Shakespeares presentation of the characters of Hal and Hotspur in Henry IV Essay Example for Free

Shakespeares presentation of the characters of Hal and Hotspur in Henry IV Essay Compare Shakespeares presentation of the characters of Hal and Hotspur in Henry IV Part 1 The two main characters in Henry IV Part 1 are named Hal and Hotspur. They are two very contrasting characters. Hal (actual name Henry Bolingbrook) is the son of the king, Henry IV. Hotspur (Harry Percy) is the son of Lord Northumberland. His family is very wealthy and powerful, and at the start of the play they are fighting for the King because they are good friends with him. Things soon turn sour though, when the short-tempered Hotspur, egged on by his scheming uncle, Lord Worcester, falls out with the King and vows to get revenge on him. This essay describes the numerous differences between the two young men. In his fathers eyes, Hal mixes with the wrong sort of people, and this is probably true. He spends a lot of his time with thieves like Gadshill, liars like Falstaff, and drunkards like Bardolph. The King is very disappointed with the way his son behaves, and he makes this clear right at the beginning of the play. Whilst I by looking on the praise of him [HOTSPUR] see riot and dishonour stain the brow of my young Harry he confides in Westmoreland. He even goes as far as wishing that Hotspur was his son instead of Hal! Oh that it could be proved that some night-tripping fairy had exchangedour children where they lay. Hotspur is an aggressive, short-tempered character. He always says what he thinks, no matter who is around, and this characteristic tends often to get him into hot water. He forbad my tongue to speak of Mortimer, but I will find him when he lies asleep and in his ear Ill holla Mortimer! he says in one of his many rants about the King. Hal is almost the exact opposite of Hotspur in this respect, he is very laid-back, and keeps his thoughts to himself rather than blurting them out like Hotspur. When asked if he was afraid of Glendower and the rebels, he replies nonchalantly Not a whit ifaith, showing his relaxed manner. Hal is not as flippant with his remarks as Hotspur. He keeps himself to himself. This is made clear to the audience when he reveals in an aside that his mixing with disreputable people is a scheming plan to eventually glorify himself when he turns over a new leaf. He reveals this quite late in the play, which is done on purpose to show that he has been keeping it to himself for quite a while, giving the audience the impression that he is a scheming and calculating person. Hotspur is obsessed with war and politics, whereas at the start of the play it seems like Hal couldnt care less. I love thee not; I care not for thee Kate when I am a-horseback I will swear that I love thee infinitely says Hotspur, who we know loves Kate very much, but when there is a battle approaching he doesnt care about anything else. Although at the start of the play Hal seems disinterested in war and politics, it later emerges that he is almost as fanatical about it as Hotspur. Hal, when he insults people, does it behind their back, and is much more subtle than Hotspur. In Act 2 Scene 4 Hal has a dig at Hotspur while laughing and joking in the tavern, whereas Hotspur criticises the King while he is just meters away from him in Act 1 Scene 3. He forbad my tongue to speak of Mortimer, but I will find him when he lies asleep and in his ear Ill holla Mortimer! he rants. Hotspur often mentions Gods name in his speeches. And God defend but still I should stand so he says at one point in the play, and Welcome, Sir Walter Blunt; and would to God you were of our determination! he says at another time. Frequent mention of Gods name was an important part of public rhetoric, in contrast to todays society where faith in God is no longer an essential part of the political or judicial process. Harry does not mention God as often, perhaps hinting at either a lack of faith or a lack of knowledge and experience of rhetoric. This comparison demonstrates how Hal has much to learn about being a successful speaker, and in a broader sense about life as a noble in general, whereas Hotspur seems to have already picked the idea up. Hotspur is very disorganised, and doesnt plan ahead. He thinks on the spot, and has a tendency to let himself down as he sometimes makes poor decisions when he is under pressure. A plague upon it! I have forgot the map he exclaims, when the whole point of the meeting he was attending was to use the map to divide up land. Hal is more of a forward-thinker, as proved with his long-term plan to make people disapprove of him and then to change his ways in the future. Hal controls events himself, whereas Hotspur lets his temper control events, and lets himself be egged on by crafty people like his uncle Worcester. An example of how easy Hotspur is to manipulate is the way he is subtly encouraged by Worcester to fall out with the king. Hotspur uses lots of expletives and exclamations, whereas Hal uses much more relaxed language most of the time. A two-faced side of Hostpur emerges in Act 4 Scene 3, where he acts very warmly towards the enemys messenger. Welcome, Sir Walter Blunt some of us love you well, and even those some envy your great deservings and good name. he says. Hal is also two-faced in a way, because he mixes with dishonourable people even though he doesnt even want to. Of course he pretends to want to when he is around them. Both Hal and Hotspur are admired by people on the opposite sides to them. In Act 4 Scene 1 Vernon compares Hal to the Gods, using lots of philosophical metaphors, much to Hotspurs displeasure. Rise from the ground like feathered Mercury he proclaims in a description of Hal. The King shows his respect for Hotspur as well by calling him Mars in swaddling clothes. They are both respected by their enemies, and both seem to be unappreciated by their own sides. So as you can see, although Hal and Hotspur at first seem like very contrasting characters, as the play progresses you begin to notice more and more similarities between them.

