9/11 Informative Speech

SAMPLE SPEECH OUTLINE INTRODUCTION Attention Getter: How many of you still remember September 11, 2001? Connect/Relate with the Audience: Many of us were around the age of 9 or 10 when these attacks occurred and didn't have a clue of what was going on. We just knew it wasn't normal. Thesis: The World Trade Center attacks were part of a strategic plan of a terrorist group al-Qaeda. And I will be mapping out the attacks as they unfolded. Preview of Main Points: Four planes were hijacked, each intended for different targets.According to the New York Times, the flights that were hijacked included AA Flight 11, UA Flight 175, AA Flight 77, and UA Flight 93. (Schmemann A1) Transition to Body: These attacks have proven that evil still exists in this world but even after such a loss, our nation still stands strong. BODY (2-5 MAIN POINTS) I. First Main Point: American Airlines flight 11 was the first plane to hit. a. First Sub-point: Intended flight was from Boston, Massachusetts to Los Angel es, California. (Schmemann A1) i. Also read: Informative Essay About AfricaSupport : It carried 87 passengers plus the hijackers. ii. Support : Three people were injured and 1 was killed when the hijacking took place. b. Second Sub-point: Flight 11 hit the WTC north building at approximately 8:46 AM. iii. Support : Many believed this crash was not on purpose but was because of the jet failing. iv. Support: At 10:28 AM the building collapsed due to structural failure. c. Transition: None of us didn't expect three more planes headed for destruction. II. Second Main Point: United Airlines Flight 175 was the second plane to be hijacked. . First Sub-point: This planes intended path was also from Boston, Massachusetts to Los Angeles, California. (Schmemann A1) v. Support : This flight carried 60 passengers plus the few hijackers onboard. vi. Support : Fifteen minutes after Flight 11 collided with the North tower, Flight 175 crashed into the South tower at 9:01 AM. (Wood 1) e. Second Sub-point: This impact was the one many of us saw on live TV. vii. Support : This flight came crashed into the South tower at almost 600 miles per hour. viii.Support: It caused the south tower to collapse before the north tower at approximately 9:59 AM. (Wood 1) f. Transition: The other two planes which were intended for a crash landing were not bound for New York. One successfully reached its target, while another was stopped in its tracks. III. Third Main Point: According to The final two planes which were American Airlines flight 77 and United Airlines flight 93 were all headed to the Washington D. C. area. g. First Sub-point: According to James Harris, Author, Flight 77 was intended to collide into the Pentagon in Arlington, Virginia. x. Support : The flight carried 59 people plus the hijackers. x. Support : Impact was determined at approximately 9:37 AM. (Harris 189) h. Second Sub-point: Flight 93 carried a significant story behind its hijacking. xi. Support : Evan Thomas states that It departed from Newark, New Jers ey and planned to land in San Francisco. The hijackers intended to crash the plane in the final target of their scheme which was the White House. xii. Support: When the passengers onboard knew of the three hijackings.They teamed up in an effort to regain control of the plane and attempt to bring it to safety. xiii. Support: After fighting their way into the flight deck, the few passengers attempted to grab hold of the steering column. However, with the struggle between them and the hijackers, the airplane crash landed near Shanksville, Pennsylvania. xiv. Support: All onboard the plane were instantly killed, however those onboard are considered heroes for their effort in not only defending themselves, but the country. (Evans 54) CONCLUSIONSummary of Main Points: That Tuesday on September 11, 2001. The nation had suffered a severe loss totaling around 3000 deaths in this attack. Three out of the 4 planes made it to their intended targets. But United 93 veered the hijackers into an ope n field. I consider not only those involved with the rescue, but those who were killed as heroes. Clincher: These attacks did cause pain and sorrow. And has placed something unforgettable in our minds. However, we as a nation have come together and become stronger as a whole. Works Cited Evans, Thomas. The Real Story Of Flight 93. † Newsweek 138. 23 (2001): 54. Academic Search Premier. Web. 30 Sept. 2012. Harris, James. â€Å"September 11, 2001, Airliner Crash Into The Pentagon. † Journal Of Performance Of Constructed Facilities 19. 3 (2005): 189-196. Academic Search Premier. Web. 29 Sept. 2012. Schmemann, Serge. â€Å"U. S. ATTACKED; President Vows to Exact Punishment for ‘Evil'. † New York Times 12 Sept. 2001, Late ed. : A1. Print. Wood, Daniel. â€Å"The Nation Reels. † Christian Science Monitor 12 Sept. 2001: 1. Academic Search Premier. Web. 30 Sept. 2012.

