GLOBAL CITIZENSHIP

Beatrice Sim Josephine Quek Dylan Chng

[1204073I] [1202612F] [1202143B]

06/04/2013

TEMASEK POLYTECHNIC CENTRE FOR TRANSCULTURAL STUDIES: GLOBAL CITIZENSHIP (VACATION CROSS-DISCIPLINARY SUBJECT) IN CONJUNCTION WITH KIZUNA (BOND) PROJECT BY JICE (MARCH 2013)

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Summarily the UWASA project is a social enterprise venture (see section 2) aimed at aiding the comprehensive and total recovery of Japan after the Great East Japan Earthquake and Tsunami Disaster in March 2011 (see section 3). UWASA is an attempt at big help in a small way. UWASA is a for-profit organisation that operates primarily online as a blog-shop. UWASA also believes that the sale of products whose designs are geared towards the altruistic objective of dispelling harmful rumours will create a trickle-effect of positivity, and that indeed one of the best ways to do good is through good design. This document contains detailed information about the UWASA project, which will be explained in eight separate sections: 1) the chosen project area, 2) the problems it intends to rectify, 3) the UWASA concept, 4) research work prior to writing this report, 5) details about the project implementation, 6) intended strategies for continuity and sustainability of the project, 7) the challenges met when developing the project, and 8) a conclusion and evaluation of the project.

The chosen project area for this project is that of a social enterprise. A social enterprise is a for-profit organisation with objectives tending towards the eradication and management of poignant social and environmental problems. The Social Enterprise Alliance defines a social enterprise as an organization or venture that achieves its primary social or environmental mission using business methods. Social enterprises harness the power of the marketplace to solve critical social and environmental problems., while the Social Enterprise Institute defines it as a mission-based business and includes an organization or venture that advances its social mission through entrepreneurial earned income strategies. Therefore, this project intends to rectify specific lingering social issues in the aftermath of the Great East Japan Earthquake and Tsunami Disaster (covered in detail in section 3: Situation), through the creation and development of an entrepreneurship, specifically, an online blog-shop. To reiterate the definitions mentioned above, naturally, this shop will be geared toward the singular objective of providing help in some small way to the recovery efforts still ongoing through the design and sales of our own products.

Since the Great East Japan Earthquake and Tsunami Disaster two years ago, recovery efforts have been many and dedicated, and consequently, recovery, particularly in infrastructure, has been swift. Japan appears as if she had suffered no damage, and indeed many structures are stronger than before. However, holistic recover encompasses much more than just the structural, physical and visible aspects. There are numerous factors and variables hindering Japans total recovery, particularly regarding her economy and tourism an issue dangerously pertinent to small, local business heavily dependent on these factors of industry that Japan and its people have neither control over nor power to manage on their own. A salient and relevant factor currently posing as an obstacle is the persistence of harmful rumours and other forms of ignorant attitudes perpetuated by ill-informed hearsay and negative misconceptions. These harmful rumours are spawned as a result of the Japanese and international populations fear of radiation (incorrectly believed to have dangerously contaminated Fukushima and its neighbouring prefectures) because of the meltdown of the Daiichi nuclear power plant. I n fact, tremendous decontamination efforts and safety measures have since been taken to ensure that radiation levels (in the environment, produce and products) are

safe for human use and consumption. Indeed, much of Japans radiation levels are below world average. Japan and her products are demonstrably safe, yet these misconceptions persist. This is what remains poised as major hindrances to total recovery in Japan: an irrational fear. This problem is amplified and exacerbated when related to small, local businesses, and this is hence the mission of the UWASA project: dispel these harmful rumours.

This section describes UWASA in its entirety as a concept and idea. It explains our company philosophy and values, and also explains the visual elements chosen for our branding.

We are a group of students seeking to shed light on the harmful rumours caused by the Great East Japan Earthquake and Tsunami Disaster through a range of hand designed products and visual messages inspired by Japan. We wish for you to understand the true nature surrounding this unfortunate incident and in turn, play your part by supporting our cause and spreading awareness to others around you.

