Focus group Assignment Example | Topics and Well Written Essays - 500 words

Focus group - Assignment Example This paper however used extensively qualitative data from primary sources. By definition, a focus group is a research in which qualitative data is obtained from a small group of people usually between 4 and 15 (Litosseliti, 69). The people in the group are asked about their opinions, attitudes, beliefs and perceptions towards a concept, a service or a product. Since the purpose of this research is to evaluate the Extra Gum with respect to why it is a popular gum and the peoples beliefs about chewing the gum, a focus group therefore appears to be the best way to go about the inquiry (Stewart, 51). This research used primary data from five participants from the engineering departments. The participants were conveniently selected to participate. All of them signed a consent form before engaging in the research. They were all above the age of 18 years with the range of their ages being between 23 years and 36 years. The results obtained from the focus group indicate that all the participants liked chewing gum. Further, all of them liked Extra Gum due to its many flavors (60%) and long smell time (40%). Regarding the shape of the gum, it’s simple and attractive shape was the most likable characteristic of the gum being indicated by 4 of the five participants. From the perspective of the focus group, all the participants indicate that Extra gum faces competition majorly from Mentos. Its major quality that keeps it competitive is the wide area of the breath smell when chewing the gum which was indicated by 4 of the 5 participants. Using wrap gum appeared to be less popular that using can gum with a 2:5 popularity ration between them. All the participant consumers did not mind the price of the gum, but the place of manufactured mattered to all the participants. With 4 of the 5 participants indicating that the gum need change, their advice is varied. Three of the participants suggest that providing wraps that can be used when getting

Bushfire risk in Maryborough in Victoria Essay Example | Topics and Well Written Essays - 1500 words

Bushfire risk in Maryborough in Victoria - Essay Example Regardless of the positive influence of the fires on the country’s flora and fauna, the extent of the loss of lives and destruction of property in the country is unwarranted thus compelling the country to country to invest millions of dollars with the view of safeguarding the population. Among the most adversely affected states in the country is state of Victoria, which has had a long history of bushfire disasters. The most recent of such disasters in the state was the Black Saturday bushfires, which resulted in more than one hundred and seventy deaths (O’Brien, 2002). To prevent such unwarranted loss of human lives and property, the Victorian state government has instituted several agencies such as the Department of environment and primary industries and the county fire authority both of which work in collaboration to mitigate on such disasters in the future. To do this, the organizations carry out effective risk assessment thus inform their population appropriately wi th the view of preventing the loss of lives and property in case of such fires. Additionally, the authorities strive to curb the fires in case they break out before the result in extensive loss of the country’s flora. ... Risk assessment and planning involves the utilization of varying amount of resources depending on the nature and size of the underlying potential of the risk. Such develops the concept of acceptable risk, which refers to the risk that the community can only accommodate. The cost of implementing an effective countermeasure to such risks is always too great for the community to bear. Furthermore, vulnerability of the countermeasure always exceeds the expected loss, such compel the community to understand and tolerate the prevailing risks (Lerche & Glaesser, 2006). An effective assessment of the risk that the fires present to the local population in the state of Victoria has helped reduce the deaths and magnitude of property damage in the event of such fires. However, the assessment compels the analysis of such factors as the climatic condition and the nature of the vegetative cover in the state. With such, the state authorities can therefore manage the settlement of the people and cont rol the activities of the local communities with the view of reducing the activities that pose threats such as smoking and garbage burning among other uncontrolled fire during the dry months. Sensitization and preparedness helps minimize the destruction of the fires since the local population stay aware of the nature of the prevalence of the fires. Additionally, the state authorities are also therefore capable of carrying out specific measures that help minimize the risk. Risk assessment matrix and methodology The fires vary in size thus pose varying risks to the local community. The varying magnitudes of the risks thus validate the use of a risk matrix, which

Eating Too Much Meat Will Kill You Essay Example for Free

Eating Too Much Meat Will Kill You Essay Bill Cosby once stated, â€Å"Did you ever see the customers in health-food stores? They are pale, skinny people who look half dead. In a steak house, you see robust, ruddy people. They’re dying, of course, but they look terrific.† On average, Americans consume about 8 oz. of meat a day, twice the amount as the rest of the world; about one-sixth of the total meat consumed, U.S being less than one-twentieth of the population. Meat is generally delicious, contains rich sources of proteins and minerals. Some nutritional diet programs like the Atkins Diet have linked certain types of meat-based diets to weight loss. On the contrary, eating too much meat has been linked to certain type of cancers, high cholesterol and an increased risk of contracting a foodborne illness. Americans need to recognize that diets high in meat increases the cancer risk and other health issues. Evidence suggested that consuming meat could damage the body. In a country known for its love for hamburgers and steak, consumers need to cut down on their meat for a healthy life. Consumers also need to understand grilling meat increase the risk of cancer. Part of the solution is eating healthy, but consumers also should be aware of what they’re eating. The big issue in America is quantity. Eating meat and fast-food meat on a daily basis for seven days a week, 365 days a year, is a big reason why the risk for cancer and other health diseases is dangerously high in U.S. United States slaughters more than 10 billion land animals every year (Freston 802), and the market research firm Packed Facts stated Americans spends 142 billion dollar on beef, chicken, pork, lamb at market retails. Eating too much red meat has been linked to increased risk of death from cancer and heart disease, according to a study from American Cancer Society, the more red meat you eat will increase the risk for cancer. A Journal published by the American Medical Association reported a 20-year study of nearly 149,000 adults between the ages of 50 and 74. Researchers examine the risk according to how much red meat, poultry, or fish the people had eaten. Researchers looked at how many people develop colon cancer after the study. The results were 30% to 40% are more likely to develop cancer in the lower part of the colon. People who ate the most processed meats were 50% more likely