There Are Many Themes In The Novel Night, By Elie Wiesel; Some Of Thes

There are many themes in the novel Night, by Elie Wiesel; some of these include loss of faith, father-son relationships, food and hunger, and disbelief. One of the most interesting theme is the father-son relationship. This theme can be seen throughout the novel with many fathers and sons. Elie has a very strong relationship with his father. His main reason for not giving up in the camps is so his father is not alone. Some kinships are not like Elie?s and his father?s. One son purposely loses his father so that he does not burden him and another son beats and kills his own father just for food. Father and son relationships can be seen in many parts in Night and takes a very large roll in the novel. One of the relationships between fathers and sons that demonstrate the compassion for one another, not cruelty, is the relationship between Elie and his father. During the march to Gleiwitz, Elie thinks he can no longer go on with this horrible ordeal but decides he will keep on going for his father. Elie?s inspiration during the endless march is his father. My father?s presence was the only thing that stopped me?He was running at my side, out of breath, at the end of his strength, at his wit?s end. I had no right to let myself die. What would he do without me? I was his only support (82). Their relationship is so strong that is actually gives Elie a reason to keep on living through this novel. Some relationships are not as pleasant as Elie?s with his father. Elie talks about a son and his father, a Rabbi, who intentionally loses his father during the march to Gleiwitz. A terrible thought loomed up in my mind: he had wanted to get rid of his father! He had felt that his father was growing weak, he had believed that the end was near and had sought this separation in order to get rid of the burden, to free himself from an encumbrance which could lessen his own chances of survival (87). When Elie realizes what has happened between the Rabbi and his son, it is very disturbing to him and he prays for strength that he never does this to his father. In these camps, survival was so difficult that it is not unusual for people to become self-centered. During the train ride to Buchenwald a very disturbing situation happens between a father and son. Workmen were throwing pieces of bread inside the wagons just to see the prisoners fight over the food. While they are doing this, an old man comes across a piece of bread and sneaks away from the mob of people, but the man does not go unnoticed. Someone threw himself on top of the old man and begins to hit him for the bread. While this is happening, the old man screams out Meir. Meir, my boy! Don?t you recognize me? I?m your father?you?re hurting me?you?re killing your father! I?ve got some bread?for you too?for you too? (97). The other person killed his own father just for some food that his father was going to give him anyway. During the Holocaust, food was so scarce that a son would kill his own father just for some more food. The relationship between fathers and sons is a very important theme in Night. It can be the inspiration for survival but for others, survival for themselves costs them their relationship. This theme shows how cruel human beings can be. With the son beating and killing his own father, or the son abandoning his father so that he does not have to deal with him anymore. This theme can also show the beauty of the relationship, with Elie?s father being the reason Elie keeps on marching on their way to Gleiwitz. The Holocaust can change the way people are, very dramatically, making them very cruel and selfish.

Meaning and History of the Term Robber Baron

Meaning and History of the Term Robber Baron Robber Baron was a term applied to a businessman in the 19th century who engaged in unethical and monopolistic practices, utilized corrupt  political influence, faced almost no business regulation, and amassed enormous wealth. The term itself was not coined in the 1800s, but actually dated back centuries It was originally applied to noblemen in the Middle Ages who functioned as feudal warlords and were literally â€Å"robber barons.† In the 1870s the term began to be used to describe business tycoons, and the usage persisted throughout the rest of the 19th century. The late 1800s and the first decade of the 20th century are sometimes referred to as an age of robber barons. The Rise of Robber Barons As the United States transformed into an industrial society with little regulation of business, it was possible for small numbers of men to dominate crucial industries. Conditions which favored vast accumulations of wealth included the extensive natural resources being discovered as the country expanded, the enormous potential workforce of immigrants arriving in the country, and the general acceleration of business in the years following the Civil War. Railroad builders, in particular, needing political influence to build their railways, became adept at influencing politicians through the use of lobbyists, or in some cases, outright bribery. In the public mind, robber barons were often associated with political corruption. The concept of laissez faire capitalism, which dictated no government regulation of business, was promoted.  Facing few  impediments to creating  monopolies, engaging in  shady stock trading practices,  or exploiting workers, some individuals made enormous fortunes. Examples of Robber Barons As the term robber baron came into common usage, it was often applied to a small group of men. Notable examples were: Cornelius Vanderbilt, owner of steamship lines and railroads.Andrew Carnegie, steel manufacturer.J.P. Morgan, financier, and banker.John D. Rockefeller, founder of Standard Oil.Jay Gould, Wall Street trader.Jim  Fisk, Wall Street trader.Russell Sage, financier. The men who were called robber barons were often  portrayed in a positive light, as â€Å"self-made men† who had helped build the nation and in the process created many jobs for American workers. However, the public mood turned against them in the late 19th century. Criticism from newspapers and social critics began to find an audience. And American workers began to organize in great numbers as the labor movement accelerated. Events in labor history, such as the Homestead Strike and the Pullman Strike, intensified public resentment toward the wealthy. The conditions of workers, when contrasted with the lavish lifestyles of millionaire industrialists, created widespread resentment. Even other businessmen felt exploited by monopolistic practices as it was virtually impossible to compete in some fields. Common citizens became aware that monopolists could more easily exploit workers. There was even a public backlash against the lavish displays of wealth often exhibited by the very wealthy of the age. Critics noted the concentration of wealth as evil or weakness of society, and satirists, such as Mark Twain, derided the showiness of the robber barons as â€Å"the Gilded Age.† In the 1880s journalists such as Nellie Bly performed pioneering work exposing the practices of unscrupulous businessmen. And Blys newspaper, Joseph Pulitzers New York World, positioned itself as the newspaper of the people and often criticized wealthy businessmen. In 1894 the protest march by Coxeys Army drew enormous publicity to a group of protesters who often spoke out against a wealthy ruling class that exploited workers. And the pioneering photojournalist Jacob Riis, in his classic book How the Other Half Lives, helped to highlight the great gap between the wealthy and the suffering poor in New York Citys slum neighborhoods. Legislation Aimed at Robber Barons The public’s increasingly negative view of trusts, or monopolies, transformed into legislation with the passage of the Sherman Anti-Trust Act in 1890. The law did not end the reign of robber barons, but it signaled that the era of unregulated business would be coming to an end. Over time, many of the practices of the robber barons would become illegal as further legislation sought to ensure  fairness in  American business. Sources: The Robber Barons.  Development of the Industrial U.S. Reference Library, edited by Sonia G. Benson, et al., vol. 1: Almanac, UXL, 2006, pp. 84-99. Robber Barons.  Gale Encyclopedia of U.S. Economic History, edited by Thomas Carson and Mary Bonk, vol. 2, Gale, 2000, pp. 879-880.

Chatter, Natter, and Patter

Chatter, Natter, and Patter Chatter, Natter, and Patter Chatter, Natter, and Patter By Mark Nichol Three coincidentally rhyming words that all serve as slang to describe idle and extensive talk are discussed in this post. To chatter is to talk quickly and/or casually, though the term also refers to any fast, high-pitched, or clicking sound, such as the involuntary striking of one’s upper and lower teeth in response to cold or fear. One who chatters in the sense of speaking is a chatterer, and the adjectival form is chattery, though both words are rarely used. However, chat is a common verb describing the action of informal conversation and a noun for the act itself, as well as, by extension, a term describing casual online correspondence (or the semblance of such when communicating with a business’s customer-service representative). One prone to chatting is chatty, and chit-chat is reduplicative slang for such a pastime. The pejorative phrase â€Å"chattering classes† was coined to refer to well-educated people who often express their sociopolitical views (other than one’s own); the sense has narrowed somewhat to apply to journalists, politicians, and academicians. The verb natter pertains to long, trivial conversation; in British English, the word is also a noun, but it is not employed as such in American English. Both chatter and natter are onomatopoeic (imitative of talking or other sounds), but patter, which has more nuanced definitions, also has a more complicated origin; it derives from pater, the first word in Latin of the Lord’s Prayer, also known as the Paternoster (â€Å"Our Father†). The often rapid-fire delivery of this prayer at the closing of church services inspired the slang word, which refers to quick speech, but with one of two specific connotations: either the stereotypical hard-sell verbal onslaught of a high-pressure salesperson, or a humorous, almost singsong delivery in light entertainment, such as the tongue-twisting torrents uttered by mid-twentieth-century comedian Danny Kaye or by performers in Gilbert and Sullivan light operas, written during the Victorian era. The near rhyme prattle, derived by way of prate from a Dutch word, is a synonym, as is tattle, though it more often refers to telling secrets or reporting on another’s misdeeds. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:When to use "on" and when to use "in"8 Proofreading Tips And TechniquesHow to Style Legislative Terms