The Body Shop

The Body Shop Table of contents Introduction  :2 Section A3 A comprehensive strategic analysis of the industry  :3 Question 13 1)The external strategic analysis of The Body Shop3 1. 1 ° Synopsis of the beauty industry: Macroenvironement and trends3 1. 2 ° The competition: immediate industry and competitive environment5 1. 3 °The key success factors of the beauty industry and The Body Shop7 1. 4) The SW(OT) analysis of The Body Shop8 Question 2:8 Applicability and effectiveness of new CEO Patrick Gournay’s strategies8SECTION B10 Question 3:10 Vision and Mission10 Question 4:11 Financial and strategic objectives:11 Question 5:12 Corporate and business strategies12 Question 615 Balanced scorecard for The Body Shop15 References Introduction The cosmetic industry is one of the biggest industries in the world. The worldwide annual expenditures for cosmetics is estimated at U. S. $18 billion. There is a strong competition in this industry all over the world. To compete and obtain a competitive advantage, companies have to invest a lot.They always have to innovate, to invest in advertising campaign in order to be known and to be successful. The Body Shop decided to be different, their products are natural, it is an ethical organisation, associated with environmental friendliness. But how The Body Shop takes part in the cosmetic industry? What are their vision and mission and what strategic directions should be recommended to the Body Shop in order to perform successfully in this industry? Section A A comprehensive strategic analysis of the industry Question 1The cosmetic industry is a very aggressive and challenging market, in order to be more competitive and to gain market shares and customer loyalty, companies as The Body Shop have to understand their environment. After analysing the external environment (major trends of the industry, competitors and driving forces), the key success factors as well as the strategic issues will be evaluate, in order t o provide a SWOT analysis. 1) The external strategic analysis of The Body Shop 1. 1 ° Synopsis of the beauty industry: Macroenvironement and trendsThe PEST model in as interesting tool to understand and study all the components and trends that affect the beauty industry. This environment analysis permits us to understand the strategy of beauty brands as The Body Shop. To identify the importance of each components of the industry, it is necessary to quantify them. In the last column, O will represents â€Å"opportunity† however T will represent â€Å"threats†. Moreover, a number will be associated to see the impact of each element. PESTE model for the Body Shop |Importance of the regulations concerning the launching of new |T 5 | |Political environment (legislation and |products in the markets: (allergies†¦) | | |regulations) | | | | | | | | | | | | |Globalisation (driving force) |T8 | | | | | | |Strong local and foreign competition |T9 | | | | | | |Increas e in prices | | | | |T6 | |Economic and international environments |Increase in the budget bound for beauty | | |(general economic conditions) | |O6 | | |Cosmetic industry: huge market | | | | | | |Alliance groups in the cosmetic industry to attract new customers |O8 | | |(driving force) | | | | |O7 | |Societal environement (societal values and |Growth of the free time: importance to take care of our body and |O6 | |lifestyles) |beauty | | | | | | | |Importance of well being | | | | |O8 | | |Importance of the beauty (driving force) | | | | |O8 | | |Be young and stay young | | | | |O8 | | |Ageing of the population (segmentation of products) (driving force) | | | | |O7 | | |New market for men (new products.. ) (driving force) | | | | | | | |Companies and customers have more and more social responsibility |O8 | | | | | | Different needs and preferences according to the countries and the | | | |skin differences |O7 | |Societal environement (societal values and | | | |lifesty les) |Important demand variations and fashion effects in terms of |O6 | | |cosmetics | | | | | | | |Growth of the worldwide market of cosmetics (driving force) | | | | |O6 | | | | | | | | | | | | | | | |T8 | | | | | | | | | | | | | | | |O7 | | | | | | |Use of internet to buy products (driving force) |O6 | | | | | | Rapid innovation (waterproof †¦) (driving force) | | | | |T7 | | |Need of strong technological capabilities | | |Technological environment | | | | |Strong marketing innovation (driving force) |T7 | | | | | | | | | | | |T8 | | | | | | |Respect the environment |O10 | | | | | |Environmental aspects |Sustainable development |O10 | | | | | | |Fair trade |O8 | | | | | | |Bio market and products (driving force) |O9 | | | | | |Environmental aspects |Ecology | | | | |O8 | After this analyse of the trends, components and driving forces of the industry, it is interesting to see the place of the competitors in the industry. 1. 2 ° the competition: imme diate industry and competitive environment In order to understand the dynamism of The Body Shop, we have to understand the competitive structure of the cosmetic industry.The â€Å"competitive structure† of this market and the â€Å"critical rules of the game set by the industry† can be explained by using the â€Å"Porter’s model of competitive forces† in the cosmetic market. The Porter’s model is composed by five forces, the nature and strengths of the competitive pressures associated with these five forces have to be examined force by force to identify the specific competitive pressure which each comprises and to decide whether these pressure constitute a strong or weak competitive force. (Hough, J et al: 2008:101). It permits us to establish how important the market is to current and potential competition. Porter ‘s model of competitive forces in the beauty market [pic] These forces are explicated in this table: |- High local and internati onal competition | | | | | |- The Body Shop has to face the direct competition in the domestic and international markets | | | | | |- Face the numerous cheaper competitors | | | |Rivalry competition |- Lots of competitors as: supermarket, beauty institutes, hair dresser, perfumery †¦ | | | | |HIGH |- Big brands with strong image: Dior, Yves St Laurent, Estee Lauder †¦ | | | | | | | | | | | | | |Rivalry competition | | | | | |HIGH | | | |- Too much brands | | | | | |- Too difficult to obtain a brand image and customer loyalty | |Threats of new entrants | | |LOW |- Numerous regulations | | |- There are not really substitutes products but there are lots of others brands.. | | | | | |- The substitutes products will be : | |Threat of substitute products | | |HIGH |- Cheaper products, no name brands | | | | |- Products tested on animals | | | | | |- Non natural products | | | | | |- Imitative products | | | | |Bargaining power of suppliers |Their impacts ar e not too big | |MEDIUM | | | |- High expectation in terms of quality and services | |Bargaining power of buyers | | |HIGH |- New generation with internet, buyers can compare prices | After this analysis, we can follow with the key success factors of The Body Shop. 1. 3 °the key success factors of the beauty industry and The Body Shop â€Å"Key success factors are the products attributes, competencies, competitive capabilities, and market achievements with the greatest impact on future competitive success in the marketplace. † (Hough, J et al: 2008: 97) In order to succeed and to be competitive, The Body Shop has to manage key success factors. So we can say that cosmetics brands have: – To be innovative and to propose new products – To obtain global distribution capabilities To have strong e-commerce capabilities (friendly website†¦) and the possibility to buy online products – To have an excellent and famous branding image: customers could iden tify them to the brand and its values. – To be different – To maintain high level of quality and services in order to improve customer satisfaction and loyalty In the next part, we can realise a SWOT analysis to evaluate if The Body Shop meets these key success factors. 1. 4) The SW (OT) analysis of The Body Shop The SWOT analysis provides an overview of the firm’s situation and it is an essential component of crafting a strategy tightly matched to the company’s situation. (Hough, J et al: 2008: 138).The SWOT analysis is composed by the strength, weaknesses, opportunities and threats. We have already done the opportunities and threats in the macroenvironment analysis that is why we just evaluate here the strengths and weaknesses of The Body Shop (internal environment). | | | |STRENGHTS |WEAKNESSES | | | | |Global business Lack of new products | | | | |Ethical business |To slow to get new market share | | | | |High social responsibility |Stores to o old, need a new design | | | | |Respect of human rights |Unpopularity of the Body Shop in the city and in the business | | |community | |Present all over the world (in 47 countries) | | | |Lack of enthusiasm | |Anti animal testing practices | | | |Failure in different countries: ex France, USA.. |Good manufacturing and wholesale | | | |Big problems with franchises | |Reorganisation to the firm to a management group | | | |Lack of adaptation to the needs and preferences of overseas markets | |Importance of the environmental friendliness |(ex: USA) | | | | |Strong corporate culture in the firm ( involvement of the staffs in |Not a strong retailer | |the campaigns) | | |Important financial losses | |Products naturally made | | | |Products and concepts easily imitated | |Uniqueness of the products in term of its packaging | | | |Too much importance in launching environmental projects and too less| |Strong identity |in running business | | | | |Different suppliers from different ethnics and groups |Followers in cutting prices | | | | |A.Roddick: ethical and strong leader |Prices more expensive than the other competitors | | | | |Importance of staff selection |Lack of advertising | Question 2 Applicability and effectiveness of new CEO Patrick Gournay’s strategies P. Gournay was a business man with experiences. He wanted to create a new strategy for The Body Shop in order to be a unique brand, different to the others. This strategy was focus on different point: – Be faster to launch new products (less than one year). – Redesign the stores to satisfy the customers and to improve the brand’ image. – Cut the number of products by 25%, to be focus on â€Å"heritage† products. – Acquisition with Cosmo Trading for ? 7 million to have more control on European operations – Restructuration New products with a strong Body Shop’ identity: Hemp, differentiated products – New leaders hip – Reclarify the mission and vision of the company: be a strong retailer – Outsource manufacturing and find manufacturing partners in each region – Cut administration costs – Decentralization in 4 main regions – Focus on customer satisfaction Even if some problems were still present in UK and USA, and if some periods were more critical than the others as Christmas for example, the P. Gournay’s 2000 strategy was a new life for The Body Shop. After some mistakes due to bad choices and a lack of experience in the cosmetic industry P. Gournay planed a real revolution in The Body Shop organisation.In a result of this revolution, profits rose by ? 9 million to ? 271 million compared with the same period in 1999 and most of his objectives were achieved. These elements show a very good execution of his strategy. It is always easier to plan a strategy but the implementation of it relieve to strong efforts in leadership and management. The organisa tional changes that is to say the restructuration as well as the decentralization of the company were very good strategic changes. It permits to share the responsibilities and to involve more the employees in this new strategy. P. Gourmay is a strong leader, he had the capacity to believe in The Body Shop future and to be fast to react.It understood the needs of the markets in creating new products as well as new services as home selling. He also wanted to be more customer oriented, improving the brand image thanks to the redesign of the shops and developing marketing tools as customer loyalty program in UK. Even if his lack of experience in the beauty industry was claimed, he was able to refocus the company to be a strong retailer. The results of his strategy have been done by better profits, share value and sales. Gourmay looks to be a good communicant, he explained numerous times his choices and the aim of his strategy, this step is important to create a strategy-supportive cultu re.The applicability and effectiveness of his strategy have been recognized by analysts, by the business community but also by all the company. Section B Question 3 Vision and Mission †¢ A mission statement focuses on current business activities — â€Å"who we are and what we do† The Body Shop is a global business, based on ethics, his products are known and famous for their naturally and because they are not tested on animals. The Body Shop is an organization with strong values and identity. The Body Shop was one of the first organization focuses on social responsibility and fair trade. The Body Shop offers natural cosmetics and personal care products. They have services as home selling and massages in their shops.With ageing of population and the importance of well being nowadays, customers have strong expectations in terms of quality and excellence. The sustainable development is a recent value in our society and customers expect companies as The Body Shop to r espect it. The Body Shop is a good retailer; it has manufacturing partners in each of his four region area. This organization has the capacity to create new 100% natural products and to be involved in social causes. †¢ A strategic vision concerns a firm’s future business path — â€Å"where we are going† The Body Shop should gain market share and extend his leadership position in the cosmetic industry worldwide. They should be more famous and extend their brand awareness all over the world.The Body Shop will follow with his ethical values and develop new products and services in order to be more competitive. In other words, The Body Shop has to create new opportunities to leverage their brand globally. To achieve these goals, The Body Shop has to pursue and to improve the broader corporate goals of profitable growth and continuous improvement. The Body Shop should: – Achieve world-class performance by attaining a strong competitive position in target markets. – Exceed customer expectations for quality and value. – Earn in excess of the cost of capital over a business cycle. These elements can be reaching thanks to: – The distinguished brand The heritage of integrity and teamwork. – The advanced skills – The special relationships that have long existed between the company and the employees, customers, dealers and other business partners around the world The Body Shop has to pursue his natural products based more on well being than beauty. They have to follow their politics about ethics and fair trade and stay oriented by the environmental friendliness. The Body Shop has to be focus on customer satisfaction. The management has to be more profits oriented and be more aggressive in order to survive. †¢ Types of business , the body shop should be in: The Body Shop should open his shops to new customers.Nowadays there is a new market with men and old people. They should segment their products an d adapt them to new consumers’ needs and expectations. They also should create and develop a friendly website where customers could see all of their range of products and buy them online. Question 4: Financial and strategic objectives: Financial objectives: Outcomes focused on improving financial performance ? Achieve revenue growth of 10% per year This objective is important and it is achievable. Indeed, thanks to P. Gourmay they have reached very good performances in term of profits and sales. This objective will be the consequences of the new strategy implementation.It also will be the results of a better customer satisfaction and brand awareness. This objective can be reach thanks to an internal growth as I said before but also thanks to an external growth. It will be interesting for The Body Shop to realize alliances with big actors of the cosmetic industry. ? Increase net profit margins from 2% to 4% As we can see in The Body Shop case, that during Christmas period they have interesting margins. This objective can be the results of scale economies, and costs reductions. Strategic objectives; Outcomes focused on improving long-term, competitive business position. Different strategic objectives could be developed: ? Have more attractive products than rivals Be more focus on customer satisfaction ? Gain customer loyalty ? be more innovative ? Gain recognition as a leader in natural products We are going to focus on 2 main objectives: ? be more focus on customer satisfaction This element is key point to ensure the future of the Body Shop, they have to be more customer oriented, to understand their needs and expectations. If customers are satisfied and feel considered, they will be naturally more loyal. As we know, a loyal customer is cheaper than a new customer. Different tools will be developed in the new strategy in order to reach this objective. Moreover, The Body Shop will have a new strategy to obtain new customers. Gain recognition as a leader i n natural products The core competency of The Body Shop is his capacity to create natural products. To gain market share, they should use this element and work on it in order to be recognize as a leader in the natural cosmetics industry. This element will give to the Body Shop an excellent and famous branding image. The Body Shop will have an image of â€Å"specific† companies, with strong skills and know-how. Question 5 Corporate and business strategies In order to reach the financial and strategic objectives gave above, The Body Shop has to realise some actions to be more and more competitive during the five next years: The Body Shop has to follow his strategy of differentiation by launching natural Products with elements from all over the world. â€Å"The essence of a broad differentiation strategy is to be unique in ways that are valuable to a wide range of customers. † (Hough, J et al: 2008: 152) To be very effective, The Body Shop has to study consumers ‘ne eds and behaviours to understand what they consider important, what they think has value and what they are willing to pay for. This buyers study will help them to create new products and services perfectly adapted to consumers’ expectations. It they follow this strategy and tried to be totally different, the consumers will accept to paid more and will be able to identify them to the brand.This strategy needs also to have a strong corporate culture based on innovation, the human resources have a strategic role, they have to recruit creative employees. The employees have also to be trained in order to be innovative and creative. – Have a bigger brand awareness is necessary for the Body Shop. That is why they have to invest more in marketing. They already have a strong identity but they have to diffuse it thanks to new media opportunities. The communication is an important element, more advertising campaign will add value and increase brand awareness. A powerful world adv ertising campaign will be interesting. As the Body Shop is a brand with strong values and politics, they should realise a different campaign as â€Å"Benetton† has done few years ago.In this campaign, they have to be different and to communicate about their natural products, that is to say their specific skills, their high quality and excellence. The campaign will be a â€Å"paper† campaign or a TV one, if the budget allows these expenditures. – As I said before, The Body Shop has to be customer oriented. They should realise a friendly website where customers will be able to see their range of products and services and where they would be able to buy online products. It will permit to customers to have good references and to be easily found on the world wide web. The website will permits to the organization to be more attractive and to attract a maximum of internet users. The organization should develop his customer loyalty programs all over the world. People li ke to be considerate as a specific customer and expect to have a â€Å"specific treatment†. The loyalty card encourages consumers to be loyal in order to receive presents and special offers. – They also could extend their services: Selling at home should be proposed in numerous countries. Customers love being the main interest of the companies. With this service they feel caring and have the feeling to have customized services. We have also seen that additional services as massages have increase the sales. People after having a nice moment want to buy the products used during this time.The Body Shop should propose services as sauna and hammam for example. – The Body Shop should not stay a niche market. The new trends and lifestyles give them big opportunities. They should realise a segmentation of their products that is to say they should have specific products for men and old people for example. They have to innovate and to adapt them to the changes. – T he Body Shop is already a global company but they should be present in other market as India, an emerging market. The beauty is an important value on this country, and the Indian beauty is known all over the world thanks to L’Oreal’s muse. This new market can ensure new sales and market shares, it is a new opportunity. The Body Shop should adopt a more aggressive strategy; the competition should not be underestimating. The company has to be more profit oriented. To reach their objectives, they can realise some alliance with a big brand as L’Oreal. Indeed, this alliance will permit them to shares their resources and capabilities in technology and innovation for example. It will help them to realise new products. – The creation of new products will also be strategic elements in specific period as Christmas. The Body Shop should realise limited products to give exclusivity to some customers. With specific range of products for this specific period, The Body Shop will improve his differentiation.All these changes require strong involvement of the management and employees, The Body Shop has to be more reactive, and they have to adapt them of their environment: lifestyles etc. As Gourmay done, the company has to change its structure when it is not adapted in order to be profitable and to promote innovation in the company. The culture has to be supportive and be oriented on differentiation and creativity. The resources are necessary to invest on an advertising campaign for example, but these marketing tools can lead to an increase on sales, market share and profitability. The company has to think regionally and globally in order to be present in new market as emerging market.The control is an important step, it is important to evaluate the actions done and to learn from the mistakes. The evaluation permits to have a continuous improvement, The Body Shop should be more control oriented. Question 6 Balanced scorecard for The Body Shop |THE B ODY SHOP | |HEAD OFFICE | |MAIN OBJECTIVE: | |Increase their market share all over the world, be a leader in natural products and have a better brand awareness | FINANCIAL |CUSTOMERS |INTERNAL |LEARNING AND GROWTH | | | | | | |- Refocus on retailing |- Increase their satisfaction |- Reinvention of The Body Shop |- Training of employees to be | | | |brand |more creative and innovative | |- New market shares: |- New products and services | | | |Selling in new market: India |(massages.. |- New structure |-Profiling the staff | | | | | | |- Revenue growth of 10% per year |- Better adaptation to each |- New strategy, plans and |- New staff: recruitment | | |countries’ needs and preferences |leadership | | | | | |- Innovative culture | |- Increase of the share price |- Better communication |- Products line and distribution | | | | |channels rationalized | | |- Selling new products |- Customer retention | | | | | |- Decentralization of the | | |-Selling to new consumers |-Customer acquisition |management | | | | | | | |- Alliance with cosmetics |- Redesign the stores, better |- New values: quality and | | |companies: L’OREAL for example |brand image |excellence | | | | | | | | |- More customer information |- Regulatory control | | | | | | | | |- More prominently |- Be a good corporate citizen | | | | | | | | |- More loyalty programs | | | References – Hought, J. Arthur, A. Thompson, Jr. Strickland III, A. J & Gambie, J. E. 2008. Crafting and Executing Strategy. McGraw Hill International Edition. – Piercy, N. The Body Shop. A case for burial or rising from the grave? – The Body Shop values report. 