Creating meaningful visual design incorporating Japanese style and materials and providing thought provoking visual messages to educate.

Rumour rumor (noun) /a story or statement in general circulation without confirmation or certainty as to facts.

The aim is to focus directly on what we are trying to achieve: to dispel rumours. To make this concept exceptionally clear, we chose a direct translation of the word to reflect such importance. Red is used to emphasise the harmful aspect of the word as the colour is most often associated with danger. White on the other hand expresses innocence. In this aspect, RUMOUR(s) are portrayed as seemingly harmless but deadly. The design of the seal shows red surrounding the white character. This implies that the harm caused by a single rumour can spread greatly. In actuality, the rumour is no more than a misconception and only when fuelled by the general public do such statements cause distress. In ancient Japan, a stamp (or inkan) is required for conducting important events such as a business transaction. It can also simply represent a personal marking, in which our enterprise has adopted for this particular project.
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In relation to the concept of Kizuna (bond), the colours red and white serve as remind of the similarity shared between the countries Japan and Singapore. It is this bond that has allowed us to better understand each others needs so that we may continue to support and create a better living environment as interdependent countries.

Our target market reaches out to the internet savvy youths of the younger generation. Due to this factor, we have designed UWASA in bold for a more modern imagery. The minimalistic, sleek black and white style is often observed in fashion brands such as Chanel and Dior. We feel that such a logo would appeal to our target audience as well as further emphasize the main theme RUMOUR(s) in the event research is carried out on the word and its meaning. The combination of both traditional and modern logos exemplifies o ur companys theme of a Future/Past infusion, in which we embrace in order to create meaningful design.

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An academic paper by Misa Matsuda, Professor of the Faculty of Letters at Chuo University, Japan, dealt with the actual situation regarding the spread of harmful rumours. It addressed the nature of these rumours and explored certain factors explaining their continued perpetuation. In many cases, the rumors being spread are being received as wordof-mouth. In other words, people are interpreting the rumors as being factual. (Matsuda, 2011) This indicates that the root of the problem lies in individuals who are misinformed, or according to Matsuda, with malevolent intention spreading said rumours to kin and close acquaintances and by the very nature of their relationship are believed to be trusted sources of information. Furthermore, Matsuda goes on to describe the adverse effects of the Japanese governments attempts at allaying groundless fears. Actually, attempts to stop rumors from circulating by showing proof of their falsity have the opposite effect in many cases. When the authorities or the target of rumors produce information to deny the claims, new rumors start that such institutions are trying to conceal the facts. (Matsuda 2011)
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This hence explains the dead-end position the government and other institutions of authority are faced with when trying to rectify the situation. Relating to the rest of Matsudas paper, it thus becomes obvious that the most effective method of curbing and in fact reverse the damage caused by the harmful rumours is through the individuals efforts. This is the principles upon which UWASA bases its objectives. These rumours naturally had an adverse effect on all things Japanese: tourism to and within the country fell at record rates. In 2011, according to news.com.au (2011) just 352,800 foreigners arrived in Japan in March, 50.3 per cent fewer than in March 2010 and the largest decline ever recorded. This massive dip in tourism was proven to be causally linked to the disaster itself: visitors decreased as media reports about the quake and nuclear accident worldwide prompted authorities overseas to issue advice to their citizens to refrain from visiting Japan (news.com.au, 2011). One year on in 2012, more than 10 months after the Fukushima meltdown and Japan is still dealing with the fallout - this time the key industry of tourism is reeling from the catastrophe. (Shadbolt, 2012) According to government figures released Tuesday, the number of foreign nationals entering Japan dropped 24.4% from a record of 9.45 million in 2010 to 7.14 million in 2011.