Donald Olding Hebb: Biography and Theories

Donald Olding Hebb: Biography and Theories Obispo, Stacey L. In Chester, Nova Scotia on July 22, 1904 Donald Olding Hebb was born. Both of his parents were medical doctors (Brown Milner, 2003). Donald’s mother home schooled him till the age of 8 because she was heavily influenced by the ideas of Maria Montessori, an Italian physician who believed that education of the senses should come before development of the intellect (University of Alberta Canada, 2008). At the age of 10 Donald’s academic performance was so spectacular it left his teachers amazed and as a result he was promoted to grade 7(University of Alberta Canada, 2008) . Home schooling has been said to influence Donald’s attitude towards authority and policy (University of Alberta Canada, 2008). In his high school years he avoided all adult pressure and held a low estimate of the value of academic achievement and as a result failed the 11th grade (University of Alberta Canada, 2008). Donald managed to graduate and enrolled at Dalhousie University where he receiv ed his B.A. in 1925 (University of Alberta Canada, 2008). Donald carried distain for structured schooling and had a worse than mediocre record at Dalhousie (University of Alberta Canada, 2008). In 1925 he began teaching at an elementary school at his old schoolhouse in Nova Scotia for a year (University of Alberta Canada, 2008). Donald then began working as a laborer and read Sigmund Freud (Brown Milner, 2003). After reading Freud in 1928 Hebb thought that there was area for opportunity in the field of Psychology and sought to go back to school and enrolled at McGill University (University of Alberta Canada, 2008). Donald became bedridden for a year with a tubercular hip and during this time he wrote his M.A. thesis (Brown Milner, 2003). Donald tried to show in his master’s thesis that skeletal reflexes are a product of cellular learning (Brown Milner, 2003). He later said his thesis was nonsense (Brown Milner, 2003). In 1934 Donald made the decision to study physiological psychology, and worked with Lashley in Chicago for three academic terms (Brown Milner, 2003). In 1935 he moved to Harvard with Lashley(Brown Milner, 2003).While at Harvard the idea of neural networking began to take shape in Donald’s mind(Brown Milner, 2003).He later used the ideas of neural networking for his PhD thesis which he submitted in 1936(Brown Milner, 2003). These ideas led him to pivotal ideas that made him famous with the creation of a new branch of psychology (Brown Milner, 2003). Dr. Hebb would later conduct research on the brains of humans regarding intelligence and research on primates (Brown Milner, 2003). Hebb’s research lead him to write the book The Organization of Behavior (University of Alberta Canada, 2008). His book introduced his theory of neural networking (Brown Milner, 2003). In his book Hebb suggests’ that two neurons firing together will strengthen the connection and make it easier for the two neurons to illicit a response from the third. In sum The neurons that fire together, wire together(Brown Milner, 2003).The implications of his findings and theory forever changed physiology and psychology. Hebb’s theory has crossed over from psychology to computer science and engineering (Brown Milner, 2003). Dr. Donald Hebb received acclaim for his theory and findings and was nominated for the Nobel Peace Prize and served on many boards such as the CPA, APA, NRC (Brown Milner, 2003). Hebb died on August 20, 1985 from what was thought to be a routine surgery on his hip (Olsen Hergenhahn, 2013). Five key findings Hebb discovered transformed the field of learning psychology. The five findings include; cell assembly, phase sequence, arousal theory, short and long term memory, and the Hebb rule. Hebb’s theories and research are now applied in engineering, robotics, and computer science as well as neurophysiology, neuroscience and psychology (Klien, 1999). The beginning to Hebb’s discoveries began in 1929 when Han’s Berger’s announced that the brain exhibits continuous electrical activity( (Brown, Milner,2003).With this information Hebb sought explanations as to how learning and physiology interact with one other (Brown, Milner, 2003). Hebb found that at the time, explanations as to how learning was developed were by simplistic equations such as the S-R relationship in organisms which to him was too simplistic (Brown, Milner, 2003). He believed that the inborn activity of the path must be taken account for (Brown, Milner, 2003). Hebb thought that psychologist could no longer pretend that the biology of the organism was irrelevant (Brown, Milner, 2003).Behavior as Hebb saw was affected by variables such as attention and psychological theory which could no longer be ignored (Brown, Milner, 2003). Hebb believed that the learning was related to neural activity and current data of the time could not explain the ph enomena. Hebb concluded that Classical Behaviorism could not account for electro-encephalic data which clearly demonstrated the inadequacy of the physiological data on which Classical