2007. The Body Shop The Body Shop Table of contents Introduction  :2 Section A3 A comprehensive strategic analysis of the industry  :3 Question 13 1)The external strategic analysis of The Body Shop3 1. 1 ° Synopsis of the beauty industry: Macroenvironement and trends3 1. 2 ° The competition: immediate industry and competitive environment5 1. 3 °The key success factors of the beauty industry and The Body Shop7 1. 4) The SW(OT) analysis of The Body Shop8 Question 2:8 Applicability and effectiveness of new CEO Patrick Gournay’s strategies8SECTION B10 Question 3:10 Vision and Mission10 Question 4:11 Financial and strategic objectives:11 Question 5:12 Corporate and business strategies12 Question 615 Balanced scorecard for The Body Shop15 References Introduction The cosmetic industry is one of the biggest industries in the world. The worldwide annual expenditures for cosmetics is estimated at U. S. $18 billion. There is a strong competition in this industry all over the world. To compete and obtain a competitive advantage, companies have to invest a lot.They always have to innovate, to invest in advertising campaign in order to be known and to be successful. The Body Shop decided to be different, their products are natural, it is an ethical organisation, associated with environmental friendliness. But how The Body Shop takes part in the cosmetic industry? What are their vision and mission and what strategic directions should be recommended to the Body Shop in order to perform successfully in this industry? Section A A comprehensive strategic analysis of the industry Question 1The cosmetic industry is a very aggressive and challenging market, in order to be more competitive and to gain market shares and customer loyalty, companies as The Body Shop have to understand their environment. After analysing the external environment (major trends of the industry, competitors and driving forces), the key success factors as well as the strategic issues will be evaluate, in order t o provide a SWOT analysis. 1) The external strategic analysis of The Body Shop 1. 1 ° Synopsis of the beauty industry: Macroenvironement and trendsThe PEST model in as interesting tool to understand and study all the components and trends that affect the beauty industry. This environment analysis permits us to understand the strategy of beauty brands as The Body Shop. To identify the importance of each components of the industry, it is necessary to quantify them. In the last column, O will represents â€Å"opportunity† however T will represent â€Å"threats†. Moreover, a number will be associated to see the impact of each element. PESTE model for the Body Shop |Importance of the regulations concerning the launching of new |T 5 | |Political environment (legislation and |products in the markets: (allergies†¦) | | |regulations) | | | | | | | | | | | | |Globalisation (driving force) |T8 | | | | | | |Strong local and foreign competition |T9 | | | | | | |Increas e in prices | | | | |T6 | |Economic and international environments |Increase in the budget bound for beauty | | |(general economic conditions) | |O6 | | |Cosmetic industry: huge market | | | | | | |Alliance groups in the cosmetic industry to attract new customers |O8 | | |(driving force) | | | | |O7 | |Societal environement (societal values and |Growth of the free time: importance to take care of our body and |O6 | |lifestyles) |beauty | | | | | | | |Importance of well being | | | | |O8 | | |Importance of the beauty (driving force) | | | | |O8 | | |Be young and stay young | | | | |O8 | | |Ageing of the population (segmentation of products) (driving force) | | | | |O7 | | |New market for men (new products.. ) (driving force) | | | | | | | |Companies and customers have more and more social responsibility |O8 | | | | | | Different needs and preferences according to the countries and the | | | |skin differences |O7 | |Societal environement (societal values and | | | |lifesty les) |Important demand variations and fashion effects in terms of |O6 | | |cosmetics | | | | | | | |Growth of the worldwide market of cosmetics (driving force) | | | | |O6 | | | | | | | | | | | | | | | |T8 | | | | | | | | | | | | | | | |O7 | | | | | | |Use of internet to buy products (driving force) |O6 | | | | | | Rapid innovation (waterproof †¦) (driving force) | | | | |T7 | | |Need of strong technological capabilities | | |Technological environment | | | | |Strong marketing innovation (driving force) |T7 | | | | | | | | | | | |T8 | | | | | | |Respect the environment |O10 | | | | | |Environmental aspects |Sustainable development |O10 | | | | | | |Fair trade |O8 | | | | | | |Bio market and products (driving force) |O9 | | | | | |Environmental aspects |Ecology | | | | |O8 | After this analyse of the trends, components and driving forces of the industry, it is interesting to see the place of the competitors in the industry. 1. 2 ° the competition: imme diate industry and competitive environment In order to understand the dynamism of The Body Shop, we have to understand the competitive structure of the cosmetic industry.The â€Å"competitive structure† of this market and the â€Å"critical rules of the game set by the industry† can be explained by using the â€Å"Porter’s model of competitive forces† in the cosmetic market. The Porter’s model is composed by five forces, the nature and strengths of the competitive pressures associated with these five forces have to be examined force by force to identify the specific competitive pressure which each comprises and to decide whether these pressure constitute a strong or weak competitive force. (Hough, J et al: 2008:101). It permits us to establish how important the market is to current and potential competition. Porter ‘s model of competitive forces in the beauty market [pic] These forces are explicated in this table: |- High local and internati onal competition | | | | | |- The Body Shop has to face the direct competition in the domestic and international markets | | | | | |- Face the numerous cheaper competitors | | | |Rivalry competition |- Lots of competitors as: supermarket, beauty institutes, hair dresser, perfumery †¦ | | | | |HIGH |- Big brands with strong image: Dior, Yves St Laurent, Estee Lauder †¦ | | | | | | | | | | | | | |Rivalry competition | | | | | |HIGH | | | |- Too much brands | | | | | |- Too difficult to obtain a brand image and customer loyalty | |Threats of new entrants | | |LOW |- Numerous regulations | | |- There are not really substitutes products but there are lots of others brands.. | | | | | |- The substitutes products will be : | |Threat of substitute products | | |HIGH |- Cheaper products, no name brands | | | | |- Products tested on animals | | | | | |- Non natural products | | | | | |- Imitative products | | | | |Bargaining power of suppliers |Their impacts ar e not too big | |MEDIUM | | | |- High expectation in terms of quality and services | |Bargaining power of buyers | | |HIGH |- New generation with internet, buyers can compare prices | After this analysis, we can follow with the key success factors of The Body Shop. 1. 3 °the key success factors of the beauty industry and The Body Shop â€Å"Key success factors are the products attributes, competencies, competitive capabilities, and market achievements with the greatest impact on future competitive success in the marketplace. † (Hough, J et al: 2008: 97) In order to succeed and to be competitive, The Body Shop has to manage key success factors. So we can say that cosmetics brands have: – To be innovative and to propose new products – To obtain global distribution capabilities To have strong e-commerce capabilities (friendly website†¦) and the possibility to buy online products – To have an excellent and famous branding image: customers could iden tify them to the brand and its values. – To be different – To maintain high level of quality and services in order to improve customer satisfaction and loyalty In the next part, we can realise a SWOT analysis to evaluate if The Body Shop meets these key success factors. 1. 4) The SW (OT) analysis of The Body Shop The SWOT analysis provides an overview of the firm’s situation and it is an essential component of crafting a strategy tightly matched to the company’s situation. (Hough, J et al: 2008: 138).The SWOT analysis is composed by the strength, weaknesses, opportunities and threats. We have already done the opportunities and threats in the macroenvironment analysis that is why we just evaluate here the strengths and weaknesses of The Body Shop (internal environment). | | | |STRENGHTS |WEAKNESSES | | | | |Global business Lack of new products | | | | |Ethical business |To slow to get new market share | | | | |High social responsibility |Stores to o old, need a new design | | | | |Respect of human rights |Unpopularity of the Body Shop in the city and in the business | | |community | |Present all over the world (in 47 countries) | | | |Lack of enthusiasm | |Anti animal testing practices | | | |Failure in different countries: ex France, USA.. |Good manufacturing and wholesale | | | |Big problems with franchises | |Reorganisation to the firm to a management group | | | |Lack of adaptation to the needs and preferences of overseas markets | |Importance of the environmental friendliness |(ex: USA) | | | | |Strong corporate culture in the firm ( involvement of the staffs in |Not a strong retailer | |the campaigns) | | |Important financial losses | |Products naturally made | | | |Products and concepts easily imitated | |Uniqueness of the products in term of its packaging | | | |Too much importance in launching environmental projects and too less| |Strong identity |in running business | | | | |Different suppliers from different ethnics and groups |Followers in cutting prices | | | | |A.Roddick: ethical and strong leader |Prices more expensive than the other competitors | | | | |Importance of staff selection |Lack of advertising | Question 2 Applicability and effectiveness of new CEO Patrick Gournay’s strategies P. Gournay was a business man with experiences. He wanted to create a new strategy for The Body Shop in order to be a unique brand, different to the others. This strategy was focus on different point: – Be faster to launch new products (less than one year). – Redesign the stores to satisfy the customers and to improve the brand’ image. – Cut the number of products by 25%, to be focus on â€Å"heritage† products. – Acquisition with Cosmo Trading for ? 7 million to have more control on European operations – Restructuration New products with a strong Body Shop’ identity: Hemp, differentiated products – New leaders hip – Reclarify the mission and vision of the company: be a strong retailer – Outsource manufacturing and find manufacturing partners in each region – Cut administration costs – Decentralization in 4 main regions – Focus on customer satisfaction Even if some problems were still present in UK and USA, and if some periods were more critical than the others as Christmas for example, the P. Gournay’s 2000 strategy was a new life for The Body Shop. After some mistakes due to bad choices and a lack of experience in the cosmetic industry P. Gournay planed a real revolution in The Body Shop organisation.In a result of this revolution, profits rose by ? 9 million to ? 271 million compared with the same period in 1999 and most of his objectives were achieved. These elements show a very good execution of his strategy. It is always easier to plan a strategy but the implementation of it relieve to strong efforts in leadership and management. The organisa tional changes that is to say the restructuration as well as the decentralization of the company were very good strategic changes. It permits to share the responsibilities and to involve more the employees in this new strategy. P. Gourmay is a strong leader, he had the capacity to believe in The Body Shop future and to be fast to react.It understood the needs of the markets in creating new products as well as new services as home selling. He also wanted to be more customer oriented, improving the brand image thanks to the redesign of the shops and developing marketing tools as customer loyalty program in UK. Even if his lack of experience in the beauty industry was claimed, he was able to refocus the company to be a strong retailer. The results of his strategy have been done by better profits, share value and sales. Gourmay looks to be a good communicant, he explained numerous times his choices and the aim of his strategy, this step is important to create a strategy-supportive cultu re.The applicability and effectiveness of his strategy have been recognized by analysts, by the business community but also by all the company. Section B Question 3 Vision and Mission †¢ A mission statement focuses on current business activities — â€Å"who we are and what we do† The Body Shop is a global business, based on ethics, his products are known and famous for their naturally and because they are not tested on animals. The Body Shop is an organization with strong values and identity. The Body Shop was one of the first organization focuses on social responsibility and fair trade. The Body Shop offers natural cosmetics and personal care products. They have services as home selling and massages in their shops.With ageing of population and the importance of well being nowadays, customers have strong expectations in terms of quality and excellence. The sustainable development is a recent value in our society and customers expect companies as The Body Shop to r espect it. The Body Shop is a good retailer; it has manufacturing partners in each of his four region area. This organization has the capacity to create new 100% natural products and to be involved in social causes. †¢ A strategic vision concerns a firm’s future business path — â€Å"where we are going† The Body Shop should gain market share and extend his leadership position in the cosmetic industry worldwide. They should be more famous and extend their brand awareness all over the world.The Body Shop will follow with his ethical values and develop new products and services in order to be more competitive. In other words, The Body Shop has to create new opportunities to leverage their brand globally. To achieve these goals, The Body Shop has to pursue and to improve the broader corporate goals of profitable growth and continuous improvement. The Body Shop should: – Achieve world-class performance by attaining a strong competitive position in target markets. – Exceed customer expectations for quality and value. – Earn in excess of the cost of capital over a business cycle. These elements can be reaching thanks to: – The distinguished brand The heritage of integrity and teamwork. – The advanced skills – The special relationships that have long existed between the company and the employees, customers, dealers and other business partners around the world The Body Shop has to pursue his natural products based more on well being than beauty. They have to follow their politics about ethics and fair trade and stay oriented by the environmental friendliness. The Body Shop has to be focus on customer satisfaction. The management has to be more profits oriented and be more aggressive in order to survive. †¢ Types of business , the body shop should be in: The Body Shop should open his shops to new customers.Nowadays there is a new market with men and old people. They should segment their products an d adapt them to new consumers’ needs and expectations. They also should create and develop a friendly website where customers could see all of their range of products and buy them online. Question 4: Financial and strategic objectives: Financial objectives: Outcomes focused on improving financial performance ? Achieve revenue growth of 10% per year This objective is important and it is achievable. Indeed, thanks to P. Gourmay they have reached very good performances in term of profits and sales. This objective will be the consequences of the new strategy implementation.It also will be the results of a better customer satisfaction and brand awareness. This objective can be reach thanks to an internal growth as I said before but also thanks to an external growth. It will be interesting for The Body Shop to realize alliances with big actors of the cosmetic industry. ? Increase net profit margins from 2% to 4% As we can see in The Body Shop case, that during Christmas period they have interesting margins. This objective can be the results of scale economies, and costs reductions. Strategic objectives; Outcomes focused on improving long-term, competitive business position. Different strategic objectives could be developed: ? Have more attractive products than rivals Be more focus on customer satisfaction ? Gain customer loyalty ? be more innovative ? Gain recognition as a leader in natural products We are going to focus on 2 main objectives: ? be more focus on customer satisfaction This element is key point to ensure the future of the Body Shop, they have to be more customer oriented, to understand their needs and expectations. If customers are satisfied and feel considered, they will be naturally more loyal. As we know, a loyal customer is cheaper than a new customer. Different tools will be developed in the new strategy in order to reach this objective. Moreover, The Body Shop will have a new strategy to obtain new customers. Gain recognition as a leader i n natural products The core competency of The Body Shop is his capacity to create natural products. To gain market share, they should use this element and work on it in order to be recognize as a leader in the natural cosmetics industry. This element will give to the Body Shop an excellent and famous branding image. The Body Shop will have an image of â€Å"specific† companies, with strong skills and know-how. Question 5 Corporate and business strategies In order to reach the financial and strategic objectives gave above, The Body Shop has to realise some actions to be more and more competitive during the five next years: The Body Shop has to follow his strategy of differentiation by launching natural Products with elements from all over the world. â€Å"The essence of a broad differentiation strategy is to be unique in ways that are valuable to a wide range of customers. † (Hough, J et al: 2008: 152) To be very effective, The Body Shop has to study consumers ‘ne eds and behaviours to understand what they consider important, what they think has value and what they are willing to pay for. This buyers study will help them to create new products and services perfectly adapted to consumers’ expectations. It they follow this strategy and tried to be totally different, the consumers will accept to paid more and will be able to identify them to the brand.This strategy needs also to have a strong corporate culture based on innovation, the human resources have a strategic role, they have to recruit creative employees. The employees have also to be trained in order to be innovative and creative. – Have a bigger brand awareness is necessary for the Body Shop. That is why they have to invest more in marketing. They already have a strong identity but they have to diffuse it thanks to new media opportunities. The communication is an important element, more advertising campaign will add value and increase brand awareness. A powerful world adv ertising campaign will be interesting. As the Body Shop is a brand with strong values and politics, they should realise a different campaign as â€Å"Benetton† has done few years ago.In this campaign, they have to be different and to communicate about their natural products, that is to say their specific skills, their high quality and excellence. The campaign will be a â€Å"paper† campaign or a TV one, if the budget allows these expenditures. – As I said before, The Body Shop has to be customer oriented. They should realise a friendly website where customers will be able to see their range of products and services and where they would be able to buy online products. It will permit to customers to have good references and to be easily found on the world wide web. The website will permits to the organization to be more attractive and to attract a maximum of internet users. The organization should develop his customer loyalty programs all over the world. People li ke to be considerate as a specific customer and expect to have a â€Å"specific treatment†. The loyalty card encourages consumers to be loyal in order to receive presents and special offers. – They also could extend their services: Selling at home should be proposed in numerous countries. Customers love being the main interest of the companies. With this service they feel caring and have the feeling to have customized services. We have also seen that additional services as massages have increase the sales. People after having a nice moment want to buy the products used during this time.The Body Shop should propose services as sauna and hammam for example. – The Body Shop should not stay a niche market. The new trends and lifestyles give them big opportunities. They should realise a segmentation of their products that is to say they should have specific products for men and old people for example. They have to innovate and to adapt them to the changes. – T he Body Shop is already a global company but they should be present in other market as India, an emerging market. The beauty is an important value on this country, and the Indian beauty is known all over the world thanks to L’Oreal’s muse. This new market can ensure new sales and market shares, it is a new opportunity. The Body Shop should adopt a more aggressive strategy; the competition should not be underestimating. The company has to be more profit oriented. To reach their objectives, they can realise some alliance with a big brand as L’Oreal. Indeed, this alliance will permit them to shares their resources and capabilities in technology and innovation for example. It will help them to realise new products. – The creation of new products will also be strategic elements in specific period as Christmas. The Body Shop should realise limited products to give exclusivity to some customers. With specific range of products for this specific period, The Body Shop will improve his differentiation.All these changes require strong involvement of the management and employees, The Body Shop has to be more reactive, and they have to adapt them of their environment: lifestyles etc. As Gourmay done, the company has to change its structure when it is not adapted in order to be profitable and to promote innovation in the company. The culture has to be supportive and be oriented on differentiation and creativity. The resources are necessary to invest on an advertising campaign for example, but these marketing tools can lead to an increase on sales, market share and profitability. The company has to think regionally and globally in order to be present in new market as emerging market.The control is an important step, it is important to evaluate the actions done and to learn from the mistakes. The evaluation permits to have a continuous improvement, The Body Shop should be more control oriented. Question 6 Balanced scorecard for The Body Shop |THE B ODY SHOP | |HEAD OFFICE | |MAIN OBJECTIVE: | |Increase their market share all over the world, be a leader in natural products and have a better brand awareness | FINANCIAL |CUSTOMERS |INTERNAL |LEARNING AND GROWTH | | | | | | |- Refocus on retailing |- Increase their satisfaction |- Reinvention of The Body Shop |- Training of employees to be | | | |brand |more creative and innovative | |- New market shares: |- New products and services | | | |Selling in new market: India |(massages.. |- New structure |-Profiling the staff | | | | | | |- Revenue growth of 10% per year |- Better adaptation to each |- New strategy, plans and |- New staff: recruitment | | |countries’ needs and preferences |leadership | | | | | |- Innovative culture | |- Increase of the share price |- Better communication |- Products line and distribution | | | | |channels rationalized | | |- Selling new products |- Customer retention | | | | | |- Decentralization of the | | |-Selling to new consumers |-Customer acquisition |management | | | | | | | |- Alliance with cosmetics |- Redesign the stores, better |- New values: quality and | | |companies: L’OREAL for example |brand image |excellence | | | | | | | | |- More customer information |- Regulatory control | | | | | | | | |- More prominently |- Be a good corporate citizen | | | | | | | | |- More loyalty programs | | | References – Hought, J. Arthur, A. Thompson, Jr. Strickland III, A. J & Gambie, J. E. 2008. Crafting and Executing Strategy. McGraw Hill International Edition. – Piercy, N. The Body Shop. A case for burial or rising from the grave? – The Body Shop values report. 2007.