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New entries of foreign nationals - a figure that excludes working or studying expatriates that may have returned after home leave - made a similarly dismal showing. The Immigration Bureau of the Justice Ministry said new entrants fell from 7.92 million in 2010 to 5.45 million in 2010, slumping 31.2%. The government says a combination of the March 11 earthquake and tsunami and the high level of the Japanese yen were the key factors in the decline. (Shadbolt, 2012) Our visit to the Fukuroda Waterfall in Daigo town during our visit to Japan confirmed this worrying phenomenon. In spite of the site being extremely far away from the site of the meltdown, there was a distinct lack of visitors and tourists to the site, which boasts a record of tremendous tourism numbers prior to the disaster. This effect was likewise confirmed by the manager of the Fukuroda Onsen Omoide Romankan Hotel, who tells of a drastic drop in tourist stays post-disaster. For both aforementioned sites, the situation is especially worrying considering the drastic differences in current and previous statistics. It must be noted that it has already been two years since the disaster. Besides tourism, Japanese businesses relying on high human traffic and export from the country suffered greatly too.
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Supermarkets and hotels across Asia began limiting Japanese food imports. India said it would suspend food imports from Japan for about three months due to concerns about radiation-contaminated food entering the country. China banned Japanese dairy and aquatic products, vegetables and fruit from the five prefectures nearest the Fukushima nuclear power plant. In China there was panic-buying of salt spurred by the belief that iodine in the salt would offer protection from the radiation. South Korea stopped importing Japanese fish. The Philippines suspended cookie and chocolate imports,. The U.A.E. banned all fresh food imports from Japan. (Hays, 2013) Consistently, every testimony blames the propagation of harmful rumours for losses in necessary income, for example, Kenzo Sasaki, a farmer residing on the outskirts of Fukushima says The consumers dont want to buy products from Fukushima Prefecture, so we cant sell them. Its the rumor problem. (Wines, 2011) Farmers say the ambiguity has effectively shut down their sales. We think well lose 80 percent of our income, Ryuji Togashi, who runs a Towa-area farmers co-op store, said last weekend. Weve been damaged by rumor. People think that all our vegetables are affected by radiation. We cant even sell the products that arent affected. (Wines 2011)
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This was likewise observed during our visits to a whole host of small, local businesses in the Ibaraki Prefecture. From a recreational forest to a traditional paper shop, to a strawberry farm famed for its tourist attraction, to a glassware factory, all report a slow-to-recover drop in visits and sales. This is a lasting effect that is worsened by the fact that all of these businesses expended large amounts of money rebuilding after the disaster, and depend heavily on tourism to profit. International media has also been accused of sensationalism and exacerbating the issue through irresponsibly reporting the situation. German media in particular, has been accused of scaremongering and misleading the public on the safety of nuclear power. (Wikipedia, 2013) A large portion of the efforts taken to stop the spreading of these harmful rumours were by the Japanese government themselves, who carried out numerous health screenings and radiation detection exercises to prove the safety of Japan and her products. As mentioned in the initial paragraphs by Matsuda, this has had the opposite effect, instead convincing many that the authorities are withholding information and have been less than truthful. This impression was strengthened by the general opinion that the Japanese government handled the situation during the disaster in a manner that was less than satisfactory.

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Kan (Japans ex-premier), who stepped down last September, came under fire for his handling of the crisis, including flying over the plant by helicopter the morning after the disasters hit -- a move some critics said contributed to a delay in the operator's response. (Saoshiro, 2012) The opinion is repeated even within Japan. Some local government officials in Fukushima criticized the report (regarding risk of developing cancerous growth in population) for identifying specific areas and their associated exposure estimates. (Wald, 2013) Besides the Japanese governments efforts, the Japanese International Cooperation Center (JICE) also enacted the Kizuna (Bond) project. It was an international exchange program primarily for students with the main objective to dispel misconceptions and through said student ambassadors, compound the effect. As mentioned before, the most effective way of dispelling these rumours is by reaching out to individuals on a personal level. This can be done by anyone willing to immediate kin and acquaintances, but beyond that, there lies the problem of connectivity. The participation or creation of a social enterprise is a more effective way of addressing a social issue. In Japan itself this opinion has been growing.
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After two decades of economic stagnation and serial natural disasters, a growing number of young Japanese believe social entrepreneurship is the best way to rebuild their society. (Bauwens, 2013) Bauwens goes on to report that the attitude change is intrinsic to the Japanese individual, characterised by the realisation that a number of social issues had to, and can be tackled by ordinary citizens. This driven both by a disappointment in the government, as well as a return to traditional values and a return to idealism, people want to contribute to society again. Methods of developing a social enterprise are many and varied, but for us, the most feasible and viable method is to operate through a blog-shop. The blog-shop is a relatively recent phenomenon which has offered many aspiring business-owners the chance to try their hand at entrepreneurial ventures at low cost and risk. Lee (2011) states that in Singapore alone there are over 50,000 blog-shops, on average conducting eight transactions a month, generating about S$160 worth of income each time. Furthermore the blog-shop business model proves itself to have immense potential for returns, with the top earner generating some S$20,000 a month in revenue (Lee, 2011). These figures indicate the potential for a high volume of traffic in a blog-shop, which means that it is the ideal platform for building a social enterprise.

