Hercules Essay

Adrianna Barnhart Mrs. Browning Blk. 6 English 10 9-19-12 The Story of Hercules [pic][pic][pic] Hercules, aka Herakles, was a buff god. He was the god of power. His father Zeus was the god of the skies, his mother a mortal, making Hercules a demigod. Alcmene, Hercules mother, wasn’t the wife of Zeus, Hera the goddess of earth was, and she was livid. In fact, Hera was so livid she threatened the baby’s life by sending in to Hercules crib two serpents. According to the legend, the serpents were sent in to strangle the baby, but Hercules just sat up wrapped his baby hands around their necks strangling them.His failure to die in this scenario would affect him for years to come. (Carr, Karen PhD) Hera was determined to make Hercules’ life hell for being born and killing her prized snakes, so when Hercules married and had two kids, she sought it a good time to make Hercules, literally, crazy. She summoned madness on him, causing him to lose his mind and kill his wife a nd children. When he came back to his normal state, he was upset to see his love along with his children lifeless in their home. He sent for Apollo to help him rid his woes.Apollo told him in order to liberate him from his sins, Hercules had to report to King Eurystheus and partake in 10 labors. Hercules, wanting be released from his depravities, walks to King Eurystheus’ palace, ready to perform his first task. (Carr, Karen PhD) His first mission was to kill The Nemean Lion, and bring King Eurystheus the hide. The Nemean Lion lived in Nemea, where he terrorized the hills and villages with the area. He hiked for a long time until he eventually stopped in a town known as Cleonae, where he stayed with a man named Molorchus.Under the company of Hercules, Molorchus proposed the suggestion of sacrificing an animal for a good hunt. Intrigued by the idea, Hercules recommended that they wait 30 days for Hercules to come back, where they would sacrifice the animal to Zeus; however, if Hercules didn’t return, Molorchus would sacrifice the animal to him, the man who died a hero. With the plan intact, Hercules left for Nemea. Hercules arrived in Nemea and located the lion. He soon found his arrows were pointless against the lion so he would need to find a better strategy.He followed the lion to a cave with two entrances; he blocked one with sticks and stones and went inside through the other. Without any hesitation, he threw his arms around the lion and strangled him. He then headed back to Cleonae and caught up to Molorchus on the 30th day, where they sacrificed to Zeus together. (The Nemean Lion) After the sacrifice, Hercules went back to Mycenae to deliver the lion to King Eurystheus. The king impressed and frightened Hercules completed the labor, built himself a little room made of bronze under his palace, so Hercules couldn’t reach him.He then banished Hercules from the city and started giving him tasks through a herald. (The Nemean Lion) His sec ond duty was a bit more challenging. Hercules was required to slay the Lernean Hydra. The hydra lived in the swamps of Lernea, where it enjoyed bullying the townspeople. A hydra is a poisonous serpent with eight mortal heads and one immortal head and when one head is chopped off two grow back in its place. Knowing the assignment was nearly impossible, he acquired help from his trusty nephew Iolaus. When they reached the monster, Hercules went straight up and bashed it in the head with his club.He discovered the hydra wouldn’t die from chopping its heads off, so he told Iolaus to torch the neck of the hydra after Hercules cut it off. They continued this strategy until the last head came off. When it came down to the immortal head, Hercules buried it in the ground then laid a boulder on top of the dirt. They then traveled back to Mycenae to tell the king, however, Eurystheus wouldn’t accept this labor because Hercules had help. (The Lernean Hydra) Disappointed, Hercules waited for his new orders. King Eurystheus wanted the Hind of Ceryneia.A hind is a female, red deer and this one had gold horns and bronze hooves. This hind was Diana’s prized possession, so killing the deer was not an option. Hercules hunted the deer for a year before finally receiving the opportunity to trap her. The deer stopped for a drink of water, and at the opportune moment, Hercules shot her. As he was taking the hind to Mycenae, he ran in to Apollo and Diana. Diana was upset that Hercules had shot her deer, but before she confiscated it, Hercules told her the truth, so she instead healed the deer’s wounds and sent Hercules on his way to King Eurystheus. The Hind of Ceryneia Diana’s Pet Deer) With the completion of the 3rd task, it was time for Hercules to complete his 4th. Hercules had to deliver King Eurystheus the Erymanthian Boar alive. The boar lived on a mountain Erymanthus that attacked men and animals all over the countryside destroying everythin g in its path. Just to clarify, the boar attacked the men and stuff, not the mountain. Anyway, Hercules, after witnessing his friend Chiron die, found the boar and chased it all around the mountain. He chased the boar until it ran into the undergrowth where the boar became trapped in the snow.Hercules stabbed the boar with his spear then carried it on his shoulders to Mycenae. The king scared once more, hid himself in his little bronze room under his palace. (The Erymanthian Boar) As Hercules accomplished things that no normal man could, King Eurystheus started hiding much more often. Wanting to not be scared for once, he assigned Hercules the responsibility of cleaning the Stables of Augeas. King Augeas had the most cattle in the country and the thought of someone cleaning the stables in one day was assumed to be impossible, that is until Hercules came along.Hercules, without talking to Eurystheus, made his way to King Augeas and told him he would clean his stables in one day if Au geas would pay him 1/10 of his cattle. King Augeas agreed, and Hercules got to work. He started by tearing a big hole in the in the cattle yard then ripping another in the opposite wall. Next, he dug two trenches that connected to two different rivers that flowed by. The water rushed in the hole of the cattle yard and out the other carrying out the stinky mess. He then plugged the holes and went to get his payment.However, King Augeas refused to give Hercules the reward and told him to take it to court. Hercules did and had Augeas’ son testify that he promised the reward, the court ruled Augeas to pay him. Flustered, King Augeas paid Hercules then banished Hercules and his son from the city. Hercules went back to Mycenae to tell King Eurystheus the good news, but was instead disappointed to find the king not validating the task because he was paid. (The Augean Stables Hercules Cleans Up) For the 6th labor, Hercules was told to shoo away the Stymphalian Birds that gathered at the lake of Stymphalos.It is undefined whether or not these birds were man-eating. Hercules not quite sure how to get rid of the birds is saved by Athena, the goddess of wisdom and war strategy, gave him a pair of bronze Krotala, which are noise making clappers. Hercules gladly accepted the gift and went on with his journey. Once he was near the lake of Stymphalos, he began climbing the adjacent mountain. At the top of the mountain, he clapped the Krotala then shot at the birds as they took off. He then returned to Mycenae for his next set of instructions. (The Stymphalian Birds) His 7th set of orders, bring the Cretan Bull.The Cretan bull was sent as a sacrifice from Poseidon to Minos, the king of Crete. In order to keep his throne, he promised Poseidon he would sacrifice any animal he sent him. Poseidon sent this bull however; Minos thought it was too beautiful to kill, so he sacrificed a different one. Outraged, Poseidon cursed Minos’ wife to fall in love with the bull, an d when she birthed a Minotaur, Minos concealed him in the Labyrinth. Hercules easily located the bull, wrestled it, and then brought it back to King Eurystheus. The king let it go where it wandered around and terrorized Greece for most of its life. The Cretan Bull) His 8th task came and Hercules once more had it completed. He was told to steal the man-eating horses of Diomedes. Determined to become one step closer to freedom, Hercules sailed with a posse of volunteers across the Augean sea to Bistonia. He and his companions took on those guarding the horses, easily defeating them; they attempted to steal the horses. At the sight of the thieves, a gang of Bistonian soldiers flanked the group, but their efforts were proven pointless when Hercules and the rest of the group fled for Mycenae along with the horses.Once Hercules delivered the horses, King Eurystheus let the mares free where they were eaten by wild beasts. (The Man-Eating Horses of Diomedes) For his 9th, Hercules was sent t o retrieve the belt of Hippolyte, the queen of the Amazons. The Amazons were a tribe of women soldiers named after the Greek word meaning â€Å"missing one breast. † They received this name when a soldier’s right breast got in the way of her spear. Queen Hippolyte’s belt was a leather one, worn for carrying her spear and sword, given to her by Ares. Eurystheus wanted the belt as a birthday present for his daughter.Hercules and friends sailed for the land of the Amazons, when they arrived, Hippolyte arrived to greet them. She and Hercules began talking and when he told her why he needed her belt she agreed to give it to him. However, Hera was on the island too. She told all the Amazons Hercules was here to kidnap the queen. When Hercules saw he was under attack, he drew his sword and killed the queen, then took her belt, killed the enemy, and set sail for Mycenae. (Hippolyte’s Belt Hercules Fights the Amazons) His final labor, his 10th, one of the most cha llenging labors Hercules was to perform, was the retrieval of the Cattle of Geryon.His final task was for Hercules to travel across the world to Erythia, an island near the boundary of Europe and Libya. Geryon was a monster who had three sets of legs (6 in total) and three heads. He kept a herd of cattle guarded by Orthus, a 2 headed hound, and the herdsman Eurytion. Once Hercules reached his destination, he built two mountains to symbolize the journey he took (these mountains would later be known as the Pillars of Hercules. ) He killed Orthus and then Geryon and left with the cattle. Two sons of Poseidon attempted to steal the cattle, so Hercules killed them.Later on the journey, one of the bulls escaped to Sicily, then made its way to the neighboring country Italy, which was named after the Greek word Italus meaning â€Å"bull. † Hercules left the herd to Hephaestus while he chased after the cow. Hercules found it in Eryx’s herd, so he wrestled him for it and won, th en returned it to the herd. Hera didn’t want Hercules to accomplish the labor, so she sent a gadfly to attack the cattle. The herd scattered everywhere, and Hercules once more had to retrieve them, when he gathered them all up, he went straight to the king.Once they were delivered to the king, Eurystheus sacrificed them to Hera, an interesting coincidence. (The Cattle of Geryon) Hercules now having completed his ten labors was caught by surprise when King Eurystheus told him he had two more labors because he didn’t count the Hydra or his cleaning of the stables. Eurystheus was hungry I guess, but nothing would satisfy him except for the golden apples of Hespirides. The garden was guarded by a 100 headed dragon, Ladon, and by nymphs who were daughters of Atlas, the titan who held the sky and earth on his soldiers.Hercules had a long journey fighting through Poseidon’s sons and killing the eagle that attacked Prometheus, that once he caught a break, he realized he wasn’t even sure of where to go. He saw Atlas on the side of the road just holding up the world. Hercules asked Atlas if he would go to the garden and get him some apples. Atlas agreed, so he gave the world to Hercules. Once he was back, Atlas asked if he could take the apples to Eurystheus. Hercules agreed, but asked to put on padding. Once the world was on Atlas so Hercules could put on his padding, Hercules grabbed he apples and ran off towards Mycenae.Athena came and confiscated and brought the apples back to the garden because they belonged to the gods. (The Apples of Hesperides) His final labor was to go to the underworld and steal the beast, Cerberus. The underworld was ruled by Hades and his wife Persephone and only the dead were allowed in. Hercules eventually found Hades, who promised to give Hercules the beast as long as he could defeat the beast weaponless. Hercules went to the entrance of the underworld and saw Cerberus. Without any hesitation, he threw his arms around the beast. Cerberus fell under the force of Hercules and left with him to king Eurystheus.Eventually, Cerberus was given back to Hades without a scratch on him, except his dignity. (Cerberus) After completing all of the labors, Hercules remarried to a woman, Deianira. She was kidnapped by a centaur, Nessus. Hercules got her back of course and killed Nessus, but in the process of his dying, he told Deianira that if she smeared his blood on Hercules, he would love her forever. For Hercules birthday, Deianira gave him a cloak covered in the centaur’s blood, but when he put it on, it ended up burning his skin. To get rid of the pain, he killed himself then traveled to Mt.Olympus to become a god. He widowed a woman and left four sons, Hyllus, Clesippus, Glenus, and Hodites alone. (Carr, Karen PhD) Hercules is a difficult god to classify. Being a demigod, he doesn’t really have a rank and not many powers except strength. He had the weakness of being immoral and greed y, but there was literally nothing he couldn’t do physically. Some of the allusions associated with Hercules is the â€Å"Hercules Piorot† a detective that always finds the murderer and wrestlers want to be named after him because he was strong. Other examples include wrestlers.Hercules is a very common name in the wrestling business because it would make the person appear stronger. The C-130 plane is a plane made of steel, which is sometimes referred to as Hercules because steel is strong and not easily broken. Works Cited 1. Carr, Karen. Hercules for Kids-Herakles in Ancient Greek Mythology-Ancient Greece for Kidiepie-History for Kids. 2012. http://www. historyforkids. org/learn/greeks/religion/myths/herakle. html 2. Hercules (also called Hercakles). 62695. Web. http://ballpoint. org/greekgods/hercules. html 3. The Nemean Lion. Perseus Project. Web. http://www. perseus. tufts. edu/herakles. /lion. html

