womenoed Essay on Sophocles Antigone - Sisters :: Antigone essays

Sisters Two sisters destined to love each other, but conflict interrupts their paths. The first's journey is one of self-exploration and discovery; the other's of continual oppression and hardships. Ismene and Antigone are the troubled sisters whose decisions take them on different courses, but these same choices also brought them together. Even though their actions show differently, Antigone and Ismene's morals and philosophies show that they are true sisters at heart. Antigone shows the attribute of boldness. She is constantly going her own direction. She is a leader, not a follower. "Ismene: What? You'd bury him when a law forbids the city? Antigone: Yes! He is my brother and- deny it as you will- your brother too."(61). This is where Antigone's boldness begins to surface. She is expressing her disagreement with King Creon's law. This is extremely daring of her to do because she is defying the law of the land. On the other hand, Ismene displays the quality of being a coward. She says, "Remember, we are women, we're not born to contend with men."(62). On the contrary to what Ismene's brain tells her to do, her heart is screaming to go and bury her brother, and defy Creon's dishonorable law. It is not until the middle to end of the play that Ismene's true self emerges and she agrees with Antigone. This is just one of the ways Antigone and Ismene are the same at heart, but take different paths to get to their real inner person. Another outstanding attribute of Antigone is her cleverness. "Antigone: Dear god, shout it from the rooftops. I'll hate you all the more for silence- tell the world."(64). This is in response to Ismene's promise to keep Antigone's burying of her brother a secret. Antigone's cleverness appears here because she found a way to publicly defy Creon and tell others how unjust he really is. Likewise, Ismene is intelligent and comes quick to understanding. In reply to Antigone's above statement she says, "Then go if you must, but rest assured, wild, irrational as you are, my sister, you are truly dear to the ones who love you."(64). Even though Ismene at this moment disagrees with her sister's action, she wittily understood Antigone's notion to want to collectively show her defiance of Creon. These to personalities of Antigone and Ismene also show their similarities in their philosophies.

Self Knowledge And Happiness In Pride And Prejudice, by Jane Austen Ess

Pride and Prejudice written by Jane Austen is centred on characters that either gain self awareness and knowledge or possess none at all. Happiness is found even when one has no understanding of selfhood but the most happy and satisfied people in the novel are those who have self knowledge. People that possess self knowledge understand their strengths and weaknesses and characters that gain self knowledge are able to decipher these characteristics and act upon them. As marriage was seen as a great achievement for women in their society, happiness in Pride and Prejudice relates to whether one is happy or unhappy in their marriage. Lydia, Mr WIckham and Lady Catherine de Bourg have no self awareness and are unhappy in the novel. The marriage of Lydia and Mr Wickham is one of the unhappy marriages. Mr Wickham and Lydia are both very similar and are both unaware of their faults; they are both careless with money and see no problem with asking their relatives for money. Lydia as the youngest daughter is well accustomed to having other people look after her and she is dependent on other people. Lydia’s lack of self awareness doesn’t affect her greatly; she is happy and claims that she loves Wickham. She is very fond of him but he is not fond of her and quickly loses interest, â€Å"Wickham’s affection for Lydia, was just what Elizabeth had expected to find it; not equal to Lydia’s for him.† Lady Catherine de Bourg has no self knowledge. She is full of herself and sees herself very highly; it is obvious she is lacks self knowledge. She makes discourteous comments about other people without thought to their opinions and she also enunciates comments about how she views herself. Lady Catherine de Bourg is unhappy because she is disappointed ... ...ejudice and realizes her faults she develops towards Darcy and is then prepared for a more fulfilling happy marriage. People with self awareness can be both happy and unhappy. Mr Bennet has self awareness but he is unhappy because he finds no satisfaction in his family. Elizabeth and Darcy come to know themselves and develop towards each other and so their marriage has the capacity to hold the greatest happiness. Also, happiness can be found when you have no self awareness. Charlotte has self awareness and knows what she wants and needs and so she is content in her marriage to Mr Collins. Mr Collins has no self awareness but is happy because he has a wife and this is what he aspired to. Ultimately, people who have the most self awareness and knowledge who can grow and learn their weaknesses and faults are the people who will have the most happiness in their lives.