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With figures such as 480,000 out of 1.2 million visits to LiveJournal being to blogshops (Lee, 2011), it becomes obvious that promoting a cause through such a platform is insurmountably efficient.

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The project concept will be discussed in three subsections: 1) General Plan, 2) Detailed Phases and 3) Logistics and Administration.

As mentioned previously, UWASA is a project with the mission of dispelling harmful rumours and misconceptions about the state of Japan and the safety of the country and its products. This is intended to be achieved through the sales of products online in a blog-shop, through linking with Society6. These products will be designed with this intention kept in mind such that there is a discernible objective as well as obvious Japanese influences. UWASA will be run entirely online for the time immediately after its inception, and then begin to grow as a business when there is a consistent consumer base and income flow (see subsection 2). UWASA will also be partnering with a student initiative known as Project 10: The Kizuna Experience, which is a short-term social media real-time exhibition to be executed over ten days. Both UWASA and Project 10 have similar goals. This is a mutually beneficial partnership because both projects will be able to advertise for each other on their respective sites, and together build a strong audience. This is particularly viable because UWASA and Project 10 also share a similar target
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audience: technology-savvy youths aged 18 to 35 interested in Japan her culture and her affairs. The main difference lies in UWASA primarily targeting individuals with purchasing power. Project 10 contains detailed information about the disaster and the subsequent recovery efforts and current situation, whilst creating a personal touch for visitors. It thus can serve as a credible information source for UWASA customers. It must be stressed that although this partnership is highly beneficial to both parties, it is not a co-dependent relationship. UWASA is independent in terms of operations and management, and does not depend on Project 10 for sustenance.

UWASA will be managed over three main phases. These phases are progressive, and each depends on its predecessor (with the exception of phase 1) because of the necessity for finances to initiate certain parts of some phases. Phase 1: Blog-shop and online sales; online advertising and promotion For the first phase, UWASA will be operated as an entirely-online business. The UWASA main site is hosted on Tumblr (a conceptually image-heavy blog-host), and all sales will be managed through Society6 (see subsection 3: Logistics and Administration), and similarly and appropriately, all advertising and promotion efforts (henceforth referred to as A&P) will be focussed online. If possible, light physical
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A&P will be carried out in the Temasek Polytechnic campus, especially in the Temasek Polytechnic Design School. A&P will take place primarily through social media networks (eg. Facebook, Twitter, Instagram). For this phase, the objective is to bring the business to creation and subsequently build a strong (but small) reputation and following, and begin the generation of income. Executing this phase is effectively cost-free. Phase 2: Entering physical sales When sufficient capital has been raised, we intend to capitalise on an event or a number of events held locally that have high consumer traffic to sell our products physically, and in the process build our brand further. Example events will be Japanese fairs held in places such as Isetan (Shaw Towers) and Ngee Ann City. If no such opportunity presents itself, we will set up a pop-up shop in Temasek Polytechnic over a short, set period of time. Pop-up Shop Event: The pop-up shop for UWASA will be a temporary affair over a short period of time, most likely for the duration of a week.
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We will offer two forms of services: I: Product Sales These products will be similar to those sold online, but will carry previously unreleased designs. These designs will be marketed as exclusive and limited edition. They will be sold at a price comparable to the online prices, but necessarily modified to generate profit, accounting for manufacturing costs. Sometime after the pop-up shop event, the popular products will then be sold online, marketed as made available due to popular demand. II: Customisation services One to two weeks prior to the event, order forms for the customisation of certain personal belongings (eg. notebooks, stationery, tumblers) will be made available physically and online. A selection of styles will be provided in a catalogue for a set range of items, and interest individuals can pre-order the service, which will be conducted at a low price on the day of the event. Individuals who did not pre-order the service will also be allowed to participate, but priority (consider limited materials) will be given to registered participants.