Behaviorism was based on (Brown, Milner, 2003). As a result Hebb developed neural theory with the current neurophysiological data (Brown, Milner, 2003). One of the key findings of Hebb was the cell assembly. Understanding how environmental objects we experience impact the brain led Hebb to the discovery of the cell assembly. The cell assembly is a pattern of neural activity that is caused when an environmental object or event is experienced (Olsen Hergenhahn, 2013). Furthermore when the cell assembly is well developed, the person is able to think of the entire event following the stimulation of the assembly, even if the object itself or the event is physically absent (Olsen Hergenhahn, 2013). When a cell assembly fires we experience the event or thought the assembly represents (Olsen Hergenhahn, 2013). Thought or ideas according to Hebb, is the cell assemblies neurological basis (Olsen Hergenhahn, 2013). The next influential finding of Hebb was the phase sequence. The phase sequence is a sequence of temporarily related cell assemblies. A phase sequence occurs when cell assemblies consistently follow one another in time form(Olsen Hergenhahn,2013). Once a phase sequence is developed a temporarily integrated series of assembly activities amount to one current stream of thought (Olsen Hergenhahn, 2013). When a single cell assembly or combination of assemblies in a phase sequence is fired, the entire phase sequence tends to fire (Olsen Hergenhahn, 2013). As a result of the phase sequence firing, one experiences a stream of thought which is a series of ideas arranged in a type of logical order (Olsen Hergenhahn, 2013). Another important finding of Hebb was his development of arousal theory which explained reinforcement. Hebb discovered that there are times in which too much noise or commotion may allow one to not think clearly while at other times, one may need to shake themselves awake to keep up with optimal performance (Olsen Hergenhahn, 2013). Hebb discovered that these reactions suggests that there is a level of stimulation in which must not be too high or low to produce optimal cognitive functioning (Olsen Hergenhahn, 2013). This relationship led to Hebb’s development of arousal theory (Olsen Hergenhahn, 2013). Arousal theory according to Hebb is the contention in which brain wave activity ranges from very fast to very slow with a rate in between that allows for the optimal performance of certain tasks. (Olsen Hergenhahn, 2013). Hebb contributed towards developing the differentiation between long term and short term memory .Hebb completely developed the distinction between different kinds of memory and theorized on the underlying physiological mechanisms (Olsen Hergenhahn, 2013). Hebb believed in two forms of memory which consists of long term and short term memory (Olsen Hergenhahn, 2013). Short term memory according to Hebb, lasts less than a minute and is related with the reverberating of neural activity created by an environmental event (Olsen Hergenhahn, 2013). However if an experience is repeated enough it is stored as long term memory (Olsen Hergenhahn, 2013). The process in which short term memory is converted into long term memory is defined as consolidation (Olsen Hergenhahn, 2013). Another major contribution of Hebb lays in a learning rule. The Hebb rule is a learning rule used in computer simulation which refers to Hebb’s idea that when two cells are active together, the connection between them is strengthened (Olsen Hergenhahn, 2013), The Hebb rule is a mathematical statement which tries to capture Hebb’s contention that the connection between two cells that are active simultaneously will be strengthened or made more efficient (Olsen Hergenhahn, 2013). The similarities of Hebb and Pavlov’s theories is that Hebb’s ideas concerning formation of associations between areas that are contiguously active are not that much different from Pavlov’s (Olsen Hergenhahn, 2013). Comparatively, Hebb like Pavlov was not the first researcher to use his ideas about brain function to theorize about higher cognitive processes (Olsen Hergenhahn, 2013). Furthermore, it could be said the Hebb may have changed the level of analysis from larger areas of the brain to smaller numbers of neurons but maintained the basic principles of Pavlov (Olsen Hergenhahn, 2013). The differences between Hebb and Pavlov’s theory is that Hebb along with Lashley discovered that Pavlovian theory had restrictions specifically in the belief that the brain was a complex switchboard. (Olsen Hergenhahn, 2013). For instance, the switchboard view of the brain assumed that sensory events stimulate specific areas of the brain and learning causes a change in neural circuitry so that sensory events come to stimulate areas other than those they originally stimulated (Olsen Hergenhahn, 2013). Conversely Hebb and Lashley discovered through their research on rats that the location of destroyed portions of the brain was not as important as the amount of destruction (Olsen Hergenhahn, 2013). Lashley further proved through the principle of mass action that the disruption of learning