Jack Kerouac and the beat movement Essay Example

Jack Kerouac and the beat movement Essay World War II marked a wide dividing line between the old and the new in American society and the nations literature(The World Book Encyclopedia 427) . When world War II ended there was a pent up desire that had been postponed due to the war. Post war America brought about a time when it seemed that every young man was doing the same thing, getting a job, settling down and starting a family. America was becoming a nation of consumers. One group that was against conforming to this dull American lifestyle was referred to asBeatniks. The Beats or Beatniks condemned middle class American life as morally bankrupt. They praised individualism as the highest human goal(The World Book Encyclopedia 428). This perspective was present in poetry and literature through out the beat movement. One of the most important works produced during the beat movement was Jack Kerouacs On The Road. In the novel Jack Kerouacs alter ego Sal Paradise represents the American man who realizes he doesnt want to con form to societies pressures but still hasnt realized what it is exactly he wants to do. He is a man who has very little direction and is very much lost in the world as he knows it. Kerouac seems to be constantly trying to escape. In examining the novel one might wonder what is Kerouac escaping and by what means does he do so? Kerouac used two means of escape through out the novel and through out his life. Hisfirst means of escape was his constant travel. He traveled from east to west, New York to San Francisco and stopped everywhere in between. He made this trip over and over, constantly on the road. The simple title of the novel exemplifies Kerouacs ongoing need to travel. When he and his friends got tried of traveling east to west they traveled north to south, driving all the way down to Mexico City. His travels gave him the opportunity to be an outsider with no worries. He

Comparison of Beowulf and another Hero essays

Comparison of Beowulf and another Hero essays Long time ago, heroes were very important people. Only the men who were killing the others in the wars and winning the battles were considered as heroes. Seamus Heaneys book Beowulf is a good example of this kind of man. However, people of today can be called hero if they do something special and significant for their country. Christopher Columbus,who discovered America, is one of these persons. Actually, a hero is a courage man who possesses a special strength and ability, and who manages to do an important accomplishment. The two men mentioned above are equally very important , but also very different. Their actions differ from each other. This difference can be shown by explaining in details what Beowulf did, then what Christopher did, and finally by comparing Beowulf does correspond to the definition of the hero because he has this superhuman strenght and power which distinguish him from the other warriors. He doesnt fight against men , but against some big creatures such as a dragon. Beowulf is the only man capable to beat these enormous monsters. He is always proud of himself when he manages to kill one of these creatures: The man who had lately landed among them, proud and sure, had purged the hall, kept it from harm; he was happy with his nightwork and the courage he had shown. Grendel is actually the first horrible monster-giant whom Beowulf kills. This creature is murdering people for twelve years, every night, but nobody dares to approach him. It is the same when Grendels mother comes to avenge her son. Everybody is frightened except this brave man. The fight is not easy, but again, only Beowulf is able to kill him. Also, when the enormous dragon attacks his people,all the warriors except one ran for their lives to the safety of the wood, and ...

Understanding Vocabulary Words in Context

Understanding Vocabulary Words in Context Reading comprehension is one of the most difficult things to master on a standardized test. The test-makers evaluate skills like finding the main idea, making  inferences, determining  the authors purpose, and understanding vocabulary words, some of which you may have never been introduced to you before. The good news? You can understand vocabulary words based on the context of the passage - the words, clauses, and phrases around the unknown vocabulary word. You don’t have to memorize all the vocabulary words in the dictionary! Vocabulary Words in Context Example You might not understand the word, acerbity, by itself, but this sentence, â€Å"The acerbity of the lemon caused the little girl to spit out the bite she had just taken† helps you understand that the general meaning of acerbity must be â€Å"bitter or sour†. The context clues lemon and spitting out the bite, which provide more information in the sentence, help you understand what the vocabulary word means. Vocabulary Words In Context on a Test A question on a standardized test may look something like this: After the first day on the job, the bank’s new manager realized he would be busier than he had been led to believe. Not only was he assisting the bank tellers with their work, but his new boss had decided to inundate him with other tasks like creating security systems, managing the bank’s deposits and refunds, securing loans, and maintaining the daily operations. The new manager was exhausted as he locked the bank up for the night. The word â€Å"inundate† from the passage is closest in meaning to: overloadprovideassaultunderwhelm Hint: A way to figure out if your choice is correct is by putting the answer choice in the sentence in place of the vocabulary word. Which one fits the intended meaning the best? Youre right. Its overload. The first choice is the best pick, although assault is a close second. The only way that one would work is if the tone of the passage had been more negative. Understanding Vocabulary Words in Context Exercise Try to determine the meanings of the following italicized vocabulary words, based on the context clues in the sentences.Skill level: Easy Pablo always showed animosity toward his teachers by throwing spitballs and mouthing off, but his sister Mary was kind and sweet.The little girl was showing signs of ocular problems - she squinted to read the blackboard and complained of headaches after working on the computer for too long.The crowd rewarded the singer with plaudits, or extreme praise, by clapping and cheering during a standing ovation.Elena’s repudiation of Jerry’s bad table manners was obvious to everyone at dinner as she dropped her napkin and left the table.From the far past to the present day, the moon has been thought to cause lunacy. Some studies have shown that this momentary insanity does have some association to the moons phases.The old man’s hair was sparse rather than thick and full like it was when he was young.Janie was as devout as the Pope himself.My sister Kimmy shows a great abhorrence for crowds, whereas my little brother Michael loves to be the center of attention.When you adm onish someone, you point out his or her errors; an example would be scolding a child for misbehaving. The sorcerer’s minions, or devoted followers, were willing to perform any sorcery he could conjure.Ninety-seven pairs is a superfluous number of shoes.The spy was hung at the gallows of his homeland for his perfidious deeds.