Sport event reporting Assignment Example | Topics and Well Written Essays - 500 words

Sport event reporting - Assignment Example und 177 countries all over the world with 3,000 coaches and 7,000 athletes are going to participate in this particular sports event (SWGLA 2015, 2015a) and that a total of 491 member delegation will represent the United States (Verrett, 2014). Next to the 1984 Olympic Games, the Special Olympics World Summer Games 2015 is considered as one of the biggest sports events in history (SWGLA 2015, 2015b). In preparation for the said sports competition, approximately more than 4.4 million sports athletes have already gone through tough trainings (Verrett, 2014). Recently, it was also reported that more than 500,000 people would attend as fans, spectators, and news reporters from ESPN and LA2015 (SWGLA 2015, 2015a, 2015b). Considering the volume of people who would attend the game, more than 30,000 people have already registered as volunteers to facilitate the event (SWGLA 2015, 2015a). Anticipated by millions of people worldwide, the Special Olympics World Summer Games 2015 will feature a maximum of 25 different Olympic sports including aquatics, athletics, badminton, basketball, beach volleyball, bocce, bowling, cycling, equestrian, football, golf, gymnastics, half marathon, handball, Judo, kayaking, open water swimming, power lifting, roller skating, sailing, softball, table tennis, tennis, triathlon, and volleyball (SWGLA 2015, 2015c). Basically, the games are open and free to all interested parties who wish to attend (SWGLA 2015, 2015d). The official venues for the games are mostly concentrated in Griffith Park, Long Beach, and UCLA whereas some minor events will take place somewhere in Encino, USC, and Downtown (SWGLA 2015, 2015e). For instance, certain games will be held at the Convention Center and Lucky Strike LA Like in Downtown area whereas other games would be held in the Balboa Sports Center in Encino, Los Angeles Equestrian Center in Griffith Park, Alamitos Beach, Belmont Pier, and the Marine Stadium in Long Beach, Drake Stadium, Easton Stadium, Intramural

Amitav Ghosh's The Glass Palace Essay Example | Topics and Well Written Essays - 1500 words

Amitav Ghosh's The Glass Palace - Essay Example Amitav Ghosh's "The Glass Palace" starts off in Burma in the year 1885, showing monarchy, at its last gasp at the hands of the British, through a stark contrast between the life of a penniless orphan who would later become rich and the unfortunate royal family with its luxurious graces to be condemned to downfall and destitution. The change of power is sudden, and dramatically affects the lives of those involved: "This is how power is eclipsed: in a moment of vivid realism, between the waning of one fantasy of governance and its replacement by the next, in an instant when the world springs free of its moorings of dreams and reveals itself to be girdled in the pathways of survival and self-preservation."But there is more; the sweeping saga that covers continents and generations in its span is at once a political and social commentary on colonialism, an epic tale of the dehumanizing effects of racism and dispossession. Also remarkably, it is a few family chronicles intertwined as a rom antic narrative of serendipitous meetings and reunions between more than a dozen characters.Rajkumar, the primary protagonist, is an orphan eleven-year-old stuck in Mandalay. An extremely resourceful boy, he is a survivor, a child with no relations who forges some as he goes along in the form of Saya John and his son, Matthew. He witnesses the tragic irony that marks the deposition of the King Thebaw and Queen Supayalat, and the subsequent loot of abode of the most venerated couple in the country at the hands of his simple, worshipful subjects who turn to robbery at the combined behest of desperation and unforeseen opportunity, and it is here he meets the memorable Dolly, the "most beautiful girl he had ever seen". Ghosh's depiction of the court are picturesque, painting a Burma of former glory and his description of the King's exile in its anguish and inevitability is almost lyrical, "He sat in one of the armchairs and watched the ghostly shadows of coconut palms swaying on the room's white plaster walls. In this room the hours would accumulate like grains of sand until they buried him." The story continues with the plight of the royal family in Ratnagiri, India, where Dolly is still taking care of the daughters. The family is under the protection of District Collector Dey, (who is somewhat of a motif for oppression by those who were not British, but served Britain nevertheless, a continuing theme in the novel) whose restless, intelligent and vivacious wife Uma befriends Dolly, to begin a relationship that would last a lifetime. Rajkumar, on the other hand remains with Saya John in Burma, where under his tutelage and support works in the lumber industry, because the British have turned their ravenous eyes on teak by this time, and there is much money to be made. Again here is an underlying theme of Indians and not the colonial Britishers being the direct agency of exploitation, because the Indians profited out of the business that drained Burma, a fact that does not escape the author's scathing notice. Rajkumar, after earning his riches sets off to find Dolly, and with some help from Uma, marries his first love. The rest of the novel spans the generations of connections between Rajkumar, Dolly, Saya John's family, and Uma's family against the backdrop of Burma, India, Malaya, New York and modern Myanmar. From the breed of those that worked within the confines of a British-ruled system, by harvesting teak and rubber using slave labor in order to build a prosperous family dynasty, like Rajkumar and Saya John, we come to a generation of those that are caught up in the dilemma between a British upbringing and education and the conscience that speaks to them of an independent India, like Uma's nephew, Arjun. Once widowed, Uma sets about traveling the world and gains radical views on India's independence. The ties between her and Dolly are further reinforced when her niece Manju marries Dolly's son Neel. Neel's brother, Dinu, meets and falls for Alison, the granddaughter of Saya John, who had taken Rajkumar under

Learning Activity Essay Example for Free

Learning Activity Essay Today by contemplating the corporate world we can realize that change is so very necessary for firms if they want to prosper. The market is changing so rapidly and technological advancement has created such hype that firms need to evolve from time to time. Researchers say that nowadays firms do not need to bring changes to get an edge over rival firms, but to survive. This itself defines the importance of change. However, just planning change is not important; smart execution is even more important. It includes the way management communicates the change, the way it handles employees’ reaction, the way it manages resistance to change, the way it deals with the after effects of it, and etcetera. These are very important issues that senior management focuses on. The following paragraphs will deal with two of these core issues, namely communicating change and managing change (Ian, Richard and Gib, 2009). Being the resort manager of Baderman Island, I will be very careful in rolling out this information to my employees as communicating the fact that they will be fired if customers continuously complain is a very sensitive issue. Firstly, I will try to explain them the problem, i.e., dissatisfaction of customers and then will discuss the reasons associated with it as put forward by customers. After this will ask for suggestions from them as I want them to feel that they are valued, which is sometimes known as underscore and explore strategy. Then company’s new policy will be disclosed smartly and the desired outcomes will also be floored. When communicating sensitive information like this, firms should give reasons behind the changes made and policies designed as employees have a right to know all about it. It should also be explained that how it will affect the organization and how important it is. If these things are taken care of then there is very less chance of resistance and negative reaction. Moreover, managing resistance to change is again a very important issue. If any resistance occurs concerning the changes in policies brought by Baderman Island’s management I will take care of it very carefully. Again I will use a democratic approach by getting involved in a dialogue with employees who resist. I will try to explain them what they mean to the firm and why has the firm decided to introduce this policy of firing employees due to bad performance. In addition to this, I will also explain the outcome of this policy and the positive effects it will have on the reputation of this firm. Sensible and potential employees will understand and for those who do not, I will use my authority to deal with them the harsh way. Furthermore, I will also help and facilitate employees who are worried about their job security by explaining them ways to satisfy customers and to improve their over all performance. In this way I will manage any resistance to the change. Reference: Palmer, Dunford and Akin (2009). Managing Organizational Change, McGraw Hill Publishers.