to develop colon cancer (Parish 6). Eating just three ounces meat a day increases the consumer’s chance of dying by 13 percent, and 20 percent increase if eating processed meat, like bacon and hot dogs. But it doesn’t mean we should completely cut out meat in our diet; these statistics demonstrates that the less meat you eat, the better. Consuming meat damages the body. According to Dr. Oz, from the Dr. Oz Show, eating a steak dinner can take two to three days to get out of your intestines (par. 3). Red meat takes more than 24 hours to completely digest. In the mean time, it is in your intestine rotting at 98 degrees, sending toxins through the body. Eating any food that does not completely digest will ruin your health. What happens is that the human stomach acids are not made to break meat down efficiently because of its high fat and protein contents. The body lacks the enzymes that digest proteins in the stomach. Protein digestion mainly takes place in the first section of the small intestines where the pancreas secretes the types of digestive enzymes to help break down nutrients into energy and allow the nutrients molecules enter the bloodstream. Hence, meat takes longer as it has to pass into the stomach and the intestines, opposed to carbohydrates, which are broken down easily by saliva and the stomach. Although red meat is digestible than any other food sources such as rice and vegetable, it remains in the digestive system for a longer period of time, leaving the meat to rot in your intestines. Dr Klein believes that animal protein is the primary cause for the inflammation of the intestines because meat rots in your stomach (4). It explains why eating animal protein for a long period of time can increase the risk of colon cancer. Also the kidneys work to remove excess protein from your body. Eating too much protein can stress out the kidney, leading to kidney damage. Grilling meat is a method that most people are familiar with. Grilling is part of American culture; it brings family and friends together for the holidays like Independence Day. Grilling is a method of cooking food hot and fast on your grill. Burgers, poultry, beef, seafood are typically grilled. Grilling is actually a much healthier option than frying food because it is low fat and you can grill food without adding oil on them. But unfortunately, grilling food may potentially introduce the risk for cancer. Those juicy hamburgers, especially the charred ones contains cancer causing chemical called carcinogen. When you grill meat, some of the fat drips down to the charcoal or flame and the smoke carry the carcinogen known heterocyclic amines (HCA ) and polycyclic armomatic hydrocarbons (PAH) to form. These compounds have been shown to affect our DNA and might cause cancer. PAH is the same smoke from forest fires, coal burning, car exhaust and smoking. Exposure to high amounts of PAH is dangerous to your health and long term exposure increase the risk of cancer. According to 2007 study in Epidemiology, women with high intakes of grilled, barbecued or smoked meats over their lifetime had a 74 percent chance of developing breast cancer (373). It is also important to not that these women has low intake of fruits and vegetables. Most people are not aware of the carcinogen when they are grilling the meat. But let’s face it, grilled meat taste good and people should not give up on their grass fed steak or burgers from the grill. There are couple ways to grill safely and reducing carcinogen. 1. Marinating meats for at least several hours that contains herb and spices can dramatically reduce HCA. Herbs/spices is highly potent antioxidant that helps prevent HCA formation. 2. Pre-cook the meat in either the oven or microwave and finish it on the grill to decrease the amount of the carcinogen. 3. Pick leaner cuts like skinless chicken, lean beef or pork; it decreases the fat from dripping down on the open flame. It also important to remember that well-done meat has a higher concentration of carcinogen. Medium-rare, or medium cook is healthier choice than well done. These tips to reduce and prevent carcinogen is a safe way to consume grilled meat, but what about restaurants that serves grilled meats? Unfortunately, the meat holds carcinogens. Study shows restaurant meat such as burgers, ribs, and chicken carry substantial amounts of carcinogen. Few years ago, KFC calls their new Grilled Chicken â€Å"the better-for-you chicken for health- conscious customers.† But a PCRM a test shows the grilled chicken contains a high level of carcinogen (Sullivan 12). Consumers eating grilled chicken from popular restaurant chains are exposed to substantial level of carcinogen. A study published in Nutrition and Cancers show that an independent laboratory examined one hundred samples from seven popular restaurants, and Phip, a carcinogen, was found in all the samples (33). These findings clearly show that eating grill chicken can potentially cause cancer. Consumers deserve to know what they’re eating is just as worse as a greasy high-fat fried chicken. It misleads consumers to think grilled chicken is healthy diet but in actuality a grilled chicken salad can increase the risk of breast cancer, prostate cancer, and other dangerous health disease. If that the case, shouldn’t the government or chain restaurant provide warning labels on their product? Since Tobacco Company labels their pack with a warning that cigarette causes cancer; restauran ts serving cancer-causing meat should do the same. When parents cook chicken for their children, they try to be health conscious. If people knew there were high levels of carcinogens in their grilled chicken, they may not choose it as a healthy alternative. Meat is part of American culture; Western men often forge a strong link between eating meat and masculinity. Eating too much meat is a common problem in American Society. I believe most Americans don’t realize that they’re eating too much meat. When comparing the size of the burger we’re eating today to the past decades, our burger has gotten bigger. Bacon is a big part of American culture today. It brings child-hood memories of how mothers cooked bacon for their children. It is also a common breakfast food and is often associated with family gatherings. But, eating bacon every single day of your life has life threatening repercussion to your health. Most processed meat like bacon or hot dogs contains sodium nitrate. Sodium nitrate is a food additive used in m any processed meats. It increases shelf life, gives any meat a fresh appearance, improves the smoky flavors of bacon, and slows the rate of the foul smell, and reduces bacteria (Kortboyer 5). It seems sodium nitrate is a great additive but it is widely regarded as a toxic ingredient. It is a highly carcinogenic chemical and once it enters the human digestive system; it release toxin to a number of internal organs including liver and pancreas. USDA tried to ban sodium nitrate in the 1970’s but was vetoed by food manufacturers who complained that they are trying to ban bacon from America and insisted the additive was safe. The sodium nitrate is found in almost every meat package. It’s listed right on processed meat products like bacon, turkey, hot dogs, and meats in canned soups. If it’s so dangerous, why does food manufactures use it? It sells more meat products because it makes the meat appear fresh and vibrant. Consumers are often influenced by the appearance of the meat, and sadly they will buy meat that looks fresh because