â€Å"Busy as a bee† and â€Å"quiet as a mouse† are hackneyed phrases – they’re used all the time.Amelia was as pretentious as a princess when she arrived at the party. She tossed her coat to the hostess and grabbed a drink out of a nearby guest’s hand.We always listen to my great-aunt because she is venerable, but we ignore my niece’s advice because she’s only six. Understanding Vocabulary Words in Context Answers hatred; extreme dislikerelated to the eyeextreme praise (the definition was right in the sentence)denial; refutation; negationinsanity; madness; psychosisthin; spare; light; meagerpious; religious; sincerehatred; loathing; disgustreprove; caution; reprimandcrony; underling; followerextra; surplus; redundantdisloyal; treacherous; deceitfultrite; clichà ©d; worn outshowy; pompous; exaggeratedrespected; esteemed; revered

Riverbend Telephone Company case Study Example | Topics and Well Written Essays - 500 words

Riverbend Telephone Company - Case Study Example To determine the better decision between the two options, an analysis of the expenses to be suffered by the firm over the five years must be done. The tables shown below shows the analysis of the estimated expenses for the two options over the five years. From the two tables, the projected expenditures for each of the options is shown. If the company chose to hire the truck, it would approximately spend $98,540 to cater for the lease charges as well as the maintenance costs. By choosing to purchase the vehicle, the firm would be required to spend $89,880 on its purchase and maintenance. Additionally, if the company bought the truck, the estimated worth of the truck after five years would be $1,800. This would cut on the expenses value to ($89880 - $1800), reducing the expenses value to $88,080. From the analysis, the purchase option saves the company up to $10,460. In business, this amount is huge enough for the company to avoid losing, and for this reason, the better option for the firm is to purchase to truck, as opposed to hiring. This is simply because the purchase option is $10,460 cheaper than hiring the truck for five years. From the schedule table, the expected accumulated depreciation after five years will be $22,410. This would reduce the depreciation costs as computed using the straight-line method, by $1,890. Since the difference margin from the initial comparison was over $10,000, the $1,890 cannot be huge enough to change the decision on the purchase of the truck. The firm should buy the vehicle, even when based on this method of depreciation. Mr. Freeman should consider all the expenses, including the annual lease charges. For instance, in the first annual report, he should report that the expenses are $39,416. This includes the maintenance costs and the lease

Examine any foreign currency of your choice (preferably from and Research Paper

Examine any foreign currency of your choice (preferably from and emerging market and provide an analysis of that currency agains - Research Paper Example Hence, it can be stated that the movements of exchange rates have vital implications over the national economy including its business cycle, trade and capital flows. Additionally, exchange rate is often regarded as an important factor that influences the foreign economic policy of a country by a large extent (Dua & Ranjan, 2011). The paper intends to identify and analyse the Indian Rupee against the US Dollar over the five years period ending with 2010. Macroeconomic Analysis of the Indian Rupee over the US Dollar Macroeconomic fundamentals play a crucial role in the determination of exchange rate. This particular statement can be well interpreted with reference to the microeconomic context and currency fluctuations witnessed in India in the recent years. India has witnessed enormous volatility in the recent decade which has resulted in constant fluctuation of the Indian Rupee against US Dollar. The fluctuation had been quite apparent during the period of 2005-2010 (Somaiya, 2008). F or instance, during the year 2009, the Indian Rupee reached 48.32 against the US Dollar which was recorded to be the lowest exchange rate against the US Dollar over the five year period ranging from 2005-2010; while, in 2007, the Indian Rupee was identified to be 41.20 which was again observed to be the highest against the US Dollar for the stated five year period (SignalTrend Inc, 2012). Source: (SignalTrend Inc., 2012) Since 1990, India has made several structural reforms with respect to its foreign exchange related affairs. The major objectives of these reforms were fundamentally to enhance the confidence level among the investors and thereby, maintain a degree of domestic competiveness. Contextually, a major reason identifiable behind the appreciation of Indian Rupee against the US Dollar for the period of 2005-2010 illustrates the occurrence to be a consequence of the increase recorded in the capital inflow of the nation. The FDI equity inflow between 2005 and 2010 was identifi ed to be seven times more than the previous five years i.e. 2000-2004 (Rao & Dhar, 2011). During the fiscal years from 2007 to 2008, the currency exchange rates in almost all the emerging markets including India had strengthened against US Dollar. According to the reports on currency and finance during the aforementioned period, The Indian Rupee was appreciated by 10.2 percent as on March 2009. However, it is worth mentioning that Indian currency, in the five years period, has also depreciated dramatically in certain circumstances. After the occurrence of Lehman’s bankruptcy, the Indian Rupee sharply depreciated, reaching the level of 50 INR/US$, in the month of October 2008. The depreciation in Indian Rupee was primarily attributed with the rise in the price of crude petrol and inflationary pressure prevailing within the country. Moreover, the declining exports and continuous outflow of nat6ional income also contributed towards the depreciation of Rupee and appreciation of t he US Dollar (Reserve Bank of India, 2009). It is worth mentioning in this regard that the depreciation of Indian rupee had dramatic impacts upon the economy. Consequently, the depreciation resulted in higher import costs which ultimately lead towards the price rise of import commodities such as crude petrol and i