The Liberal Backbone of America :: essays research papers

The Liberal Backbone of America Within the framework of democratic capitalism, the American Constitution and government structure have a fundamentally liberal backbone. Viewed as a social contract, the relationship between the state and the individual is expressed in the Constitution which dictates the liberal values intrinsically woven into American history. Combined with the Bill of Rights, the Constitution holds the representative government accountable for its actions and sets finite limits on the power it wields over the individual. A capitalist society such as that of the United States uses taxation and wealth distribution as a tool for controlling social equality, an unavoidable hypocrisy of liberal values in a democratic welfare state. Classical liberal values that hold the individual’s rights as paramount have been modernised to accommodate a mildly paternalistic social welfare system.   Ã‚  Ã‚  Ã‚  Ã‚  Classical liberalism suggests that the state and society can be viewed as an immense social contract. In a liberal democratic country such as America, the constitution is the fundamental part of that social contract; it is a contract between the state and the civil society. The American constitution is a guide to legislation and its interpretation. An essentially liberal contract, the constitution binds not only the government, but also the people. Through the constitution, the people collectively commit to certain institutional procedures for managing public affairs and resolving social conflicts. The constitution not only limits the arbitrary power of the government, it also prevents public administration from being poisoned by people's short-term tempers and passions. Through the constitution, the people collectively commit to certain checks against those capricious human sentiments. A central liberal principle which the American constitution serves, is to limit and separate governmental power. The classically liberal distrust of majoritarian tyranny has continued into present-day American politics through its role in the Constitution. In a liberal constitutional system, there is an important difference between the constitution and ordinary laws. While ordinary laws can be modified or repealed to protect civil liberties by the national legislature, or be declared illegal or unconstitutional by the process of judicial review (Burns et al, 1993, p.21), the national legislature usually has no unilateral power to modify or repeal the constitution, and the judiciary has no power to declare the constitution illegal. For example, in the United States, the constitution can only be modified after the legislatures (or constitutional conventions) of two-thirds of the states approve, or by a two-thirds vote of both houses of Congress, followed by ratification from three-quar ters of the states or their ratification conventions (Burns et al, 1993, p.

FC Barcelona

FC Barcelona, also known simply as â€Å"Barcelona† and familiarly as â€Å"Barca†, is based in Barcelona, Catalonia, Spain. In this paper, I will talk about three points about it: the history, the achievement, and the finance of FC Barcelona. In the eighteenth century, Hans Gamber and another 10 persons in Barcelona plays a game of one was not for the local people know sports – football. When Gamber on November 29, 1899 on this day created a Barcelona football club, he may be difficult to imagine how much glory and honor of the next brewing. Over more than one hundred years of history, FC Barcelona has grown spectacularly in every area and has progressed into something much greater than a mere sports club, turning Barca’s ‘more than a club’ slogan into a reality. The Barcelona football club is like a flag symbolizes the people's hope – for freedom, has continued to the present, and today, this belief has been maintained at this particular between the club and its supporters. In the 100 years of ups and downs in Barcelona rely on great vitality experienced all sorts of tests are honored to have the tragedy and suffering experienced a golden age of age experienced the victories and unforgettable classic failure, these moments are tempered into a train Barcelona today a well-deserved world-class rich and powerful family. Barcelona's reputation is world class, and it gives all aspects left a deep impression. Indeed, Barcelona at that time was indeed standing on the highest point in Europe, Barcelona is the only Grand Slam tournament for several teams in Europe, one of the club, in addition to Intercontinental, Barcelona honor room displays all possible honor, the spoils of war The most striking is the UEFA Champions League, Barcelona at Wembley made history, winning the highest honor in Europe! In addition to continuing the greatest achievement than the victory is that Barcelona is the only European team never missed the European Cup team, from the various European Cup in 1955 began, they continued to win their spoils of war in Europe – winning trophies, including the four times they won the League Cup in Europe is already a king-class team, and today, those who quietly glittering trophy was placed in display cases in years there is no refining its stand their glory. Of course, the performance of Barcelona in Spain is also as good as with the European theater, 25 King's Cup champion so far behind other Spanish teams. Year 1922 -1957 Cathedral Stadium – scene of a successful era, Cathedral Stadium, in 1922 started to use to witness to our growth during the golden age of Barcelona (1919 -1,929 years). During prime time because of national war (Franco rebellion) suddenly interrupted. But the Cathedral Stadium is such a time has been spent to give Barca brought five league championship. In year 1919 -1929, during the decade was considered a golden time for Barcelona, when the team has Samidier, Al-hole Tara, Zamora, Saginaw, Pierrat, and Sancho technologically superior The players, the club at that time the national downturn has also been recognized as the Catalan Catalan doctrine sign. May 20, 1922, Cathedral Stadium formally completed and put into use. This was a very luxurious stadium can accommodate 30,000 people, and later expanded to 60,000 people. In 1924 the club celebrated the 25th anniversary team when I was a famous painter who Iosep of Valencia. Sege Reers painted a poster for the Barcelona club, membership has increased to 12207 people, and the future looks bright. . 5 years after the 1928-1929 season, Barcelona won a league championship history, following the 1923-24, 1924-25, 1925-26, 1926-27, 1927-28 season, the rule of successive five Catalan Cup as well as the 1924-1925,1925-1926,1927-1928 arranged after the Spanish Cup, the Champions League so that culminated in Barcelona. The last game with Real Sociedad twice a re-match, with Barca goalkeeper Franz heroic magical play, Barca beat rivals to win, and later the poet Rafael. Alberti also write a poem as a tribute. In 2009, Barcelona became the first club in Spain to win the treble consisting of La Liga, Copa del Rey, and the Champions League. That same year, it also became the first football club ever to win six out of six competitions in a single year, thus completing the sextuple, comprising the aforementioned treble and the Spanish Super Cup, UEFA Super Cup and FIFA Club World Cup. In 2010, Forbes evaluated Barcelona's worth to be around â‚ ¬752 million (USD $1,000 million), ranking them fourth after Manchester United, Real Madrid, and Arsenal, based on figures from the 2008–09 season. According to Deloitte, Barcelona had recorded revenue of â‚ ¬366 million in the same period, ranking second to Real Madrid, who generated â‚ ¬401 million in revenue. Along with Real Madrid, Athletic Bilbao, and Osasuna, Barcelona is organised as a registered association. Unlike a limited company, it is not possible to purchase shares in the club, but only membership. The members of Barcelona, called socis, form an assembly of delegates which is the highest governing body of the club. As of 2010 the club has 170,000 socis. An audit by Deloitte in July 010 showed that Barcelona had a net debt of â‚ ¬442 million, currently 58% of net worth as evaluated by Forbes. The new management of Barcelona, which Javier Faus revealed the audit numbers: â€Å"Barcelona’s debt as of today is the biggest in the club’s history. That doesn’t mean anything but that we are not comfortable working with this debt. The current debt is the biggest in the club’s history, e ven greater than in 2003. The losses back in 2002-2003 in Gaspart’s era were the biggest in the club’s history at the time and on top of that the income that Barca has today is much bigger than back in 2002-2003. After explaining all this, I still prefer the club’s current picture. † News had emerged that the club had recorded a loss of â‚ ¬79 million over the course of the year, despite having defended their La Liga title. The balance of Laporta is â‚ ¬11million, and Rosell’s balance is -â‚ ¬77 million, there is a difference of 88 million Euros. And there are some reasons about this problem. First, Joan Gamper Sant Joan Despi land sale – 21. 5 million. Only 1 million has been received so far. This money was not included as income by the auditor. Second, Mediapro TV contract – 16 million were included from a deal with Mediapro where the club will get 4 million until 2013 for TV rights. Only 4 million were included by the auditor. Third, Mediapro legal dispute – There is also a legal dispute with Mediapro where Barca would get 13 million back from them (in case of winning the dispute). The auditor only took 50% into account. Forth, Henry’s last year amortization value – 8. 2 million – This was not included by the auditor since Henry will not complete his last year in Barca. Fifth, Baena’s indemnisation – there is a legal dispute with Espanyol for this player’s transfer which could give Barca 3. 9 millions (if Barca wins the legal dispute) – Not included by the auditor. Sixth, Villa Decans lands – These lands were estimated to have a value of 17 million euros by an appraiser consultant hired by Laporta but the new management got this estimate from an actual certified appraiser who valued the land in 5. 7 millions. Auditor included 50% of the difference between both amounts. Seventh, Sogecable’s contract – there is also a legal dispute against Sogecable for TV rights that could give Barca 25 million euros back. – This was not included since Barca lost the first sitting of this dispute. There is also a big discrepancy regarding FC Barcelona’s total debt (in millions of Euros) between Barcelona AGM (30), Barcelona accounts (202), English media (350), and Rosell’s campaign (489) before the presidency changed. As explained in The Swiss Rambles blog, they are all correct in their account because in definition, debt can be broadly interpreted.