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The materials used for this service will preferable be exclusively products of Japan, to express UWASAs mission and objectives. A&P will begin two to three weeks prior to the events through various forms of media (physical and digital) to generate a sustainable hype and interest. During the event itself, the UWASA online store will be heavily promoted. Phase 3: Import and resell When a substantial amount of funds has been accumulated, products from Japan will be made available for sale online. Partnerships will be formed between interested Japanese local businesses and UWASA, and we will behave as a middleman, earning profit through the resale of products. When partnerships have been formed, we will select products which we think have the potential to sell with our consumer base and catalogue them online. We will take orders through the website, and weekly we will make the necessary purchases for the ordered products and have them shipped to our customers. We will charge our customers with a price that allows us to make a profit, as well as for the shipping fee). Excellent customer service will have to be maintained for this part of product sales: for example, if a product is not delivered, or delivered irreparably damaged, we might provide a form of compensation and re-order.

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This is a phase that can only be implemented as a much later stage, when there is a consistent and steady consumer base and income flow, and sufficient working capital to initiate it. This is a phase of the operation that has relatively high cost and risk.

Society6 is a platform for artists to make their artwork available for sale as a variety of products, without giving up control of our rights. Society6 organizes the production, packaging and shipment for the artwork published in its site. Through our blog, designs offered by UWASA would be offered on Society6 for anyone to purchase them online.

When preparing our artwork files before submitting them to the website, the type of products to be offered should be kept in mind. Designs should be submitted in high resolution, not more than 50MB. The quality of the digital file will determine the sizes available for high quality prints. For dark garments, designs should be submitted as a PNG file for a full colour spectrum printing and the transparency of the background is necessary. A JPG file is accepted for the majority of products in Society6.

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Pricing for all products are fixed except for art prints where the artist determines the Art Print Profit themselves. One of the most popular filters in Society6 shop is the pricing filter. On the Post page, when you set your pricing, please use a Retail Price that you're accustomed to seeing when you make a purchase. Profit is always a tenth of the selling price (excluding shipping fee). We can track our earning through our account. Disbursement of profit from UWASAs designs would be on the first of the month via Paypal - with a thirty day per purchase grace period from the date of sale, depending on the length of time required for the clearance of payments made for our products. If an item is sold on the sixteenth of January and cleared on the sixteenth of February, profit for that item would be received on the first of March.

UWASAs target market would primarily be youth living in Singapore. The fee for shipping Society6 products into Singapore for every item is at a standard fee of US$10. Society 6 promotes artwork through its very own Publisher Network, with collaborations between highly regarded art magazines, websites and blogs to join in with the artists of Society6.
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In Society6, there is no quality control. Anyone can upload their designs to the online shop; its appeal is given to the buyers discretion. Top sellers on the site have made $5000 worth in profit, products catered specifically to recurring themes of pop culture, movie cults and hipster motifs such as triangles, tribal patterns are seen frequently on the Popular page. Products should be easy to buy and find, categories selected for UWASAs work to appear under in the Shop would be done with care to prevent misrepresentation of our artwork, resulting in the removal from the Shop. The best way to get promoted is to get noticed by other artists. Often, however, the best selling designs are not the ones with the most promotions. It has various pages, from which it generates artists designs by random and also promote recently submitted designs. After receiving 10 Promotions on Society6, the artist would get an e-mail notification that states your Art Print has just been added to the Society6 Shop, adding your piece onto the Shop pages, which enables it to be found randomly or by page. Not just through the search engine and other artists.

