customer service and customers, while empowering communities worldwide.
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Adhering to these principles allows us to drive good organic growth and properly manage our capital (including dividends and share buybacks), which we have consistently demonstrated over the past few decades. All of this is shown in the diagrams in this introduction. In addition, we urge you to read the CEO letters in this annual report, which will give you much more detailed information about our businesses and our plans for the future.
If you take a closer look, you will see that our success and achievements are based on our commitment to our shareholders. Shareholder value can only be built by running a healthy and vibrant business, which means doing a good job and caring about your customers, employees and community. Conversely, how can you have a healthy business if you neglect one of these stakeholders? As we learned in 2020, there are countless ways an institution can show compassion for its employees and its communities while maintaining shareholder value.
Ultimately, our employees are the basis of our success. They are the ones who serve our customers and communities, who create technology, make strategic decisions, manage risk, guide our investments and drive innovation. However you view the complexities of the world and the risks and opportunities ahead, a great team of people – with guts, brains and tremendous skills, tackling personally challenging circumstances while at the same time dedicated to professional excellence – is what ensures our prosperity, now and in the future.
We must build and maintain a healthy and dynamic company over the long term, to be able to deal with life’s uncertainties, invest, innovate and grow. To be healthy and vibrant, a company must do many things well: it must do good work for customers; attract, develop and retain talented employees; and serve his communities.
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It is vital that we do all of these things as failure to execute any of them with excellence could lead to failure of all. Over the years we have detailed the efforts we make to take care of our customers and our employees. The purpose of this section is to describe our corporate responsibility efforts in more detail and explain what they mean.
To be healthy and vibrant – and to create long-term shareholder value – a company must be financially successful over the long term.
The problem with the American public’s perception of “shareholder value” is that too many people interpret it as short-term, greedy profit-taking – which, ironically, is the last thing that leads to the construction of real, long-term shareholder value. And when they hear the word “trustee,” they think we stand behind our attorneys.
Obviously corporations have a fiduciary responsibility. However, legal and fiduciary language does not reflect how most CEOs and boards actually run their companies. We should not be blinded by the debate about it