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Promotional and Advertising Strategies †Automotive Industry

Promotional and Advertising Strategies – Automotive Industry Introduction This paper compares and contrasts the marketing and advertising strategies of Audi and BMW. Both companies are German-based and sell their products in the luxury car market. The two companies have a history of marketing and advertising rivalries that have manifested through public advertising wars (Kumar 9).Advertising We will write a custom essay sample on Promotional and Advertising Strategies – Automotive Industry specifically for you for only $16.05 $11/page Learn More The same rivalry has manifested through the development and application of new technologies. This paper explores different aspects of their marketing strategies and promotional campaigns. Comparison and Contrast of the two Marketing Strategies According to Kotler (5), a company’s marketing strategy consists of four distinctive areas product, place, promotion, and price. This section of the paper evaluates the marketing strategies of Audi and BMW based on this ma rketing framework. BMW For a long time, BMW has marketed itself as a luxury automobile brand (Klein 7). In line with this strategy, the company has continually targeted affluent people with a high disposable income because they can afford their cars (Johnson 9). BMW’s place strategy focuses on constructing different manufacturing plants in different markets (Johnson 9). Through this strategy, the company does not import its cars from Germany because it manufactures them in their host’s location. Comparatively, the company’s pricing strategy centers on charging their customers a premium for improved value. This value has emerged from improved technology, luxury and the infusion of advanced car features (value-based pricing) (Klein 7). Its promotion strategy has focused on positioning the BMW brand as a household name. To do so, the company has developed innovative advertisements (Johnson 6). In line with this strategy, the company has also sponsored high-profile events like the Olympics. Lastly, BMW’s product strategy has focused on developing cars (usually sedans) with sleek designs and high quality. Its products also have advanced technology, low gas mileage and a high performance (Klein 10). AUDI Similar to the BMW, Audi’s product strategy centers on providing its customers with high-tech, modern and quality vehicles (Kumar 5). In line with this strategy, the company strives to produce products with advanced technology. Its cars also have the latest features in automobile production. Audi’s slogan â€Å"truth of engineering† sums this product strategy.Advertising Looking for essay on advertising? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company’s price strategy aims to make the company’s cars affordable to many people. In this regard, Audi cars retail at average prices compared to its rivals, such as Mercedes Benz and BMW (Bhasin 3). H owever, the company has made sure that this pricing strategy strikes a careful balance with quality. Stated differently, although Audi cars are affordable, they have a high quality. This is why Kumar (7) argues that although Audis may be relatively cheaper than its rivals, both brands observe the same level of quality in their car production processes. Audi’s promotion strategy has focused on presenting their cars as racing machines (Kumar 7). The company believes that this strategy would show that the company’s cars are faster and better than others are (Bhasin 3). Lastly, Audi’s placement strategy highlights the company’s quest to avail its cars in major showrooms. This way, its customers could inspect the cars in their respective countries. The table below compares the marketing strategies of both BMW and Audi Marketing Component BMW Audi Place Manufacturing cars in hosts’ locations Importing cars from Germany (its headquarters) Price Hig h Prices (value-based pricing) Average price Promotion Sponsoring high-profile events, such as the Olympics Sponsoring racing events Product Provides its customers with high-tech, modern and quality vehicles Provides its customers with high-tech, modern and quality vehicles Marketing Information In today’s fast-paced and competitive automotive market, carmakers need to gather useful marketing information that would set them apart from their competitors (Bhasin 3). In particular, Audi could use this advantage because its overall sales (globally) are lower than BMW’s (Kumar 7). Particularly, the company should use marketing information to get a broader understanding of the global automobile market and identify untapped opportunities it could exploit. Furthermore, with a proper marketing information system in place, Audi could easily track and improve independent operation processes in its production processes (Bhasin 3). This way, the company could easily establis h a broader perspective not only of the global automobile market, but also of its independent processes, thereby facilitating improvements, which would give it a competitive advantage over its rivals.Advertising We will write a custom essay sample on Promotional and Advertising Strategies – Automotive Industry specifically for you for only $16.05 $11/page Learn More Two uses for Consumer-Oriented promotions that could help one company in the short term and long term Consumer-oriented promotions are useful to carmakers, both in the short term and long-term because competition in the global market is higher than ever before (Johnson 9). Such promotions may include price reductions, tax rebates, coupons and other inducements. Audi could benefit from such promotions to improve its competitive position in the market. In the short-term, the company could retain more of its customers this way (Ray 4). For example, if it offers free after-sales service to it s customers, the company could retain more customers in the cutthroat automobile market because its customers would be more appreciative of the extent that the company is going to earn their business. In the long-term, consumer-oriented promotions could improve customer loyalty to the Audi brand (Ray 4). For example, when customers know that they could always get a good price for a high quality car (through rebates or sales); they are likely to develop a strong brand loyalty to the brand. Analyze the Strategic Manner in which the leading company in this product group has made its pricing decisions by using one or more of the four pricing objectives Some of the most common pricing objectives are increasing monetary sales, increasing returns on investment (ROI), maximizing long-run profit, maximizing short-term profit (Kotler 17). The key components of BMW’s pricing mix strive to meet two of the above-mentioned pricing objectives – increasing ROI and increasing monetary sales. The company achieves these goals by adopting a premium-pricing model. Indeed, as Klein (13) observes, targeting high-end customers allows the company to charge a higher price for its units, thereby allowing the company to enjoy higher margins than its competitors. This way, it increases its monetary sales and ROI. Suggest Two Actions that other Companies within the Same Product Group may take to differentiate themselves and gain a competitive Advantage In a competitive market, companies have to differentiate themselves by adopting unique marketing strategies that would earn them a competitive advantage (Kotler 3). Many automakers, such as BMW, Audi, and Mercedes Benz, saturate the global luxury automobile market. Mercedes Benz competes directly and indirectly with the two companies discussed in this paper. The company could differentiate itself by adopting a unique service model. According to Kobran (2), this strategy could help to show how Mercedes Benz is different from oth er luxury brand companies. The difference could emerge through a depiction of unique car manufacturing processes and its differences with other companies that operate in the same market segment.Advertising Looking for essay on advertising? Let's see if we can help you! Get your first paper with 15% OFF Learn More To demonstrate how this advantage will differentiate Mercedes Benz from its competitors, Kobran says, â€Å"Companies that can demonstrate a more effective way to service their customers often gain a competitive advantage and a compelling way to differentiate† (3). Alternatively, Mercedes Benz could differentiate itself through technical expertise.  This differentiating factor does not mean that the company should differentiate itself through technology only. Instead, it could project itself as having a solution to a perennial problem among car buyers (Kobran 5). For example, it could present itself as the company that builds stable cars. Collectively, adopting unique car manufacturing processes and advancing its technical position in the automobile industry could help the company to gain a competitive advantage over its rivals such as BMW and Audi. Define the most Effective Advertising Medium for a Company in the Selected Product Category There are different types of adver tising media used by different companies to promote their brands. The most common types of advertising media include television, radio, print publications, internet, direct mail, and sponsorships. Although these advertising strategies have different advantages and disadvantages, some of them are more effective in the automotive industry than others are (Ray 6). The most effective advertising medium for promoting luxury car brands, such as BMW and Audi, is sponsorship. The justification for the advancement of this strategy is its focused nature (Kotler 15). For example, sponsoring motor events is likely to market a car brand among people who like cars. This way, car companies would be targeting specific and not general audiences. Ray calls this type of marketing strategy â€Å"marketing with the end in mind† (5). Furthermore, sponsoring a car event taps into the emotional appeal of such events among potential customers who are passionate about cars (Kotler 16). Similarly, it i s more relevant than other types of advertising, which marketers could use in the luxury automobile market, because it is relevant by reaching potential customers where they choose to be in. Sponsorship is also more effective than other types of advertising in the automobile market because it is interactive (Kotler 16). Stated differently, while other types of advertising, such as television and radio, are monologue, sponsorship is a dialogue between sellers and potential buyers. Therefore, luxury carmakers, such as BMW and Audi are bound to benefit from the continuation of sponsorship as their main promotional strategy. Conclusion This paper has shown that BMW and Audi are rivals in the luxury automobile sector. They have different marketing strategies that have propelled them to leadership positions in the global automobile market. Their marketing strategies converge based on their promotional and product strategies. However, they differ in terms of their place and pricing strateg ies. Since BMW has more sales numbers than Audi does, this paper proposes that the latter should exploit marketing data to gain a competitive advantage by gaining a broader perspective of its internal processes and identifying possible opportunities for improvement. This paper has also shown that other companies in the luxury brand segment could differentiate themselves in the market by adopting a unique service model and through improved technical expertise. To wade through the cutthroat automobile industry, this paper also proposes that leading automobile brands should pursue sponsorship as the main advertising strategy because it is more interactive and focused, compared to other available strategies. This advertising strategy is likely to increase their sales numbers and earn them a competitive advantage over their rivals. Bhasin, Hitesh. 8 Advantages of Marketing Information Systems. October. 2012. Web. August.  2015. marketing91.com/customer-profitablity-analysis-2/. Johnso n, Robbie. BMW AG: Marketing Plan. February. 2015. Web. August. 2015.  https://laurarusbarsky.files.wordpress.com/. Klein, Andreas. Marketing Plan: BMW 1-series in Germany, London, UK: GRIN Verlag, 2007.  Print. Kobran, Slade. How To Differentiate Yourself When Youre Not that Different. October. 2013.  Web. August. 2015. chiefoutsiders.com/blog/bid/99344/How-To-Differentiate-Yourself-When-You-re-Not-that-Different. Kotler, Philip. Kotler On Marketing, New York, NY: Simon and Schuster, 2012. Print. Kumar, Abhishek. Marketing Plan: Audi Company Overview. January. 2014. Web. August.  2015. slideshare.net/nikhilshockers/marketing-plan-30613933. Ray, Linda. The Long-Term Effects of Customer-Oriented Sales Promotions. December. 2014.  Web. August. 2015. http://smallbusiness.chron.com/longterm-effects-customeroriented-sales-promotions-21921.html.