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As a business model, UWASA is relatively simple to manage. Since all sales will be handled through Society6, finance management is hassle-free. Likewise, product generation required only for a graphic design to be produced by our artists. Design generation will follow a scheduled release. For example, we will release a large quantity of designs for our initial start up, then we will monitor the kinds of designs that sell the best, and tailor our subsequent designs to model after them. As the consumer base grows, we will start to float more varied kinds of designs, and if they sell well, they will then enter the UWASA design repertoire. Once a steady rhythm has been established, new designs will be released twice a month, with approximately five new designs per release date. These releases of designs will follow themes. Besides that, we will also conduct periodic contests and competitions for loyal customers and visitors to the site to participate in, wherein they will create thematic designs and submit them to us. The winners, for example, the top five per contest, will be awarded with such rewards as discounts, gifts or cash prizes, as well as have their designs sold as an official UWASA product.

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One major obstacle is garnering a viewership and finding enough publicity to spread the message though our merchandise, especially in the projects early stages, where it is an unknown entity. As we wish not to rely heavily on Society6 (only using it as a transaction platform) it may prove to be difficult to gain the attention of the required consumer market in a short span of time. To combat this situation, we have taken advantage of the numerous social media platforms such as Twitter, Facebook and Instagram to publicise our project. Each platform has varied methods of communication which will serve us effectively in conveying our messages across in different ways so as to reach out to a wider target audience. Physical A&P may also be carried out as needed so as to bring the project to peoples attention. An extension of the first challenge mentioned is that we might face a very slow increment in fan base and consequently income, unless there is a high demand for our product. This poses a significant problem because the accumulation of both a consumer base and funds is vital to the growth of our business, especially for the later phases, where we wish to expand on our presence and services. We will overcome this problem by working to ensure that our initial A&P is more than sufficiently engaging. We must also ensure that we conduct trend and market

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research for the designs of our products so that the designs that we release will be in the zeitgeist and hence immediately sellable. We must also be prepared to finance some of the future projects ourselves if consequence presents that there is an opportunity available before we are financially ready. We are also looking into securing micro-financing and start-up investors for our business should we need external help. Manpower is also another issue that might present itself in the future. It is unfeasible for three of us to personally oversee all operations and it is ideal for us to be able to avoid micromanaging through delegating some responsibilities to trusted individuals. Because we are not expecting to make a substantial amount of money (at least not immediately) it is more feasible for these persons to enter the project not as employees but as partners. These individuals must be as emotionally invested in UWASA as we are. These people should also be competent in graphic design so that design generation allocation can be lessened per person. Specifically regarding phase 3 of the project execution plan, we foresee some difficulties regarding both manpower and the acquisition of materials for the customisation service. First of all, it is unrealistic for us to be solely responsible for managing the store, and helpers will have to be sought. Secondly, it might be difficult

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and indeed expensive to acquire large amounts of materials made in Japan (such as genuine washi paper). Possible solutions are as follows. Regarding manpower, it will not pose as much of a difficulty to secure the help of friends and acquaintances who will be willing to offer their help for the duration of the event. Regarding the acquisition of materials, ideally they should be purchased using a portion of the profit earned from product sales, however considering frugality and the highly essential need for conserving limited funds, we will have to, of course, find a local supplier. Likewise, these materials may not necessarily need to be of top quality. It is only important that they be Japanese exports. The value of the design during customisation is not dependent on the materials so much as the ability of the designer; in our current situation it is important to make do within our means.

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To summarise, UWASA is a project aimed at contributing to the total recovery of Japan, specifically through targeting the rumours and misconceptions about the safety of the country and her products, through the sales of products that carry attractive and meaningful designs. We believe that starting up UWASA is a no-risk process because it is a business that will be hosted and operated online through free-of-charge domains. A&P and product generation will also initially be cost free. UWASA is a business idea ripe for fruition. We also have ambition for UWASA, and have plans for its growth in the future. The situation has also been analysed to the best of our ability, and we have noted the hardships and obstacles we will encounter and have to overcome, and we have also developed solutions to these problems. We are committed to UWASA. We believe in its mission and objectives, and we believe that UWASA will be able to help Japan in its own, small way.