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Damage awards should be capped for product liability suits - Research Paper Example This implies that if consumers are injured or suffer because of a product they purchase and use, they should possess a defective products claims. One of the key aspects of a product liability claim is determining the amount and the type of damages that a consumer suffers after using a product. Due to the complexity of determining the compensation, it is imperative for consumers to estimate their damages up front. For instance, if the consumer suffers minor injuries and the financial losses incurred are insignificant, then it implies that it is unnecessary to initiate a claim. In the same way, consumers who suffer fewer damages have a less chance of finding a lawyer as compared to those who incur significant damages. Customers who suffer significant damages are advised to catalog and list the damages at the beginning of their lawsuit (Kinzie and Mark 21). The responsibility for a defective product lies with a manufacturer or anyone who supplied the product. On the part of the manufacturer, he is responsible for producing the product that causes damage to the consumer. In the same way, the initial design of the product may be of poor quality, thus resulting to the defects during the production process. Additionally, poor marketing by the manufacturer, making of misleading claims and lack of providing the correct information regarding the product makes the manufacturer to be responsible for a defective product. Once the products are distributed from the manufacturer to the retailers, the retailer can also be held responsible. It is important to note that if a manufacturer is no longer operating his or her business or it becomes difficult to identify the source of a defective product held by a retailer, consumers can seek for compensation from the retailers. This implies that all the members of the distribution channel have an obligatio n of ensuring that products they handle are safe (Moore and Michael 26). Despite that consumers are the major