of the additives, but in reality, the meat could be months old. A proven strategy to help combat sodium nitrates is to consume large doses of vitamin C and E before your meal. Another safe alternative is purchasing nitrite-free meat to reduce the exposure to sodium nitrate. But, meat without nitrates is prone to spoilage. I believe meat industry uses the saturated fat argument to distract consumers from real issues like cancer. Fruits with high saturated fat like coconut juice wont increase a person risk of cancer to jump up 50%. The real issue is what’s added to the meat during processing and packaging. While eating too much meat can be dangerous, the solution is to consume less. Meat is rich in protein and the body needs protein to maintain cellular tissue. Reducing meat intake benefits the bones. According to Dr. Campbell of Cornell University, animal sourced proteins extract more calcium from the bones, causing the bone to weaken (par. 4). Another good benefit of cutting back on meat is it that makes the consumer eat more nutritious foods. A study from American Journal of Clinical Nutrition reported that participants who were served a meal with less meat ate more vegetables (Rolls 916). Eating small portions of good quality meat can help curb meat cravings and will not jeopardize the health. Many health education websites like Meatless Mondays offer idea of cutting back on meat consumptions. Another healthy alternative is replacing meat with non-meat sources of protein. Small red beans, black beans, legumes, dairy products are all good source of protein. While fish and seafood are technically meats, they do not carry the same risks as red meat, chicken, and pork because they contain low saturated fat and cholesterol. Non-meat protein not only has low saturated fat and cholesterol, they contain healthy fats, vitamins and minerals the body needs. Besides, the average person only needs about eight grams of protein per 20 lbs of body weight. Make no mistake, Americans love eating meats. Meat is essential part of a healthy diet, but over consumption of meat will kill you. America spends hundred of billion dollars on meat and it’s no wonder why cancer is epidemic in United States. Meat is considered a luxury in other country’s, but meat in America is readily available anywhere and consumers need to learn self-restraint. Meat like hot dogs and bacon is part of American culture, but consumers need to understand that meat industry’s uses dangerous additives like sodium nitrate and eating it for a long period of time will have repercussion to your health. Strong evidence claims that not only the harmful sodium nitrate harms the body, but also eating meat in general will damage the body. There are other healthy options like non-meat protein. But the solution to the problem is consumers need to be aware of what they’re eating and learn self-restraint.

On Limits Of Strategy Business Essay

On Limits Of Strategy Business Essay The Four Arena analysis and Four Lens analysis are based on a simplification of the dynamics of competitive interactions that breaks reality into it component pieces. In reality, the arenas are not quite so distinct, the progression is not quite so clear, and the nature of dynamic strategic interaction is not so predictable or easily labeled. DAveni, R.A. (1994, p. 180) Strategic management theories and methods are indispensable in todays economy. Regardless of their origin, dynamics or focus they are designed by scientific logic to understand the complexity of reality, to analyze the focused conditions (i.e. market, power, relative positioning and so on) and to cope with competition to achieve an advantage or to sustain the economic performance of a company. Combined with an insightful execution they strengthen the profitable existence of organizations within a competitive environment. However even the most successful companies which implement the most paradigmatic strategy methods by the rulebook fail. This raises the question of whether contemporary strategy can, in fact, provide such consistent insights for strategists or rather bias the perception of reality. This chapter is dedicated to a critical analysis of the predominant strategic research streams in order to locate their structural weaknesses. A symptomatic case study will introduce/illus trate the issue. The Textbook Example The Taiwan-based High Tech Computer Corporation (stylized as HTC) was founded 1997 as a producer of notebooks and became one of the largest smartphone manufacturers in the world in just over a decade. It is best known for its wide consumer smartphone portfolio ranging from mid- to high-priced models. With a market growth of nearly 100 percent in 2011 and a skyrocketing sales growth of 229 percent, HTC held the title of the most profitable stock at the Taiwanese stock exchange from 2007 until 2011 (cf. HTC Investor Relations; Bloomberg 2011). But as of today, the tables have turned on High Tech Computers Corporation. In the second quarter of 2012, the company had shown substantial revenue losses of 3.35 billion Dollars resulting from a slump in sales and profit in the first quarter (cf. Reuters 2012; HTC Investor Relations). Its stock plummeted from an all-time high of 35 euros (1300 Taiwan Dollars in April 2011) to now 7,5 Euros a share (277 TWD as of August 2012; this signifies loss es in the amount of more than 3 billion US Dollars). In conclusion, HTC cut its expansion program by closing its offices in Brazil and South Korea, and sold half of its stake in its main acquisition of high fidelity headphones (cf. Kan 2012). What began as a yearlong success story for the innovative smartphone manufacturer is turning into a failure, putting HTC in the same declining market share position as Nokia. But what went wrong? The answer might be found in the strategies and the business model adopted by the Taiwanese company to assert their place in such a dynamic industry as the smartphone market. According to the empirical analysis of the High Tech Computers Corporation by Chi-Ho Chiou (2011), its general corporate strategy was based upon a threefold approach. The first strategy, Development and Reconfiguration of Dynamic Capabilities, includes the implementation of both the core assertions of the first-mover advantage theory, as well as the methods of the Configurational school of thought. The concept of the first-mover explains the advantage a market pioneer can successfully live off, if he is the first one to establish himself in a niche (Robinson 1988, p. 92ff.). Through expanding the scope of the product, establishing effective response barriers for competitors, creating proprietary and innovative products, exclusive production skills, vertical integration and securing the best areal locations, a co mpany as a first-mover could create powerful entry barriers as well as high switching costs (MacMillan 1983, pp. 22-25). In addition to this proceeding, the Configurational school describes the relations between periods of stability and transformations a corporation might undergo to adapt to new environmental changes. To sustain equilibrium of its organizational characteristics (and therewith its success), there is the important need to acknowledge change and to embrace it through appropriate strategizing (Mintzberg et al. 1998, p. 305ff.). Thus HTCs strategizing originated with the early insight (presumably because of the production volumes of the Iphone) that consumer matched smartphones will induce a state of market change