The History of Public Relations Essay example -- essays research paper

The History of Public Relations   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  The act of public relations dates back to 52 B.C.E. in ancient Rome and continues on today all around the world. Public relations is defined as the controlling factor that searches to form and maintain relationships between organizations, profit or non-profit and the public that are beneficial for both parties (Bates). The age of public relations as a profession evolved in the 20th Century, mainly in the United States, but its foundation can be followed throughout the age of man. The practice of public relations is dedicated to complete honesty and openness in its communications and operations. Over time, the force of professional public relations has triumphed over several setbacks.   Ã‚  Ã‚  Ã‚  Ã‚  Arthur W. Page, creator of the five principles of corporate public relations in 1927 stated, â€Å"All business in a democratic country begins with public permission and exists by public approval. If that be true, it follows that business should be cheerfully willing to tell the public what its policies are, what it is doing, and what it hopes to do. This seems practically a duty.† Page’s principles still carry on today with many businesses and corporations.   Ã‚  Ã‚  Ã‚  Ã‚  Page and other renown public relations professionals such as Edward Bernays, founder of modern public relations, believe that pr and civilization is a collaboration that exists throughout time. As far back as the time of Julius Caesar, many historians believe the he wrote his Commentaries as governor of Gaul to promote himself to the public. Caesar, being aware of persuasion and how news can inform the public, published a daily paper called Acta Diurna, meaning â€Å"daily acts† or â€Å"daily records†, that carried on for 400years. Since the invention of writing, public relations was formed. Leaders of ancient civilizations used writings to promote their superiority in war and politics. Public interest became a huge priority for everyone.   Ã‚  Ã‚  Ã‚  Ã‚  The Renaissance and Reformation founded the modern world and the first stages of public relations that is attributed to public and private organizations today and several articles of history. The Magna Carta, which influenced the U.S. Constitution, for example, empowered the ... ..., organizations, and other institutions, is the public. PR has made its way through history and has satisfied its place or role, if any, in the world today.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"The three main elements of public relations are practically as old as society: informing people, persuading people, or integrating people with people. Of course, the means and methods of accomplishing these ends have changed as society has changed.† - Edward Bernays, founder of modern public relations Bibliography Don Bates, â€Å"MINI-ME† HISTORY TO INFORM AND PERSUADE: Public Relations from the Dawn of Civilization, Institute for public relations, www.instituteforpr.com, July 18, 2005. Edward L. Bernays, Crystallizing Public Opinion (1923; reprint ed., Norman, OK.: University of Oklahoma Press, 1961). Edward L. Bernays, Public Relations (Norman, OK.: University of Oklahoma Press, 1952) Scott Cutlip, Public Relations History: From the Seventeenth to the Twentieth Century (Mahwah, NJ.: Lawrence Erlbaum & Associates, 1999). Public Relations Society of America, Public Relations Education for the 21st Century: A Port of Entry, PRSA, www.prsa.org, July 19, 2005. The History of Public Relations Essay example -- essays research paper The History of Public Relations   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  The act of public relations dates back to 52 B.C.E. in ancient Rome and continues on today all around the world. Public relations is defined as the controlling factor that searches to form and maintain relationships between organizations, profit or non-profit and the public that are beneficial for both parties (Bates). The age of public relations as a profession evolved in the 20th Century, mainly in the United States, but its foundation can be followed throughout the age of man. The practice of public relations is dedicated to complete honesty and openness in its communications and operations. Over time, the force of professional public relations has triumphed over several setbacks.   