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Issues and challenges encountered by mental health nurses,consumers and their families - Essay Example How is it different from other nursing practices? Is it really needed? How should it operate – with autonomy or under the auspices of doctors? With those issues and challenges confronting psychiatric nursing practice, what then could be the future of psychiatric nursing? Defining the Profession Defining psychiatric nursing alone is proven difficult and controversial for two major reasons. First, nursing itself to which psychiatric nursing is part of the nursing practice continuum (Ballard, 2008) cannot also be defined without difficulty. What made defining nursing difficult, Brenner (1984) argues, is the lack of a well-defined theory that embodies the unique and rich knowledge of the nursing clinical practice, while nursing is being taught to include both theory (‘knowing that’) and practice (‘knowing how’); but until today, it is through practice – the least studied area – that nursing is being pursued. This theoretical deficiency in nu rsing, she furthers, is due to the failure of nurses themselves to chart their own practices and clinical observations, which should have been rich sources of theoretical knowledge. (As cited in Ellis & Hartley, 2004, p. 150) This holds true in psychiatric nursing. ... aviors views mental illness not as illness but more as a manifestation of unjust social order as clearly illustrated in the correlation between social status and mental illness. For example, people who live below poverty threshold or the most deprived, who belong to the marginalized racial minority, and who belong to the most vulnerable group, specifically women and children are those who suffer most, thus under too much stress, making them more vulnerable to mental illness, because the crueler, unkinder, and ruthless environment greatly threatens mental health. Furthermore, the labeling of eccentric behavior as mental illness is differentiated by the individual’s social status. It is easier for society to label eccentric behaviors as mental illness when exhibited by poor, marginalized and discriminated people than when exhibited by the socio-economically affluent. Specifically, the functionalist theory view mental illness as society’s clever way of emphasizing the norm ative behavior that is congruent to the existing social order; the symbolic theory sees those labeled as mentally ill not necessarily sick but rather victims of being stigmatized by the labeling, because according to the labeling theory, labels have powerful social effects. (Andersen & Taylor, 2011) Furthermore, even among psychiatrists and psychiatric nurses themselves, the classification systems being used in identifying and treating mental illnesses, specifically DSM, is also being criticized for over labeling â€Å"minor mental difficulties or understandable reactions to stressful situations† (Kalat, 2011, p. 545) as mental illnesses. These undermine the need for psychiatry, consequently psychiatric nursing. Against this difficulty, it is time to turn to the definition of the American Nurses

Economics for Business Coursework Example | Topics and Well Written Essays - 1500 words

Economics for Business - Coursework Example To find it, divide the total revenue (TR) by the quantity of production (Q). Average Revenue (AR) divided by per unit cost of output AR= TR/Q (Q) (TR) (AR) 0 0 0 1 27 27 2 53 26.5 3 78 26 4 102 25.5 5 125 25 6 147 24.5 7 168 24 8 188 23.5 9 207 23 10 225 22.5 Marginal revenue is the additional revenue that results from increasing from increasing output by one unit. This means the additional revenue per additional unit of output. This is the difference between total revenue per every additional unit of output. The marginal revenue is abbreviated using (Z) (Q) (TR) (Z) 0 0 0 1 27 27 2 53 26 3 78 25 4 102 24 5 125 23 6 147 22 7 168 21 8 188 20 9 207 19 10 225 18 b) Graph of average cost and marginal cost verse units per out put Red – Marginal cost Blue – average cost Graph of average revenue and marginal revenue verse units per out put Red – Marginal cost Blue – average cost C) Profit is obtained by subtracting the total revenue from the total costs at the ma ximum is at five units per put 625- 250 = 375 d)The economic profit for the company is positive, then the firms decision are optimal. That is, its price and output yield a profit larger than any alternatives prices that output. The type of market that this firm is operating on is oligopoly (BBC Economy tracke, 2010). Oligopoly prices are expected to be more stable that those in a monopolistically competitive market. This is evident in the graph that results in long run oligopoly market equilibrium of a Price/output solution that is identical to that of a competitive market. 2) a) Economic factors that led to the most recent recession of 2008/2009 include Main causes if recession Credit crunch in U.K – the U.K mortgage lending caused very serious problems for the Northern Rock. It had a high percentage of risky loans. When the subprime crisis hit, the Northern Rock could no longer raise enough funds for the usual capital market. It had to borrow emergency funds from the Bank o f England. As a result of the credit crunch, the U.K saw a change in the mortgage market. The mortgage started to become expensive. Falling of house prices in the U.K - since getting mortgages became difficult, the demand for houses started to fall. This was also related credit crunch. Cost push inflation restricting income and reducing disposable income. The fall in confidence of the financial sector that caused lower confidence amongst real economy. Supply side shock – in this case higher oil prices would increase cost of production and the effect would lead to a short run aggregate supply to shift to the left. Demand slide shock: the factors include higher interest rates which lead to a reduction in investment and borrowing. The fall of real wages, the reduction of consumer confidence, a period of deflation as falling of prices often encourage the delay of spending. b) Comparison to the other two recession The 1979- 1981 recession was caused by the following economic facto rs: High strength of the pound (British currency) and this made the price of exports became more expensive thereby having a reduced AD (Aggregate Demand). This recession particularly affected the British manufacturing (Bank of England, 2012). The high interest rate was another factor. The

The National Association for the Education of Young Children Essay Example for Free

The National Association for the Education of Young Children Essay The elementary school teacher decided to integrate reading and writing into geometry lessons to improve the scores of students. In particular, the students had to use the names of geometric objects as well as their other attributes to write the poems. The experiment has shown a significant improvement in geometry scores. Making children more involved with the task at hand and making tasks more interesting were the main reasons for improvement in scores. The author confirmed my personal belief that the children will only learn school subjects better if they are personally involved with them on some level. In this scenario, they liked writing poems because they thought the poems were fun. They gladly extended their knowledge of geometry to use it in their poems. However, geometry is a difficult subject to learn for many people, not just children. I suspect the main reason is because it seems to be boring. By making geometry fun, we can easily enhance our learning and make our learning sessions more productive. Having been a student myself for many years, I agree with the author that the first priority in learning should be placed on getting a person to be more involved with the task. The best way to do it is to make the task interesting. The author proves that even the most â€Å"boring† school subjects can become suddenly interesting if we will tie them to some interesting activity. This experiment sheds some light on how effective learning occurs. It seems as if the most effective learning takes place when we experiment with different ways of looking at things, and we try to extend our observations beyond what we normally see. This article plays a very important role in understanding the learning process in our brains.