the company has to adapt to. Against this background, HTC, as one of the first manufacturers, switched the focus from business-tier phones to cheaper mid-tier handhelds, bundled its distinctive competencies of technological advancement and into the development of these products, and defended its advantageous position with the buy-in of skilled professionals. To enhance its performance within the state of reconfiguration, HTC incorporated additionally the strategy of Collaborative Networks which is essentially the optimization of the value chain and the domain of the Power school of strategic management. As mentioned before, the benefits of the early-mover might stem from the vertical integration of business units. This approach was elaborated and explained by Michael Porter within the Generic Value Chain. A company can be disaggregated into its primary and support activities which, taken together, generate the profit margin (cf. Porter 1998a, pp. 36-52). By optimizing the management of the value chain and an efficient expansion strategy, a company is able lower its production. These strategies go hand in hand with the principles of the Power school. This school of thought is divided by perspective. On the one hand, there is the perspective on the inter-organizational issues subsumed under the term of Micro Power, and on the other there i s the Macro Power concerning the political processes in between several corporations. The latter perspective includes a cluster of different concepts which outline either the importance of strategic alliances and cooperational networks (Hamel et al. 1989, p. 134; in: Mintzberg et al. 1998, pp. 255-260), or the influence of the external control an organization can achieve through planned strategizing (cf. Pfeffer/ Salancik 1978; in: Mintzberg et al. 1998, p. 248f.). By creating strategic collaborations with Microsoft and Google in its early days as a smartphone parts supplier (first contracts being made in 1997), HTC was able to improve its value chain by reducing the total cost of its technological development, firm infrastructure, and human resource support activities in its value creation process. It simply used the provided operating systems as Android or Windows Phone, instead of investing assets and resources into own research. HTCs strategic alliances began to manifest itself in the 2001-2003 time periods as the company collaborated initially with such European telecommunication providers as Vodafone, T-Mobile, Orange and O2. As it built up favorable reputation and its brand image in a low competition market as Europe, High Tech Computers entered the US Market in 2005, signing exclusive hardware deals with providers AT and T, Sprint, Verizon and Cingular. Finally, dominating its niche of mid-tier smartphones, the corporation collaborated with Japanese providers including NTT DoCoMo and Softbank Mobile to enter the most competitive smartphone hardware market in the world (all data taken from Chiou 2011, p. 301f.). Step by step, HTC incrementally developed a brand image and established itself in the world market through regional maneuvers, strategic alliances, as well as technical partnerships. Finally, HTCs product strategy and its radical transformation are based on the third strategy named Dynamical Product Diversification. It was, as Chiou points out in the African Journal of Business Management (2011, p. 302), derived from Porters Five Forces analysis and the resulting Generic strategies matrix strategy (at this point, this paper will refrain from explaining these basic concepts due to their prominent nature). As Apple changed the mobile communication market in 2007, HTC must have recognized the chances and the potential of this newly established market by shifting its own production towards the masses demanding similar products as the Iphone. Yet the Taiwanese analyzed the competitive forces and realized that they should not compete against Apple and mimic its differentiation strategy, but choose the focus approach instead. Hence, each year since 2007, High Tech Computers released approximately ten to fifteen different smartphones with the goal to capture and capitali ze on the niche left by Apple (cf. Areamobile.de 2012a; HTC Portfolio 2012). The Iphone was considered an unchallenged luxury good available only to consumers who were capable of either spending almost a thousand Dollars or binding themselves to year-lasting provider contracts. HTC became the alternative with a diverse product portfolio of less expensive phones for the mainstream, adopting Porters focus (or segmentation) strategy. All in all, it should have become evident that HTC incorporated a range of paradigmatic theoretical concepts of strategic management in its endeavor of competition analysis and strategy creation. Despite of being a textbook example of applied strategic management theory, the company struggles the second quarter in a row to operate in the black. The reason for their failure is, from the corporate point of view, the loss of revenue due to lower sales and therefore less net profit and an impaired market growth (cf. HTC Investor Relations 2012; Whittaker 2012). Yet analysts claim unanimously that these lower sales result from an overloaded and simultaneously dull product portfolio which lacks a distinct competitor to Apples Iphone or the even more successful Samsung Galaxy product line (cf. ibid.; Shimpi 2012; Milett 2012; Luk/ Poon 2012; Bertolucci 2012; Lunden 2012). But why does HTC need to have such a competitor, in spite of choosing the segmentation product strategy and having a portfolio of 96 different mid-price smartphones (cf. Areamobile.de 2012b)? This companys failure implies that the company had to complement its strategy with the same cost focus endeavor as Apple. Ac cording to Porter, the positioning school, and every SWOT analysis, HTCs managers planned everything in accordance with the textbook and the double strategy its competitors pursue should be essentially wrong because: [a] firm that engages in each generic strategy but fails to achieve any of them is stuck in the middle. It possesses no competitive advantage. This strategic position is usually a recipe for below-average performance. A firm that is stuck in the middle will compete at a disadvantage because the cost leader, differentiators, or focusers will be better positioned to compete in any segment. (Porter 1998a, p. 16) Samsung Electronics did exactly that. It is indeed stuck in the middle having approximately 380 low- to mid-price phones and 11 high-end smartphones (cf. Areamobile.de 2012c). And its consolidated operating profit soaring to 4.8 billion Euros shows a 79 percent increase year-on-year since it implemented this double strategy (cf. Samsung Investor Relations 2012). It appears that the most paradigmatic strategy analyses reach their limits in the face of contemporary figurations of competition. Hence, HTCs strategic failure is symptomatic of a large part of the normative and descriptive strategic management research. Normative/ Prescriptive Research Streams Over the course of the last century, the term competition passed through different stadiums. In the war torn European economies of the 1950s, competition did barely exist due to an unmet demand for reconstruction and food supplies. Only two decades later, the competitive dynamics in the US transformed the rapidly expanding seller markets into the saturated buyer markets of the late sixties and seventies (all data cf. Chandler 1990). In