Ã‚  Ã‚  Ã‚  Ã‚  Arthur W. Page, creator of the five principles of corporate public relations in 1927 stated, â€Å"All business in a democratic country begins with public permission and exists by public approval. If that be true, it follows that business should be cheerfully willing to tell the public what its policies are, what it is doing, and what it hopes to do. This seems practically a duty.† Page’s principles still carry on today with many businesses and corporations.   Ã‚  Ã‚  Ã‚  Ã‚  Page and other renown public relations professionals such as Edward Bernays, founder of modern public relations, believe that pr and civilization is a collaboration that exists throughout time. As far back as the time of Julius Caesar, many historians believe the he wrote his Commentaries as governor of Gaul to promote himself to the public. Caesar, being aware of persuasion and how news can inform the public, published a daily paper called Acta Diurna, meaning â€Å"daily acts† or â€Å"daily records†, that carried on for 400years. Since the invention of writing, public relations was formed. Leaders of ancient civilizations used writings to promote their superiority in war and politics. Public interest became a huge priority for everyone.   Ã‚  Ã‚  Ã‚  Ã‚  The Renaissance and Reformation founded the modern world and the first stages of public relations that is attributed to public and private organizations today and several articles of history. The Magna Carta, which influenced the U.S. Constitution, for example, empowered the ... ..., organizations, and other institutions, is the public. PR has made its way through history and has satisfied its place or role, if any, in the world today.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"The three main elements of public relations are practically as old as society: informing people, persuading people, or integrating people with people. Of course, the means and methods of accomplishing these ends have changed as society has changed.† - Edward Bernays, founder of modern public relations Bibliography Don Bates, â€Å"MINI-ME† HISTORY TO INFORM AND PERSUADE: Public Relations from the Dawn of Civilization, Institute for public relations, www.instituteforpr.com, July 18, 2005. Edward L. Bernays, Crystallizing Public Opinion (1923; reprint ed., Norman, OK.: University of Oklahoma Press, 1961). Edward L. Bernays, Public Relations (Norman, OK.: University of Oklahoma Press, 1952) Scott Cutlip, Public Relations History: From the Seventeenth to the Twentieth Century (Mahwah, NJ.: Lawrence Erlbaum & Associates, 1999). Public Relations Society of America, Public Relations Education for the 21st Century: A Port of Entry, PRSA, www.prsa.org, July 19, 2005.

Japanese Gender Roles

Why and how is Gender affected in Japans modern day society? These questions I sought out to answer. I chose Japanese gender roles because I felt it would be a topic of interest, and one I would do my best in to research. It is subject I have hold some value in, and always wanted to learn more about. I had established rapport long ago with interviewee, when I became friends with Tomo MIzaki. This also helped me obtain consent from MIzaki to do this project with ease and be able to interview him. I had an extensive and productive interview with Mizaki, summing up a total of three hours.This paper will explain the Japanese families gender roles. I conducted extensive ethnographic study with Mizaki with several interviews and backing up what he said with my own research of outside resources. This methodology of mine helped my research to be more solid and resourceful. With the interviews and research I conducted, this helps me understand why and how the Typical nuclear Japanese family a ct and behave a certain way, and how gender roles are affected upon the mother and father of the relationship. The traditional gender roles place men as breadwinners and women as homemakers.Among younger couples, more flexible gender roles are becoming popular, although attitudes are changing, actual behaviors are not: Japanese men do only twenty to thirty minutes' worth of domestic work per day, while women spend three and a half hours in household chores. Throughout Tomo’s Mizaki’s life, he was brought to do very well in school and get a great job after, not to clean up after himself. Unlike Tomo, his sister was only asked to do the house chores and never given much attention too, even though she too does well in school.Traditional gender roles in Japan are characterized by a strong sense of patriarchy in society, which account for the bifurcation of the productive and reproductive spheres, with a distinct