Aldis Marketing Strategy

Aldis Marketing Strategy Aldi have made great strides in entering the UK grocery market. Please analyse Aldis current marketing strategy and provide recommendations for how Aldi can enhance their marketing strategy to gain a greater share of the UK Grocery Market. Introduction Marketing in simple terms can be described as offering a right product at a right place at the right time and with a right price. The Management Gurus emphasise on the four Ps of marketing which are often called the marketing mix. These four Ps are Product, Place, Price and Promotion. Marketing mix is an important tool to make an efficient marketing plan for a successful product offering. These four Ps of marketing mix can help achieving the business targets of sales, profit and consumer satisfaction. The essay examines marketing strategies of a German supermarket chain named Aldi, in the UK. The paper is divided in to four sections. The first section gives a brief history about Aldi. The second section talks about its position in the UK market. The third section analyses the marketing strategy of Aldi on the basis of the four Ps. The last section gives recommendations on marketing strategies for the future growth of the company in UK market. A brief history of Aldi Aldi, one of the worlds largest privately owned companies, is a grocery supermarket chain with a base in Germany. The name Aldi has come from the abbreviation of Albrecht (family name) Discount. The business started in 1913 with a food store in the town called Essen in Germany. By 1960s this family business was expanded to 300 stores in Germany and that is when the business was separated into two groups Aldi Nord (North) with a headquarter in Essen and Aldi Sà ¼d (South) with a headquarter in Mà ¼lheim an der Ruhr (Emsell, 2011). The business was separated over a disagreement on whether to sell cigarettes in the stores or not (Ruddick, 2012). These two organisations now operate independent to each other. On international levels, Aldi Nord operates in Portugal, Denmark, France, Belgium, Netherlands, Luxemburg, Spain, and Poland. Aldi Sà ¼d is functional in Ireland, United Kingdom, Hungary, Switzerland, Australia, Austria and Slovenia and United States of America with over 8000 stor es in total (Aldi UK website, 2015). Aldi in the United Kingdom Taylor and Lee (2007) have stressed the adverse effects on the international buyer behaviour due to cultural disparities. KPMG (2014) states that the shopping culture in UK is associated with the quality and not necessarily with price. It further mentions that higher level of customer services is one of the main attributes of this culture. That is the reason why in spite of the dominance of the big four -Tesco, Sainsburys, ASDA and Morrisons MS and Waitrose have done huge investments in the grocery industry. However Aldi has not only managed to attract the customers in the UK by overcoming the hurdles but also has acquired a significant market share. Table 1- Market share of Supermarkets in the UK in March, 2015 Supermarket Market Share (In %) Tesco 28.4 ASDA 17.1 Sainsburys 16.4 Morrisons 10.9 The Co-operative 6.0 Aldi 5.3 Waitrose 5.1 Lidl 3.7 Iceland 2.1 Source: BBC, 2015 According to Wallop (2008), Aldi pledged to open one store every week in the UK with a target of opening 1500 stores in the country. Currently there are 500 Aldi stores in the UK (Aldi UK Website, 2015). Aldi has made its position in the top nine superstores of the country among Tesco, Sainsburys, Morrisons, ASDA, Waitrose, Lidl and Iceland. Aldi is now UKs sixth biggest grocery chain taking over Waitroses market share (BBC, 2015). The Marketing Strategies of Aldi Aldi is a discount supermarket chain and so cost control is in the culture of the business. The model of Aldis grocery retailing has remained unchanged since its initiation in Germany (Emsell, 2011). Price, Place and Product strategies The business philosophy of Aldi is to focus on indispensable investments and avoid the superfluous in order to give the customers maximum possible savings. According to Rudolph et al (2012, p-142), Aldis cost only add 13% to the procurement price, 2% each for logistics, rental, overheads and marketing plus about 5% for staff. Instead of extending its opening hours like other competitors in the UK, all Aldi stores function limited opening hours, which recently extended to 12 hours ( from 8am to 8pm). In contrast, many other competitor stores are available for shopping for 24 hours, 7 days and 365 days which seems an apparent strategic intention. One cannot see the add on services at any Aldi store, for example lottery terminals, childrens play area, photo booths, lavatory, dry cleaning services, currency exchanges, news agent, tobacco counters on entry and exit, a separate customer service counter or a coffee shop. The simple reason being that these facilities have its cost which wou ld add up to the end cost to the customer (Emsell, 2011). In a typical Aldi store, one can also observe three to seven employees to run the entire functioning of the store which is a different strategy to other supermarkets which have a high staffing level to provide high standards of customer service. The firm can achieve a low payroll to sales turnover ratio with such staffing level which can help the lower the prices. According to The Times 100 Business case studies (2010), the key idea that makes Aldis approach work is the concept of limited assortment. The Aldi store size is relatively small in comparison to the rival grocers with an average floor space of between 650 square meters to 1000 square meters. The usual Aldi store has a common layout with only four shopping aisles also the packaging and displaying products strategy at Aldi is cost effective. However the stores generally have a free parking space which attracts customers significantly. The case study further mentions that while selecting a location for store, Aldi takes in to consideration the population of the area which should be more then 30,000. Also the stores are always at the very good visibility from a main road and with good public transport connectivity. The sales philosophy of Aldi is very different to other leading grocers in the UK. As the branded products have less operating profit, Aldi has taken an approach to sell products which are equivalent to brands (Wood, 2011). A typical large Tesco or Sainsburys store stocks around 50,000 product lines, of which 50 per cent are their own brands (Voberda et al., 2011). The success key for any business is to attract the buyer which certainly depends largely on a competitive pricing. Being a discount retail chain, competitive pricing is at the core of Aldis philosophy. Aldi works on economies of scale. In simpler terms it means, buying products in large quantities so it gives leverage for bargaining for the best possible price which allows Aldi to sell at the most competitive prices. Currently every week Aldi comes with a different range of products on a Thursday for example bathroom accessories, garden furniture, kitchen and other household equipment. These products are different to the usual grocery items in the stores in terms of its availability. These products are limited in stock and not permanently available in the store. One can observe a great deal of excitement in the customers in the stores due to the scarcity and affordability of the products. To promote these product ranges, posters of the items are found in the stores for the upcoming week. Promotion Strategies According to the Times 100 Business Case studies (2010), one of the unique marketing strategies Aldi has adopted is the advertisements with brand comparisons. These adverts demonstrate that Aldi brands are of equal quality to well-established brands for example, Pampers diapers, Heinz tomato ketch up and Fairy Liquid. To prove this Aldi ran blind taste experiments amongst a section of shoppers. This experiment suggested that the majority of consumers that preferred the well-known brands also liked Aldi brands. These findings created the basis to Aldis most popular Like Brands campaign. The advertisements of the Like Brands provided the business with a stand to speak about its quality and most importantly its value for money. This campaign was effective in showing the customers how much more their money can fetch by shopping from Aldi with a slogan, Like brands. Only cheaper. The campaign provided a character to the Aldi products because the advertisements use humours which help to bu ild confidence and an emotional connection with target audiences. In addition, according to Times 100 Business Case studies (2010), Aldi prints around 1 million copies of brochures per week to distribute in the store as well as to customers living in surrounding areas. These brochures promote products with limited availability and seasonal and weekly offers available in stores. Another campaign of Aldi is swap and save. The newspaper adverts of Aldi promote the Aldi brands by showcasing the saving customers can have by swapping from the leading grocers to Aldi. This promotion is in the similar lines of Tescos big price drop campaign or Sainsburys brand match campaign. In this era of social media, it has become easy at the same time unavoidable to communicate directly with the targeted audience. One such online campaign of Aldi is Aldi Advocates. This particular promotion is for consumers who recommend Aldi to others because of its low prices compared to other brands. For example, the I Love Aldi campaign asked fans of the Aldi Facebook page, to send a virtual Aldi Valentines card to a Facebook friend, completing the sentence I love Aldi because This was encouraged by providing rewards of  £10 vouchers and a box of Aldi chocolates for their Valentine (Aldi UK Facebook Page, 2015). Recommendations The UK grocery industry is one of the most established and competitive globally, however dynamics of such industry change rapidly (KPMG, 2014). In spite of Aldis great stride in entering the UK grocery market and taking over a significant market share, one cannot deny the fact that the dynamics of ever changing business world can hurdle this growth. One can also not deny the fact that the competitors are also working towards increasing their market share and exploiting the resources. Though Aldi has managed to reach in to the competition with Waitrose, Cooperative and Morrisons, the market share of Tesco, ASDA and Sainsburys is comparatively very high (Table -1). Also Lidl and Poundland have a similar market strategy of discounted products as Aldi. In such cut throat competition it is challenging to not only enhance the market share but also merely maintaining it. Morgan et al., (2004) in their study have emphasised on product quality as one of the most important determinants of mark et share. Thirkell and Dau, (1998) revealed that quality and add on services have positive and high correlation with business performance. Thinking on the similar lines, one can recommend the quality enhancement to give a tougher competition to the leading supermarkets. However there is a risk associated with that approach as frequent changes in the business strategy can lead to loss of grip on the monitoring and controlling of the business. Businesses with a lack of clear strategy often face difficulties in customer targeting (Lancaster et al, 2002). However Aldi has a great scope in providing value added services. Facility of online shopping is one such value added service. Home delivery of the shopping items as well as click and collect services can be easily implemented in todays internet era as the other leading supermarkets are also offering such services. With plenty of options available, even with good quality and low prices, loyalty can be great issue of concern for a grocery firm. Various loyalty cards and point based reward system can be introduced to ensure the market share to be somewhat stable. UK being a culturally diverse country, a wide range of products such as Indian, Chinese, Caribbean grocery items should be added to attract more customers. The campaign of swap and save can be taken a step further by upgrading the software system. Currently it is showing the price difference on the newspapers and advertisements which should be reflected on the receipt after the shopping to inform the customers personally how much they have saved by shopping in Aldi. References Aldi UK Website (2015)  https://www.aldi.co.uk/ Aldi UK Facebook page (2015). Available at  https://www.facebook.com/AldiUK BBC (2015) Aldi overtakes Waitroses market share. BBC News dated 8th April, 2015. . [Online] Available at  http://www.bbc.co.uk/news/business-32218170 Emsell, P. (2011) Aldi The No Frills Retailer. University of Huddersfield. [Online] Available at  http://eprints.hud.ac.uk/12404/1/Microsoft_Word_Aldi_case_study_for_Bus_Strategy.pdf KPMG (2014) The Future of the Grocery Sector in the UK. [Online] Available at  http://www.kpmg.com/uk/en/issuesandinsights/articlespublications/newsreleases/pages/the-future-of-the-grocery-sector-in-the-uk.aspx Lancaster, G., Massingham, L. and Ashford, R. (2002) Essentials of Marketing. Fourth edition. New York: McGraw-Hill. Morgan, N., Kaleka, A., and Katsikeas, C. (2004). Antecedents of export venture performance: a theoretical model and empirical assessment. Journal of Marketing 68(1): 90- 108. Ruddick, G. (2012) Billionaire Aldi heir Berthold Albrecht dies at 58. The Telegraph, dated 7th December, 2012. [Online] Available at  http://www.telegraph.co.uk/finance/newsbysector/retailandconsumer/9729434/Billionaire-Aldi-heir-Berthold-Albrecht-dies-at-58.html Rudolph, T., Schlegelmilch, B., Bauer, A., Franch, J. and Meise, J. (eds.) (2012) Diversity in European Marketing: Text and Cases. Germany: Springer Gabler. Voberda, H., Morgan, R., Reinmoeller, P., Hitt, M.A., Ireland, R.D., Hoskisson, R. (2011) Strategic Management: Competitiveness and Globalisation, South Western: Cengage Learning. Taylor, C.R. and Lee, D. (2007) Cross-cultural Buyer Behavior. Amsterdam: Elsevier. The Times 100 Business Case Studies (2010). Creating Value through the Market Mix. [Online] Available at  http://businesscasestudies.co.uk/aldi/creating-value-through-the-marketing-mix/introduction.html#axzz3gTvS06RA Thirkell, P. C., and Dau, R. (1998). Export performance: Success Determinants for New Zealand Manufacturing Exporters. European Journal of Marketing, 32(9/10): 813- 829. Wallop, H. (2008) Aldi pledges to open a new store every week. The Telegraph , dated 30th June, 2008. [Online] Available at  http://www.telegraph.co.uk/finance/personalfinance/2792467/Aldi-pledges-to-open-a-new-store-every-week.html Wood, Z (2011) Aldi effect is back: spending squeeze lifts discounter into profit. The Guardian , [Online] Available at  http://www.theguardian.com/business/2011/oct/04/aldi-effect-back-discounter-profit