the nineties, competition once again hardened in the face of globalization and the more complex nexuses of interconnected global market forces. And as of the digital markets of today, Hypercompetition represents the paradigmatic concept for the scientific community characterized through: [an] accelerated change in technology or regulation, low entry and exit barriers for competitors, uncertain and volatile consumer needs and demand situations, [à ¢Ã¢â€š ¬Ã‚ ¦] leapfrogging of existing standards, blurring of boundaries between competition, substitution and market entry and continual attempts to outmaneuver each other and to usurp entry barriers (Ortmann 2010, p. 24, also cf. DAveni 1994; Brown/ Eisenhardt 1997; Gottinger 2006) In regard to the continuous historic transformations and the volatile nature, competition is therefore understood by the scientific community as a dynamic, evolving concept. In contrast, concepts of the modern schools of thought of strategic management remained surprisingly static. The Design, Planning and Positioning school of thought represent, according to Eden Ackermann (1998, p. 25ff.), the prescriptive and rather normative side of strategizing. They consist of deliberate analyzing, planning, and strategic creation methods, and describe how things ought to work under ideal conditions. Until today they remain the predominant strategy concepts taught in nearly every book on this topic (insert Fig. 1 here) and their use continues to permeate the academic peer-reviewed literature (for a detailed description cf. Helms 2010). Though HTC claims to be an innovative company, they chose prescriptive analytic models which represent somewhat of an outdated perspective on strategizing. They are characterized through an inflexibility of their frameworks, because they base on the economic situation in the eighties and were developed for managers of large and mature corporations. Furthermore, this period was characterized by strong competition, cyclical developments and relatively stable market structures (Niehans 1990, p. 315f.). For instance, the generic strategies matrix cannot be modified within its framework. Instead of observing the changes of market conditions in correlation to ones own company as a complex adaptive system, and to adapt to the prevailing degree of competitive complexity (as for instance within the framework of the complexity theory determined by McKelvey 1999 or Kappelhoff 2002), the Five Forces analysis and the strategy matrix are based upon the assumptions of perfect competition, that structure determines strategy (structure-conduct-performance-paradigm), and that market growth is continuous. If there were any problems or divergence from one of the questionable assumptions, then Porters whole theoretical construct would be rendered implausible because of its inflexibility as pointed out in HTCs case (for a more detailed critique and analysis of the rather basic paradigmatic concepts concerning HTCs performance cf. App. 1). But beyond the concepts of Five Forces, Portfolio Analyses or Planning procedures, the normative or prescriptive stream of research underwent several paradigmatic changes ever since which spawned more sophisticated iterations of strategic concepts (as depicted in Fig. 2.). These were subsequently modified to improve their performance, as well as their consistency until they became highly complex. But even more elaborated concepts as Game Theory (cf. Shapiro 1989; Nisan et al. 2007), Blue Ocean Strategies (cf. Kim/ Mauborgne 2005) or the shift to the Resource-Based View (cf. Wernerfelt 1984; Prahalad/ Hamel 1990) continue to analyze competition with only a few set variables and static frameworks which represent rather theoretic enclosures than reality depicting mental models. For issues of scope and continuity, this subchapter will focus exemplary on Porters dynamic progression in the field of normative positioning. After severe criticism on the account of neglecting external forces ( as e.g. the government, cf. Brandenburger/ Nalebuff 1996), missing viable middle ground strategies (known as Outpacing-Strategies, cf. Gilbert/ Strebel 1987; Miller 1992), and concentrating too much on the positioning instead of addressing the competencies of the firm (Prahalad/ Hamel 1990), Porter complemented his strategic research by integrating the generic methods into two frameworks driven by causality. The first one, termed as The Determinants of Success in Distinct Businesses (or Chain of Causality Framework) focuses mostly on the industrial level from a cross-sectional perspective. It integrates the industry structure analysis (Five Forces) and the value chain into a framework itemized into abstract basic units which represent predetermined variables linked by a chain of causality (cf. Fig. 3 in Porter 1998b, pp. 87-92). Therefore, a proper choice of strategy and a sustainable competitive advantage rest on a set of interconnected company inherent activities (discrete process es of the value chain) whose performance in turn depends upon structural determinants of differences among competitors named drivers (e.g. scale economies, learning curves, location, timing etc.). Ultimately, Porter argues that the cross-sectional part of the causality chain of a company starting with the drivers and ending with a successful positioning strategy attains its quality over time through managerial choices and an advantageous initial condition a company may inherit (ibid. p. 92ff.). With this link to a longitudinal business level perspective, Porter addresses the criticism invoked by the advocates of the resource-based view. Still, this framework becomes dynamic in the first place with the addition of the Diamond of Environmental Influences which focuses on environmental factors on a broader national level. This framework represents a departure from Porters early static template-like models and stresses the reinforcing relations of four interrelated attributes. These att ributes represent local, environmental conditions which influence the competitiveness of a company. Factor conditions as skilled labor, infrastructure or raw materials are provided by the nation. Demand conditions result from the pressure and needs of home market consumers which determine the degree of innovation and advancement of products. Related and supporting industries characterize the presence of rivaling or supporting industries and their linkage to ones company in terms of innovation pressure, cost-effectiveness, short lines of communication, etc. Firm strategy, structure and rivalry determines the market structure set by competitors. The way competitive advantage is achieved by management practices, organizational modes, and the utilization of (local) resources of rivaling enterprises, affects the degree of the external pressure a company has to deal with. Additional parameters of influence are historical chance and the government (ibid. pp. 99-106). Since all these exogen ous factors affect the corporate strategizing and resources a company starts with, the diamond can be linked below the managerial choices and the initial conditions (van den Bosch 1997, p. 98). Both frameworks address a certain degree of flexibility and changing environmental factors. However, despite the efforts made to understand the basic conditions of financial success of corporations through strategic analysis of their presumed influential factors, the Diamond and the Chain of Causality remain extended frames of the initial generic