Marketing Analysis Of Marks And Spencer

Marketing Analysis Of Marks And Spencer Success is the ability of a firm to do well than its competitors. By 1990s MS had been massively successful in terms of market share profit. Therefore, we can take up that the firm was overtaking its competitors in term of market share and profit. This was attained by different approaches. The companys maturity, strategies, philosophy and control of the value chain were all vital to its success. Strategy of product and service differentiation was the main feature for MS . The development of brand St Michael and its creation as a sign of British manufactured quality, at a sensible price were essential to the company. By providing a welcoming, co-operative service that guarantee superior shopping comfort and handiness to customers, distinguished MS from further high street retailers. The company quickly turn into a household name, with a solid corporate image, that could be trusted upon to give good value for money. This prepared it stand out from the rest and therefore more fruitful. As MS matured, and it advanced along its experience curve, it was able to benefit from an accumulation of experience, process innovation, economies of scale and improving customer brand loyalty (Porter M. 1980. pp163-164). This assisted the company to deliver improved service at a low cost, to customers who were less price-sensitive, thus assuring success. Simon Marks, well-known as aggressive Leader for his expertise over the business and his thought. His firm thoughts and realization of core values provided the company a strongly devoted ethos culture. This ethos was continued through the employ of staff that would fit-in and turn into part of the family. Staffs of MS were very faithful, which meant that they could be trusted upon to provide the true level of service to the clients. They actually were Customer oriented through the start of the business to be crucial to the success of the company. MS deployed a very thoughtful style of strategy, which empowered whole control of all features of the business. Thru its was effective years, the company kept and remained true to the durable core values, firstly set in place by Simon Marks. Every store manager tracked central route on all matters with devotion to rules and the company fundamental ethics and values. This confirmed that the MS image was steady throughout the nation and assis ted to support the business identity. The culture admired the policy and strengthened the companys victory through differentiation. Simon Marks recognized the market necessity for great quality at reasonable price. It was his trust that most of the British suppliers could arrange for these items and he rapidly forged close ties with his belief suppliers. This connection was so vital, it was incorporated in the companys central principles. Suppliers had to deliver products of the high quality and description and this assisted to give MS a large manufactured goods range that customers could trust on. The locked-in suppliers, captive distribution, owned retail outlets, effective in-house service network and strong after sales support meant that MS had a strong vertically integrated system that controlled most of the value chain (Porter. Ibid. p128). Guaranteed products from a assured chain assisted make MS so fruitful. The achievement of MS was not only owed to the company itself, a certain amount of good fortune is also required for any business to succeed , creativity, hard work and market requirement. Back in the late 1880s, Michael Marks had not continued with the penny bazaars or Simon Marks not carried back ideas from America proceeding how to advance the business, then it is more than probable that the company would not have been a achievement. MS was so effective because it occupied an area of the retail market that no one other had. It distinguished itself and continued high criteria in product quality and customer deal whereas keeping price reasonable. MS managers were devoted to the company beliefs and operated closely to produce strong links with British suppliers. Market Penetration: i.e. existing products in existing markets. Additional product lines have been offered in the food and clothing categories to gain more market share. MS has introduced a designer collection with the aim of entering different segments of the younger (Thompson, 2001). Also, different product ranges such as cosmetics, furniture, books and CD, financial services etc have been introduced. Certain marketing events has been introduced by MS such as growing advertising, employing an outside agency for public relations and launching the marketing department to take a more dedicated customer orientation. MS has upgraded its product lines through innovation. E.g. Buying in new fabrics and colours, increasing product offerings (MS 1998 annual report). Product Development: i.e. new products in existing markets. MS offers customers a more extensive choice based by the highest quality and safety standards. MS introduced in-store bakeries, rear-service delicatessen, hot food counters and so on into stores to differentiate itself from competitors for providing new selling opportunities for unique product ranges (MS 1998 annual report). Some innovative products are added such as washable silk, jumpers and etc. (MS 1998 annual report). Furthermore, MS introduces sub brand designer in order to supply a collection of womens clothing for the fashion conscious woman (http://marksandspencer.com, 18/03/02). Market Development: i.e. existing products in new markets. MS increased selling space by 410,000 sq ft in 1998 through opening 4 new stores, extending 16 stores and purchasing 19 selected stores from Littlewoods (MS 1998 annual report) in order to upgrade and make the stores more pleasure experience