Abercrombie and Fitch report Essay Example for Free

Abercrombie and Fitch report Essay ? Abercrombie & Fitch was established in 1892, and originally was a retailer of outdoor and sporting goods. In 1976, it went bankrupted and was acquired by Limited Brands in 1988. Michael Jeffries was nominated to become CEO in 1992, and he dramatically improved the status of A&F to be a global fashion retailer. Now the symbol of American style and beloved brand by many customers worldwide, Abercrombie and Fitch produces mainly apparel, fragrance and lifestyle goods targeting at consumers aged from 18 to 25. There are 4 sub-brands in A&F which are Abercrombie and Fitch, Abercrombie Kids, Hollister and Gilly Hicks. Each sub-brand has its own characteristics and its positioning in the fashion market is slightly different. Abercrombie & Fitch is rooted in East Coast traditions and Ivy League heritage, it is the essence of privilege and casual luxury (Abercrombie and Fitch Co. 2012, P. 3). Abercrombie Kids is for the kids who want to be like their older brothers or sisters and the core concept of it is casual and preppy looks. Hollister’s heritage stems from Southern California and was designed to represent cool beach style. Gilly Hicks is the newest and smallest brand in A&F made only for the girls’ clothes or underwear. With the opening of a flagship store in Canada in 2005, A&F started to enter the global market. Now it has 139 stores outside of the US, and it recently opened stores in Seoul, South Korea and in Shanghai, China to expand into the Asian market. We chose Abercrombie and Fitch since we would like to see how successful this multinational apparel company can be by insisting its All-American style in different cultures. We wanted to explore its unique retail strategy and brand positioning as this brand is sought after a lot of young adult. Several controversial issues of A&F were the deciding factor in our choice of company. Work Oriented Culture Of all the methods which exist for explaining cultural differences, â€Å"the dimensional approach is more influential† (Peng & Meyer, 2011). Geert  Hostede, a Dutch professor, established the overarching theory consisting of five cultural dimensions. The first is power distance which outlines the expectation and acceptance of the unequal distribution of power by the less powerful members of a country (Peng & Meyer, 2011). Individualism vs. collectivism is the cultural dimension characterized by whether the  citizens view themselves as distinctly different or dependent upon group involvement. The third cultural dimension is masculinity vs. femininity which refers to the values, traditional male or female, which are held in the highest regard. Determining the extent to which an individual will embrace uncertain circumstances is the uncertainty avoidance dimension. Finally, long-term orientation deals with the emphasis the citizens place upon â€Å"perseverance and savings for future betterment† (Peng & Meyer, 2011). The US is the home country of Abercrombie and Fitch. Scoring a 40 caused the US to be in the lower half of the countries for power distance. Hierarchy is â€Å"established for convenience† (Geert-hofstede.com, 2014) as superiors are easily accessible and communicate informally. Information is free flowing as managers take input form their subordinates. The US received the highest individuality score of 91. Citizens are considered â€Å"the best joiners in the world† (Geert-hofstede.com, 2014). It is not extreme for Americans to work with people with whom they are not familiar as deep friendships are not commonly formed. What an individual is capable of doing or has already done will determine their value of being  hired or promoted. Ranking 15th on the masculinity scale with a score of 62 indicates a masculine nation. US firms create a culture of â€Å"live to work† (Geert-hofstede.com, 2014) where higher status and financial rewards are key driving factors. Leaders which are forceful and decisive are highly valu ed. Employees who are less visible and indecisive are not able to attain success With a score of 46, the US is shown to have a below average uncertainty avoidance. Innovation is extremely valued as new ideas are quickly accepted. As compared to firms in higher uncertainty avoidance countries, US firms will quickly go after new, emerging, and risky opportunities. The US is seventh from the bottom of the list for long-term orientation with a score of 29. While future planning is involved in US firms’ decision making process, quarterly reports are incredibly significant and limit the time firms can look ahead. Employees’ savings rates in countries such as the US are much lower than those in long-term oriented nations. Home Region Oriented Firm Rugman and Verbeke in 2004 established a triad of economic power consisting of Asia, the EU, and North America. Analysis of 380 firms determined how many were home-region oriented, bi-regional, host-region oriented, or global (Rugman & Verbeke, 2004). A home-region oriented firm has â€Å"at least 50% of their sales in their home region of the triad† (Rugman & Verbeke, 2004). To be a bi-regional company, at least 20% of all sales must take place in two regions, but the company cannot have more than 50% in the region where the company is based. If a firm has more than 50% of its sales in a region different than its home region then the firm is considered host region oriented. In order to be global, a firm must have â€Å"at least 20% of their sales in all three regions of the triad, but less than 50% in any one region† (Rugman & Verbeke, 2004). A&F is considered a home region oriented company based upon the released date from 2013. Of the $4,116.9 million in sales, 64.59% or $2,659.09 million is generated in the home region, North America. $1,116.78 million or 27.13% of all their sales take place in the EU region. Asia is far behind as the remaining 8.28% of sales, 341.03 thousand dollars, is dispersed across the  rest of the world. No calculations were needed as the sales figures and percentages were given. (Csimarket.com, 2014). The industry for which A&F operates can explain their sales distribution. As the company is in the fashion and retail industry, its’ sales are incredibly dependent upon the affinity of the customers for specific brands and styles. Since the company is based in North America, the firm is much more familiar with the prevalent style which would need to be present to increase sales. A&F also established itself in their home country before expanding. These factors could explain the firmâ€℠¢s international orientation. Ownership Advantages First, one downstream ownership advantage of A&F is the possession of a specific brand image which is not easily imitable. The firm operates under different brands – Abercrombie & Fitch, Abercrombie Kids, Hollister, and Gill Hicks – for slightly different targets. Each sub-brand represents a different brand image but they eventually add up to one big image, â€Å"American Cool†. To the fashion retailers, the most important ownership advantage is their own irreplaceable brand image. In this context, A&F has its distinct position in the fashion market and is using their brand image successfully to attract the customers (Abercrombie & Fitch Co. 2012, P. 3). Second, the other ownership advantage of A&F is its’ in-store experience. A&F stimulates the customers’ senses of sight, sound, smell, and touch by utilizing handsome male models, music, fragrances, rich fabrics and interior design. Customers (mainly females) can get a chance to take a photo with the models, and this became a representative in-store experience of A&F. In addition to this, A&F uses certain perfume to attract customers and to make them remember A&F for a longer time than just seeing, which is called â€Å"scent marketing†. Also, the stores always play the video of the American beach to emphasize its â€Å"cool† brand image. A&F only sets up the flagship stores and controls them through the managers who are trained in the US and sent to the international flagship stores to monitor the whole operation. This system makes it possible to transfer this in-store experience to the newly established flagship stores very well. Therefore, all A&F stores, even those  overseas, are committing the standardized in-store experience by offering customers the same experience (Abercrombie and Fitch Co. 2012, p. 4). Uppsala Model & Network Internationalization Model – Differences â€Å"The Uppsala model views that market knowledge is gained only by operating directly in a market; thus the model focuses on experimental knowledge† (Childs & Jin 2013, p. 38). According to the Uppsala model, will increase their market commitment gradually based upon their experience in the market and based on the knowledge they gain in the market. On the other hand, according to the Network internationalization model, firms can start their internationalization before they enter the market by settling network relationship in advance. Therefore, firms do not have to follow the stages of the Uppsala model but â€Å"building a number of such relationships constitutes a large and important investment, and once established, a nd organizational or ownership advantage† (Vahlne & Johanson 2013, p. 195). Uppsala Model & Network Internationalization Model – Similarities Both models consider the network as important knowledge that firms should gain. The network facilitates information and experience by building up the trust in a relationship and also by learning from other market players. Within the Uppsala model, the core concept of the gradual extension of a company’s internationalization into a market, which gains the company valuable experience, should be based on the interplay with customers, suppliers, and other competitors. As the company’s network broadens, it can get more knowledge and at the same time its degree of internationalization will become higher. In this context, we can find similarity between the two models. International Trajectory In 2005, A&F first opened its’ flagship store in Canada. Starting from this, A&F entered the European market with opening flagship stores in major cities of the European countries, such as London, Milan, Paris, and Amsterdam. On December 15, 2009, A&F opened its first Asian flagship store in Tokyo as a starting point to enter the Asian market. Currently, A&F owns 19 flagship stores in Canada, 110 in Europe, and 11 in Asia. Among those stores, 39 are sales subsidiaries. In Canada, the Netherlands, and Hong Kong, A&F has wholly-owned subsidiaries because there are DCs in those countries, meaning that they are the most important countries in each continent (Abercrombie &  Fitch Co. 2012, PP. 19, 101102). Firms who have a strong brand image and possess asset specificity (a unique product or a unique way of doing business) are more likely to internationalize quickly (Childs & Jin, 2013). A&F is a good example of this case, so it could skip the lower stages of the Uppsala model, s uch as sporadic exports or exports through sales agents, and could set up the subsidiaries directly overseas, which only takes 7-9  years. Consequently, now we can assume that the company is already in a quite higher stage of the Uppsala-based stages model with its sales subsidiaries and wholly-owned subsidiaries. Degree and Nature of International Sourcing Abercrombie and Fitch does not own factories producing the