separation of gender roles. In the family, this refers to the idea of the man as the primary breadwinner of the family, and the woman as the primary caregiver in the family, an idea that is described by Tomo Mizaki in his life. Mizaki’s mother had no â€Å"special duties† in her job, and her main roles were as a housewife, a mother, and in taking care of her ill mother-in-law.Even though she was a college graduate, and knew three languages fluently. In examining the nature of gender roles and inequality in Japan, it is important to consider the major traditional patterns, understanding how these patterns have changed today, and how the changes have affected society in general. This has resulted in a tension between the status and economic security of marriage and the freedom of remaining single, where many women find themselves trapped in marriages that deny them personal freedom.In addition, women in rural communities do not enjoy equal rights and status as their husbands, being expected to serve the families as â€Å"workersà ¢â‚¬ , while at the same time not rewarded in terms of inheritance. Gender roles in the family bear a close relationship to the situation in the workforce, where there is a strong male dominance in the company hierarchy. Resultantly, males possess increased career opportunities, unlike females, who are marginalized in the workforce and are considered to be temporary labor, expected to resign upon marriage or childbirth.In the workplace, the idea that women play a temporary labor role has resulted in their limited career advancement. As can be seen, there is an intimate family-work relationship in Japanese society and this hinges on the traditional gender roles within society. For example, Mizaki’s mother is a graduate from the University of Washington but as soon as she had Kondo and his sister she retired to stay as the housewife. This shows the pattern of the patriarchy lifestyle. Show in the Annual edition article 20 in â€Å" Who needs Love! In Japan, Many couples Donâ €™t† by Nicolas D. Kristof. I don’t interfere with my husband’s business, not with my mouth, hands or legs. † This statement, made by Kumiko Hashimoto, the wife of former Japanese Prime Minister Ryutario Hashimoto, underlines the traditional role of women in Japan. Husbands and wives report very little communication and conversation, as little as ten to fifteen minutes per day. For most part most husbands have a second home closer to work, rarely do they go back home with children and wife. There is no conversation, communication, and sexual relations between a husband and wife, but they do not divorce. This is because there is an unseen code for women and men.Because the traditional gender patterns in Japanese society have however not been without their tensions and problems. For instance, traditional patterns in the family require women to be put their husbands before their jobs, for example Tomo’s mother. Roles for mothers and fathers are segr egated. Childcare is regarded as the mother's responsibility; the father's domestic role is limited to small household repairs and paying for household needs and the child’s care, like school supplies. Mizaki explained how his father was rarely seen and if Mizaki was fortunate, he might see his father twice a week.Full-time working wives (which is not so common) also have the burden of housekeeping without help. Domestic help is not popular in Japan, when women need help in housekeeping work and childcare, their mothers help the woman (according to Mizaki). Mothers prefer living close to their mothers' house for this reason. Husbands and wives call each other father and mother, even when children are not around. Japanese couples regard parental roles as more important than couple roles when they have children. As can be seen, the patterns of gender roles in Japan are still deeply rooted in the Japanese psyche.In conclusion Japanese lifestyle and gender roles will not alter un til specific life changing laws are made and enforced in today’s modern day Japan. Even though Japan has low divorce rate, we do not fully understand if the women and men are happy the way they live, but they accept it and deal with it.Work cited Quoted in Mary Jordan, â€Å"A First Lady’s Secondary Role; Premier’s Wife stands behind her man, typifying gender roles in modern Japan†, The Washington Post, 15 April 1996, Online, Lexis-Nexis Academic Universe, 11 Mar 2000. Annual Editions, Article 20, â€Å"â€Å" Who needs Love! In Japan, Many couples Don’t† by Nicolas D. Kristof.