and retention goes up when the amount of cortical destruction goes up regardless of the location of the destruction (Olsen Hergenhahn, 2013). Furthermore, when the cortex functions as a whol e during learning, and suppose one part of the cortex is destroyed then the other parts of the cortex take over the destroyed portion’s function (Olsen Hergenhahn, 2013). Hebb and Lashley’s discoveries show that the brain did not act like a simple switchboard. Hebb impacted the field of learning through his discoveries on the effects of environment and neural development and arousal theory (Olsen Hergenhahn, 2013). Hebb believed there were two kinds of learning (Olsen Hergenhahn, 2013). First is the gradual buildup of cell assemblies and phase sequences during infancy and early childhood (Olsen Hergenhahn, 2013). Both cell assemblies and phase sequences in early childhood develop in early learning in which the objects and events in the environment have neurological representations (Olsen Hergenhahn, 2013). As a result of this neural development, children can think of an object or event, series of objects and events, when it is not physically present (Olsen Hergenhahn, 2013). According to Hebb the second kind of learning, occurs when cell assemblies and phase sequences are developed in early life, then subsequent learning involves their rearrangement (Olsen Hergenhahn, 2013). One way of putting it, once the building blocks have been e stablished (first kind of learning) they can then be rearranged in numerous configurations (Olsen Hergenhahn, 2013). Another contribution to the field of learning was Hebb’s arousal theory. Arousal theory shows that for any given student or task efficient learning occurs when there is an optimal level of arousal (Olsen Hergenhahn, 2013). Together environment and neural development along with arousal theory have contributed towards the field of education. References Brown, R. E., Milner, P. M. (2003). The legacy of Donald O. Hebb: More than the Hebb synapse. Nature Reviews/Neuroscience, 4, 1019. Klien, R. M. (1999). The Hebb legacy. Canadian Journal for Experimental Psychology, 53(1), 3. Olsen, M. H., Hergenhahn, B. R. (2013) Introduction to theories of learning. 9th ed. Upper Saddle River, NJ: Pearson. 9780205871865 University of Alberta Canada. (2008). Dr. Donald Hebb. Retrieved from http://www.psych.ualberta.ca/GCPWS/index.html Export Strategy: Advantages and Disadvantages Export Strategy: Advantages and Disadvantages 1.0. EXECUTIVE SUMMARY The purpose of this report was to analyze the different strategies for exporting that are available to an organization internationalizing for the first time. Specific objectives were to identify the drawbacks and benefits of an export strategy. The report recommends an organization taking up exporting as a means of internationalization but also emphasizes that for exporting to be fully successful, the organization must approach it in a systematic way so that it may derive the full benefits associated with exporting. 2.0. TERMS OF REFERENCE My name is Amina J M Matongo,I am a student studying for my Bachelor of Arts in Business Studies at The Zambia Centre For accountancy Studies through the Greenwich University. The content in this report is based on examining different export strategies available to a firm wishing to internationalize for the first time and the advantages and disadvantages of an export strategy. 3.0. METHODOLOGY The information contained and gathered in this report has been collected from international business literature, texts, past knowledge and the World Wide Web. 4.0. INTRODUCTION A number of market entry strategies are available for a firm wishing to internationalize into foreign markets. Entry strategies include Exporting, Licensing, Franchising, strategic alliances, joint ventures and wholly owned subsidiaries. But because exporting entails limited risk, expense and knowledge of foreign markets and transactions, most organizations prefer exporting as their primary foreign market strategy. Exporting is a strategy of producing products or services in one country (often the producers home country), and then selling and distributing to customers in another country. The organization that is exporting retains its manufacturing activities in the home market but conducts marketing, distribution and customer service activities in the export market, the firm may conduct the latter activities itself or contract with an independent distributor or agent to have them performed (Cavusgil, Knight ,Riesenberger). Organizations venturing abroad for the first time, use exporting as an entry strategy, but beyond primary entry, all types of firms, large and small use exporting regardless of their stage of internationalization. Large companies such as Boeing and Toyota have used exporting in conjunction with other entry strategies. Compared to more complex strategies such as foreign direct investment (FDI), the exporter can both enter and withdraw from the markets fairly easily, with minimal risk and expense. Exporting may be employed repeatedly during the firms internationalization process.