Cybercrime Law

Cybercrime Law: Is Now the Right Time for It? Issues about a certain bill, which was passed by our President Aquino, have grown since before the its implementation. This became a mainstream issue on the cyberworld and other media. Some were happy about the law’s provisions, but others, mostly, disagreed with its rules. The law’s called the Cybercrime Prevention Law which was proposed by Senator Tito Sotto, who was accused of plagiarism in two of his recent speeches. This law has a bright side, but it’s not enough to cover its ugly side. We have a right to freely say what we want, but with limitations. Freedom is not absolute.We must still be conscious on what we’re saying, or even posting on our Facebook walls. In the cyberworld, freedom is welcomed– playing, watching, reading, commenting, liking, sharing and even buying, what we want. Internet has been a jar of our hidden personalities. An individual’s attitude is changing when entering the cyberworld. And because of that, many became abusive of that freedom and use it to harm other people. This led the government to pass a law concerning the said emerging cyberproblem. The cybercrime law has many obvious disadvantages for netizens– almost all Filipinos are netizens. This law envisions a safe internet world.In line with that, the law contains very heavy punishments for the â€Å"abusive† netizens. The problem with that is the way the law considers an internet action abusive. Even liking a libelous content is counted as an abusive action? That’s ridiculous! Many would say that it’s for the safety of the Filipino people, but didn’t they think that it’s a way of depriving a democratic country of its freedom to express thoughts. That’s totally ironic. I’m not saying that that the deprives Filipinos of the freedom of speech totally, but mostly. That’s because Filipinos usually became more brave to express their thoughts on the internet.The law is a threat to proper justice. The law says that you can be imprisoned for almost 12 years if you are caught red handed on doing something in the internet that is abusive, but if you raped an innocent person, you’ll just be jailed for 3 years! That’s not right. Another thing , the law will be using 50 million pesos a year to successfully implement it, but don’t they know that more hungry stomachs need that amount? Surely, this will be an issue on the proper allocation of our national budget. Lastly, the Philippines has more alarming problems that should be thought first than the cybercrime.Shortage of food and water, poor shelter programs, overpopulation, growing unemployment and underemployment rate, and global warming are just some them. Why don’t they focus on those things? Cybercrime is a very controversial issue with the government this time, but they haven’t solved yet non-cyber crimes in the Philippines which are more life damaging. It’s funny that the government is keeping on acting that they can handle complex and new issues, even though they can’t manage to solve the common ones. The government and our country need to grow more before we go to that â€Å"cyber† matter.

Influence the Age of Exploration Had on the New World and Africa Essay

The Europeans, during the Age of Exploration, had an influence on both the New World across the Atlantic Ocean, and the much closer continent of Africa. In both Africa and the New World, Europeans had similar influences in that they negatively affected the natives in their search for riches such as spices and precious metals, and wherever they traveled they would spread Christianity to the natives. One example of this is when Cortes arrived in the Aztec empire he demanded they convert to Christianity, and when the Portuguese began colonizing east Africa it didn’t take long for the Jesuits to come. However the spread of diseases, the slave trade, and the economic takeover of natural goods differed in the New World and Africa. Africans were accustomed to the diseases of Europe, the natives of the Americas were not enslaved as the Africans were, and the Europeans were unable to take over the natural resources of the Africans because of their stronger government structure. In both the New World and Africa the Europeans were constantly in search of riches and devoted to the spread of the Christian faith. Christopher Columbus’s first expedition across the Atlantic was in search for spices. In Africa, they wanted precious metals such as gold. In the New World and Africa the native people had their land taken from them by the Europeans so that they could search for these valuable things. When the Portuguese were settling the east African coast they forced the leader of the Mwene Mutapa to grant large sections of land to their officials. In the New World the natives also lost land but the Europeans were much more forceful. When Cortes came to the Aztec city of Tenochtitlan a battle broke out that killed the majority of the local population. This negatively influenced both the two worlds. Another influence on the native population was the spread of Christianity. The Spanish had forced the Aztecs to convert to Christianity but when they refused, a battle broke out. In Africa Jesuits had started to come to the Portuguese settlements in hopes to convert natives. Although the Portuguese Jesuits were less violent than the conquistadors, both Africa and the New World were influenced by the spread of Christianity European exploration and colonization had different effects on the New World in contrast with Africa in regards to disease effecting society, the effect politics had on slave trade, as well as the economic takeover of natural goods in the New World. European diseases alone wiped out at least half the population of the Americas. When Columbus arrived to  Hispaniola the population was 100,000 but just 77 years later and it had dwindled to 300. Diseases had a massive impact on the New World whereas it had little to no effect on Africa. Due to the fact that Africa is so much nearer to Europe, they had more exposure to these diseases, specifi cally Malaria. African ancestors were able to build up a stronger immunity to the diseases carried be European therefore it had contact with Europe via the Trans Saharan Trade Route, it is believed that African ancestor’ exposure to many diseases created resistance in further African generations. Therefore, the African population was much less effected by diseases carried by Europeans explorers than the Native Americans. When the Europeans arrived to the Americas they were able to take the population by storm. The Native Americans were weak and defenseless compared to the Spanish, who had horses and modern weapons. Columbus himself called these people â€Å"naà ¯ve innocents.† Due to their innocence it was easy for the Spanish to capture them and put them to work in sugar cane fields. This was quite the opposite however of the slaves captured from Africa. These slaves were actually negotiated between African slave traders and the Europeans. Slave merchants were paid with East Asian textiles, furniture, and spices. This differentiates from the completely forced capture of the slaves in the Americas because Africa was already well established. The indigenous people had a strong form of government and trade was strong along the Trans Saharan Caravan Trade Route. The Native Americans on the other hand did not have a stable enough government to withstand the Europeans. Looking at this form and economical stand point, natural resources were taken over in the Americas by the explorers. They harvested all the sugar cane, gold, and silver for their own trade purposes. The Indians were forced to work the fields, not own them like before. In Africa though, due to its strong establishment, Europeans could not forcibly take resources. Instead they negotiated and traded with slaver merchants to get what they wanted: slaves who would be forced to go the Americas to be the labor force for harvesting the natural resources there. The New World and Africa were affected by the Europeans during the Age of Exploration in similar and opposite ways. Both were negatively affected in the European’s search for riches and spices. They were also influenced by the spread of Christianity by the Portuguese Jesuits and Spanish conquistadors. There were differences however in the way European  diseases effected the foreign populations, how slavery in Africa was handled compared to the New World, and the economic takeover of natural goods in the societies.

How much of Levi-Strauss structuralism would you say was left in Essay

How much of Levi-Strauss structuralism would you say was left in post-structuralist theory - Essay Example egan as an attempt by Levi-Strauss in his work The Savage Mind to force Jean-Paul Sarte, the leading French philosopher during that period, into an argument concerning his stance on language which the latter did not reply. It made intellects in the country come to believe that Sarte could not reply and they essentially moved to Levi-Strauss’ position that would develop into structuralism. Therefore, through the influence of Levi-Strauss, structuralism developed in such a manner that it became popular beyond his native France and this movement in turn came to produce post-structuralism which was favoured by such intellects as Derrida. In order to answer the question concerning whether language was a means of developing meaning, Levi-Strauss made an attempt to study it in its form (Levi-Strauss 1966, p.112). This was done with stress being put on its being studied scientifically and it ensured that not only was language studied in its form, but also in its original meaning. Through the influence of Levi-Strauss, language came to be thought of as a type of science so that it was considered to be a collection of units that by themselves had no meaning unless they were articulated in a developed system. This way, language came to be considered as units whose articulation relied on the differences that had been developed within larger linguistic and social contexts that ensured that they provided meaning to the users. Furthermore, literary works, as one of the primary concerns of structuralists, came to be considered, not according to the meanings that were developed by present readers, but according to those who read them when the works were developed. It is through the influence of structuralists that language came to have a higher meaning, not just as a means of communication, but also as a basic component of developing meaning. The language system was a means through which different units of language, which were essentially arbitrary in nature and did not have any

Prospects for the Future of Indigenous Peoples Essay

Prospects for the Future of Indigenous Peoples - Essay Example The world encompasses umpteenth groups of indigenous people scattered at various corners by different names and customs, be it the Caribe or Taino in the Crribean region, the Arawaks in Florida, West Indies, South America and Brazil, the Karibs or Caribs in the Lesser Antilles and Venezuela (Tainos Caribs). The emergence of such aboriginal groups can be traced back to as far as 6000 BC to 10000 BC (Tainos Caribs).and since then these native people have remained as the most ignored and disadvantaged mass of the world as they have been deprived of â€Å"their ways of life and their right to traditional lands, territories and natural resources† (UNPFII). Endeavors were made by some of the indigenous groups’ leaders, first by Haudensaunee Chief Deskaheh in 1923, who travelled all the way to Geneva for having a word with the League of Nations with t he hope of claiming his people’s to adhere to their own laws, land and faith, followed by T.W. Ratana, a Maori religious leader, who made his way to New Zealand to speak on behalf of his people for closing the Treaty of Waitangi, which denied their access to their own lands (UNPFII). However, both were prohibited to speak up for their rights and hence, were sent back empty-handed (UNPFII). The realization of the international community special attention required by the indigenous groups of the world is expected to bring an improved future for these aboriginals by means of various favorable policies (UNPFII). The United Nations Economic and Social Council created the Working Group on Indigenous Populations (WGIP) OF THE Sub Commission on the Promotion and Protection of Human Rights in 1982 (UNPFII). In 2007, the General Assembly addressed the Declaration on the Rights of Indigenous Peoples, which highlights the collective rights of these unprivileged section of the world (UNPFII). The implementation of this declaration makes it clear that the