for the customer. Also, MS has opened a number of stores at UK railway station and airports. MS has tried to enter into the young segment by offering more fashionable clothing and introducing some designer brand. Moreover, MS is now offering a mail order for busy people and those living in remote areas. Mean while the company continued to established markets in Western Europe, Canada, USA, and the Far East, this was now being done via a franchise method. Diversification: i.e. new products in new markets. Apart from its core products: food and clothing, MS developed a new strategic direction within the UK through its diversification into financial services, home furnishings etc. (Maureen Whitehead, 1992). MS also diversified into US retail food market by purchasing Kings Supermarkets (http://www.clm1.org, 24/04/02). Until 1998, MS has already had more than 20 outlets. MS also diversified into the world market. They were following-up on their worldwide reputation that they had gained since the 50s by only selling quality items at value pricing. Current Strategic Situation: Due to successful again MS must to inspect what made them successful originally Simons Marks understanding of customer preferences and trends. This led MS to meeting the customers requirements in the market and launching some very solid core capabilities, which over time commanded to others. Though, where MS pass on wrong is that they lost touch with the developing market and hence requirements of customers; customers needs transformed but they didnt. To re-establish this success MS must certify they know the market exceptionally well and decide what section of the market they wish to acquire. By going back to their original rudiments, inspecting their existing strengths and deciding on a market segmentation strategy that best matches these strengths, MS should be able to become moneymaking once more. Continuous satisfactory market research must be accompanied to certify MS does not lose touch again with their target market as another blunder could critically damage the organisation . Today MS is operating in a highly competitive market where purchasers have a comparatively high percentage of disposable income and are spending large amounts. This gives them high negotiating power specially since they are well knowledgeable about competition and so it is important to use the most cost effective suppliers to be able to save costs and grow the profit. With modern manufacturing techniques consumers are expecting high quality even at this low cost. Buyers presume a minimum standard and a market accumulation situation had established. The large number of substitute products in the market today also helps makes it this highly competitive atmosphere; there are many other retailers having competition for both the top and bottom end of the market share. This necessitates MS to have an aggressive marketing strategy to recapture market share. MS needs to take opportunities which form on its current strengths and be cautious about current threats that could potentially lead to more difficulties. By structure on existing strengths or core capabilities MS should goal to strengthen its market place and form new competencies earlier boarding on a noteworthy expansion program. Once a number of strong core competencies have been established MS can consider dangerous growth. SWOT Analysis STRENGTHS MS became Well Known MS has created a Good image for their customers. Their store locations were prime. Clothing is a requirement but several peoples also purchase a wide-ranging variety of clothes to match their different events or desires. Urge purchasing accounts for a high share of sales. Customers are continually purchasing new clothes to fill their wardrobes, either for the reasons of fashion or to switch worn-out stuffs. The UK industry is stronger in design fashion. Less common for people to get prepare their personal clothes than it was in the past. Costs of manufacture are dropping down as manufacturing is progressively being moved to inexpensive places around the world. WEAKNESSES Severe rivalry lead MS to heavy discounting that is grind down profit margins. The UK cloth trade has lesser output than leading European competitors is progressively being vulnerable by low cost foreign competition. Substantial brands have high profiles and their goods are relaxed to copy by counterfeiters with slight changes by competitors. Large chains dominate the retail sector and the only way to gain share in this mature market is to success to win customers from competitors. Speedy fashion variations can render items obsolete very quickly. Outmoded mail order collections are losing ground, as it is difficult to keep well-informed of fashion. Internet selling is unlikely to be significantly successful, as customers like to try on clothes and see the superiority of fabric and workmanship. Sales are periodic, with the greatest spending taking place in the run-up to Christmas, when more expensive coats and party wear are anticipated. Clothes are also common gift choices. The state of the reduced can have an important impact on sales at the top end of the market, as well as on desire buying. OPPORTUNITIES Men still spend less on dresses than women and this segment of the market remains underexploited. There is quiet sufficiently of probable for further merging in the market. The asset of brands such as Dorothy Perkins and the expertise of British retailers suggest there is probable for further growth abroad, mostly in the new EU member states. The ending of the MFA should lead to more discounts in the cost of products which could increase retail sales overall and/or cause consumers to trade up to items once elsewhere their means. Number of working women remains to growth, they will not only want more clothes for work but are also more probable to have the financial freedom to create clothes purchases. The industry remains to encourage a teenager marketplace for fashion-conscious 8 to 12 year-olds. THREATS Clothing chains from overseas, mainly those from Europe, such as Zara, have positively occupied UK high streets. Conventionally popular retailers, like Marks and Spencer, will have to adapt or face the harm of more market share to aggressive groups such as Arcadia. Both manufacturing and retailing are labour concentrated and are affected by legislature concerning minimum wages and working hours. The increasing participation of grocery multiples in clothing retailing is adding