British Airways Essay

In 1987, British Airways was privatised, and over the next decade turned from a loss-making nationalised company into â€Å"The World’s Favourite Airline† – a market-leading and very profitable plc. The strategy that transformed the company into a marketing-led and efficient operation was conceived and implemented by Lord King as Chairman, aided by Sir Colin (subsequently Lord) Marshall: two tough businessmen who confronted staff inefficiencies and so improved service effectiveness that BA was rated international business travellers’ favourite airline for several years in the 1990’s. Lord King having retired, Lord Marshall became Chairman and was succeeded as Chief Executive by Bob Ayling, a long-time BA manager. Ayling set in train a strategy to turn BA into a â€Å"global† airline – transcending the â€Å"flag-carrier† status (the role of a nation’s leading airline) it shared with Air France, Lufthansa, Swissair, Alitalia, Iberia – into an airline with no â€Å"national home† operating throughout the world. The dropping of the overtly â€Å"British† heritage and associations was reflected in a changed brand strategy. Away went aeroplane liveries featuring the Union flag, to be replaced by tailfins bearing themed designs from around the world. This was to address the â€Å"global traveller† a savvy (mainly business) customer whose criteria for purchase were service levels, range of destinations, promptness – not price. But the re-branding became a debacle. Customers, staff, alliance partners, shareholders and retailers (travel agents) all liked the British heritage and imagery and rebelled against the turn to an anonymous, characterless new style. Ayling also focused on cost-reduction programmes which antagonised and demotivated BA’s staff – and customers noticed the deterioration in behaviour of staff whose commitment to customer service suddenly plummeted. The upshot was that Ayling was ousted in a boardroom coup in March 2000. During his reign, a loss of 244m in the year to March 31 2000 – the first since privatisation – was recorded and the group’s market value had fallen  by half. A New Face. In May 2000, Rod Eddington joined BA as Chief Executive. He was previously Managing Directory of Cathay Pacific and Executive Chairman of Ansett, an Australian airline. Eddington’s immediate actions were designed to restore profitability to BA’s operations – and to restore the Union Flag to BA’s planes! He set about reducing the fleet, moving to smaller aircraft, cutting clearly unprofitable routes. He also targeted â€Å"high-yield† customers, the traditional mainstay segment for BA. Matching supply with demand was the overall concern, to restore positive cash flow. Strategically, BA’s longtime search for a merger partner was resumed. A link with American Airlines, the first choice partner, was out of the question after US regulatory authorities squashed the idea. A proposed merger with KLM, the Dutch flag carrier, was discussed in some depth, but that foundered on doubts over the long-term financial benefits, and arguments over the relative shares each airline would have in the merged company. Low-Cost Airlines. Meanwhile, the airline industry was undergoing a seismic shift with the rise of low-cost â€Å"no frills† airlines. Ryanair and easyJet had, at first, demonstrated the existence of a new market for cheap airline travel which had not been tapped by traditional airlines. But then they began to expand and to compete for passengers that normally would have gone to BA – even business class customers couldn’t see the reason â€Å"to pay  £100 for breakfast† (the difference in price between BA and easyJet between London and Edinburgh.) BA’s response (under Bob Ayling) was to form GO as a direct response to the no-frills competitor. Operating out of Stansted airport, GO was operated entirely separately from BA, so none of the high-cost culture was inherited. Launched in the face of vociferous opposition from easyJet, GO nevertheless established itself in the market – though at what cost, no-one could guess. Rod Eddington soon decided that his focus on premium customers made GO’s operations inconsistent with that of BA as a whole. GO was sold in May 2001 for  £100m to 3i, a UK venture capital and private equity group. GO was subsequently sold on to easy Jet for 375m. However, the driving of aggressive strategies from budget airlines is still forcing flag-carriers to re-assess their business models. The Outcome. For the year ended March 2001, Eddington’s steps had yielded a quadrupling of operating profits. Market share on key routes had been lost as cuts in fleet and routes bit, but BA believed it had lost customers who paid deeply-discounted fares. BA continued its vigorous pursuit of high-yield passengers. September 11th. So, all seemed to be going well. The brand was being restored, financial performance was improving and the only real problem was lack of progress on forming a partnership with a US carrier, prevented by the regulators. Then came September 11th, and the airline market fell apart. The consequences were swift – passenger numbers fell 28%, US airports were closed for a week, Swissair, Sabena, US Airlines and nearly, Aer Lingus, went bust. Alitalia lost 570m, Lufthansa 400m. Altogether the industry lost 7bn and shed 120,000 jobs – 13,000 at BA – and passenger numbers