positioning. Each link of the chain can be challenged in terms of its determinism. Thus, from a academic point of view, the main critique of Porter is that his principles are solely based on macroeconomic conditions which he analyzed within longitudinal studies of successful corporations, local governments and whole trade nations. Albeit these cases provide sophisticated sources of reliable information, they only represent conditions of their particular era, which cannot be extrapolated into changing future markets. Moreover, macroeconomics functions within its own frame of scientific reference and is seldom open to modification that is not based upon empiric evidence. It takes time to gather such evidence and it is per se impossible to modify these concepts in order to make them fit a problem-related context, which requires a different set of variables. Additionally, strategic researchers criticized the general application of the Diamond framework on business models. As Porters previous methods, the determinants of the Causality Chain and the environmental attributes of the Diamond are seldom applicable to small businesses or digital enterprises. The scope of the highly complex and national attributes does not really affect the infrastructure of small companies dependent on exports, as well as having menial cash flows (cf. Cartwright 1993; Grant 1991). Neither local infrastructure, nor demand conditions of local customers affects digital businesses, because the internet provides a network structure which is independent from geographic or national boundaries (though, in some rare cases national regulation restrictions indeed apply to digital shops). On a broader scale, critics pointed to the inflexible state of the Diamond framework, because it is only valid for the operational scope on a national level and nothing below or beyond that. For international relations of companies it was proposed to enhance the flexibility, by adding another modified diamond (cf. Rugman/ DCruz 1993; Moon et al. 1995). Such businesses do not depend much on local resources and can allocate them in a decentralized manner. Thus, competitive advantage may also result from outbound foreign investments, as well as from foreign-owned companies which add value to distinctive competencies required for the home market, effectively strengthening the competitive position. On the business level of strategy which is addressed by the managerial choices, initial conditions, drivers and activities, it is Porters empiric-based determinism that constraints the adaptive nature of the causality framework. Even though he is asserting that [e]ach model abstracts the complexity of competition to isolate only a few key variables whose interactions are examined in depth and that [t]he normative significance of each model depends on the fit between assumptions and reality (Porter 1998b, p. 84), he does not try to excel in these statements. With the creation of his basic meta-units of activities and drivers, he establishes a solid foundation just to ruin it with the integration of his outdated models of Five Forces, the Value Chain and Generic Strategies. It is impossible to include components such as the predominant cultures of countries, the type of market (digital, industrial, service based etc.) or the customer based preferences, which are vital drivers of comple xity in international markets into the Chain of Causality framework. Speaking in economic terms, his framework assumes a classic and perfect market. Therefore, the more a market is influenced by customer uncertainty or the domestic culture, the less meaningful insights the framework can deliver. That is why these frameworks are suited best for analyzing mature, industrial, western markets or national economies with stable market structures. Evolutionary/ Descriptive Research Streams As a result of strategies based upon a prescriptive approach, an organization might develop too sharp an edge. A strong focus on a successful method by optimizing the value chain and activities for a certain business offering, results inevitably in narrowing down other competencies and strengths in a normative approach. Thus, initial success with a product can be disrupted quickly by exogenous changes in customer preferences as it happened within a short time span with HTC. If that is the case, then the organization is missing a requisite variety of alternative options it can exploit (cf. Beer 1981). Therefore, it is expedient to shift the perspective to the other predominant stream of research which endeavors to grasp the processes of change and to include them into a flexible strategy creation process. Hence, the evolutionary or descriptive theories operate from a retrospective point of view, by trying to capture the emergent processes, to reflect them and finally learn to modify the status quo of strategizing. In comparison to the previous research stream, the descriptive branch is a rather heterogeneous collection of concepts which encompasses more than seven different schools of thought (cf. Eden/ Ackermann 1998, pp. 24-28, Mintzberg 1998). Moreover, chronologically, they have not gone through the same evolution as the normative schools, as they simultaneously began to gain academic traction in the late eighties (cf. Mintzberg 1998, p. 352ff.). The common denominator of all theories is the reflection upon incremental change within the company, as well as the exogenous competition and its impact on the organizational performance. Two of the most prolific examples will illustrate both perspectives: Theorists of the Environmental school argue that businesses are part of a natural selection mechanism. Hence, the environment, presenting itself to the organization as a set of general forces, is the central actor in the strategy making process. The company must respond to and include these forces continuously in its strategic analyses, in order to adjust its relative competitive position (cf. ibid. p. 288ff.). Executives, thus, choose from a variety of options provided by the environmental context, adopting those that not only suit their environments but also reflect their personal motives, predilections, and capabilities (Miller et al. 1988, pp. 544-548). Other important aspects are share- and stakeholder relationships, which are emphasized by the Power school (already covered in Chapter 2.1, p. 5). This research branch focuses solely upon the non-material assets of power and highlights its impact on strategy making. Whether inside the company or as an essential part of the environmental influence, stakeholders represent an influential factor on business performance as e.g. a (de-)motivated workforce, beneficial government parties, visionary managers, and, of course, customers. To address these parties, theorists developed a wide array o f approaches ranging from early empathy based models (cf. Freeman 1984) to almost guerilla tactics-based ideology studies on lessons how social movements mobilize workforce (cf. Ruhland 2006) to computerized benchmarking tools for measuring stakeholder value (cf. Figge/ Schaltegger 2000). Nevertheless, the main flaw with these theories lies within their fragmented nature and the resulting inconsistency. Undoubtedly, the Entrepreneurial school has the best research on successful executives, and their visionary ways of dealing with innovations; the Cognitive school delivers the best insights in their minds and how strategic processes are being constituted. But all aforementioned schools deal