(reference 1) 4.1. The reasons why organizations internationalize include To seek opportunities for growth through market diversification. Substantial market potential exists outside the home country and this is how firms both large and small generate more than half their sales from markets abroad. Many foreign markets may be underserved for example high emerging markets, thus they have high demand and less intense competitive pressures which entails higher margins and profits for the firm. Firms are better able to serve key customers who have relocated abroad. For example when Toyota opened its first factory in the UK, many Japanese auto parts suppliers followed, establishing their own operations there. To gain access to lower-cost or better-value factors of production .Internationalization enables the firm to access capital, technology, managerial talent, labor and land at lower costs, higher quality, or better overall value at locations worldwide. Another driver for internationalization is that the firm is able to develop economies of scale in sourcing, production, marketing and RD .Also the firm will be closer to supply sources, benefit from global sourcing advantages, and gain new ideas about products, services and business methods. Unique foreign environments expose firms to new ideas for products, processes and business methods. (reference 2). 5.0. DISCUSSION According to Cavusgil, Knight and Riesenberger, the more experienced managers will use a systematic approach to exporting to improve the firms prospects for successful exporting. This approach should be as follows: 5.1.1. Step one, assess global market opportunity Management assesses the various global market opportunities available to the organization. The organizations readiness to internationalize and choose the most attractive export markets, identifies qualified distributors and other foreign business partners then estimates industry market potential and company sales potential. 5.1.2. Step two, organize for Exporting The second step is for managers to address the questions of what types of financial, managerial and productive resources should be committed to exporting? And to what extent should the firm rely on domestic and foreign intermediaries to carry out exporting? Options open to the organization are either to use indirect exporting which is exporting through intermediaries in the home market or direct exporting which is through intermediaries in the foreign market. 5.1.3. Step three, Acquire needed skills and competences Exporting is often complex and as a result requires specialized skills and competencies. Meaning the organization will need to acquire these skills and competencies, train staff and engage appropriate facilitating firms such as freight forwarders ,bankers etc. 5.1.4. Step four, Implement the export strategy In this final stage, management formulates elements of the organizations export strategy. This may involve product adaptation to modify a product to make it fit the needs and tastes of buyers. In export markets with many competitors, the exporter needs to adapt its products/services in order to gain a competitive advantage. For example when Microsoft markets computer software in Germany, it must ensure the software is written in German. Marketing communications adaptation refers to modifying advertising, selling, public relations and promotional activities to suit individual markets. Marketing activities are adapted depending on the nature of the target market, nature of the product/service, the firms position relative to competitors and managements specific goals and objectives. Price competitiveness refers to efforts to keep foreign pricing in line with that of competitors, the exporter may need to charge competitive prices .In the case of small and medium enterprises (SMEs), they may lack the resources to compete head to head on pricing with larger rivals. Such companies do not compete based on price but by emphasizing the non-price benefits of their products/services such as quality, reliability and brand leadership. Distribution strategy often hinges on developing strong and mutually beneficial relations with foreign intermediaries. Companies provide ongoing support to distributors and subsidiaries in the form of sales force, training, technical assistance, marketing know how, promotional support and pricing incentives. In markets with numerous competitors, the exporter may need to boost the capabilities of distributors. SOURCE: Adapted from Cavusgil et al,strategy, management and the new realities, pearson, 2008.pg 391. 6.0. STRATEGIES FOR EXPORTING MAY BE LOOSELY GROUPED INTO THREE CATEGORIES 6.1. Direct Exporting Direct exporting involves direct marketing and selling to the client that is contracting with intermediaries located in the foreign market to perform export functions; intermediaries include foreign based sales agents and distributors. These intermediaries or agents perform downstream value chain activities in the target market. If a firm has a reasonably accessible market, direct exporting of products and services may be a viable option .But where the firm faces less familiar markets with different legal and regulatory environments, business practices, customs and or preferences, direct exporting may not be an attractive option. A local partner for example may be better able to manage these complexities and serve the organizations potential clients better. 