low-price volume to the market. A recession in the economy could cause men, in specific, to cut back on overall expenditure in this sector. In the current market environment a quantity of choices are open to MS now. These include: Founding a strategic union with another organisation This would involve an unwritten agreement with other clothes retailers not to encroach on each others market share. This would allow MS to regain strength in its original core business and so ensure it is in a better position to possibly expand into new markets in the future. Dis-investments In order to focus all its efforts on the recovery of the UK business, MS could divest or close non-core businesses and assets, which would allow it to focus only on core business until its market position is regained. Purchasing of smaller competitors To minor the level of competition and create trading easier MS could buy up minor retailers. This would give MS more control over the market and growth their market share deprived of making many changes. For MS to attain organic development and recover the market share they once had they neediness to initially toughen their core profit centres by selling more of their current merchandise to their current clients. After this MS can initiate to reconstruct its reputation for quality service and distinguish their products so customers observe them to be of higher value then the competition. By control the price constant this should help take back segments of the market missing to competitors. Once this is attained MS can remain to look at choices for product innovation. By introducing absolutely new and original products they can further strengthen their market segments. After this has been completed MS should begin to market their current merchandise to attract customers from fresh market segments through careful advancement planned by careful market research. Once they have recognized a position in other market segments they can begin to distinguish their merchandise within that mark et segment and additional strengthen their position. Finally, MS can initiate to once again increase by looking at new product options in completely new markets such as financial services. Therefore I would recommend MS primarily disinvest loss-making sub-sidiaries to allow the organisation to focus on upgrading its core business strength. This can be assisted by founding a strategic alliance with other organisations not to violate on each others market for the time being. Smaller competitors should not be attained at this stage until MS is in a sturdier financial position. Strategic Direction for the future: Internal Development: MSs will have to invest in training led to enhanced performance of supervisors and junior management. In-addition, MS will have to give people widespread roles through inspiration in order to help organization grow more smoothly. Inside the UK market MS will have to decide to revolutionize the store with modern look. The upgrading on design and layout for the store will have been introduced in an attempt to gain customer demands on convenience and to increase more shopping attractive. done Acquisitions: MS have to buy more stores as part of the growth programme; this will allow the company to double the number of locations. The store bought will then be altered into MS corporate style, with specific departments of the MS business (Welwyn Garden City). Joint Development: The relationship with suppliers allows MS to sharing knowledge and information throughout the supply chain i.e. MS worked with its suppliers e.g. Dupont to pioneer the use of the material Lycra for the mass market (case study). Future Resources of MS: Tangible:  ª Wide variety of high quality products with value for money, own-brand products  ª Hard working staff and good management team  ª Loyal customers Intangible:  ª High product value  ª Good image, so it will converted into high reputation  ª Buyer and staff loyalty  ª They will must have some Strong relationships with suppliers  ª Highly expertise expertise knowledge Human:  ª Supply-chain management; expertise in outsourcing  ª Outstanding services in purchasing and merchandising  ª Small hierarchy that will allow outstanding communications between head office purposes and stores. E.g. managers ask about employees opinions frequently to encourage argument and the expression of new ideas Successful strategic management requires winning, retaining and balancing resources. Performance depends directly on simple, mostly tangible, resources, but the growth of tangible resources is dependent on intangible factors. However, for MS, the loyalty of customers and the reputation is decreasing, the morale is shrinking and the cost is increasing (Kim Warren, 2002). The value chain analysis could be used to identify the organisational capabilities. Value Chain Analysis: SUPPORT ACTIVITIES Firm Infrastructure:  ª Subcontracting with suppliers as well as outsourcing domestically and internationally  ª Development of financial services such as availability of credit cards Technology Development:  ª MSs technologists working together with suppliers to gain knowledge about product development (e.g. with Dupont-Lycra)  ª EPOS system to help MS improve productivity so that it can respond faster to market changes  ª Customer ordering system (mailing system)  ª Having its own website for online selling, which allow customers to see products and service online Human Resource Management:  ª Good appraisal system for employees such as store Management training program and so on (Morgenstein Strongin, 1992)  ª Specialist advisers in key departments  ª Staff service initiatives Procurement  ª Minimising the environmental impact of their operations and merchandise  ª A well established supply base, with a high product specification standards PRIMARY ACTIVITIES Inbound Logistics:  ª Long-Term and non-contractual relationship based on mutual trust and understanding  ª Integrated business process with suppliers in terms of product specification, material management, quality control and so on  ª Sharing knowledge and information throughout the supply chain Operations:  ª Exclusive quality control in the operation process  ª Dealing direct with manufacturers instead of through intermediaries, understanding and controlling products from raw materials to finished goods  ª Subcontracting production with very tight conditions to suppliers  ª The costs of stockholding were carried by the supplier  ª Working across