products and it has not sourced more than 10% of its merchandise from any single member of its approximately 155 vendors in 20 countries, including the United States, China, Vietnam and Guatemala (Abercrombie & Fitch Co. 2012, p. 4). In particular, more than 90% of its suppliers are in Asia (Google.com, 2011). The company has established supplier product quality standards to ensure the high quality of fabrics and other materials used in the company’s products (Abercrombie & Fitch Co. 2012, p. 5). Abercrombie and Fitch has two distribution centers (â€Å"DCs†) in New Albany, Ohio. The two DCs were initially responsible for the distribution of merchandise to the stores and direct-toconsumer customers, both regionally and internationally. Since 2009, A&F has offshored its DCs by using a third-party DC (TNT Fashion) in Roosendaal, the Netherlands for the distribution of merchandise to stores and direct-to-consumer c ustomers located in Europe and a third-party DC in Hong Kong since 2011 for the distribution of merchandise to stores located in Asia. Its two DCs in New Albany, Ohio currently only support its North American stores, and direct-to-consumer customers outside of Europe (Abercrombie & Fitch Co. 2012, p. 5). The nature of offshoring the DCs is to broaden the direct-toconsumer business worldwide and facilitate the international expansion of Abercrombie and Fitch stores in Europe and Asia. Furthermore, Abercrombie and Fitch has a strong, cooperative and long-term relationship with its vendor factories. When the CEO Mike Jeffries was asked about the cost pressures from raw materials and labor costs, he emphasized  that a strong relationship with vendors has been key since they had assisted A&F and been fair in terms of cotton prices and other increases. He also added that A&F and vendors have been there for each other for the long term (Barrie, 2010). Strategic Advantages and Drawbacks of International Sourcing and Offshoring The first advantage of international sourcing is that A&F can hedge against the supplier risks. Since A&F has relationships with over 100 vendors in 20 countries, it can flexibly switch from one source to another when necessary. A&F has the ability to increase its total supply capacity. Even if there are a sudden wave of demand for certain products, having a strong relationship with over 100 vendors will ensure A&F a certain supply of products and therefore the supply chain will be more stable (Inboundlogistics.com, 2011). However, such global sourcing strategy also brings some disadvantages. The source of production activity is too dispersed; it is a challenge to find qualified executives who know the local business environment and understand the corporation’s inner workings especially in the Asia Pacific region (Inboundlogistics.com, 2011). We would advise Abercrombie and Fitch to send executives from the US to those countries and hire local managers simultaneously to ensure the production activity smooth. The primary advantage of offshoring is to reduce costs. Offshoring its distribution centers in Europe and Asia can save distribution and transportation costs of merchandise to stores in Europe and Asia. However, if the third-party distribution center in the Netherlands or Hong Kong shuts down suddenly, the distribution of merchandise in Europe and Asia will be totally disrupted. Therefore, A&F should leverage the risk by running an additional distribution center in some low-cost countries, such as Vietnam. This move will also support A&F’s future expansion. Opportunities and Threats in Vietnam Opportunities Labor cost in Vietnam are absolutely lower than that of China (JETRO, 2011) (NWPC, 2014). See Appendix 1 for figure 1. Government policy to attract FDI (Kim, Lee & Cheong, 2011). See AppendixThreats 2.  TPP (Trans-Pacific Partnership) – Cost reduction, lead time reduction, and tax benefit. See Appendix 3 for table 1. Currently only 16% of A&F clothes are produced in Vietnam (Google.com, 2011). See Appendix 4 for figure 2. Vietnam has a better status for lead times, infrastructure, and working circumstances than other developing countries (Kim, Lee & Cheong, 2011). As A&F doesn’t operate their own manufacturing facilities but uses vendors, it can be intense competition among the companies who want to attract vendors in Vietnam. Bangladesh, Cambodia, and Sri Lanka which have lower labor cost than Vietnam are trying to develop their infrastructure and manufacturing conditions to attract vendors. In the future, those undeveloped countries can be a threat to the Vietnam market. Minimum wage in Vietnam is increasing by 15% in 2013, and 17% in 2014 (Vettoretti & Huyen, 2013). Suggestions for the Emerging Market We suggest establishing a distribution center (DC) in Vietnam as a strategy to create synergy with the new manufacturing facilities in Vietnam. Currently, many global fashion retailers are trying to generate vertical integration in the emerging markets because they can control the demand fluctuation easily and simplify procurement and administrative procedures eliminating the need to deal with a wide variety of suppliers and distributors. If TPP is concluded, the degree of tariffs will decrease, so it would be better to concentrate on upstream investment in Vietnam. Because emerging markets are not wellorganized and there is more lack of conditions than the developed market, owning a DC will be more stable and protective. Eventually, a DC in Vietnam will create good access to the Asian market. In  overseas developed markets, A&F doesn’t own the distribution centers but uses third-party DCs in the Netherlands and Hong Kong. However in Vietnam, we assume that A&F would set up a distribution center as a wholly-owned subsidiary. The third-party logistics in outsourcing the whole distribution to a specialized company would reduce the cost. Now A&F has only third-party DCs in overseas and there is a threat to be shut down. In order to prevent this situation in advance, owning at least one wholly-owned DC is practical. Because a wholly-owned DC totally controlled by the company, the company can adjust to the demand fluctuation better than a third-party DC. Therefore wholly-owned DC will function as a safety net in a case there is an uncontrollable problem in a third-party DC. Strategic Objectives of Entering China With regard to market seeking, â€Å"China will represent the biggest market potential for our brands,† said Craig Brommers, senior vice president of marketing for A&F (Fashionunited.com, 2014). Undoubtedly, China is a huge and growing market with a population of approximately 1.4 billion. Therefore, A&F has been trying to locate its potential customers by opening the first flagship store in Shanghai and 8 Hollister stores in different cities since 2012. The company plans to open over 100 new stores under its Hollister and A&F’s label in China over the next ten years (Fashionunited.com, 2014). With regard to efficiency seeking, there are an abundant suppliers and a low-cost labor force. Specifically, over 60% of its vendors were located in China in 2011 (Google.com, 2011). Also, there has been a distribution center in Hong Kong since 2011. Therefore, A&F can achieve lower transportation costs since the delivery is closer to its target markets. Past Foreign Entry Modes Abercrombie and Fitch started its international expansion in London by opening the first overseas flagship store in 2007, and it almost adopted a single foreign entry mode in the last 7 years. A&F established a wholly-owned subsidiary when entering a new market, such as the Netherlands, UK, Hong  Kong, Singapore and Japan. However, A&F opened its first Hollister store in Dubai in 2013 through a joint venture with Majid Al Futtaim Ventures and an A&F flagship store is expected to open in Dubai in 2014 the same way (Majid Al Futtaim Ventures, 2014). For Abercrombie and Fitch, establishing wholly-owned subsidiaries is a better entry mode for international expansion. A&F can enjoy full control of the international stores since it pursues an intensely American retail and marketing strategy (Marx, 2010). Therefore, establishing a wholly-owned subsidiary enables A&F to integrate the operation of its subsidiaries tightly with itself and to control what the subsidiary should follow. In addition, it takes a lot of efforts to establish an effective relationship in a joint venture and the cultures of the companies may be incompatible. Financially, The parent company can consolidate the results of its wholly-owned subsidiaries into one financial statement (Basu, 2014).Considering that A&F is opening more international stores worldwide, the financial reporting would be too complicated if it engages in joint ventures in many different countries. Multinational Strategy – Home Replication Stage The multinational strategy of Abercrombie and Fitch closely resembles the home replication strategy. There are several evidences from practice. First of all, the local responsiveness of A&F’s international stores is very low. The staff greets shoppers in English, rather than the local language of the foreign countries. This results in foreign customer alienation since some customers will be forced to surface their rusty English during the transaction (Marx, 2010). A&F replicates its home country-based competencies such as brand positioning. Sex appeal is a big part of the brand’s charm in the United States; A&F also puts this masculine ideal into practice of its international stores. Particularly, many of the male staff members are half-naked in the stores (Marx, 2010). Finally, the implementation of its marketing strategy and operation is easier. The store design and the interior are the same worldwide along with extremely dim lightings, a strong smell of cologne and p erfume and the staff singing or dancing with the  pounding American songs. ‘Real-life’ Social and Environmental Dilemmas A ‘real life’ social dilemma has adversely impacted A&F in recent years surrounding its CEO. The official website of the company states the company strives to be â€Å"an inclusive environment that values the differences of its associates and customers† (Anfcareers.com, 2014). While this is the official statement, an interview with the CEO, Mike Jeffries, brought a contrasting view to light. Jeffries identified his target market by claiming, â€Å"a lot of people don’t belong [in our clothes]†¦Are we exclusionary? Absolutely† (Walker, 2014). A&F has since released an apology, but boycotts, negative celebrity statements, and petitions were enacted. This issue is an ethical dilemma to the firm because of their strategic place in the clothing market. In order to stay popular, an essence of exclusivity has been built around the brand, since the more exclusive the brand appears, the more interest the brand receives. This has been A&F’s approac h, but this strategy is not inclusive. The firm had to determine whether to increase their size options or continue with the current productive model. The most important stakeholders for this dilemma are the CEO and those who hold a large portion of A&F’s stock. If A&F is not able to effectively remedy the situation then the company’s profits will continue to suffer. A&F is a public company so their performance directly affects their stock. If the dilemma is not resolved quickly, it could trigger a chain reaction of a loss in profits which leads to lower stock causing several holders of the stock to