Midterm Term Paper Example | Topics and Well Written Essays - 1250 words

Midterm - Term Paper Example Achieving dominance in technology can be measured in terms of added value to management activities and other business factors. Cell phones have provided several complex and unique processes that many competitors such as landlines do not have. Looking at the recent revolutionary breakthrough and the result of incremental changes, cell phone is leading the pack. Cell phones have encouraged instant communication and interaction thus making it a good tool in facilitating business communication. Cell phone communication is very effective and quicker compared to other alternatives. Looking at the management concept, cell phones used to improve the performance of the business through customer feedback and other interactive processes (Suarez 275-286). There are numerous advantages of cellphones that increase their compatibility within the business context hence promoting complex coordination. There is an expansive boundary and high level of interaction provided by cell phones. Firms utilizin g cell phones properly may gain competitive edge and assume superior position in the industry. According to Suarez technology can also be used in achieving strategic maneuvering which may be essential in acquiring new markets and building strong relationship with the clients (275-280). Cell phones have technological superiority compared to other technologies. Public relations are an important aspect of every organization and cell phones can be utilized in promoting an organization’s public relations. Cell phones have been very dominant in the communication industry and can be used in carrying out R&D, promoting business communication as well as gathering crucial information. There is also a high customer demand for cell phones thus leading to a huge installed base of the firm. Additionally, there are minimal regulations associated with cell phones and the government seems to promote its dominance in the market (Suarez 275-280). 2 Employees are treated and paid unequally since the wages are low. The company has responded to these issues by improving on their social responsibility and public relations. The company has also committed itself to improve working conditions and increase benefits such as health benefits. It has developed a very extensive code of business conduct which involves maintaining a positive work environment, representing the organization with integrity. Its culture emphasizes on upholding human rights in their operations around the globe, commitment to lawful, honest, transparent ethical behaviors, and they even expect their suppliers, agents, and business partners to follow their suit (Burchell & Jennifer 155-165). It would stand to reason that the leadership styles needed in this organization would be leaders that would be motivational, and encourage their employee’s creativity in driving innovation in the organization. Burchell & Jennifer posit that cultural â€Å"feel† of the organization is that â€Å"intrinsic† motivator encouraged in meeting the goals of the organization (160-170). Pride motivates employees, which in turn fosters creativity and eventually leads to innovation. Hence human resources and leaders in the organization would benefit from hiring people who evidence the motivation and creative skills needed in continuing the vision for the future success of the organization. Of priority is hiring individuals who demonstrate innovative thinking in their areas of specialization. Hiring these types of candidates would support the vision and mission of the organizatio

Religious views on abortion Essay Example | Topics and Well Written Essays - 1500 words

Religious views on abortion - Essay Example There are differing opinions about the issue among various denominations and religions. A survey done by the Pew Forum on Religion and Public life has shown the statistics behind these differing opinions. In the debate concerning legalizing abortion, the general consensus among most religions is that there should be a restriction on abortion. It was found that 68% of evangelical Protestants think that abortion should not be allowed. It was also found that only about 43% of Catholics believe that abortion should be illegal. (Geoffrey, 1996) Generally speaking Buddhists strongly believe that abortion is immoral and incorrect. This is because their religion is founded on the sanctity and respect for life. There must be a respect for their five ethical guidelines. One of them discourages the destruction of life. The religion believes that there should be a high regard of all beings that have life in them. There is a non violence belief that must not be violated by all Buddhists. The other main reason why abortion is strongly opposed in Buddhism is due to a special ceremony performed by its adherents. It is called Mizuko Kuyo. This ceremony is a service designed for victims of abortions, miscarriages and stillbirths. Here, parents of the dead visit a shrine and perform this ceremony with the main intention of gaining reassurance, appeasing the spirit of the dead fetus and to grief for their dead. This ceremony is usually conducted in a specific way. The ceremony was started about thirty years ago when unavoidable circumstances forced individuals to perform abortions. It was founded on the belief that those souls who died in the process of abortion would cause retribution after the mistreatment they faced from their parents. (James, 1998) It should however be noted that there are special circumstances when it can be considered okay for mothers to abort. This was stated by one of their well known leaders; Tenzin Gyatso. This leader believes that if the fetus will grow up to be mentally retarded and if there is a danger of the parent's death during child birth, then it can be considered permissible for an abortion to occur. Just like any other religion, all Buddhists do not share the same view on this controversial topic. There are conservatives and liberalists. Those who are more tolerant believe that abortions can be done only under special circumstances. But majorities do not support it at all. (James, 1998) Hinduism and abortion The Hindu religion has a no-tolerance view on abortion. This is because they adhere to the belief that life begins at inception. They classify abortion as a sin; it is a form of murder and causes souls of the unborn to be hindered from normal progress in the journey of life. This concept was emphasized by one of their gods called Chiranjeevin. This god performed an abortion and was cursed by another god Krishna to suffer eternally. (James, 1999) Because to every rule there is an exception, there is a low level of tolerance fro the practice. This is due to the fact that there is a general preference for male children in the Hindu culture. Consequently, mothers who find out that they are

Christian Louboutin (shoe designer) Essay Example | Topics and Well Written Essays - 2000 words

Christian Louboutin (shoe designer) - Essay Example Christian Louboutin is a prominent French designer whose footwear has entailed shiny, red-lacquered soles, which have grown to become his signature. Christian Louboutin can be regarded as one of the most creative and prominent designers working today. Initially, his unique red-soled shoes were seen as a top secret treasure of an elite circle of Louboutin enthusiasts; nevertheless, sustained media attention has introduced Louboutin to the world and heralded unparalleled levels of popularity. As a result, Louboutin is worn by both fashion insiders and fashion-mindful celebrities and stylish women. The research of Christian Louboutin (shoe designer) is critical and should be understood by designer practitioners who strive to create unbeatable, unique brands. The essay seeks to engage students within a search for and analysis of contemporary design research. Background Louboutin started sketching shoes in his early teen years at the detriment of his academic endeavours. Louboutin had minimal formal training comprising of drawing and decorative arts at the Academie d’Art Roederer. For more than two decades, Louboutin’s designs including boot made from various animal hairs and a towering ten-inch slipper has been a market leader of luxury shoe design. The multiplicity of detail, form, and style are embodied in Louboutin’s shoes and designs can be regarded as reinforcing the allure of his one-of-a-kind creations (Welters and Lillethun 2011, p.511). Louboutin’s success can be partly linked to his love of travel, entertainment, and architecture, which guarantees that no two pairs of shoes are analogous (Craik 2009, p.29). Louboutin entered into the fashion industry in 1982 when he started as an intern at Charles Jourdan. For the subsequent decade, Louboutin learned his craft as he freelanced for high-profile fashion houses such as Yves Saint Laurent and Chanel. It was in 1992 that he launched his first shoe boutique in Paris, a number that has risen to over twenty five boutiques across the globe. Louboutin’s sought to avail his clients with an unbeatable experience, given that for each collection that he produced he would select artisans with certain skills, maintaining that it was essential to have his shoes crafted by skilled craftspeople rather than modern, mass-production machines (Welters and Lillethun 2011, p.512). Louboutin’s unique designs can be regarded as mainly influenced by fantasy, sex, and playfulness (Vartanian 2012, p.8). Discussion Louboutin’s distinct designs and signature features red-sole, high-heeled shoes are highly popular, especially among celebrities. Lo uboutin applies individualized approach when designing his collections to guarantee that he generates consistently innovative and desirable collections. His designs can be regarded to be in different, but highly appropriate design. This reinforces the notion that Louboutin’s shoes are not simple pieces of clothing, but also pieces of art (Renfrew and Renfrew 2009, p.117). Louboutin managed to develop an unmistakable signature by ensuring that all of his shoes featured bright red soles. A characteristic pair of his luxury shoes might also feature a stiletto heel and upper parts of coloured leather or exotic reptile skins. The price of the shoes normally ranges around $800 a pair. Louboutin’s shoes are renowned globally for their remarkably innovative design and distinctive glossy red sole. Louboutin’s lacquered red sole trademark is perceived as a â€Å"subtle status symbol† and can be regarded as highly alluring relative to the overt branding of the big-n ame luxury brands (Rauf and Vescia 2007, p.16). Louboutin contended that his utilization of the red colour mirror his conviction that red colour is a symbol of passion, blood,

Healthy Snacks Assignment Example | Topics and Well Written Essays - 3250 words

Healthy Snacks - Assignment Example Apart from that, the information that was stored in the systems was not available on timely basis which resulted in incorrect information about faulty credit prices. Another problem that can be identified in the sales process of Healthy Snacks was that it was following a very long sales process that eventually created certain errors. The sales team of the company delivered handwritten quotation to the customers and was indulged in making faxes of the duplicate copy of the quotation to the sales office. This process was found to be quite lengthy and was bound to create a lot of confusion. While filling of orders, the procedure has also been found to be very complex as there were tendencies of mishandling the products at the time of order filing from the warehouses. After acquiring a brief idea about the problems that have been observed about the way the sales force of Healthy Snacks currently takes and fills an order, it can be affirmed that it is quite essential to improve the overal l information sharing system of the company as there laid several problems associated with the existing information system. The existing information system which was currently being prevailing within the company tends to affect the overall sales of the company by a considerable level. The top management team of the company can either simplify the information process by creating a single information system that can be connected with all the department of HS or adopt as well as execute the approach of Enterprise Resource Planning (ERP) in place of the existing system for boosting its sales and thus earn significant profits. It is highly recommendable to the top management of the company to implement ERP... The sales team of the company delivered handwritten quotation to the customers and was indulged in making faxes of the duplicate copy of the quotation to the sales office. This process was found to be quite lengthy and was bound to create a lot of confusion. While filling of orders, the procedure has also been found to be very complex as there were tendencies of mishandling the products at the time of order filing from the warehouses. After acquiring a brief idea about the problems that have been observed about the way the sales force of Healthy Snacks currently takes and fills an order, it can be affirmed that it is quite essential to improve the overall information sharing system of the company as there laid several problems associated with the existing information system. The existing information system which was currently being prevailing within the company tends to affect the overall sales of the company by a considerable level. The top management team of the company can either simplify the information process by creating a single information system that can be connected with all the department of HS or adopt as well as execute the approach of Enterprise Resource Planning (ERP) in place of the existing system for boosting its sales and thus earn significant profits. It is highly recommendable to the top management of the company to implement ERP as it is regarded as one of the most efficient software programs that most of the company uses.

Paper 4 Term Example | Topics and Well Written Essays - 250 words

4 - Term Paper Example The magazine empowers its female readers by encouraging them to use their minds to analyze and reflect upon world issues, national concerns, and even local politics if the article permits. The advertising in the magazine evokes the sexiness that women look for in their product ads but also encourages them to reach for a higher potential. Cosmopolitan magazine on the other hand lives up to its name as being the sexy magazine for the urban woman. Its cover alone promotes the sensuality of women and advertises ways and means that women can make themselves more sexually appealing to men. The concerns of the magazine are not as deep as that of Ms as Cosmopolitan contains mostly articles that promote the sexuality of women. However, Cosmopolitan is similar to Ms in the sense that they both promote female empowerment. Just in highly different terms. Cosmopolitan advises that women sell their sex, even in their advertising. Ms decided to market itself as the thinking womans magazine instead by promoting female empowerment through equality of the genders and discussing issues that are important to the feminist cause. That said, both magazine serve a solid and clear purpose in promoting their own female causes. Neither magazine can really be called better than the other. Instead, they are equal and relevant to the female cause in their own

MGT 511 slp 3 Work-Life Issues WALMART Essay Example | Topics and Well Written Essays - 500 words

MGT 511 slp 3 Work-Life Issues WALMART - Essay Example WalMart’s Work Life policies: The company’s website provides a wide and detailed explanation of the company’s focus and commitment on making work as flexible as possible for the employees (WalMart Diversity, 2011). However in the true sense, it has been noted that there have been a number of issues that have been brought out in terms of the company and the excessive work that the company puts on the employees. Employee complains have clearly been on the fact that the company forces employees to work overtime and also the pay provided by WalMart is also quite low. This leads to a number of issues for the employees. There are a number of pros and cons for this approach of work life policy that the company uses. Firstly, the pros are that it proves to be beneficial for the company and helps the company increase the revenues of the company (Armstrong, 2006). However in the long run this can prove to be destructive for the company as it will only lead to higher employ ee attrition and this can prove to be very expensive for the company. The main cons for this method is that it leaves the employees dissatisfied and also leads to work life imbalance for the employees. Based on the company website, it seems that the company plays a lot of attention to social responsibility and ethical work environment. However based on employees views, this seem to be the absolute opposite.