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T-SHIRTS ($18/$22, Profit: $1.80/$2.20) American Apparel T-shirts, which are made with 100% fine jersey cotton (Tri-fit tees contain 50% polyester / 25% cotton / 25% rayon) combed for softness and comfort. Available in both Men's and Women's styles and sizes. All t-shirts are printed using a technology called Direct-to-Garment (or DTG), which lays down soft, durable, full color spectrum prints. HOODIES ($38/$42, Profit: $3.80/$4.20) American Apparel California Fleece Zip-up and Pullover Hoodies, which are made with 100% California Fleece cotton (Heather Grey contains 90% cotton / 10% California Fleece) combed for softness and comfort. Complete with kangaroo pocket this stretchy, comfortable fit, unisex cut includes double-stitched cuffs and hem. All Hoodies are printed using a technology called Direct-to-Garment (or DTG), which lays down soft, durable, full color spectrum prints. THROW PILLOWS ($20-$35, Profit: $2.00-$3.50)

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Sold with or without faux down pillow insert. Throw Pillow made from 100% spun polyester poplin fabric. Available in three sizes - 16", 18" and 20". Individually cut and sewn by hand, each pillow features a double-sided print and is finished with a concealed zipper for ease of care. TOTE BAGS ($18/$22, Profit: $1.80/$2.20) This canvas tote is made from 100% post-industrial recycled cotton, making it environmentally and socially responsible. All seams and stress points are double stitched for durability. The bag's cotton web shoulder straps allow you to comfortably carry the bag either over the shoulder or as a tote. Available in black or natural (with inside pocket). IPHONE HARD CASES ($35, Profit: $3.50) Protect your iPhone with a one-piece, impact resistant hard shell case featuring an extremely slim profile. The lay-flat feature protects the front of your iPhone by extending the bezel above the screen, while a silicone interior liner provides impact cushioning. Simply snap the case onto your iPhone for solid protection and direct access to all device features. Made out of an extremely strong plastic called Lexan,
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which was developed by GE. Lexan is a stronger, lighter, more flexible, and of higher quality compared to other plastic cases on the market. IPAD, IPAD Mini HARD CASES ($60, Profit: $6.00) Protect your iPad with an impact resistant hard shell case featuring an extremely slim profile. LAPTOP($30), IPHONE($15), IPOD($15) & IPAD($25), IPAD Mini ($20) SKINS ($15-$30), Profit: $1.50-$3.00) Skins are thin, easy-to-remove, vinyl decals for customizing your mobile device. Skins are made from a patented material that eliminates air bubbles and wrinkles for easy application. STATIONERY CARDS ($12/$15/$20, Profit: $1.20/$1.50/$2.00) Set of folded stationery cards printed on bright white, smooth card stock to bring your personal artistic style to everyday correspondence. Each card is blank on the inside and includes a soft white, European fold envelope for mailing. Sold in sets of 3, 5 or 10.

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ART PRINT PROFIT DETERMINED BY US The site gives you a base price for each size to work from, and you just have to choose the price at which you want to sell them, which will consequently show how profit is made for each sale. GALLERY PRINTS (OUR MEDIUM, LARGE AND X-LARGE SIZED ART PRINTS) Gallery quality Gicle prints on natural white, matte, ultra smooth, 100% cotton rag, acid and lignin free archival paper using Epson UltraChrome K3 archival inks - the standard by which all other professional level ink technologies are measured. All gallery prints are produced using the Epson Stylus Pro 11880 - the world's most advanced 64-inch wide printer. Custom trimmed by hand with a 2" border. FINE ART PRINTS (OUR MINI AND SMALL SIZED ART PRINTS) Fine art print on natural white, matte, ultra smooth, 100% cotton rag, acid and lignin free archival paper using the latest generation of digital printers. These prints are produced using an advanced dry ink method to ensure vibrant image quality with excellent sharpness and uniformity. Custom trimmed by hand with a 1" border. FRAMED ART PRINTS (Frames $15-$65, Profit: $1.50-$6.50 + Art Print Profit) Choose from a variety of frame styles, colors and sizes to compliment your favorite Society6 art prints - made ready to hang. Every frame is fine-crafted from solid wood,