within franchises Outbound Logistics:  ª Franchise agreement overseas such as Greece, Indonesia, Thailand and so on  ª Good Store location Marketing and Sales:  ª Comfortable shopping environment  ª High quality products with good value for money  ª Wide ranges of products and services Services:  ª Offering the highest standard of customer care (Johnson Schole, 1997; Case Study) The value chain analysis helps MS identify the way to cooperate across different functions in the chain and then add more value to products and sustain competitive advantages. Having had the value chain analysis, the core competences of MS are as following:  ª Sourcing methods  ª Ability to deliver high value, reliable, consistent quality products  ª The trust from investors and customers  ª High quality of management 4.0 Evaluation MS Strategy: In order to evaluate MS strategy, the SFA analysis will be give below: Strategy Suitability Feasibility Acceptability Differentiation * * * Do Nothing Withdrawal * * * Market Penetration * * Market Development * * * Product Development * * Diversification * Internal Development * * * Acquisition * * Joint Development * * * Differentiation The company had serious consideration regarding the future direction of the company and its brand (St. Michaels). Because of its success in image, branding and quality, it is viewed acceptable to continue down the same road. Do Nothing The Do Nothing strategy has not been successful as it leaves MS behind in the market place, due to this MS has lost its continuous development in terms of quality, branding, customer values and so on. They have proven too slow to take action against those changes in a very competitive market place. Withdrawal According to the company inability to operate successfully in countries such as Canada, US, Fast East and some European countries as well as the Asian crisis in 1997, the choice left for the company would be to close the unprofitable outlets while remain operating in the other countries that still profitable. Market Penetration MS starts to introduce a number of new product lines in 1998 such as cosmetics, financial services, furniture and etc. however by the time they were introduced its competitors had already followed MS some successful strategy. Consequently, MS has lost its competitive advantage. Market Development Regarding to the acquisition of 19 outlets from the Littlewoods group this was suitable because it allowed the company to achieve its reposition in the market place. Product Development MS re-evaluated and improved a number of product lines mainly in the food and lady clothing, but also entered into the furnishing business. The food lines improved MSs profitability; however, the clothing and soft furnishing have not yet been able to compete with high street competitors. Diversification MS had taken their standard strategy formula and tried to stall it in their overseas operations, but they did not take the culture differences and other risks, i.e. economic, commercial and political. Internal Development The modernization of outlets, the retraining of employee and upgrading their central purchasing system helped MS to be more competitive in the marketplace. Acquisition MS acquired the 19 stores from Littelwoods for the purpose of adding them to the up-grading programme with the purpose of adding to the companys property assets. The company also acquired the food chain King Supermarkets in the United State, this operation operates under its own name. Joint Development MS required new ideas to add excitement to its product lines and therefore enhance the shopping experience of their customers. The failure of MSs suppliers to develop possible new products has been viewed as a failure in their relationship which had to be addressed without delay. The problem was due to the past attention had been given to quality and efficient delivery of the product, Marks Spencer standards have always be strict, the MS and not enough effort on focusing on their customers and what customer wanted from the relationship. When the customers feel satisfied then will be prepared to commit themselves to future purchases from the same supplier, this can be viewed that the relationship gives MS a real competitive advantages as well as economic 5.0 MSs situation: Text Box: Industry Saleshttp://www.coursework.info/document/3/4/4/44381/44381_files/image013.gif According to the life cycle, MS is sitting in the mature stage and the fortunes have been in decline. As the increasing competition such as from Next and Gap, the customer tastes changing and the short of experience of going overseas, MSs profit declined sharply from  £1,102m in 1997 to  £546m in 1999 and the share price declined from  £6.65 to  £4.61 (The Chartered Institute of Marketing, 2001). http://www.coursework.info/document/3/4/4/44381/44381_files/image014.gifGap Analysis: MS was very successful in product range and quality in the past; therefore, they overlooked the changes in the environment such as increasing competition, changes in customer tastes and so on. As a result, they remain do-nothing strategy without investing in product innovation, environmental monitoring or marketing, which led to the decreasing in profits in 1998. In order to fill the gap, MS should start to look at and change product and marketing strategies. Furthermore, different options should be looked at by MS such as brand identity (different brands for different segments), segmentation (more attention on key segments), diversification (for the financial service, they should choose the effective target audience and identify their needs and wants properly). (MS Corp. Press Office, 2001) http://www.coursework.info/document/3/4/4/44381/44381_files/image015.gif In the past, MSs strategy based on broad differentiation (image of good quality and wide range of products at affordable price). At the moment, its strategy was unclear because they were trying to do everything to maintain its competitive advantage. They are using unrelated strategies such as cutting costs (cost leadership) as well as trying to use differentiation focus by entering different niche markets (financial services and so on) as well as differentiating its brand through the range of products on offer. Consequently, leads to the company positioning in stuck in the middle. All in all, MS failed the sustainable competitive advantage hurdle. With fickle customers, changing fashions and intense competition, a sustainable competitive advantage is difficult to maintain in this particular sector. Although MS has plenty of attractive retail space and George Davies brought a magician, however, MS need to have some dramatic change in order to survive and revive. 