Sarbanes-Oxley Act Essay Example for Free

Sarbanes-Oxley Act Essay From the e-Activity, recommend how the SOX framework can ensure reliable and complete financial information and how accounting professionals have benefitted from its use. Provide support for your response. Evaluate how the SOX has reinforced investors’ and creditors’ confidence in companies and how these individuals can take steps to verify the accuracy of the financial statements of potential investments or loans. Provide support for your rationale. Answer: The Sarbanes-Oxley Act was signed into law on July 30, 2002. Passed in response to the corporate and accounting scandals of Enron, Tyco, and others of 2001 and 2002, the laws purpose is to rebuild public trust in Americas corporate sector. The law requires that publicly traded companies adhere to significant new governance standards that broaden board members roles in overseeing financial transactions and auditing procedures. While nearly all of the provisions of the Act apply only to publicly traded Corporations, the passage of the bill served as a wake-up call to the entire nonprofit community. Indeed, several state legislatures have already passed or are considering legislation containing elements of the Sarbanes-Oxley Act to be applied to nonprofit organizations. In many instances, nonprofit organizations have adopted policies and altered governance practices in response to the Act. Nonprofit leaders should look carefully at the provisions of Sarbanes-Oxley, as well as their states laws, and determine whether their organizations ought to voluntarily adopt governance best practices, even if not mandated by law. This report will review those provisions and assess their relevance to nonprofit organizations. Finally, it is important to note that two provisions of Sarbanes-Oxley apply to all entities, including nonprofit organizations. This report will also review those features of the Act that require immediate nonprofit compliance.

Negligence and duty of care

Negligence and duty of care Duty of care. Duty of care is the first element of negligence and therefore, in order to discuss further on duty of care, one would have to first define the tort of negligence. In Blyth v Birmingham Waterworks Co,[1] the courts defined negligence as an omission of something which a reasonable man would do and the doing of an act which a reasonable man would not do. In Heaven v Pender,[2] the courts held that the presumption of duty of care arises when one person is placed in a position with regard to another person or property, it is in ordinary sense that if he does not use reasonable ordinary care in his conducts, he would cause danger or injury towards the other person or property. Therefore, ordinary care is required to prevent the occurrence of such danger. In Stovin v Wise,[3] the courts explained that generally there is no duty to rescue a stranger from danger. The duty mentioned above is regarding duty that is imposed by law or in other words, it is a legal duty. Test to determine the standard of duty of care. There are a few test that is used in determining the existence of duty of care. The primary test is the neighbour principle established in the well-known case of Donoghue v Stevenson.[4] In this case, Lord Atkin laid down that the rule that you are required to love your neighbours becomes a law by itself and it requires one to take a reasonable care to prevent any acts or omissions that can be reasonably foreseen to be likely to cause injury to your neighbour. The question posed to this principle is regarding who is one’s neighbour in law. The courts held that neighbour in law is someone who is directly affected by one’s act or omission. It is a reasonable man’s test whereby the courts would have to determine whether a reasonable man would foresee that his conduct would affect the plaintiff adversely. If the answer to this hypothetical question is yes, then the plaintiff is considered to be his neighbour and he owes a duty of care to the neighbour.[5] It is essential to note here that the neighbour principle requires the defendant to be a foreseeable victim and thus, in order for the defendant to be a foreseeable victim, there has to be a close proximity. Therefore, the neighbour principle requires the plaintiff to be of a close proximity with the defendant. The plaintiff would not be a foreseeable victim if there is no proximity between the plaintiff and defendant. In the case of Home Office v Dorset Yacht Co Ltd,[6] the courts held that the principle laid down in Donoghue v Stevenson should be regarded as a milestone in determining whether there exist a duty of care. This principle significantly assist the development of the law of negligence. Prior to the case of Donoghue v Stevenson, there was vagueness in the law regarding civil liability for carelessness.[7] In an 1889 textbook, there was a list containing fifty-six various duties of care.[8] Therefore, the judgment in Donoghue v Stevenson brought an end to the chaotic situation and had introduced the law of negligence as a separate civil wrong. The next test used by the courts to determine whether duty of care is established is the Anns test laid down by the courts in Anns v Merton London Borough Council.[9] This is a two-stage approach laid down by Lord Wilberforce whereby the first is to determine whether there is a relationship of proximity between the alleged tortfeasor and the person who had suffered the loss. If it foreseeable that the carelessness of the tortfeasor would lead the other party to suffer damage, then a duty of care would on prima facie be established. The second stage of this test requires the court to take into account any considerations that may negate the said duty or to reduce and limit the scope or group of persons that the duty will be imposed upon. This two-stage approach in essence is to determine whether it is reasonable to foresee that the defendant’s act or omissions will cause any damage to the plaintiff. If it is reasonable to foresee that the defendant’s act would cause harm to the plaintiff, then there exist a presumption of duty of care.[10] This test receive heavy criticism in Governors of the Peabody Donation Fund v Sir Lindsay Parkinson Co Ltd.[11] The courts in this case held that the neighbour principle laid down by Lord Atkin should be proved before the duty of care is presumed to exist but the scope of the duty depends on the facts of the case. The courts should consider whether the duty of care imposed on the defendant is just and reasonable. In Curran v Northern Ireland Co-ownership Housing Association Ltd,[12] the learned judge, Lord Keith, held that the Anns test has been given more importance than it should have been given and held that the test need not be applicable in future cases in establishing the duty of care. The third test used in determining the duty of care is the Caparo test which is derived from Caparo Industries plc v Dickman.[13] In this case, there were three factors that is needed to be fulfilled to establish duty of care. The first is the courts must determine whether the damage caused is reasonably foreseen, the second is whether there is any policy to negate the duty of care and the third is whether it is just and reasonable. If this requirements are fulfilled, then duty of care is established.[14] It is important to note here that all three elements under the Caparo test needs to be fulfilled in order for duty of care to be established. Development in Malaysia. In Malaysia, the courts have used all of the above test. However, the test that is currently used by the courts is the three stage test which is the Caparo test. This can be seen in the case of Majlis Perbandaraan Ampang Jaya v Stephen Phoa Cheng Loon Ors.[15] In this case, the Federal Court had referred to the Caparo’s case do determine whether duty of care exist. The issue that arises in this principle is whether this principle only applies to economic loss or it may extend to all situations. The courts used the foreseeability test and held that this test applies to all situation. The courts only had to determine whether the duty of care which is imposed upon the defendant is just and reasonable. The courts went on stating that it would be rare for the outcome of the test to be not just and reasonable. This test is used in a more recent Malaysian case which is Projek Lebuh Raya Utara-Selatan Sdn Bhd v Kim Seng Enterprise (Kedah) Sdn Bhd.[16] In this case, the courts reiterated that the standard of care to determine negligence is that of the reasonable man and it is an objective test. Another recent case is the case of Jordan Saw Yu Huan v Low Suan Chuan Ors.[17] In this case, the high court applied the Caparo’s test and the courts were of the view that it was just and reasonable to impose such duty of care upon the defendants and held that the defendants in this case had breached such duty of care. Therefore, it is clear that the recent development in Malaysia regarding the standard of care required to establish duty of care is more inclined towards the three-stage approach which is commonly known as the Caparo’s test. The courts in Malaysia had followed the Caparo’s test because this test requires that the damage caused to the plaintiff to be reasonably foreseen by the defendant. The defendant would not owe a duty of care if he cannot reasonably foresee the damage. Therefore, this test more straight forward as compared to the other test laid down earlier. [1](1856) 11 Ex 781 at 784. [2](1883) 11 QBD 503 at 507. [3][1996] AC 923 at 930-931. [4][1932] AC 562 at 580 (HL). [5]Norchaya Talib, Law of Torts in Malaysia (3rd edn, Sweet Maxwell Asia 2011) 98. [6][1970] AC 1027. [7]Dato Mohd Hishamudin Yunus, ‘JUDICIAL ACTIVISM — THE WAY TO GO?’ [2012] 6 MLJ xvii. [8]Thomas Beven, ‘Principles of the law of negligence’ (1889). [9][1978] AC 728. [10]Norchaya Talib, Law of Torts in Malaysia (3rd edn, Sweet Maxwell Asia 2011) 100. [11][1984] 3 All ER 529 (HL). [12][1987] 2 All ER 13, 710. [13][1990] 1 All ER 568 (HL). [14]Norchaya Talib, Law of Torts in Malaysia (3rd edn, Sweet Maxwell Asia 2011) 106. [15][2006] 2 MLJ 389 (FC). [16][2013] 5 MLJ 360 (CA). [17][2013] 4 MLJ 137.