drop it effectively dropping the value of the stock. The effects of this dilemma could have extremely long lasting repercussions. An environmental issue which has become a dilemma for A&F is the implementation of harmful chemicals in their signature fragrances. Within the fragrance Fierce, â€Å"11 secret chemicals that are not listed on the label† (Henricks, Malkan, & Shils, 2014) were found that heighten allergic reactions. This particular fragrance caused reactions from various activist groups such as Physicians for Social Responsibility, MomsRising, and others which total over 1.5 million people (Henricks, Malkan, & Shils, 2014). Utilizing harmful chemicals is an ethical environmental dilemma for A&F  because the current formula has generated incredible revenue. The official website of the company addresses large environmental impact areas such as limiting their carbon emissions, but nothing addresses something  which impacts the environmental on this particular scale. If A&F is able to hide these chemicals and still gain their desired sales results then it has little motivation to stop acting in this manner. The most important stakeholders surrounding this dilemma are not only the executives and upper management of the company, but also the lowest store employees. A loss in serious sales will affect most employees in a company, but this situation would directly affect individual store employees.Customers may stay away from the stores in order to avoid the negative side effects resulting in a loss of profit and jobs for store employees. Developing a Globally Standardized Strategy Currently, Abercrombie and Fitch already has an established a globally standardized strategy to cope with the selected dilemmas. The strategy is laid out on a website by the company which was created specifically for displaying the considerate side of A&F. Covering everything from the sustainability to collaborations to specific policies, A&F clearly display their globally standardized strategy to â€Å"ensure that the highest values of human rights are being upheld at our headquarters, in our stores and within our supply chain† (anfcares.org, 2014). A&F should have a globally standardized strategy. Even if ethical imperialism is not wise, the specific industry operations call for a globalized solution. Several ethical viewpoints are almost universal for garment manufacturing. Several unethical decisions such as environmental negligence and the use of harmful chemicals have resulted in scandals and dilemmas because of the accessibility of information. For example, the infamous interview with the CEO was conducted years before it gained notoriety. By having a globally standardized strategy, A&F could mitigate potential situations before they arise. The selected dilemmas have global relevance. Inclusion, the principle dealt with in the social dilemma, is incredibly important to a multitude of  cultures across the world. A store in the Netherlands which openly admitted to not wanting homosexual customers would experience a similar backlash. The environment issues also reaches across borders. Asthma, one of the problems which are heightened by the fragrances, is prevalent in â€Å"an estimated 300 million people† (Aaaai.org, 2014). Abercrombie and Fitchs’ Actions Compared to Unilever The actual solutions by A&F are not similar to the solutions practiced by Unilever. Both A&F and Unilever have explicit codes of conduct and plans to deal with ethical dilemmas which arise. Even though these plans exist, A&F has demonstrated that its actions do not always align with their official stance. Unilever’s approach to social impact such as gender equality has been greatly documented, and one of their main goals by 2020 is to â€Å"help more than 1 billion people improve their health & well-being† (Vis, 2014). The implementation of this policy is seen as Unilever has helped generate around â€Å"65,000 microentrepreneurs† (Vis, 2014). A stark contrast exists between Unilever’s actions and those of A&F. Unlike Unilever, the ultimate actions of A&F and their refusal to stock larger size clothing proves the company is dedicated to portraying a positive image without actually helping to make a positive change in society. A&F’s actions toward their environmental impact align almost with their actions for social justice. Although its’ official stance is to reduce its environmental footprint, the company has taken no action in light of the protests by environmental groups driven â€Å"to get rid toxic chemicals from the environment† (Lutz, 2013) which are the result of their colognes. Unilever’s approach towards economic longevity has been greatly noted as â€Å"75% sites [send] zero waste to landfill† (Vis, 2014). Unilever’s approach is much more preferable to A&F’s approach. From a social standpoint, Unilever’s actions have actively made a beneficial social change as Unilever continues to fulfill their promises. A&F continues to ignore their customer’s plight even though the company claims to truly care. From a corporate standpoint, Unilever’s approach is better because many news outlets have cited the company as making a positive c hange, while A&F continues to have controversies resulting in a sales drop of 10%. Overall, Unilever has a much better strategy than A&F. Figure 1: Average Monthly Wage of Asian Countries (Nwpc.dole.gov.ph, 2014) Appendix 2 Improvement of the Vietnam Government Policy on FDI (Kim, Lee and Cheong, 2011) The Vietnam government policy for FDI was dramatically improved by registering into WTO (World Trade Organization) and preparing for PNTR (Permanent Normal Trade Relations). Besides, the government adopted global standards, abolished discrimination of foreigners, and opened the service part such as finance or communication. As a result, FDI into Vietnam broadened to various areas, for example, fabrics, mining, energy, finance, logistic and so on. Especially concluding PNTR between the US made it possible to participating into WTO and encouraged foreing investors to enter into the Vietnam market. Another important change in the policy is related to the modification of legal restrictions or rules. On 1st of July, 2006, the government changed the original law for FDI which had been adapted only to the local people into the newly modified law for FDI which is commonly adapted to the both parts of foreigners a nd local people. This was the effort of the government to create more competitive investment conditions which are changing subject of application, and abolishing double price and repatriation tax. Also the government has been modifying the original business law, investment law, land law, and corporate taxation. References 1) Aaaai.org 2014, Asthma Statistics | AAAAI. [online] Available at:http://www.aaaai.org/about-the aaaai/newsroom/asthma-statistics.aspx [Accessed 14 May. 2014]. 2) Abercrombie and Fitch 2012, Annual report 2012, Abercrombie and Fitch Co., New Albany, Ohio. 3) Anfcareers.com 2014, Abercrombie & Fitch Careers. [online] Available at:http://www.anfcareers.com/page/Diversity [Accessed 15 May. 2014]. 4) Anfcares.org 2014, A&F Cares Our Strategy. [online] Available at:http://www.anfcares.org/sustainability/environment/strategy.jsp [Accessed 16 May. 2014]. 5) Barrie, L. 2010, Abercrombie & Fitch sees opportunities in higher costs. [online] Just-style.com. Available at: http://www.just-style.com/analysis/abercrombie-fitch-sees-opportunities-in-highercosts_id109585.aspx [Accessed 18 May. 2014]. 6) Basu, C. 2014, The Advantages & Disadvantages of a Wholly Owned Subsidiary. [online] eHow. Available at: http://www.ehow.com/info_8627934_advantages-disadvantages-wholly-ownedsubsidiary.html [Accessed 18 May. 2014]. 7) Childs, M. and Jin, B 2014, Is Uppsala model valid to fashion retailers? An analysis from internationalisation patterns of fast fashion retailers. Journal of Fashion Marketing and Management, 18(1), pp.36 – 51. 8) Csimarket.com 2014, Abercrombie & Fitch Co. (ANF) Jan. 31, 2014 Sales per Country and Region, Annual Report – CSIMarket. [online] Available at:http://csimarket.com/stocks/segments_geo.php?code=ANF [Accessed 18 May. 2014]. 9) Fashionunited.com 2014, Abercrombie & Fitch aims to open 100 stores in China – Report Executive. [online] Available at: http://www.fashionunited.com/executive/report/abercrombiefitch-aims-to-open-100-stores-in-china-20142304495372 [Accessed 18 May. 2014]. 10) Geert-hofstede.com 2014, United States – Geert Hofstede. [online] Available at: http://geerthofstede.com/united-states.html [Accessed 18 May. 2014]. 11) Google.com 2011, Abercrombie & Fitch Production and Expansion – Google Maps. [online] Available at: https://www.google.com/maps/ms?ie=UTF8&t=m&vpsrc=6&oe=UTF8&msa=0&msid=2073664 88920603185286.0004b07bb7b95fb0f4d6c&dg=feature [Accessed 18 May. 2014]. 12) Henricks, S., Malkan, S. and Shils, J 2014, Campaign for Safe Cosmetics : Abercrombie & Fitch: Stop Spraying Toxic Fragrance!. [online] Safecosmetics.org. Available at: http://safecosmetics.org/article.php?id=739 [Accessed 14 May. 2014]. 13) Inboundlogistics.com 2011, Supply Chain Gain: Global Growth – Inbound Logistics. [online] Available at: http://www.inboundlogistics.com/cms/article/supply-chain-gain-global-growth/ [Accessed 18 May. 2014]. 14) Kim, T., Lee, J. and Cheong, J 2011, Firm Level Productivity and Survey Results for Korean Firms in Vietnam and Indonesia. KIEP Research Paper No. Policy Analysis-11-22, pp.16-180. 15) Lutz, A 2013, Reasons Why People Hate Abercrombie & Fitch. [online] Business Insider. Available at: http://www.businessinsider.com/abercrombie-and-fitch-worst-controversies-20138?op=1 [Accessed 18 May. 2014]. 16) Majid Al Futtaim Fashion 2014, Hollister to make its Middle East debut in 2013. 17) Marx, W. 2010, In Tokyo, Abercrombie Misses Its Mark. [online] BoF – The Business of Fashion. Available at: http://www.businessoffashion.com/2010/02/in-tokyo-abercrombie-misses-itsmark.html [Accessed 18 May. 2014]. 18) Nwpc.dole.gov.ph 2014, Official Website of National Wages and Productivity Commission. [online] Available at: http://www.nwpc.dole.gov.ph/pages/statistics/stat_comparative.html [Accessed 18 May. 2014]. 19) Overseas Research Department Japan External Trade Organization (JETRO) 2011, The 21th Comparative Survey of Investment-Related Costs in 31 Major Cities and Regions in Asia and Oceania. p.68. 20) Peng, M. and Meyer, K 2011, International Business. 1st ed. London: Cengage Learning, pp.7276, 363, 458-459. 21) Rugman, A. and Verbeke, A 2004, A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), pp.3–18. 22) The Ohio State University Fisher College of Business 2013, Abercrombie & Fitch Equity Research Report. pp.3 – 4. 23) Vahlne, J. and Johanson, J 2013, The Uppsala model on evolution of the multinational business enterprise – from internalization to coordination of networks. International Marketing Review, 30(3), pp.189 – 210. 24) Vettoretti, A. and Huyen, H 2013, Vietnam Set to Increase Minimum Wages from December 31, 2013. [online] Available at: http://www.vietnam-briefing.com/news/vietnam-set-to-increaseminimum-wages-from-december-31-2013.html/ [Accessed 18 May. 2014]. 25) Vis, J 2014, Making Progress, Driving Change. 26) Walker, J 2014, Abercrombie & Fitch: Sorry!. [online] The Huffington Post. Available at: http://www.huffingtonpost.com/2013/05/23/abercrombie-and-fitch-apology_n_3323668.html [Accessed 18 May. 2014]. Abercrombie and Fitch report. (2016, May 19).