How smart is Einstein? :: essays research papers

There is a parlor game physics students play: Who was the greater genius? Galileo or Kepler? (Galileo) Maxwell or Bohr? (Maxwell, but it's closer than you might think). Hawking or Heisenberg? (A no-brainer, whatever the best-seller lists might say. It's Heisenberg). But there are two figures who are simply off the charts. Isaac Newton is one. The other is Albert Einstein. If pressed, physicists give Newton pride of place, but it is a photo finish -- and no one else is in the race. Newton's claim is obvious. He created modern physics. His system described the behavior of the entire cosmos -- and while others before him had invented grand schemes, Newton's was different. His theories were mathematical, making specific predictions to be confirmed by experiments in the real world. Little wonder that those after Newton called him lucky -- "for there is only one universe to discover, and he discovered it. " But what of Einstein? Well, Einstein felt compelled to apologize to Newton. "Newton, forgive me;" Einstein wrote in his Autobiographical Notes. "You found the only way which, in your age, was just about possible for a man of highest thought and creative power." Forgive him? For what? For replacing Newton's system with his own -- and, like Newton, for putting his mark on virtually every branch of physics. That's the difference. Young physicists who play the "who's smarter" game are really asking, "how will I measure up?" Is there a shot to match -- if not Maxwell, then perhaps Lorentz? But Einstein? Don't go there. Match this: In 1905, Einstein is 26, a patent examiner, working on physics on his own. After hours, he creates the Special Theory of Relativity, in which he demonstrates that measurements of time and distance vary systematically as anything moves relative to anything else. Which means that Newton was wrong. Space and time are not absolute -- and the relativistic universe we inhabit is not the one Newton "discovered." That's pretty good -- but one idea, however spectacular, does not make a demi-god. But now add the rest of what Einstein did in 1905: In March, Einstein creates the quantum theory of light, the idea that light exists as tiny packets, or particles, that we now call photons. Alongside Max Planck's work on quanta of heat, and Niels Bohr's later work on quanta of matter, Einstein's work anchors the most shocking idea in twentieth century physics: we live in a quantum universe, one built out of tiny, discrete chunks of energy and matter.

Organizational Behavior Essay -- Psychology, Emotional Intelligence

This paper will identify and examine the perspective of cognitive intelligence and emotional intelligence which are considered to be important individual diversities in the field of organisational behaviour. The organization selected for this topic is, The Australian Hellenic Educational Progressive Association, commonly known as (AHEPA), the association was founded in Melbourne Australia in 1938; at that time the mission of AHEPA was to promote Hellenism, education, philanthropy, civic responsibility, family and individual Excellence. Originally the association was set up with a small group of Australian/Greek volunteers as a community based establishment to assist Greek immigrants in Australia experiencing language barriers, families with financial difficulties, finding homes, jobs, medical care and help the elderly, as former state secretary of the association I was able to experience the cognitive and emotional intelligence behaviours first hand. The General Structure of the "AHEPA Family" is composed of distinct groups, all of which work in harmony on a local, state and national level under its constitution and by-laws. They are; the Supreme Lodge (National body), Grand Lodges and District Lodge (State bodies). There are several committees within AHEPA who work in harmony to organise fundraising and community activities. The members of these committees work diligently to achieve their various goals for the betterment of the whole community. AHEPA is recognized as a non-profit charitable organization; this essentially means that any profits or surpluses the charity makes must be used to further its charitable purposes. Such profits or surpluses must not be distributed to owners, members or any other individual or group of i... ...n greater in today’s diverse working environments, neglecting emotional intelligence working in a small group can be devastating in the efficiency to the organisation, and these breakdowns can produce confusion, uncertainty hostility and reduce the required performance. The fear of change in any organisation is a major concern as at times management seeks for a quick fix instead of taking a more comprehensive and longer perspective, thus creating emotional uncertainty and mistrust. Given the facts and understandings of cognitive intelligence and emotional intelligence are conceptualized, emotional intelligence can be rationally considered as a reasonable measure to which a person can apply rational judgment and reasoning and feelings to situations and responses in the organisation, it shows that emotional intelligence is a stronger predictor to a task performance.

The Transformation of Hong Kong Essay -- Personal Narrative Writing

The Transformation of Hong Kong A drastic change came over Hong Kong during my supposed three month long business trip. This was not my first time in Hong Kong since I work for Walt Disney Imagineering and my team of engineers had been spending years planning the creation of the fourth Disney resort in Hong Kong. I had arrived in Hong Kong in mid-February 2003. My coworkers and I were staying at the Island Shangri-La which is located in the heart of Hong Kong, overlooking Victoria Harbor. My first week and a half in Hong Kong could be classified as normal. Restaurants were packed when I would go to dinner with coworkers. Starbucks was bustling in the morning as I got coffee on my way to work, and Pacific Place, an amazing entertainment and shopping complex on the Island, was full of people from open to close. The only thing that might have seemed unusual to the outsider was the occasional individual wearing a surgical mask, which having spent a lot of time in Hong Kong and Japan, I came to realize was common in Asia. If an individual was sick they protected themselves and others by wearing the mask. All in all, this appeared as if it was going to be a typical stay in Hong Kong until the first week of March when things changed. I distinctly remember the news reports which appeared about this mysterious disease that had appeared in the Guangdong Province of China beginning in November 2002. I remember my daughter worrying about me traveling to Asia with this unknown "killer." Yet, I reassured her that there was nothing to worry about since Hong Kong was quite a distance away from Guangdong Province. It turns out, that I should have taken my daughter a bit more seriously because, in hindsight, I know that on F... ...on again if there was a major world health concern. It is hoped that if SARS occurs again, as it has in isolated cases, that the societies of the world will not be thrown into as drastic of an upheaval as I experienced in Hong Kong in the late winter and spring of 2003. Now that the threat of the disease is past, Hong Kong is much more like it should be. When my wife traveled with me on my most recent business trip she did not have to face the health checkpoints at the airport nor the deserted streets and paranoia of two years ago. Life in Hong Kong appears "normal" now only with the memory of the modern epidemic which took some of its citizens' lives. The world now contains 774 fewer people due to the progress of the recent epidemic, SARS. * www.cdc.gov/ncidod/sars/faq.htm Sources of Information: www.cdc.gov/ncidod/sars/ www.sarsreference.com/