Unilever International Strategy Analysis

Unilever International Strategy Analysis 1. Introduction 2.2 The main factors influencing the market strategies 2.2.1 The influence from macro environmental factors on strategy selection Environmental factors have influences on strategy selection (Johnson and Scholes, 2002). Such factors refer to the aspects of politics, economy, society and technology. PEST analysis can be used to discover the possible tendency in external environment which may finally determine the strategy a company adopts. A multi-national company may pay special attention to the relationships between governments and the future policies a government may adopt due to the influences of political factors. The MNC may also care about the changes of labor cost and exchange rate influenced by economic factors (Johnson and Scholes, 2002). With PEST analysis a connection is established between the general environment and strategy selection. Therefore, the weak and implicit signals hidden in the general environment become critical factors explaining the changes of strategies (Henry, 2008). 2.2.2 The influence from micro environment factors on strategy selection The macro environment affects all firms while micro environment affects the films only in particular industries. This comprises very loosely the internalities of the organization: that is, the forces over which the organization has some control, or perhaps influence is a better way of describing the level of power the organization possesses (Jon, Peter, Patrick 2004). Micro environment factors include consumers, employees, suppliers, shareholders, media and competitors. One classic model that looks at the structure of an industry is Michael Porters Five Forces model (Malcolm and Dennis 2002). The challenge facing the firm is how to reach market and serve it efficiently and a socially responsible scale (Vincent 2008). 2.2.3 The ways of core competence affecting strategy selection Starting inside an enterprise, core competency or resource-based views mainly concentrate on evaluating what special abilities an enterprise has in adapting to the business environment and acquiring the best market opportunities to exploit (Brain, 2003). Carpenter (2007) proposes that as the center of a company operating its business, core competence concerns the abilities that can be commonly applied by enterprises in their principal businesses and helps them create innovative products and services. Core competence can become the basis of establishing new strategies, and help a company to break down the old rules and create opportunities in new areas (Joyce and Woods, 2001). 2.2.4 International strategy The enormous variety of operations embraces by the term multinational has led some writers to distinguish between for key strategies when competing in the international business environment: a global strategy, a transnational strategy, a multidomestic strategy and an international strategy (Wall and Rees, 2004). A major limitation is its lack of localized strategy. It can be contrasted with the multinational model. Often called a multidomestic model, it is a decentralized federation (Bartlett and Ghoshal, 1998:56). National subsidiaries are managed as independent units, able to adapt strategy to local conditions. Co-ordination from the centre is limited, and based on personal relationships between managers from the centre and those in subsidiary units, rather than on formal management systems (Morrison, 2009). 3. Macro and Micro Environment for Unilever According to Stonehouse and al (2004: 142) the macro environment is the part of the environment over which the business can rarely exert any direct influence but to which it must respond. To analyse Unilevers external environment critically, the basic method is PESTEL, which focuses on the change in terms of politics, economy, society, technology, environment and laws. The main factors that influence Unilevers macro environment are economy and society. For economic factor, new emerging market is developing rapidly, such as India which stands for $300 million every year. According to the economic situation, the whole world is undergoing a revolution in the history. The economic power has transferred from developed countries to China and other emerging market. With market reform, the speed of development in new emerging economies is much faster than that of developed countries. And this discrepancy is more easily to be found. Because of such specific market, political aspect also should be taken into account. In some countries where increasing GDP and rate of employment is everything, like South Africa, negotiation and special treatment from government will become good advantages for companies. Obviously, Unilever has done well in capitalizing this advantages into growth. In India, besides retail market in cities, Unilever also shows great interest in rural market, which is often ignored by other enterprises. The company has invested much in rural population who are the biggest potential consumers in the future though rank lowest now in global economy. Unilever has given fully play to opportune time, advantageous terrain an popular support of its subsidiary Hindustan lever ltd, exploiting rural retail market in-depth and finally gained a national vision in India. Whats more, the economic factor in macro environment not only refers to the domestic economy. Global economy situation also influenced its development a lot. The economic crisis in 2008 has affected almost every nation, every industry in the world. So does Unilever. Take Chinese market for an example, in recent 30 years, particularly in recent ten years, the GDP has grew with an increase never under 10%, but in 2008 after September, the number dropped to 9.5%, lower than that of the second quarter. For political factor, similarly, lets hold Chinese market as the example. When Unilever enter Chinese market at first, it can only establish joint venture on the ground of the restricted policies at that time. The company set up Shanghai Lever Ltd with local enterprises in 1986. However, both party had divergence on development strategies and the joint venture structure leaded to decreased management efficiency. In 1999, Unilever gave up joining investment with local enterprises and turn to co-operate with its headquarter, building up Unilever Ltd, China. This change has greatly enforced the companys control over business in China. Besides economy and politics, social factor also affect Unilever. Since the late 1990s, Unilever has confronted a awkward situation in China. As Unilever pursue the multi brand strategy, only 14% Chinese knew what Unilever is at that time. But its competitor, Nestle and PG has already gained well public awareness. Thus the company started marketing with social responsibility. Unilever Hope Star project is then designed to help 200 impoverished students for their university with financial assistance. The then president of Unilever also flied to Chongqing to meet with the first 25 students. In addition, it invested hundreds of Hope School in many parts of China. All these efficient public-service activities has increased Unilevers reputation and fostered a positive corporate image. Micro environment includes suppliers, distributors, customers, competitors and publics. As to Unilever, among them the most important one is distributors and competitors weigh much as well. Traditionally, Unilever is a multidivisional organization. Its subsidiaries in every nation take in charge of all the products in local market. But after middle 1990s, this form was longer accustomed to the dynamic marketing environment. In 1996, Unilever decided to let many divisional departments of business group focus on certain specific products. For instance, in European business group, some departments stressed on detergent business, while some focus on ice-cream or frozen food. For the competitors, PG, undoubtedly, is Unilevers closest one. There are fierce rivalries between two companies in many fields like hair product. PG has introduced Head-shoulders, REJOICE and PANTENE successively, known as professional anti-scurf, smooth hair and conditioning hair shampoos. Thus, Unilever has launched a new brand CLREAR in order to cover its shortage in anti-handcuff market. This has been not a small impact on PG. 3. Industry globalisation / localisation drivers and Key factors for success 3.1 The globalization / localization of Unilever With the development of interweaved economy, Unilever began to modify its management strategies since 1990s, concentrating on its advantageous products and brands. At the same time, Unilever pays great attention to combining globalisation with localisation. It will develop its new products ingredients, formulas and even advertisement and package according to the diversified habit and expectations of consumers in different regions. For example, if the home office decides to launch a new brand of ice-cream, a united formula, ingredient list, manufacturing technology, package and advertisement will be offered globally. But it also changes the basic product slightly, like adding or reducing ingredients, so that the ice-cream can satisfy the different tastes of consumers. The producer may add more cocoa in southern Asia while reduce sweetness in China. And in different area, the local language will appear on the package, the local star will show on advertisement. However, the manufacturing technology, logo and quality standard is single. Local sales office or research institutions have no right to control or change. They can put forward suggestions but cannot make decisions. If the company wants to introduce cosmetics, a unique local condition is unavoidable to consider. Which type of skin do they belong? Are their skins sensitive? What is the color of their color? Producers should change the formula or ingredients based on these questions. Otherwise the product will find no market and damage the producers reputations. 3.2 The key point for the success of Unilever The key point for the success of Unilever mainly consists of two part: 1, promoting brand value; 2, establishing Competency Model 3.2.1 Not to create but to buy it As analysed, in order to create a new brand, only media investment can reach at least $200 billion. If a company is going to enter a total new market or a foreign market, the cost of expanding brand publicity will be much more expensive, let alone the existed threats from other powers in the original market. In this case, many enterprises will choose to promote brand value through use of capital. Unilever is one of the representatives. Unilever owns more 400 brands around the world but most of them is first purchased from other nations and then popularized to the whole world. Ponds originated from US but were purchased by Unilever, who has developed it as a very famous skin product in the world. Another brand is Zhonghua, which is traditional toothpaste of China. Unilever included it as one of its branches and now Zhonghua has become the top one in Chinese market again. But potential crisis also exist behind success. Since 1996, Unilever has suffered great decline in turnover, while PG still maintains a stable increase on the contrary. In 2004, both Unilever and PG gained a income of nearly $52 billion. The later ones yearly profit reached as much as $6.4 billion, but Unilever only had $2.42 billion. An indispensable reason is just the purchasing strategy although it has pushed Unilever to success. 3.2.2 Set up Competency Model In Unilever, the values of company will tell employees what to do and how to do it. If the employee agrees with the values, he is naturally tended to behave by following it, or to restrict himself with the guidance of the values. If he does not agree, he needs to change himself by acquired learning. And here, a comparatively clear standard or instructions is necessary. Thus, Unilever established the Competency Model, which aids employees to know themselves correctly, to march on improving themselves. If employees quality is increased, so does the working efficiency and achievement. This has brought more profit to Unilever in turn. 4. International Strategy for Unilever and the comparisons between Unilever and PG 4.1 International Strategy for Unilever Unilever was once a typical MNC, but now it has transferred to operate with multinational strategies. In the 1980s, just in Europe, Unilever had altogether 17 major brands of washing products all over the worlds, which is not only a waste of asset, but also causes market overlapping. Moreover, since subsidiaries of Unilever are widely distributed all over the world, it often takes as many as four years for them to promote a new product. Unilever is now trying to integrate its European operations into a single entity, and to the manufacture of detergents emphasizing cost-effectiveness of several plants. Unilever uses standardized packaging and advertising approaches all over Europe. According to the estimation of the company, an annual cost can be saved more than $200 million. But at the same time, because of distribution channels and brand awareness of the country-specific differences, Unilever company recognizes that it still maintains regional adaptation, and even tries to possess the best location in production and marketing to achieve its economic objective. 4.2 To evaluate Unilevers international strategies by comparing it with PG in Chinese market. 4.2.1The brand competition between Unilever and PG What are the reasons that lead to Unilever, the owner of many Chinese native brands, inferior to PG, who only has its own brands, in Chinese market? The strategic reason is acceptable, but more important is reflection on Unilevers marketing mix. In this section, the author will analyse Unilevers strategies by comparing CLEAR and Head Shoulders. Brand strategy In terminal promotion, all related hair products has involved in it. It seems that PG takes more finesse in this competition, no matter for the influence of single brand or the brand fitness. Market basis CLEAR can date back to 1973. The product has been sold in many places such as Europe, Southeast Asia and gained more 100 billion consumers in the world. However, 80% market share is occupied by Head Shoulders in anti-handcuff market. Product mix For the first time CLEAR segments the anti-handcuff market further. It aims at the blind point in market and introduces a new hair product specially for men. Terminal construction CLEAR is a new brand in Chinese market. Though it has a background of Unilever, the public awareness has not been established yet. Contrarily, Head Shoulders has been the leader in this field with many years of cultivation. On the other hand, as Unilever lacks in terminal resources and market basis, CLEARs coverage rate in all kinds of retail terminal is still far behind Head Shoulders. For the reasons, we may find that CLEAR depends two much on marketing segments and advertisement, but ignores the efficiency and performance problem in sales practice. Unilevers awkward position in China mainly results from: Mistaken idea of co-operation In early years, Unilever operates the management strategy as: to co-operate with some native enterprises by using their distribution network and salesmen. This strategy is ok, but Unilever hasnt done well in coordination and management. Among the 12 joint ventures, each of them has its own production line, distribution system and salesmen. Many parts overlap together, thus increase the total cost. Product management defect Chinese market is very broad and complicated. Consumers needs varied from place to place because of the different customs and habits. In order to meet this trend, the producer has to invent some products with some unique features and right market position. But certainly Unilever is inadequate in this part. Compared Unilevers product list with that of PG, we can see that, for the hair product alone, every brand has fulfilled different consumers requirements. These products possess clear market position that attracts large number of consumers. Relatively, Unilever hasnt done enough in this point. 4.3 Unilevers advantageous strategies Yet, the failure in one part doesnt mean the total failure. Unilever also has some distinctive strategies that stimulate the company to advance. 4.3.1 Global brands is important as well as local brands Among Unilevers 400 global brands, most of them is purchased from original countries first and then popularized to the whole world. Unilevers success greatly depends on its deep root in local market and the first-hand data of regional culture. The company will change dynamically to adapt to the local conditions. Global and native brands develop together so that the company will gain maximum benefit. 4.3.2 Marketing channel of distribution strategy Unilevers marketing channel covers almost parts of countries, and its management and insensitive level is high. In this way, the home office can transfer its purpose clearly from level to level. 4.3.3 Market promotion Unilevers advertising designs embody each products characteristics and form an interactive effect. Conveying promotional messages through advertisement has presented the companys positive image. This made Unilever as one of the most successful supplier of everyday use. 5. Core Competences of Unilever Core Competency is a special ability of a company that competitors find extremely difficult or impossible to equal (Wild, Wild, and Han, 2010). As an important component of the companys core competitiveness, brand is closely related to such categories of competitiveness as enterprises culture, core technology, and human resources, etc. Market competition comes from the previous product quality, price, variety and service. Unilever takes the brand strategy as its core competitiveness. Unilever has a rich, mature, multi-brand management experience for a global perspective, it focuses on brand strategy, decreases the number of brands from 2000 to 400, so as to ensure the first-line brand growth. As for localization, Unilever has meanwhile sought in the development of global brands, as well as protection and development of domestic brands. Large international brands integrated into the development process of Unilever have always been of a high priority. 75% of Unilevers sales volume comes from 400 brands in these 2000 ones. 4.6% growth over last year. These brands have a high profit. If they focus on the development of these 400 brands, their business is bound to generate a greater benefit. Compressing the size of Unilever brand is based on the 80/20 rule, that is, the golden rule under which 80% of the companys sales is created from 20% of the merchandises, i.e. 400 brands selected from 2000 ones (Christopher, 2003). 6. Effectiveness of Unilevers strategy and operation Unilever has been the leader in everyday use market. This is undoubtedly successful. Being a multinational company, Unilever has fostered a positive image in new emerging market. Through purchasing native brands, Unilever has enlarged the popularity of its products and the market share. But compared to PG, Unilever leaves much to be desired in recent years. In 2004, the income of Unilever dropped 6% than last year, and the profit dropped as much as 9%. In September of the same year, Unilever issued a profit warning without precedent, saying that the company may not reach the promised profit growth. Companys multinational strategy sounds very attractive as it hold cost and differentiation advantages at the same time. But operating this strategy is quite difficult. The press from local adjusting collides with lower cost to Unilever. Competing with other low-cost enterprises forces Unilever to improve cost reduction. Meanwhile, the different government regulations in the world require Unilever keep changing in response to the local needs. When entering a new market, Unilever prefers to seeking recourses from local environment, which reduce the cost a lot. While for the local adjusting, Unilever tries to close the gap by purchasing native brands. Moreover, localisation is the key strategy, including human resource localisation, capital running localisation, procurement localisation etc. But in the authors opinion, the most significant aspect of localisation is decision-making localisation. The Unilever system is slow in reacting and leads to an inefficient decision-making. This is the key problem that influences Unilevers performance. 7. Conclusion Unilever has developed as one of the leaders in the worlds consumer product brands. The company has carried out many strategies according to factors that influence business strategies. The factors refer to both macro and micro environment. For a multinational company, glolisation and localisation play a vital role in opening new market. Unilever is good at popularizing products by purchasing them from original countries. It is skilled in adjust its strategies to different local conditions. The paper has analysed the international strategies of Unilever and put forward critical advices for its further development. For example, to focus on combination of globalisation and localisation, to insist on its successful brand strategy, etc. It is argued to say that a strategy is absolutely good or not. A suitable strategy is more important. Any company must choose the strategies that best fit its pratical situation. Unilevers adjustment strategies based on local market information can best explain this. 8. Further Recommendations The development for a company cannot be smooth all the time. Even a multinational company like Unilever may face every kind of problems through the process. For example, as we have mentioned above, mistaken idea of co-operation, product operating defect, etc which lead Unilever to a awkward position in the competition. With these painful lessons, the author suggested that Unilever should sum up experiences and change its management strategies, like insisting on successful brand strategy, brands creativity strategy as well as focusing on combination of globalisation and localisation. Whats more, it should persist in training qualified employees and carrying out well-rounded localisation strategy. High qualified employees will bring unexpected profit to Unilever. And only having a thorough knowledge of market and consumers can Unilever remain unconquerable. Besides, Unilever also must know well the dynamic environment change and response it with adjustment measures. These measures should be suitable for the environmental requirements.