are still running at 13% below normal on transatlantic routes. In contrast, passenger numbers and financial results at low-cost carriers – easyJet and Ryanair – were rising impressively. Then came Sars, the Iraq war and the continuing sluggishness of the world economy, all deeply damaging to passenger numbers. Strategy at BA was thrown into disarray. Current Strategy. With the travel market is still subject to â€Å"global economic and political uncertainty†, BA has repeated its forecasts for lower revenues. However, the â€Å"fundamentals of this business are stronger than they have been for four or five years† John Rishton, Finance Director, says BA is generating cash, and is conserving that cash. (FT and D.Tel. 6.11.02). The operational imperatives to cope with the turbulent environment are expressed in BA’s â€Å"Future Size and Shape† initiative which is intended to: – Achieve significant cost reductions. Originally targeted at 650m, the cost savings are now expected to save an annualised  £1.1bn over 3 years (FT 19.3.03). Simplified operations and minimal overheads is the aim. – Cut capacity, to match supply of aircraft and flights to the reduced demand. – Cut staffing levels. A further 3,000 job cuts planned for March 2004 have been brought forward to September 2003. – Change BA’s business model. Aware that no-frills competition is not going to go away, but that BA possesses a positive service heritage, BA wants to create an offering that combines the best bits of BA and the no-frills model. Martin George, BA’s director of marketing and commercial development, explains â€Å"our customers like the BA product – convenient airports, high frequency, good level of service – but want it at the right price, and that’s what we’ll give them. It’s about changing our business model to allow us to compete profitably† (Management Today, September 2000). – Rationalise BA’s internal UK and short-haul business – CitiExpress has been formed from the activities of subsidiaries Brymon, BRAL, Manx and BA Regional. To stem heavy losses on this short-haul network, some rationalisation has been done – it has pulled out of Cardiff and Leeds-Bradford airports, and will cut its current fleet from 82 to 50 all-jet planes by end-2005. However, it is expanding operations from Manchester, and from London City airport to Paris and Frankfurt. (FT 18.12.02). It is recognised that BA started to take the bitter medicine of cost cuts and restructuring earlier and in bigger doses than rivals in Europe and North America, and that Rod Eddington has pushed through changes that were long overdue. But is this enough? – can BA wrest back the short haul market from easyJet and Ryanair, while maintaining its position in the longhaul market†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Strike! In July 2003, just at the start of the busy holiday season, BA was hit by an unofficial strike by Heathrow check-in and sales staff who were objecting to a hasty introduction of a swipe-card automatic clocking system. 500 flights were cancelled, affecting 100,000 passengers. The damage to BA’s service reputation was enormous. Both management and union leaders were taken by surprise, and it brought to a head the existence of restrictive practices going back 40 or 50 years which both sides have to confront. Performance. Results for the year ending 31st March 2003 showed a pretax profit of 135 on turnover down 7.8% to  £7.69bn, up from a loss of 335 in the year to March 2002. The results included a charge of 84m for the planned ending of Concorde flights in October, and a fourth-quarter loss (January to March) of 200m. These positive results were entirely down to cost reduction. No  dividend was paid – a consequence of the need to conserve cash. Operating margin at 3.8% is way below Eddington’s target of 10%. (D.Tel, 20.5.03, FT, 21.5.03). In the first quarter of the 2003-04 year, a pretax loss of  £45m was incurred – the effect of the Heathrow strike was put at 30-40m. The business environment. However, Rod Eddington sees the furure business environment as very hard to read, but expects it to get tougher. 2003-04 was meant, according to analysts, to be BA’s year of recovery, but it is not now expected to happen. (DTel, 11.2.03) A critical development is the start of talks between the EU and the USA to dismantle the web of regulations that have controlled the development of international aviation since the mid-1940’s. Eddington, as chairman of the Association of European Airlines, insists that truly global airlines are impossible in the current regulatory environment. â€Å"If it were left to the market, international airlines would undoubtedly follow in the footsteps of other industries and would seek the benefits of scale and scope that are currently denied them. A truly global airline†¦..would be free to operate wherever its customers demanded, free to grow organically or through acquisition and free to charge whatever the market would bear.† These talks are likely to be very long. However, it potentially offers the opportunity for an opening of the two biggest airline markets and lead to substantial consolidation of participants. (FT, 29.9.03). The takeover of KLM, the Dutch flag carrier, by Air France, may be the precursor to the consolidation expected. BA sees no threat from what is now Europe’s largest airline. D.Tel, 1.01.03).