Media Effects Theory

This is a short discourse on the research of the Media Effects Theories, showing how the new theories or current information that is available currently support old theories such as the cultivation theory, spiral of silence theory, and uses-and-gratifications theories among others. This will begin with a brief discussion on Media Effects Theory and proceed to highlight the current developments in this scholarly field and finally show how these theories support different effects models. The developments in media have accelerated at an enormous rate given the recent advances in technology. New forms of media such as DVD and the internet have changed the way media is delivered to the audience and also the way it is perceived thus raising the question of whether or not the conventional theories on Media Effect are still viable for the current scenario (Berger 1997). To properly understand this, it is important to first delve into the nature of Media Effects Theories. Media Effects Theory. Media Effects theory can be generally defined as the theory that postulates that any level of exposure to representations or depictions of violence in any of various media cause or have the potential to cause increased aggression or violence in the behavior of the audience (Bryant 2002). Media Effects Theories are developed to provide a better understanding and to gain a deeper insight into the effects that media has had with respect to society and also the role that media plays in influencing social and political change (MacQuail 2000). The recent developments in media however have raised new concerns regarding the perspectives and a proliferation of approaches concerning the Media Effects Theory including its research methodology, communications education, and public policy issues (Berger 1997). Given these criticisms of the theories on media effects, it becomes relevant to examine the existing theories and to examine how an application of the current theories and research may help in addressing this concern. Existing Media Effects Theories This section will briefly discuss a few of the more predominant and influential Media Effects Theories today. The first discussion will be on the Hypodermic Needle Model, which is a theory that the influence of media is so powerful that it can be used to â€Å"inject† messages into the minds of the audience and control them (Baran et al 1995). This model was developed by the Marxist Frankfurt School of intellectuals in the 1930s. The current application of this theory today is criticized by many because the Hypodermic Needle Model was mainly a result of the fear and concern that was generated during the practice of political propaganda and psychological warfare during World War I (Baran et al 1995). The second Media Effect Theory that will be discussed is the Empiricist Tradition which as the term suggests employs an application of the methodologies and principles of the natural sciences to attempt to measure the direct effects on audiences that may be attributed to media exposure (Mass Media Effects: A Study 4). Paul Lazarsfeld, an important researcher who contributed much to the development of empirical conducted a study into voting behavior carried out in the 1940s which to the development of the highly influential Two Step Flow Model of mass communication (Bandura 2001). There have been many criticisms with regard to this theory. While early on it was regarded as influential in this field with the theory of the â€Å"Limited Effects†, there have been studies conducted in Europe that show the exact opposite (MacQuail 2000). The current application of this theory now might be made more credible by improving the methodological diversity which scientists and social theorists have criticized (MacQuail 2000). Another influential Media Effect Theory is the Cultural Effects Approach which basically tries to analyze the social, political and cultural effects (MacQuail 2000). The advocates of this approach fall into two (2) categories, the Marxist Approach and the Literary Criticism Approach (Mass Media Effects: A Study 6). While these two (2) views have gained a strong following among many, the most common criticism is that given the technological advances today, there must be a method by which these theorists are able to provide empirical evidence supporting their assertions (Chomsky et al 2002). The other influential perspective is the Uses and Gratification Approach which allows insight into precisely how the â€Å"new† media differ from the â€Å"old† insofar as audiences utilizes these media (Gauntlett 1998). This focuses primarily on how the audience or people in general use the media to gratify their needs. While this approach is still widely used, the problem of different needs and uses particular to a single individual makes the approach unreliable to some. As MacQuail pointed out, â€Å"it's very difficult to connect a particular need with a particular type of media content since media use may be considered to supply at one time or another all the benefits named (57)† Now that it has been shown how these approaches have defined and been applied in Media Effects Theories, an examination of the current theories and research prevailing today must be done. Current Theories and Research As previously mentioned, the recent technological advances have altered the way that media is perceived and received by the audience, allowing for arguably greater effect or influence upon the general public. This section will attempt to discuss how the traditional approaches may utilize the current theories and research available to be able to adapt with the ever changing needs and demands of this field of study. The first critical issue to be discussed is the rising influence of postmodernist thought on the approaches to Media Effects Theory (Fisher et al 2004). The main ideas of this theory rely on the fact that the ideas and perceptions of individuals has already been preconditioned by media in a sense that whatever input or meaning that is derived from media is already placed in a predefined context (MacQuail 2000). This school of thought therefore suggests that in analyzing the behavior and effects the fact that media has already preconditioned the minds of the individuals and influenced the â€Å"reception. Miller 2005)† An approach that is closely linked with this development is the New Audience Research, which focuses primarily on the ethnographic studies of audiences while not totally disregarding the â€Å"theory† aspect of the matter (Fisher et al 2004). This approach uses the reception analysis, which has developed from a combination of traditional qualitative resear ch strategies in sociology with some of the ideas of reader response theory in literary criticism (Mass Media Effects: A Study 8). The important aspect of this approach is ability to confront and properly address the issues concerning the origins and influences of meaning that an individual conceptualizes with regard to the media input that he is exposed to. Another important factor to consider is the cultivation theory, which was primarily concerned with concerned with the â€Å"cumulative and overarching impact it (media) has on the way we see the world in which we live (Miller 2005). † This theory has recently been discussed in the research of James Shanahan and Michael Morgan which tackled the issue of the cultivation theory and television. The main idea of this research revealed that television programming cultivates a mainstream world view that reflects and perpetuates the interests of social and political elites and their stakes in maintaining the status quo (Shanahan and Morgan 2000). This type of analysis reveals the relevance of this approach to the Theories on Media Effects because of the fact that this approach considers the context within which the images presented in media with respect to the changing times and culture (Bandura 2001). While this approach may not be necessarily complete and is not without its criticisms, when combined with the Empirical Tradition, a new method which combines the stronger features of the scientific method and the approach of the cultural method may prove to be credible enough to silence its critics. Application of Media Effects Theories In order to arrive at a more concrete understanding of the issue at hand, it is interesting to apply what has been discussed to a current issue. One of these issues is the effect of media on the moral fiber of today’s youth. This will be discussed in brief to provide an accurate detail of just how these media effects theories can be applied to today’s social problems. As a quick glimpse at the recent events that grace the newspaper’s headlines show, there is indeed a growing concern over the violence that happens in schools all over the country (Chomsky et al 2002). The issue is not limited to the increased teenage pregnancies or even drug abuse. It encompasses a whole range of issues such as bullying and perhaps the most frightening, schools shootings (Chomsky et al 2002). With all of these problems plaguing not only the education system but also the entire nation as of late, the question that comes up is whether or not this is actually caused by the violent television shows and movies in the cable TV programming. While there has been no irrefutable data that lends credence to the theory that violent shows in television is the real culprit behind today’s misguided and often violent youth, there can also be no argument against the statement that though violence on television may not be the sole cause, it is one of the contributory causes (Fisher et al 2004). There are a number of media effects theories that solidify the argument that it is violence in media or in television that has led to the deterioration in the moral foundation of today’s youth (Gauntlett 1998). A good example of this would be the â€Å"Hypodermic Needle Model†, which is a theory that the influence of media is so powerful that it can be used to â€Å"inject† messages into the minds of the audience and control them (Gauntlett 1998). While it is not being suggested that television is being used a medium to brainwash today’s youth and turn them into an army of zombies for the media, it is being proposed, however, that the programming and quality of shows on television, such as violent programs, has a profound effect upon the youth (Shanahan and Morgan 2000). The influence, therefore, that television has upon the youth is undeniable. While this influence may have waned in the advent of the internet age and YouTube, it still bears a considerably large amount of influence over the younger children who are not able to access such media devices (Fisher et al 2004). Therein lays the danger; young children with impressionable minds are exposed to violence on television leading to a deterioration in the moral and ethical foundations of today’s generation. Another interesting theory to correlate the cause, violence in television, with the effect, violent behavior of the youth, is the postmodernist thought on the approaches to the Media Effects Theory (Gauntlett 1998). The main ideas of this theory rely on the fact that the ideas and perceptions of individuals has already been preconditioned by media in a sense that whatever input or meaning that is derived from media is already placed in a predefined context (Fisher et al 2004). This school of thought therefore suggests that in analyzing the behavior and effects the fact that media has already preconditioned the minds of the individuals and influenced the reception (Shanahan and Morgan 2000). As such, given the volatile nature of the mind of a child, the input that a child receives from violent programming on the television creates a preconceived notion of what the real world is like. By showing violence on television, a child may think and perceive that such behavior is actually socially acceptable (Fisher et al 2004). Studies have shown that there have been causal links found between aggressive and violent behavior in children and the type of television programs that these children generally watch. This can also be applied to the infamous Columbine shooting wherein the investigators have theorized that the motivation for the shooters may have been influenced by forms of media (Fisher et al 2004). As stated in one of the reports, â€Å"Among the many theories that have surfaced regarding the motivation for this incident the most prevalent one remains the effect that media has on the minds of today’s youth. (Fisher et al 2004) While there are those who theorize that it was the fact that the shooters were isolated from the rest of their classmates thus prompting feelings of helplessness, insecurity and depression, as well as cultivating a strong desire for attention, the attention has been focused on the effect violent video games such as Doom, which the shooters frequently played, and rock m usic such as Rammstein. Every day the world searches for answers for many of the would-be â€Å"avoidable† tragedies such as school shootings, gang wars and juvenile teen violence. The reason for the term â€Å"avoidable† stems from the fact that many consider these as effects of media influences and morally condemnable social behavior (Fisher et al 2004). While media and television, in particular, are not the main causes for these tragedies, it cannot be denied that they have contributed to these problems (Fisher et al 2004). There may not be an easy solution for this but by identifying the causes that have led to this dilemma a big step has been taken to rectify this situation and to prevent more disasters such as this from ever happening again. Conclusion From this discussion, it is apparent that the application of these Media Effects theories is versatile to say the least. There are a number of social phenomena that occur in today’s world that can be partly explained by these theories. Events such as the impact of media on today’s youth, school violence, teen drug abuse and even consumer patterns are all within the ambit of these media effects theories. It is interesting to note, however, that while suitable media effects theories are present in this discussion, the field of media studies is constantly evolving. The introduction and use of new technology that aids in the proliferation and dissemination of media could prove to challenge many of these conventional theories if not alter them. Other future concerns in this area would also have to deal with the present legislative stance on certain forms of media and their content. It remains to be seen in the future just how these events will change the understanding and function of media in present day society. There will always be debate concerning the correct approach to Media Effect. Certain schools of thought will always insist on the application of a more totalitarian perspective that incorporates unquantifiable characteristics or effects while others will insist on an empiricists approach and the application of the principles and information that the natural sciences provide. The key to resolving this issue may very well lie in which school of thought is regarded as authoritative or persuasive enough to convince the other of the credibility and validity of their findings. While this may not seem possible, events in the past have shown that even for brief moments a single school of thought or approach was held in high regard (see Empiricist Tradition). The use of these current theories on the approaches to Media Effects Theories may however be the final factor which determines what school of thought or media model will prevail. The way these current researches have incorporated the key aspects of the technological development in media as well as the way that they have addressed the previous concerns or criticisms regarding the traditional approaches makes them a valuable tool indeed in providing a deeper understanding of human nature and the relationship that it has to media.