state nullification Essay -- essays research papers

Impact of a State’s Right to Nullification   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Impact of a State’s Right to Nullification   Ã‚  Ã‚  Ã‚  Ã‚  The impact of a state’s right to nullification can ultimately cause a great deal of damage to the country that it resides in. To describe the impacts one would need to take a look back into history when the Nullification Crisis took place. South Carolina had economic hard times after the war of 1812. Cotton prices started to drop and South Carolina was in a state of depression. Southerners however tend to blame their economic woes on the policies of the national government. (Goode 87). The Tariff of Abominations was a series of high taxes that was placed on incoming foreign goods. The South disagreed with this proposal because they thought that the federal government was trying to tax one part of the country to benefit the wealth of another which is the North. Thomas Cooper, the president of the South Carolina College said â€Å"Is it worth while to continue in this union of states, where the north demands to be our masters and we are required to be their tributaries.†(Goode 89) John C. Calhoun being Vice President and was from South Carolina strongly disagreed with this Tariff of Abominations. He even wrote â€Å"South Carolina Exposition† which used the constitution as an argument against the tariff. Then, there was the Haynes and Webster Debate. They both defended and attacked on the Nullification topic in congress. In 1832 Congress released another tariff that replaced the Tariff of Abominations, but the South Carolinians weren’t still happy. The climax of this nullification swirl happened at Jackson’s birthday dinner where everyone gathered to give speeches. Andrew told everybody in that room what he thought of State Nullification with one simple line: â€Å"Our Union, It must be preserved† (Goode 88). The Congress continued with passing a Force Bill that would allow President Jackson to use force to regulate the tariff laws. To clean this mess up and to avoid civil war, both sides decided to co mpromise due to a plan drawn up by Henry Clay   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Hard times in South Carolina   Ã‚  Ã‚  Ã‚  Ã‚  South Carolina was a state that was hit hard by the ... ...t got turned into a civil war because one state did not agree with the government. If it wasn’t for Clay to draw up the bill, South Carolina would have seceded from the Union and Civil World would have come earlier. All these events will eventually lead to bloodshed and that’s the last thing we want. Work Cited Bassett, Joseph M. â€Å"Encyclopedia of American Government† Pasadena, California 1975: 671 Benton, William â€Å"The Annuls of America† New York 1968: 232 Goode, Stephen â€Å"The New Federalism† New York 1983: 87 - 92 MacDonald, William â€Å"The American Nation a History, the Jacksonian Democracy† New York 1909: 67 – 88 National Urban League – Quasi Judicial Agencies â€Å"Dictionary of American History† New York 1976: 125 Shaw, Ronald E. Bremer, Howard F. â€Å"Andrew Jackson 1767 – 1845 â€Å" Dobbs Ferry, New York 1969: 59 Schlesinger, Arthur M. â€Å"The Age of Jackson† Boston 1945: 15 Schlesinger, Arthur M. â€Å"The Age of Jackson† New York 1945: 34, 403, 95-96 Stamp, Kenneth M. â€Å"The Causes of the Civil War† New York 1959: 68 http://web9.epnet.com/DeliveryPrintSave.asp?tb=1&_ug==5970ADF3-526D-4D75-ADE http://www.fofweb.com/History/HisRefMain.asp?SID=3&DataType=AmericanHistory&R

Biography of Michelangelo Essay example -- Michelangelo Artists Painte

Biography of Michelangelo The second of five brothers, Michelangelo was born on March 6, 1475, at Caprese, in Tuscany, to Ludovico di Leonardo di Buonarotto Simoni and Francesca Neri. The same day, his father noted down: "Today March 6, 1475, a child of the male sex has been born to me and I have named him Michelangelo. He was born on Monday between 4 and 5 in the morning, at Caprese, where I am the Podestà  ." Although born in the small village of Caprese, Michelangelo always considered himself a "son of Florence," as did his father, "a Citizen of Florence." His Childhood and Youth Buonarroti's mother, Francesca Neri, was too sick and frail to nurse Michelangelo, so he was placed with a wet nurse, in a family of stone cutters, where he, "sucked in the craft of hammer and chisel with my foster mother's milk. When I told my father that I wish to be an artist, he flew into a rage, 'artists are laborers, no better than shoemakers." Buonarroti's mother died young, when the child was only six years old. But even before then, Michelangelo's childhood had been grim and lacking in affection, and he was always to retain a taciturn disposition. Touchy and quick to respond with fierce words, he tended to keep to himself, out of shyness according to some but also, according to others, a lack of trust in his fellows. His father soon recognized the boy's intelligence and "anxious for him to learn his letters, sent him to the school of a master, Francesco Galeota from Urbino, who in that time taught grammar." While he studied the principles of Latin, Michelangelo made friends with a student, Francesco Granacci six years older than him, who was learning the art of painting in Ghirlandaio's studio and who encouraged Michelangelo to follow his own artistic vocation. Early Life in Florence. Michelangelo's father, now a minor Florentine official with connections to the ruling Medici family, placed his 13-year-old son in the workshop of the painter Domenico Ghirlandaio. After about one year, Michelangelo went on to study at the sculpture school in the Medici gardens and shortly thereafter was invited into the household of Lorenzo de' Medici *http://www.thais.it/scultura/sch00073.htm*, the Magnificent. There he had an opportunity to converse with the younger Medici, two of whom later became popes (Leo X and Clement VII). He also became acquainted with such humanis... ...e." Michelangelo's Achievements During his long lifetime, Michelangelo was an intimate of princes and popes, from Lorenzo de' Medici to Leo X, Clement VIII, and Pius III (1439-1503), as well as cardinals, painters, and poets. Neither easy to get along with nor easy to understand, he expressed his view of himself and the world even more directly in his poetry *http://scriptorium.lib.duke.edu/mazzoni/exhibit/treasures/B56.html* than in the other arts. Much of his verse deals with art and the hardships he underwent, or with Neoplatonic philosophy and personal relationships. The great Renaissance poet Ludovico Ariosto wrote succinctly of this famous artist: "Michelangelo was widely awarded the epithet 'divine' because of his extraordinary accomplishments". Two generations of Italian painters and sculptors were impressed by his treatment of the human figure: Raphael, Annabale Carracci, Pontormo, Rosso Fiorention, Sebastiano del Piombo, and Titian. His dome for St. Peter's became the symbol of authority, as well as the m odel, for domes all over the Western world; the majority of state capitol buildings in the U.S., as well as the Capitol in Washington, D.C., are derived from it.