Revising Techniques in Crime Scene Processing Essay

Revising Techniques in Crime Scene Processing - Essay Example This has provided an opportunity to update the techniques with modern techniques and procedures (Wise County, 2012). The main objective of this study is to provide a detailed explanation of the different techniques and analysis methods that can be adapted in today’s investigation process. Discussion Topics That Need To Be Updated In the Guidebook The increasing crime rate globally has highlighted the importance of adapting updated measurements to detect criminals. With reference to section C in the guidebook i.e. ‘Crime Scene Investigation: A Guide for Law Enforcement’, it has been viewed that certain procedures stated in the guidelines are backdated as compared to the new investigation procedures or equipment invented. The different topics that need to be updated in the guidelines are stated hereunder: With reference to the notion of team composition as represented in Section C, it can be viewed that the guideline only focuses on documenting or recording all the vital factors that can help in further investigation, therefore, this aspect should be updated. In the contamination control context, the guideline related to limiting scene access should be changed. The policy of preparing preliminary sketches should be altered as well. The policy of focusing firstly on easily accessible areas should be changed. And lastly, the process of establishing chain of custody should be updated (Reno et al., 1999). The Vital Reason behind Updating the Topic and How This Would Affect the Forensic/Criminal Justice Community With reference to the above mentioned factor, the first facet that needs to be changed is the process of documentation. It has been viewed that earlier investigators mainly focused on collecting data from the spot of the incidence. However, it has been proven that the belongings of the victim act as a great evidence which can be studied to find the major reason behind the crime. Additionally, if electronic surveillance is done of the area of accident, it would provide more help for the investigators to come to the final result. Again, it has been viewed that according to contamination control guidelines of Section C, it suggests that the access to people directly involved in processing the scene should be limited. However, if the scenes are made open for the people associated with the investigating process, the procedure would have been more effective as different people are qualified with diverse techniques and skills which ultimately would result in making the method more effective. In addition, in the documentation part of Section C, it requires the preparation of initial sketches. However, if taking preliminary sketch is replaced with electronic recordings it would provide a more detailed study of the area. Additionally if electronic sensing devices are used to detect smell, temperature or weather, it would help in making the investigation process more effective by providing more precise data (Cameron, 2011). Mor eover, it has been viewed that the Section C states to focus firstly on the easily accessible area however, if the section prioritizes on areas that are difficult to access or mostly remain unnoticed it would be quite beneficial for the forensic team. This would help in collecting more prior data of the crime conducted and would also help in producing effective