She Dwelt Among Untrodden Ways

The poem She Dwelt Among the Untrodden Ways use the elements of theme, metaphors, and persona to draw the attention of the reader. They also show the intent and feelings that the author wanted to show in his writings. It was written by William Wordsworth who has been known for his style of romance and nature. â€Å"For Wordsworth, passion in poetry is not merely the subject of a poem but also the means of its expression and its resultant effect† (Robinson, 2010, Para 1).Each one contributes to the other to form a very sentimental and romantic style of poetry. The theme of this poem is about the love for a woman that he never pursued. He speaks highly of this woman for her beauty, and how she stood out from all others. He also never really speaks about ever being with her or even talking to her. In the last four lines he speaks of her death and how she was unknown to many. This leads to believe that no one would miss her as much as he would.I do not think it is so much lust as it was admiration for this unrecognized beauty, so he admired a beautiful woman that he never actually pursues until it was too late. The theme sets the mood for whom and what he is writing about when reading the poem. If this theme is taken into perspective while reading it; the reader can see this secret admirer. The reader, per say, could imagine a man who passes by daily seeing this poor maid or farm girl, who know one really acknowledges, and sees the beauty in her. But before he can pursue her it is too late, she has already passed away.

Marketing Strategies for the New Economy Essay

Past paper: Discuss the advantages and disadvantages of the new economy for marketers (60%). How might companies develop a new economy strategy for their products or services (40%)? Illustrate your answer with examples. * Does every company need a new-economy strategy * Definition: new economy means the industries that stimulate the development or play an important role in electronic commerce and the internet, market computer hardware and software, and provide any of growing arrays of telecommunications services. E.g. dot-com retailers—Amazon, web portals—Google and Yahoo! * The growing adoption of new-economy technologies in consumer and commercial sectors illustrates the importance of an internet strategy. E.g. high-speed broadband connection is revolutionizing the possibilities of what the internet can offer, in U.S. 2010, more than 70% households wanted to be broadband connected, compared to 31% in 2004. * The growing market acceptance of the internet and other new-economy technologies and the inherent advantages that they bring suggest that nearly every company needs to examine how it will be affected by and can take advantage of these new technologies. * Forms of e-commerce: B2B (Cisco) C2B (Priceline/ www.elance.com) B2C (Amazon) C2C(eBay) * E business models: Bricks and Mortar only; Bricks and back up clicks; Bricks and clicks and clicks only. * Threats or opportunities? (seven attractive elements) 1) The syndication of information (lies at the heart of e-commerce business models) * Syndication involves the sales of the same good (information good) to many customers, who may then combine it with information from other sources and distribute it. * Why syndication is important: a) Syndication delivers informational goods, variable cost of which is zero. b) Syndication process can be automated and digitized, enabling syndicated networks to be created, expanded, and flexibly adapted far more quickly than physical goods. * Syndication via the internet opens up endless opportunities for markets, replacing scarcity with abundance,  processing the information timely and can be distributed everywhere. * However, companies should identify and occupy the most important niches in syndication networks, which can maximize the number and strength of links to other companies and customers. 2) Increasing returns to scale of network products * Positive network effect (network externality): the characteristic of informational networks—a product becomes more valuable as the number of users increases. * Companies that can identify and exploit opportunities where they benefit from the increasing returns to scale that result from positive network effects can sometimes grow quickly on relatively modest capital investment. * Though some companies received lofty valuations, most are struggling to find a business model that actually makes any money. 3) The ability to efficiently personalize * Rules-based personalization: collaborative filtering is one way of personalizing a market offering to each customer, when formal rules can be identifies in the way customer behave, it is done. 4) customize market offerings * Customization technique: is user-driven instead of marketer-driven, allowing users to specify the nature of what is offered to them. * Personalization and customization can be help build customer loyalty and make it less likely that customers may switch to other suppliers. 