Global Strategy and Local Needs in the Luxury Car Market Essay

1 Introduction Since the 1980’s researchers have been trying to understand what globalization is and how competitive advantage can be gained out of it. This study will look at this movement with a critical eye and reflect whether or not it is sometimes better to give local needs priority in management decisions. The purpose of this study is to analyse whether the â€Å"Global strategy, but local needs† assumption leads to success. The objective is to provide scientific evidence for this strategy, analyse different organizations’ strategies and provide a possible recommendation for the best practice. Globalization is a driver of luxury 1 but it is not the best solution to apply this approach in all strategic decisions. This paper will not only look at this strategic approach in general, but will try to focus in specific on the luxury car market. The luxury segment is a fascinating subject for scientific research, because it still provides possibilities for relatively fundamental research within its niche. 2 Although there is considerable literature about specific brands, there is a lack of systematic and scholarly work that â€Å"analyses the luxury car phenomenon itself. † 3 The importance of this segment has also been emphasized in Sergio Marchionne’s recent speech to the shareholders (appendix 7. 2). The CEO of the Fiat S. p. a and of the Chrysler Group LLC underlined that his strategy for the future of the Group is located in the premium4 car production. 5 The motivation of this paper therefore is to analyse the challenge Maserati will have to address and to arrive to some practicable conclusions. 1 Cf. Kapferer/Bastien 2012, p. 12. 2 Cf. Heine 2012, p. 6. 3 Cf. Berger 2001, p. 160. 4. Expression intentionally quoted to illustrate a later explained statement 5 Cf. Fiat S. p. a. 2012b. Definition and terminology 1. 1 2 Methodology The findings of this project are derived from primary, secondary and tertiary sources of information. The tertiary source was mainly the catalogue of the Deutsche Nationalbibliothek in Frankfurt. Another important part of the data collection contributed the Internet. Most data has been found with the search engine google. com and scholar. google. com and the homepages of the relative brands mentioned in the project. The biggest part of the project’s information was taken out of secondary sources such as textbooks, newspapers and specific literature. Finally, the annual reports of 2011 of selected brands have been consulted. 2 Definition and terminology 2. 1 Strategy â€Å"†¦ Strategy in corporate practice is an integrated concept with the objective of ensuring long-term survival in active interaction with the competition †¦Ã¢â‚¬ 6 In today’s everyday changing business environment all companies are forced to reassess their strategies, their structures and their processes regularly. But the answers to every strategic and organizational challenge is varying among industries. 7 Therefore first a summary of different general strategic alternatives will be presented. Afterwards a detailed analysis of the characteristic strategy in the luxury car market will be developed. 2. 2 Global or Local Strategy In this chapter both terms global and local strategy should be defined. Moreover the strategic challenge of a business to decide between both strategies should be analysed. 6 Cf. Kotler/Berger/Bickhoff 2010, p. 12. 7 Cf. Bartlett/ Ghoshal 1990, p. 17. Definition and terminology 3 Businesses have been international since ancient times and at its beginnings international business had simply the form of exporting and importing. Any business that carries out some of its activities across national boundaries can be defined as an international business. 8 In the 70s and 80s keywords as standardization, rationalization and centralization marked the new tendency towards globalization. 9 Globalization is a term that emerged in the 1980s/90s10 and that has become a buzzword in the 1990s. 11 Originally globalization was only an economic phenomenon that described the integration and merger of national economies, and the development of communication and production of knowledge, transportation and migration. 12 Today the extent to which the organization’s activities are spread across geographical regions has become a major consideration in the implementation of an organizations strategy. 13 A global strategy is the tendency of a company to a consistent strategy and adaptation to local circumstances become redundant. Global organizations gain competitive advantage overcoming national and continental boundaries. Therefore it was a widely held belief that there was the risk that the globalization would overrun all regional and national differences. 14 Though today we have evidence that there is no â€Å"global village† and that regional and national differences cannot be so easily neglected. On the contrary the majority of the apparently global organizations use local differences to gain competitive advantage. 15 Therefore numerous literature and research on the counter-rotating trend to globalization, the so-called localization, can be found. Localization in general means the adaptation to or consideration of local market conditions. Most of the research concluded that the two apparently contrary concepts do not mutually exclude but depend on one another: â€Å"Globalization can mean the reinforcement of 8 Cf. Campbell/Stonehouse/Houston 2002, p. 255. 9 Cf. Bartlett/Ghoshal 1990, p. 36. 10 Cf. Lohmeier 2008, p. 9. 11 Cf. Rohm 2010, p. 4. 12 Cf. Lohmeier 2008, p. 9. 13 Cf. Campbell/Stonehouse/Houston 2002, p. 254. 14 Cf. Lohmeier 2008, p. 10 15 Cf. Lohmeier 2008, p. 58. 4 Definition and terminology or go together with localism as in ‘Think globally, act locally’†¦Ã¢â‚¬  16 . Numerous literatures even deduce a new concept called â€Å"Glocalization. † Glocal strategies are strategies that provide evidence to global and local players, to respond advantageous and purposeful to globalization. They should assist global players to localize their activities where worthwhile and show ways and means to local players to make use of the global area respectively – in both cases without abandoning their global or local character. 17 2. 3 Bartlett’s and Ghoshal’s model According to Bartlett and Ghoshal there are three traditional strategic directions a company can follow. Tab. 1: The three strategic directions 18 Multinational Global International Strong local presence Cost reduction through Usage of knowledge and through respect of national centralized but worldwide competences of the HQ needs oriented activities through worldwide diffusion and adaptation 2. 4 The multinational organization The multinational organization according to Bartlett and Ghoshal is the archetype of the organization. At the beginning of the 1900th century this was the most diffused organizational model. As shown in figure 1 in the multinational organizational model the HQ is at the centre with many decentralized, interdependent and autonomous branches surrounding it. The specific needs of the local markets are encouraged and therefore they are able to react to local needs. Historically this organizational model was the one of many European companies that expanded into foreign countries. Several of these companies originally where family owned companies. Processes were based on personal relationship and 16 Cf. Pieterse 1995, p. 49 zitiert nach Lohmeier 2008,p. 53. 17 Cf. Lohmeier 2008, p. 64. 18 Cf. Bartlett/ Ghoshal 1990, p. 32. 5 Definition and terminology informal contacts rather than formal structures and systems. Therefore only elementary financial control was necessary. 19 Branch Decentralized federation: Many key assets, responsibilities and decisions are decentralized Branch Branch HQ Branch Personal control: Informal HQ – subsidiary relationship, simple financial control Branch Multinational mentality: Management considers overseas operations as portfolio of interdependant business. Branch Figure 1: Multinational organization 20 2. 4. 1 The international organization This organizational model has similarities to the multinational organization. However as shown in figure 2 the branches are more dependent on the transfer of information and knowledge from the HQ. The objective of this kind of organization is to transfer knowledge and competences in aspects such as technology or marketing to underdeveloped foreign branches. The national branches can adapt products or strategies, while the HQ determines innovation and processes. In comparison to the multinational organization model there is more systematization and control. According to Bartlett and Ghoshal the international organization model had its breakthrough in the post-war period. The international organizational model is the model for the typical American Management culture of empowerment and delegation. 19 Cf. Bartlett/Ghosal 1990, p. 73. 20 Cf. Bartlett/Ghosal 1990, p. 74. 6 Definition and terminology Branch Branch Coordinated federation: Many assets, resources, responsibilities and decisions are decentralized but controlled by HQ Branch Branch HQ International mentality: Management considers overseas operations as appendix to a central domestic corporation Branch Administrative control: formal management planningand control systems allow higher HQ-subsidiary linkage. Branch Figure 2: International organization 21 2. 4. 2 The global organization Global companies develop their products and strategies considering only one equal worldwide market. Product development, production and marketing strategies remain centralized. 22 As shown in figure 3 the most important characteristics of the classical global organization have HQs that are a centralized hub that severely controls the branches and a management-mentality that views the world as one economic entity. The main feature is the centralization of assets, resources and competences. The function of branches is reduced to sales and services. In some cases financial competitive advantage is gained outsourcing the production sites abroad. Compared to the multinational and international organizations the branches in global organizations have less power to develop or modify new products and strategies. Managers in global organization, especially those located in HQ, often are more concentrated on the global market and consider the market to be equal worldwide. They have no comprehension of the local needs because there is no exchange of information between HQ and the national branches. 23 21 Cf. Bartlett/Ghoshal 1990, p 77. 22 Cf. Bartlett/Ghosal 1990, p. 31. 23 Cf. Bartlett/Ghoshal 1990, p. 75 f. 7 Definition and terminology Internationalization pioneers like Henry Ford build up their production plant according to this model and the Japanese started their offensive in the 70s and 80s with this model. 24 Normally global organizations first where very successful in their home market and used this success then to expand internationally. 25 Branch Branch Centralized hub: Most of the strategic assets, resources, responsibilities and decisions centralized Branch HQ. Branch Operational control: Tight control of decisions, resources and information through HQ Branch Global mentality: Management considers overseas operations as channels for the supply to a unified global market Branch Figure 3: Global organization 26 2. 4. 3 The transnational strategy Bartlett and Ghoshal claim that the traditional directions do note lead to adequate results anymore. Global and international organizations look out for a centralized answer to a worldwide market opportunity. Multinational companies search local solutions. Therefore Bartlett and Ghoshal developed the assumption for a new approach to solve the challenge of increased competitive and changing environment: The transnational strategy. 27 Companies nowadays can only survive in the competitive environment if they succeed in developing simultaneously worldwide competitiveness, multinational 24 Cf. Bartlett/Ghoshal 1990, p. 75. 25 Cf. Bartlett/Ghoshal 1990, p. 31. 26 Cf. Bartlett/Ghoshal 1990, p. 77. 27 Cf. Bartlett/Ghoshal 1990, p. 33 and p. 90. Definition and terminology 8 flexibility and global learning capabilities. These are the main elements of the transnational model. 28. The transnational model is a symbiosis or rather compromise of the other three traditional strategic directions. It combines both kind of competitive advantages: Because the affiliations are seen as strategic partners they can better respond to local needs and global synergies can be positive side effects. In the transnational model local markets are respected, and the proximity to the market is mainly an instrument to react more flexibly on a global scale. 29 The distinction between multinational and transnational companies is the amount to which the HQs are directly involved in the management of the branches. While a transnational company often has a strategic centre that manages to a high degree all the global operations a multinational company does not coordinate directly its foreign activities but rather considers the branches as interdependent business. The transnational organization acknowledges that there are certain resources and competences such as finance or research and development that are better centralized in the HQ while other resources are more advantageous to be decentralized in the markets to spread the competences on a global level. 30 2. 5 The Luxury Concept and Definition. The concept of luxury is known since ancient times. Lucullus, a roman senator who was famous in the ancient Rome for his marvellous evening events and his love for beauty, delicacies and sensorial pleasures, can be considered inventor of the luxury concept. 31 Chevalier and Mazzalovo provide a definition as follows: A luxury brand is selective and exclusive and provides an additional creative and emotional value for the consumer. It is a brand that is giving the desirable attribute of being scarce, sophisticated and in good taste. It also has a slightly understated and aristocratic attribute. 32 28 Cf. Bartlett/Ghoshal 1990, p. 33. 29 Cf. Bartlett/Ghoshal 1990, p. 84 30 Cf. Bartlett/Ghoshal 1990, p. 84. 31 Cf. Heine 2012, p. 2. 32 Cf. Chevalier/Mazzalovo 2008, p. viii Definition and terminology 9 According to Kapferer and Bastien a luxury brand can be defined by six criteria:33 †¢ An extremely hedonistic experience or product †¢ The price is exceedingly higher compared to the functional value †¢ Tied to a tradition, exclusive expertise and culture ascribed to the brand †¢ Accessible only through controlled and restrained distribution †¢ Obtainable with tailored supplementary services. †¢ Indicating a social representation, making the holder or beneficiary feel special and privileged 2. 6 Luxury versus premium car market The concept of luxury is represented in numerous sectors of activities 34. In this study we will look into more details of the specifics of the automobiles luxury sector. According to Chevalier and Mazzalovo luxury automobiles are â€Å"those cars that consumer perceive as being very special and different from the others. †35 It is necessary to differentiate between the concept of luxury and the concept of premium. The term luxury vehicle suggests a vehicle with a higher quality equipment, better performance, particularly precise construction, comfort, higher design, technologically innovative, and features that transfer an image, brand, status or prestige. Often the image is strongly related to the country of origin of the product. Premium products are upper-range branded products with an increased price without the emotional characteristics like hedonism or myth. „Upper premium brands remain comparative, whereas luxury is superlative. â€Å"36 Suitable examples for this difference can be found in the car industry. While an Audi A6 or A8 are super-premium cars because of the excellent usage value they provide, an Aston Martin or a Lamborghini are luxury cars because of their rarity and the prestige of the name. 37 33 Cf. Kapferer/Bastien 2012, p. 47. 34 Sectors of activities of luxury: Ready-to-wear cloth, jewelry and watches, perfumes and cosmetics, fashion accessories, wines and spirits, automobiles, hotels, tourism and private banking. 