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comes with premium shatterproof acrylic to preserve the art print, and an acid free dust cover on the back provides a custom finish. All framed art prints include wall hanging hardware. STRETCHED CANVASES ($85/$95/$150, Profit: $8.50/$9.50/$15.00) Fine art print on bright white, archival quality, 21 mil poly-cotton blend matte canvas using only the latest generation, genuine Epson OEM archival inks - which ensures better results and print longevity. All canvases are individually trimmed and hand stretched museum wraps over 1-1/2" deep, kiln dried fir wood stretcher bars. All of the canvases are extensively tested for print permanence using state of the art testing equipment. We require accreditation from the Fine Art Trade Guild using their Blue Wool test. Each product is tested for pH balance and light-fastness. All canvases are prepared with hanging hardware and are ready to hang on your wall.

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Bauwens, D. (2013). Japan accentuates the social side. Retrieved from http://www.atimes.com/atimes/Japan/JAP-01-050313.html Fackler, M., & Tabuchi, H. (2013). Japan to begin restarting idled nuclear plants, leader says. Retrieved from http://www.nytimes.com/2013/03/01/world/asia/japan-to-begin-restarting-idlednuclear-plants.html?pagewanted=all Hays, J. (2013). Impact of Fukushima radiation on farmers, food and water. Retrieved from http://factsanddetails.com/japan.php?itemid=1753 Holcombe, C. (2012). New to society6? Here are some tips for navigating and getting promoted. Retrieved from http://aftermyart.net/1/post/2012/6/new-to-society6here-are-some-tips-for-navigating-and-getting-promoted.html Huynh, J. (2012). Use society6 to earn 1000 a month. Retrieved from http://www.highondesign.co.uk/use-society6-to-earn-1000-a-month/ Ip, M. (2012). Promoting social entrepreneurship in Japan. Retrieved from http://www.socialenterprisebuzz.com/2012/05/07/promoting-socialentrepreneurship-in-japan/

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Lee, T. (2011). One in ten Singapore blogshops earn beyond S$2,000 a month: LiveJournal. Retrieved from http://sgentrepreneurs.com/2011/12/22/one-inten-singapore-blogshops-earn-beyond-s2000-a-month-reveals-livejournalsurvey/ Matsuda, M. (2011). Rumors and fuhyo higai (harmful rumors) during the ongoing disaster (1). Retrieved from http://www.yomiuri.co.jp/adv/chuo/dy/research/20110602.htm News.com.au (2011). Japan suffers record fall in tourism. Retrieved from http://www.news.com.au/world-old/japan-suffers-record-fall-in-tourism/storye6frfl00-1226039446630 Providers. Innovation glossary. Retrieved from http://providers.org/pages/innovationglossary Saoshiro, S. (2012). Fukushima: Japan leaders feared "devil's chain reaction". Retrieved from http://www.reuters.com/article/2012/02/28/us-japan-fukushimaidUSTRE81R05920120228 Shadbolt, P. (2012). Record fall in Japan tourism. Retrieved from http://business.blogs.cnn.com/2012/01/18/japan-tourism-struggles-to-recoverafter-disasters/

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Snoad, L. (2012). Sell your work: the ultimate guide to selling artworks as prints, iPhone & iPad cases, collectables and more!. Retrieved from http://www.digitalartsonline.co.uk/features/creative-business/sell-your-workultimate-guide-selling-artworks-as-prints-iphone-ipad-cases-collectablesmore/ Wikipedia: The Free Encyclopedia. (2013). Japanese reaction to Fukushima Daiichi nuclear disaster. Retrieved from http://en.wikipedia.org/wiki/Japanese_reaction_to_Fukushima_Daiichi_nuclear _disaster Wines, M. (2011). Japan nuclear crisis erodes farmers livelihoods. Retrieved from http://www.nytimes.com/2011/03/30/world/asia/30farmers.html?pagewanted= all&_r=0

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