5) Disintermediation and restructuring of distribution channels * The internet makes the distribution channels possible for marketers to reach customers directly, without expenses or complication of distribution channels (disintermediation). * Those who consider disintermediation their channels and selling direct must determine how they will perform these functions and must evaluate whether doing so is more effective and efficient than using intermediaries. * Web-based disintermediation has grown to fill new needs. E.g. eBay→ creates new type of intermediary, the consignment seller. * Other new intermediaries: aggregators and affiliate schemes. E.g. Kayak.com, a travel aggregator (seems like æ  ºÃ§ ¨â€¹Ã§ ½â€˜Ã¯ ¼Å'assist customers in finding the best deal among hundreds of sites.) The aggregator sites can  focus on improving the technologies that allow customers to find exactly what they want, and publishers can specialize in promotion and attracting customers, since they are not involved in managing the product that the customer is actually buying. 6) Global reach, round-the-clock access * Global reach, making them available 24 hours per day, providing instantaneous delivery. E.g. EasyJet airline, sells low price tickets of flight, allowing customers from different continent confirm the deal instantly at any time. With mobile telephony and GPS technologies develop, such deals can be done via mobiles. 7) The threats of new-economy and defenses * Raise complex ethical issues and present potentially significant threats * For most products, price usually is not far from variable cost in the long run, syndication implies that the variable of delivery of informational goods approach zero, then what about the price, how do the producers make money? * There are few barriers to entry and many internet strategies are easily imitated. * Privacy and security issues. * Two best defenses against these advantages: one is through the patent and copyright system. The other one is through versioning. Shapiro and Varian argue that even for information products whose variable costs are zero, the value of information to different kinds of customers is likely to vary substantially. * Versioning dimensions: time, convenience, comprehensiveness, manipulation, community and support * Skills in market segmentation and targeting, differentiation and positioning are needed to enable marketers to best take advantages of new-economy technologies and mitigate their disadvantages. * Developing a new-economy strategy: a decision framework * Steps for building marketing strategies for new-economy * Assess the nature of environment * Audit environmental influences (using PEST) * Identify competitive position (strengths and weaknesses via a vis competitors and customers) * Identify key opportunities and threats * Strategic position * Marketing segmentation, targeting and positioning * Identify bases for segmenting the market * Develop profiles of resulting segments * Develop measures of segment attractiveness * Select target markets * Developing positioning for each target segment * Develop marketing mix for each target segment * Marketing applications for new-economy tools * A six-stage consumer experience process: a) Consumer insights: consumer provides information about their need to sellers, which permits producers to develop goods and services intended to meet the customers’ needs. b) Promotion and brand building: information about the new product flows to customers to inform and encourage them to buy c) Transaction: requires that information about pricing, terms, delivery flows both ways. d) Product delivery e) Customer support or service: in which case additional information may flow in either direction or additional goods and services may flow to the customers. f) Return, dispose: the customer may need to return or discontinue use of the good and service. * Impact of e-marketing on marketing strategy * Power shift in supply chain (producers and retailers→ consumers) * More comparative information available to consumers. E.g. Amazon.com → leads to higher purchasing power * Increase nature and scope of competition in many industries * Impact of e-marketing on offerings * Atom based: Still a physical product that needs to be shipped. * Bit based: Digital data or information in electronic form. E.g. MP3 Implications: Online customer has greater information, wider search, online recommendations and price comparisons; competitive strategy must seek to avoid price competition and use web to augment the offering * Developing strategies to serve new-economy markets * What might tomorrow’s entrepreneurs do to craft marketing strategies to  serve new-economy markets? a) Would-be internet entrepreneurs should consider the various ways in which revenue can be generated on the web or in other new-economy settings. Understanding one’s revenue model and being willing to change it as market and technological conditions warrant are essential. b) Entrepreneurs must ask not what can I sell but what do new-economy customers and markets need, and how and where do new-economy consumers want to consume what I have to offer. c) Would-be entrepreneurs must realize that barriers to entry are incredibly low in the new economy. Conclusion: execution is key and understanding customers and the markets they make up, understanding industries and the competitors that daily do battle in them, and developing marketing programs that can establish and maintain sustainable competitive advantage.