35 Cf. Chevalier/Mazzalovo 2008, p. x. 36 Cf. Kapferer/Bastien 2012, p. 43f. ; Cf. Kapferer/Bastien 2012, p. 53. 37 Cf. Kapferer/Bastien 2012, p. 53. 10 Strategic examples One historic management error that underlines the difference between luxury and premium is the Jaguar case. When Ford acquired Jaguar in 1989 they invested a lot in technology and training of the Jaguar employees. Thanks to common platforms with Ford they tried to sell small Jaguars. But this strategy seriously damaged the image of Jaguar and loosing the feeling of exclusivity they lost the luxury status. 38 3 Strategic examples In this chapter the before described theoretic information should be put together into a strategic framework. The strategic examples that will be considered are the most successful competitors of Maserati in terms unit sales: Porsche, Audi, Mercedes and BMW (figure 4). The first step was to obtain an overview of the structure of these companies and to identify their dependencies among each other and with other organizations (appendix 7. 3). The second step was to identify certain characteristics of these organizations and to put them into a framework developed to identify their degree of globalization or localization (appendix 7. 4). Based on this information a picture of their strategic directions has been deduced (appendix 7. 5). Bentley 2,57% Audi 6,56% Maserati 1,81% Jaguar 3,06% Maserati Market 2012 Aston Martin 1,74% Ferrari 1,26% Lexus 0,09% Porsche 48,43% BMW 12,23% Mercedes-Benz 22,25% Figure 4 The Maserati market in Germany in 2012 (market shares) 38 Cf. Kapferer/Bastien 2012, p. 51. 39 Management Services Helwig Smitt GmbH, Hofgeismar. 39 Strategic examples 3. 1 11 Daimler AG Gottlieb Daimler and Carl Benz invented the automobile in 1886. 40 Today the Daimler Group integrates different car manufacturers such as Mercedes-Benz, Smart and Maybach. Cooperating with various organizations worldwide it has converted from a mainly domestically oriented exporting company to a globally operating one. The company is now well established not only in Europe but also in Brazil and Argentina and has established joint ventures also in China. 41 However for the Daimler Group â€Å"the cultural inertia has been difficult to overcome, and global pretensions and traditional German attachments form a contradictory and unstable mix. †42 Therefore it is difficult to classify the group to Bartlett and Ghoshals model. The Daimler AG is rather a combination between the multinational and the global organization. Mercedes-Benz being historically strongly connected to its German roots has a centralized HQ, but at the same time its business units have been made self-responsible profit centres and procurement of materials is globally coordinated for each group of materials. Furthermore this has been intensified through local settlement of direct production, more consultancies and engineering in the branches, and also some development tasks located outside Germany. 43. Daimler is relocating its production sites into emerging markets, as for example the recently opened site in Hungary. This trend can be underlined by its decreasing production figures in Europe. They are currently reducing their production in Sindelfingen. 44 3. 2 BMW AG The BMW group may be the most German focused of the three companies. It is globalized in its objectives rather than in its activities. 45 Approximately 60% of the production of BMW is still located in Germany (figure 5). However BMW is one of 40 Cf. Daimler AG 2012, p. 4. 41 Cf. Lane 2001, p. 84. 42 Cf. Lane 2001, p. 85 43 Cf. Lane 2011, p. 84f. 44 Cf. Berens 2012, p. 17 45 Cf. Lane 2011, p. 86. 12 Strategic examples the most respected brands in the world. The explanations for BMW’s success are a strong brand character, a stable, family shareholding and a very German business philosophy. 46 It can be deduced that having local roots increases the perceived value of BMW. Producing nearly all its automobiles in Germany customers perceive BMW as an authentic product of German culture. BMW follows the same strategy of keeping the Mini production in England. 47 South Africa, 3,06% China, 5,65% Austria, 5,91% CKD, 2,16% UK, 11,23% US, 15,88% Germany, 56,11% Figure 5: Vehicle production of the BMW Group in the world in 2011 48 Therefore BMW can be classified an international organization according to Bartlett and Ghoshal’s model. BMW’s key competences are centralized but many other competences are decentralized. Thus BMW efficaciously implements the strategy of local assembling and local purchasing in countries with high customs duties on imports such as Russia, Thailand or India. However, under the terms of the distinction between luxury and premium products, the cars assembled in Thailand would not longer be defined as luxury products. They do serve to initiate customers into the brand, who then should develop the desire to purchase a ‘real’ BMW ‘made in Germany’. 49 BMW’s Management Meeting Place is a good example for the acquisition of knowledge in the HQ and then transferring it to the branches. First this discussion platform has been started in Germany and then it was transferred to locations abroad. The fact that this strategy works, and that behind BMW probably stands a 46 Cf. Kapferer/Bastien 2012, p. 67. 47 Cf. Kapferer/Bastien 2012, p. 78. 48 Cf. BMW AG 2012, p. 28. 49 Cf. Kapferer/Bastien 2012, p. 78. 13 Strategic examples strong team is underlined by the fact that BMW has been rewarded being â€Å"The World’s Most Attractive Employer† by a study conduced lately. In fact the employee attrition ratio at BMW has decreased continuously in the last 3 years (figure 6). 5,85 percentage of workforce 6,00 4,59 5,00 4,00 2,74 2,66 2,16 3,00 2,00 1,00 0,00 2007 2008 2009 2010 2011. Figure 6: Employee attrition ratio at BMW AG 3. 3 50 Volkswagen AG The Volkswagen Group maybe is the most advanced example of a conglomerate of successful car manufacturers. Among all the subsidiary brands the most significant ones are Volkswagen AG, Audi AG and Porsche AG, but there are also Bentley, Lamborghini, Seat and Skoda (appendix 7. 3). In fact Porsche owns 32,5% of the Volkswagen Group shares. Succeeding in managing a portfolio of so dissimilar organizations under one umbrella certainly makes the Volkswagen Group to a transnational organization according to Bartlett and Ghoshal. The cooperation in-between the brands of the Volkswagen Group are very well developed. One successful example of this approach is the common hybrid drive used in the Porsche Panamera, Cayenne and VW Touareg 51 . In addition the Volkswagen group has only little external cooperation mainly in the area of researching. The key competences remain inside the group. Becoming an integrated automotive industry is part of the group’s â€Å"Strategy 2018†. However, every single brand has its specific targets. Volkswagen’s target is to 50 Cf. BMW AG 2012, p. 39. 51 Cf. Porsche AG 2012, p. 67. The Maserati case 14 become the global market leader by 201852. This underlines the global factor. On the other side Porsche’s target is to become â€Å"the leader of exclusive sports cars manufacturers†53. Audi finally has the target to become the â€Å"premium brand that delights customers worldwide† 54 . Therefore the group’s values and capabilities remain inside the group and with a broad portfolio of interdependent and specialized brands completely different target groups can be addressed. The Volkswagen Group leads the global tendencies of the considered companies. But the core strategic functions (e. g. R&D and design) remain mainly German. However the Volkswagen Group also recognizes the importance of knowing the local sources and therefore has implemented the C3-Sourcing program. Becoming technical, organizational and social laboratories foreign branches contribute to the integration of the whole group’s worldwide activities. Hence some Audi models that have the same platform as Volkswagen models are now produced in Volkswagen factories in China. This local adaptation is the key of success for Audi’s sales in China, where the top members of the communist party cannot own a car unless it is made in China, but at the same time it forces the brand to give up their luxury strategy and replace it with a premium one. 4 The Maserati case 4. 1 Introduction to Maserati The Italian sports cars producer with the trident on the logo has been founded as Societa Anonima Officine Alfieri Maserati on December 1st 1914 in Bologna. Maserati was originally founded as a family business, but in 1937 it was sold to the Orsi family. In 1968 it was sold to Citroen and finally became part of the Fiat Group in 1993. 55 Thanks to his big sister Ferrari, Maserati has been reconstructed and from 2006 stands alone now in the structure of the Fiat S. p. a. (see figure 7). Today Maserati’s headquarter is based in Modena and it has two production sites in the north of Italy. Furthermore Maserati is divided in regions (Europe, Asia Pacific, 52 Cf. Volkswagen AG 2012, p. 233. 53 Cf. Porsche AG 2012, p. 14. 54 Cf. Audi AG 2012, p . 131. 55 Cf. Wikipedia 2012a. 15 The Maserati case. America and Middle East) with national branches in each separate country (e. g. France, Germany, United Kingdom). Maserati is currently becoming more and more significant for the rest of the Fiat Group. The first strategic milestone of the so-called â€Å"2010-2014 plan† was the integration of the Chrysler Group in June 2011. Figure 8 shows the increase of 30% of the workforce through this merger, mainly in North America. * including 58,5% Chrysler Group LLC Maserati (100%) Fiat Group Automobiles* (100%) AUTOMOBILES Fiat S. p. a. Ferrari (90%) Fiat Powertrain (100%) Magneti Marelli (100%). COMPONENTS & PRODUCTION SYSTEMS Teksid (84,8%) Comau (100%) Figure 7: Structure of the Fiat S. p. a. Workforce 80 62,583 63,214 60 40 2011 2010 60,336 44,668 24,616 23,596 20 56 39,498 5,579 0 5,838 Italy Europe (excl. Italy) NAFTA Mercosur 4,894 other regions Figure 8: Increase of the workforce in the Fiat Group through the integration of Chrysler in 2011 56 Cf. Fiat S. p. a. 2011, p. 11. 57 Cf. Fiat S. p. a. 2012c, p. 30. 57 The Maserati case 16 The second milestone was the plan presented in February 2011 in which â‚ ¬ 500 million were invested for the relaunch a production site58. In this new pIant two new models will be produced: The new Maserati Quattroporte by the end of 2012 and the Maserati Ghibli in the second half of the year 2013. 59 Thereby Maserati plans to increase its sales: While in 2011 Maserati sold 6,159 vehicles worldwide, in 2013 20,000 units are planed and by 2015 a growth up until to 50,000 vehicles per year is projected. 60 The Maserati S. p. a. can be classified as a global organization. They concentrate their decision and strategy making in the HQ in Italy and product development, production and marketing strategies remain centralized. The function of the branches is reduced to the implementation and realization of sales, services and marketing activities. The reason is linked to the strong connection with the domestic country and the patriarchal organizational culture that has developed over the years. One cultural example for this approach is that usually in the branches employees refer to the HQ as â€Å"the factory†. And while until today Maserati’s production sites are located just in the domestic market, by the use of a common platform and production site with the Jeep Grand Cherokee in the United States for the new SUV model, Maserati will enter also in the global environment. 4. 2 Maserati’s strength 4. 2. 1 The cooperation with the Fiat Group Being part of the Fiat Group is strength and weakness at the same time for Maserati. Through the cooperation with the other brands of the group, Maserati can benefit from economies of scale and scope. E. g. particular engines for Maserati are developed and produced in the production site of Ferrari. Another example is the collaboration with Jeep that will allow the new Maserati Levante to share the expertise of Jeep in building SUVs. 61 Moreover the fact that the production of this new Model will be relocated to the United States will finally transform Maserati from a purely domestic manufacturer to a global player. 58 Officine Automobilitische Grugliasco. 59 Cf. Fiat S. p. a. 2012c, p. 34. 60 Cf. Wehner 2012. 61 Cf. Baedecker 2012. The Maserati case 17 4. 2. 2 The luxury image Maserati as a brand itself and the Maserati products are stereotypes of luxury. Maserati is like none of its competitors a unique iconic and superlative brand that stands for an extravagant Italian lifestyle and sportiness. It profits from its long-time racing experience and expertise in building extremely performing engines. Additionally some parts are tailor made and its products are positioned in an upmarket pricing class that does not correlate with the functional value they provide. Moreover until today the units sold are rather restricted and therefore it is still a rarity to see a Maserati on the road. Thus possessing a Maserati is to a high degree socially representative and makes the owner feel special and privileged. Maserati is a myth and continuous to benefit from this legend. 4. 2. 3 Driving performance Another very strong characteristic of Maserati is its driving performance. Driving a Maserati is an overwhelming driving experience from the very first moment you switch on the engine. The expertise in building extremely performing engines is definitely a strength that should not be underestimated. „Hearing a Maserati’s V-8 engine scream on the way to its 7200-rpm redline is an experience gear heads will cherish. â€Å"62 4. 2. 4 The people that work for Maserati The people that work for Maserati are fundamental assets. A mixture of experienced and long-established employees on the one side and on the other side young, motivated and talented staff are the most important ingredient for the team that is able to face the current challenges. Maserati’s employees identify with the brand to a high level and therefore live for the brand. E. g. in the HQs in Modena are hanging poster with the slogan â€Å"I am Maserati†. 62 Cf. Floraday 2011. The Maserati case 4. 3 18 Maserati’s weaknesses 4. 3. 1 The image of the Fiat Group As mentioned above, being connected to mass-market brands like Fiat and Chrylser could affect Maserati’s luxury status. This is primarily related to the image of Fiat’s quality standards. The fact that some components are commonly introduced in both, Maserati and Fiat, could severely damage Maserati’s reputation. 4. 3. 2 Progress and technology Except for its engines, Maserati is not using the most advanced technology in his cars until now. Competition from other car manufacturers is very strong in this context (e. g. Porsche or BMW). Therefore this is a threat especially in those markets where technology and innovation are very important factors in the consumer buying behaviour process (e. g. Russia or Germany). Moreover while other manufacturers have already developed new propulsive forces e. g. the new Daimler electric fleet63, Maserati continued only the evolution of traditional fuel and diesel engines. As the petrol price rises also this threat is increasing. And depending on the trend of the environmental regulations in Europe and in the rest of the world, this lack of development could become an increasing challenge for the next future of Maserati. 4. 3. 3 Dealer network Another threat is the necessity to improve and expand the dealer network. There is a clear need to increase the distribution capillarity by appointing additional dealers. Moreover, there is also a need to transform the existing dealers bringing them to focus their activities and organizations on the brand. Dedicated sales, after-sales and marketing forces will be key to this transformation. E. g. most of the Maserati dealers sell also Ferraris and should adapt their staff with personnel dedicated exclusively towards Maserati. 63 Cf. Daimler AG 2012, p. 41. The Maserati case 4. 4 19 Maserati’s opportunities 4. 4. 1 Industrial opportunities With its current models range (Quattroporte, Gran Cabrio and Gran Turismo) Maserati is represented in the core segments.