6.0 Recommendation and conclusion: MS faces the toughest test of its ability to survive in the war of the High Street. It must not only defend its market share, but must also find ways of gaining back customers perception in terms of quality, brand loyalty and so on. MS required new ideas to add excitement to its product lines and therefore enhance the shopping experience of their customers (Dennis Adcock, 2000). MS is changing itself such as outsourcing and recruit more new and young employees. New strategies are in Place: an upmarket clothing line has been introduced, returning to selling only own-brand products, stores have been revamped, top management appointments made, the utilization of Microsoft BizTalk serve and Window 2000 serve and opening out-of-town stores to shift surplus stock. The difficulty for MS is achieving the right balance between the corporate values that gave it its strong market position, and the innovation that is required to stay competitive. It is a tough time for MS and also the right time for a new broom, MS should get lessons from past and look at more about what is happening in the market place and change itself from the old way of doing things to a brand-new image in order to sustain its competitive advantage and regain its leading position. Reference: Books:  · Case Study from Declan  · Daft and Marcic, 2001  · Dennis Adcock, 2000, Marketing Strategies for competitive advantage; John WileySons Inc.  · Hartley and Palmer, 1999  · Jennings and Wattam, 1994, Decision Making An Integrated Approach, 2nd edition, Financial Times, Pitman  · Jobber, 2001, Principles and Practice of Marketing, 3nd Edition, McGraw-Hill Publishing Company  · Johnson, Scholes, 1993, Exploring Corporate Strategy Text and Cases, 3rd edition, Prentice Hall International (UK) Ltd.  · Johnson Schole, 1997, Exploring Corporate Strategy, 4th Edition, Prentice Hall  · Kim Warren, 2002, Strategic Performance connecting to the fundamentals of business dynamics, London Business School  · Morgenstein Strongin, 1992, Modern Retailing Management Principles Practice, 3rd Edition, Prentice Hall  · Naylor, 1999  · Thompson, 2001, Strategic Management, 4th Edition, British Library Internet:  · http://www.clm1.org/education/2001/ms.pdf, 24/04/02  · http://marksandspencer.com, 18/03/02  · http://www.statsed.co.uk/bes/bes_spring1999/28_2/sec2.htm, 19/04/02 Other Sources:  · Chartered Institute of Marketing, 2001  · Marks Spencer Press Release, June, 1996  · MS 1998 annual report  · MS Corp. Press Office, 2001  · Maureen Whitehead, 1992, Management Decision, Vol. 32 No. 3, 1994, pp. 38-41  · Pawlyna, Andrea, British retailer on the roll, Asian Business, April, 1996  · Welwyn Garden City, Deputy Head, Stanborough School Appendix 1: http://www.c

Hilton Hhonors Worldwide Rewards

Hilton HHonors Worldwide: Loyalty Wars: (Due Week 9, Oct. 29-Nov. 2) ? Compare the Hilton HHonors reward programme with other reward programmes you know about or have researched. Be sure to discuss the differences, how they value guests and their offerings. ? Does the value of the Hilton program justify its’ cost. Explain in terms of the value of a customer. ? What is Starwood trying to do and how should Jeff Diskin respond? The Hilton HHonors Worldwide reward programme can be compared with several other loyalty or recognition programs offered by leading hotel chains of the world.Similar programs are being offered by many airlines, department stores, car rentals, video and book retailing, credit cards, movie theaters and several other international entities in the service industry. The first one that can be considered in this regard is the Priority Club Rewards offered by IHG (Intercontinental Hotels Group). The IHG group comprises of Intercontinental Hotel and Resorts, Crowne Plaza Hotel and Resorts, Holiday Inn, Holiday Inn Express, Hotel Indigo Staybridge Suites and Candlewood Suites. (Ref: https://secure. priorityclub. com/hotels/). The program is offered across 4,500 properties operated worldwide by the group.The program is open to everyone free of cost. It allows the members to earn points not only by staying in any of the member hotels but also by earning Priority Club points when purchasing goods and services with any of their partners or earn miles with their partner airlines. The partners are specially customized in accordance with prevalent tastes and popularity in different parts of the world and include leading brand names in airline industry, fashion retailers, vacation and tour operators, mobile and telecom services, car rentals, home and furnishings, electronics, computers, etc.The choice of partners is vast as compared to Hiltons’ rewards program. In many territories local co-branded credit cards are also offered which entitle mem bers to earn points on each and every spent. For the stay at the hotels, members can earn 2000 points for every stay outside the hotels outside North America, Mexico and Carribean in Intercontinental Hotel and Resorts while for all other geographical locations and all other hotel chains included in the group, the members earn 10 Priority Club points for each US $ 1 spent.The program has distinct features comprising of points that never expire and no blackout dates for Rewards Night, thus allowing the members to stay anytime. Unlike the Hiltons reward program, members can also use a combination of points and cash for their stay. Furthermore, members can redeem their points for flights with no blackout dates on over 400 airlines across the world ranging from North America, Europe, Middle-East, Central to Southern and Far-east Asia. However, unlike the Hiltons reward program, double-dipping is not allowed.But as an added incentive to members, free lounge access at several airports is a lso offered to the members thus enhancing members travel convenience. Similar to the Hilton reward program, the points in IHG Priority program can also be redeemed for several other items besides free nights at the participating hotels. Yet again, the choice offered by IHG is vast as compared to Hilton. The points can be redeemed for hotel stay, airlines travel, tour packages, adventure sports and merchandise from leading retails and entertainment providers.In addition, gift cards from several brands are available. A very