with complexity by fragmenting it into thematic clusters and unraveling the separated fields of knowledge. This might be a scientifically valid method of dealing with hypotheses, but concurrently it becomes gradually more difficult for companies to deal with a fast-paced analysis of emerging probl ems. As mentioned earlier, each fragmented school of thought in the evolutionary research stream is composed out of hundreds of different methods and models. Thus, it takes not only time to analyze the situation within the frameworks, but it also costs theoretical effort to interconnect the fundamentally different tools and methods. Though Mintzberg addressed this problem within his books by creating a unifying approach to adapt to environmental change, known as the Configurational School (cf. Mintzberg et al. 1998; Miller/ Mintzberg 1983), it would take a considerable amount of time to apply all frameworks and empirically validate the inter-correlations of each theory. Due to this fact, Osterwalders interdisciplinary method is better suited for the demonstration of the remaining problems (cf. Osterwalder 2004; Osterwalder/ Pigneur 2010). His Business Model Canvas and its methods can be loosely sorted into the Learning/ Environmental/ Power schools (cf. ibid. p. 110f., p. 130ff., pp.181-189, pp. 200-212.). Though, the model also draws heavily upon Porters (Five Forces) and Penroses (Resource-Based View) normative concepts, as well as the paradigms of the Planning school (Scenario Techniques). Yet it offers a more sophisticated approach to analyzing strategies behind the business model than proposed by Mintzberg , covering the most important factors of the prevalent schools of thought. The basic canvas is composed out of nine sections for analyzing the key components of the business offering (cf. Fig. 4) and can be divided into four main intersecting groups. On the right side of the canvas there are industry based components, including factors of competitive analysis, production activities, the actual microeconomic cost structure and internal resources basing on the aforementioned normative methods. The upper side of the canvas entails the components of product analysis, including the description of the actual product features, distribution channels, quality management and customer preferences based upon T.Q.M. frameworks, Six Sigma analyses etc. The right side depicts all activities involving customer analyses and market demand. Lastly, the lower side represents microeconomic and financial considerations regarding the product/ service, based upon the most generic economic units, e.g. cash flow, EBITDA metrics, asset pricing and revenue streams. Additionally, Osterwalder and Pigneur include such basic analytic tools as SWOT, Blue Ocean Strategies, Long Tail and some sort of self-composed competitive environment map to round off their model and make it compatible to other frameworks. Despite the apparently light approach towards creating business models, reflectively understand the core processes of an organization and including emergent change into corporate strategy (judging from the visual context and the non-existent academic aspirations of the book), the canvas was conceived as a doctoral thesis and is based upon scientific research. Overall, the Business Model Canvas represents an emphatic concept for identifying the main processes and business units, upon which a corporate strategy can be based or modified. Despite the inclusion of many perspectives and improvements towards the normative concepts, this seemingly reflexive and holistic approach has to deal with strong criticism. Rosenberg et al. (2011) argued that the canvas dealt with substantial problems emphasizing the processual focus and thus lacking structural and goal-oriented performance representations (p. 310ff.). Moreover, due to its simplistic design, the model lacks consistent causality between each of the nine proposed blocks. Because of that, it is difficult (if not impossible) to determine a valid strategy and to manage the continuous adjustments of the business model (cf. ibid. 312ff.). In general, it becomes apparent that Osterwalder et al. do not provide the deep insight into the macroeconomic context as e.g. does Porter. The processes and the effects between each canvas-block are only explained within case studies. In its methodology, the Business Model Canvas misses the questions why? and the answer because. The best example is found with the explanation of the Freemium business model (Osterwalder/ Pigneur 2010, pp. 96-106). Instead of introducing the basics or referring to explanatory books, there are roughly eight examples of canvases with a lot of colorful arrows, which point to the main connections between each block. But the model itself does not explain anywhere how to determine, understand and use these connections for strategic analysis or strategy creation. On top of that, some cases analyzed are assessed inherently wrong as in the case of Nintendos Wii (ibid. p. 230f.).

Changes of Hester Prynne in Hawthornes Scarlet Letter :: essays research papers

In Nathanial Hawthorne’s The Scarlet Letter, the reader meets the character Hester Prynne who as the novel progresses, one notices the changes in her character are very dramatic. The changes are both physical and in her mannerism’s. There are many significant events which took place before the start of the novel and during the novel. Some of these events that lead to this dramatic change include the affect of wearing the scarlet letter, the secrets which she keeps, and her daughter Pearl’s evil characteristics. By these events, Hester Prynne’s image is transformed throughout the time of the story. As Hester wears the scarlet letter, the reader can feel how much of an outcast Hester becomes. When walking through town, â€Å"†¦she never raised her head to receive their greeting. If they were resolute to accost her, she laid her finger on the scarlet letter and passed on† (Hawthorne, 127).She believes that she is not worthy of the towns acknowledgments and chooses to ignore them. The guilt that now rests in Hester is overwhelming to her and is a reason of her change in personality. The secrets which Hester keeps are because she is silent and hardly talks to anyone. â€Å"Various critics have interpreted her silence†¦ as both empowering†¦ and disempowering†¦ Yet silence, in Hester’s case, offers a type of passive resistance to male probing† (Elbert, 258). One may refer back to the scene at the beginning when Reverend Wilson is trying to get the name of the other sinner. As Hester refuses, one may see this as a foreshadowing for other events. Hester is a strong woman who would not tell a soul the secrets that interconnect Dimmesdale and Chillingworth. The secrets however begin to take a toll of Hester especially as Chillingworth comes to town and is dying to know who the father of Pearl is. As a living reminder of Hester’s extreme sin, Pearl is her constant companion. From the beginning Pearl has always been considered as an evil child. For Hester to take care of such a demanding child, put lots of stress onto her life. Hester at times was in a state of uncontrollable pressure. â€Å"Gazing at Pearl, Hester Prynne often dropped her work upon her knees, and cried out with an agony which she would fain have hidden, but which made utterance for itself, betwixt speech and a groan, ‘O Father in heaven- if Thou art still my Father- what is this being which I have brought into the world!’† (Hawthorne, 77).

Scotts experience on the moon in Waliking on the Moon by David R. Scott :: essays research papers

Scott's experience on the moon in "Waliking on the Moon" by David R. Scott â€Å"WALKING ON THE MOON† by David R. Scott, an American astronaut, is an account of his experiences on moon which he has narrated by the use of figurative language. He has described each aspect with deep detail in order to portray the moon which is merely seen afar. He has employed various techniques to describe the moon and to make his experiences comprehendible to all and sundry. HE compares, every now and then, his experiences on the moon with the earth. Scott, with his companions in Endeavour, made twelve revolutions around the moon. It took them, two hours to complete one revolution which they did in one hour of illumination and one of darkness. He beautifully describes the darker part of the moon which was suffused with â€Å"earth shine†. The light which the moon received from earth was much intense and bright than the moon light visible from earth. Therefore, they could easily view the mountains and the craters in the earth light. Stars embellished the sky, ahead and above them, with their â€Å"icy fire† and an â€Å"arc of impenetrable darkness blotted the firmament†. Then at dawn â€Å"barely discernible streamers of light† gradually illuminated the moon. Then within a second the sun scattered its intense light and brightened everything and â€Å"dazzled† their eyes. In the â€Å"lunar morning† the surface of the moon appeared to be of â€Å"milk chocolate colour† The pointed shadows highlighted the hills and craters. The writer delineates the changes in colour. As the sun rouse higher and higher the colour of mountains became gray and the shadows reduced in size. The writer describes the moon as an â€Å"arid world†. The lunar day and night continued till 355 earth hours. The moon seemed to be preserved in the time of its creation. Craters formed by the striking of meteorites, millions of years ago, were conspicuous. As the writer saw at the dark sky he caught a glimpse of the earth gleaming in space, â€Å"all blue and white, sea and clouds.† The earth looked brightly lit in the cold and limitless emptiness of space. Scott surveyed and photographed the moon. On the moon there were â€Å"incredible variety of landforms.† The lunar mountains stood in â€Å"noble splendor†. There were ridges and mountains 11000 feet high. The canyons and gorges were more than one thousand d feet deep.

10 Mary Street and Neighbours

Tenâ€Å"10 Mary Street† by Peter Skrzynecki and â€Å"Neighbours† by Tim Winton both contain elements that contribute to a sense of belonging. In â€Å"10 Mary Street†, their connection to their house is established through the nurturing of their garden. A simile is used â€Å"tended roses and camellias like adopted children† to emphasise this strong connection to their garden and their immense care towards it. Peter gains joy and fulfilment from his garden and this enables his attachment to his home to grow.The personification of the house with its â€Å"china blue coat† gives a sense of security and warmth to the house, highlighting its significance in terms of their belonging. In the forth stanza, it is evident that the family has established connections with people of similar cultural background, where a sense of familiarity is provided. They have a strong connection with their past and through the use of listing, Peter demonstrates the various memories and common values that they share.The â€Å"embracing gestures† evokes a sense of comfort and reassurance with this particular community. This reveals the strong connection that the family has with their house. â€Å"Neighbours† by Peter Skrzynecki presents us with the idea that common interests can bring people together. In the beginning, the newlyweds move into a new environment and experience a cultural barrier. The simile â€Å"it made the newly-weds feel like sojourners in a foreign land† indicates that they are outsiders and do not yet have a sense of belonging.This is reinforced through the short sentence structure â€Å"the street was full of European migrants† which demonstrates how they know little about their neighbours and have no connection established. This is similar to â€Å"10 Mary Street†, where a cultural barrier must also be overcome in order to create a sense of belonging. However, after some time, the newlyweds begin to tolerate their neighbours’ behaviour and adjust to their new environment. The use of alliteration â€Å"big woman with black eyes and butchers arms gave her a bagful of garlic cloves to plant† indicate their growing friendship with their neighbours.Listing is used to emphasise this new connection and understanding of their neighbour’s culture, â€Å"in the spring the Macedonian family showed them how to slaughter and to pluck and to dress†. Through these common interests they are able to establish friendships and no longer feel the cultural barrier. While â€Å"Neighbours† presents the idea that a connection to the community can bring a sense of belonging, â€Å"10 Mary Street† differs, and no real sense of belonging is established.The newlyweds are able to feel belonged due to their new connection with the community, as shown in the final paragraph, â€Å"On the Macedonian side of the fence, a small queue of bleary faces looked up, che ering, and the young man began to weep†. Through this emotive language, it is evident that the newlyweds have established true connections with their neighbours, as the neighbours are eagerly waiting to show their support and care towards the newlywed’s new family member. The verbs used, â€Å"cooked dinners for his wife† and â€Å"listened to her stories† indicate their increased comfort and ease in this new lifestyle.In contrast to this, â€Å"10 Mary Street† does not display any sense of belonging to their new country. In the forth stanza, it is clear that the family has remained in their comfort zone, with strong connections held with their past lifestyle, rather than their new one. Through the listing of various memories and common values held with their old culture, it is demonstrated that they have not yet created a connection with their new country. In the final stanza, the family is described as being â€Å"inheritors of a key that’ ll open no house when this one is pulled down†.This can be seen as a representation of their inability to access the broader society, despite having their strong connection to their house. Diverse ideas are presented in the texts and convey different aspects of belonging. In both texts â€Å"10 Mary Street† and â€Å"Neighbours†, different elements are presented to us in order to establish their sense of belonging. â€Å"Neighbours† explores the element of finding common interests within their community to establish a connection, while â€Å"10 Mary Street† finds this connection through their strong bond with their home and garden.