appealing feature is an option of donating points for charitable ventures in keeping with IHG philosophy that ‘rewarding others may be the best reward of all’. (Ref: http://www. priorityclub. com/rewards/us/en/redeem/catalog/charitable-donations). The IHG program lays special emphasis upon member satisfaction and recognition. Hence , the members have several value-added services offered for free. A separate toll-free reservations line is offered. They are offered priority check in and check out services.Their individual preferences are stored in the system (Personalized room-preferences profile) offered at every stay without asking e. g. smoking or non-smoking rooms, bed-type, etc. Requests for late check-outs are given preference and in certain locations, extra benefits like airport pick-up services, free internet, free newspapers, etc. are offered. Extra level of service is also offered to members for room upgrades, complaint resolution, customer service feed-back services, etc. Just like the Hiltons’ reward program, the IHG Priority program also has different plan levels based upon ‘qualifying points’ and ‘qualified nights’.Accordingly, 3 tiers termed as ‘Club’, ‘Gold Elite’ and ‘Platinum Elite’ are offered. (Ref: http://www. priorityclub. com/hotels/us/en/global/support/about_priorityclublevelsef:) Bonus earnings for Gold Elite are 10% and those for Plati num Elite 50% over the base points earned. Moreover, the Elite members are offered extra benefits and advantages like complimentary upgrades and guaranteed room availability. In this respect, it appears to be more attractive to customers than Hiltons’ reward Silver and Gold VIP status.Over and above the stated benefits, multiple promotions are offered at different times promising extra points, free room upgrades, etc. to attract more and more customers. Another popular loyalty program is Fairmont President's Club that allows access to a host of exclusive benefits and privileges. Besides the standards being offered by the loyalty programs of almost all big hotel groups, Fairmont goes a step ahead by offering members services like concierge reservation, complimentary use of health clubs, golf-clubs and even use of BMWs at select locations. Ref: https://www. fairmont. com/fpc/benefits/). Another impressive and acclaimed loyalty program, not by a hotel group but an airline, is th e one offered by Etihad Airways. Though relatively new in the competitive airline industry, the Etihad Guest program has introduced several new initiatives for the frequent travelers generating big business for the airline and proving to be a significant factor in the phenomenal success of Etihad. Very aptly, it has been awarded 2012 Freddie Awards.Etihad Guest was recognized for the Best Redemption Ability, Best Elite Program and Best Loyalty Credit Card among all airlines in the Middle East, Asia and Oceania. (Ref:http://www. etihadairways. com/sites/Etihad/global/en/aboutetihad/mediacenter/newslisting/newsdetails). The program was also runner up in the four remaining categories: Best Promotion for Earning, Best Promotion for Redemption, Best Customer Service and Program of the Year.Hence, it can be concluded that the member retention and brand loyalty competition is fierce and offering innovative and extensive services to customers is imperative to lure more and more individual a nd corporate clients. It seems quite obvious that the value of Hilton reward program does justify its cost. As per the belief of Hilton Hotels that regard frequent guest programs as the lodging industry’s most important marketing tool, serving to direct promotional and customer service efforts at the heavy user. (Ref: Case Study by John Deighton and Stowe Shoemaker).Loyalty programs have been at the core of how hotels attract and retain their best customers for over a decade. However, they can only be as cost-effective as multiple competitors in the market let them be. This study reveals that the previous year had been successful for Hilton. Revenues had been in the region of $158 per night per guest, and occupancy had exceeded break-even. Also Hilton HHonors rewards program was not established as a profit center but was required to break even each year and to measure its effectiveness through a complex set of program metrics.The program is run by a small team of 30 employees . A research by Hilton revealed that guests identified by their HHonors or airline membership numbers occupied 22. 5 percent of all the rooms occupied in the Hilton Hotels and Hilton International network in a year. More importantly for Hilton , activation, retention, and member spend per visit all have improved. Augmenting the financial gains is the valuable database the HHonors rewards program provides to Hilton. These are the most critical and demanding customers who provide vital feedback and valuable suggestions.The program staff can establish individual contact with these members through mail or in person and not only obtain valuable feedback but earn lifelong loyalty. Plenty of focus groups and quantative research can be carried out further enhancing means to develop brand loyalty through personal profiling and personal recognition techniques. The phrase attributed to Diskin interestingly sums it up i-e ‘ People care about organizations that care about them. (Ref: same case study).In addition, the program also offers opportunities to target other customer segments. Furthermore, the program is also being used as a tool that can help the travel manager with compliance to their overall travel policy by offering special incentives to stay at Hilton rather than at a competitor due to personal choice of the travelers. The Hilton program proves to be even more effective by developing additional services for returning customers at check-ins and by appointing guest relations managers to offer special personalized services to loyalty members.All these factors contribute to make this program valuable in expanding and retaining clients and thus justify the associated costs. Starwood is introducing a new aggressive frequent-guest program that it hopes will help attract more business travelers to its Westin Hotels Resorts, Sheraton Hotels Resorts, The Luxury Collection, Four Points, Caesar’s, and Starwood’s new W brand hotels, representing more th an 550 participating properties worldwide. The program is expected to raise the stakes in the loyalty-program fierce competition amongst big hotel chains especially since Starwood plans to run it by a