6.1.1. Advantages of direct exporting The exporting company will be able to establish a direct contact with a foreign trading partner, and not only operates through its own foreign trade companies abroad but also has the best opportunity for direct participation in foreign transactions. Target management and control of the sales become possible which is unrealistic in the case of indirect exports. The strategy offers potential for higher profits because of more direct contact. Direct exports may also enable the producer to have a closer relationship with foreign buyers and the marketplace. Direct exporting is applicable to a wider range of goods and services. 6.1.2. Disadvantages of direct exporting Direct exports are affected by other conditions. For example, the deterioration of exchange rates, if the rate of domestic currencies of third countries increases on the markets where the firm exports, it may cause the company to become relatively uncompetitive in overseas markets. Direct exporting may be inappropriate for goods with a short work life and are unlikely to be exported, goods such as those which may have high transport costs or goods that require complex after -sales service which cannot be granted by resellers. Direct exporting may require the producer to acquire new capabilities like marketing skills and financial resources in order to be able to contract with clients or business partners. 6.2. Indirect Exporting This method of exporting is mainly used by producers in the transportation, Automobile and Equipment manufacturing industries. For example, the Toyota Motor corporation. Indirect exporting entails contracting with intermediaries in the producers home country to perform export functions; these are intermediaries such as an export management company (EMC) or a Trading company. These intermediaries are responsible for finding foreign buyers in the target market, shipping products and receiving payment. The types of intermediaries Domestic based exporting merchants who sell the products abroad and domestic based export agents who sell on behalf of the exporter but do not take title of the products; agents are usually paid by commission. The producer/ exporter should exercise caution when selecting an agent or distributor for indirect exporting. 6.2.1. The advantages of indirect exporting The principal advantage of indirect exporting for most organizations is that it provides a way to penetrate the foreign markets without the complexities and risks of more direct exporting. The international organization can start exporting with no incremental investment in fixed capital, low startup costs and few risks, but with prospects for incremental sales. The exporter will have less complexity in dealing with when selling products in foreign markets, complexities which range from clashing cultures to volatile exchange rates. The exporter will not have to worry about managing product distribution in a foreign country as this is done by an export partner. The market entry barriers tend to be less in this form of exporting. In indirect exporting, the legal relationships exist between the organizations supplier (intermediary) and its immediate client buyer. Questions of jurisdiction in international lawsuits become less of an issue for the indirect exporter. The aspect of managing ongoing end user relationships is eliminated for the producer. Compared with other forms of access to foreign markets and their development, indirect exports require scarce resources. This will be an advantage for small and medium enterprises (SMEs) wishing to internationalize. The producer will have more time to focus on the core competencies of their business operations. Indirect exporting does not require a lot of organizational effort or commitment of staff workers, the firm only employs a small number of employees as the main work is carried out by foreign trade partners. In the event that this export strategy does not lead to achievement of goals, the exporter can easily withdraw from the market. 6.2.2. The disadvantages of indirect exporting The main disadvantage of indirect exports is that not all brokers are using the optimum market potential and opportunities for marketing, thus mistakes and miscalculations in their actions affect the income of producers of export goods. Indirect exporting may lead to diminishing returns in the long run as trading partners try to get maximum profit from their service as mediators. While the exporter using intermediaries to export can save a lot of money in the short and medium term, this type of supplier has little or no control over the business activities in international markets. By using an intermediary, the indirect exporter may lose out on brand recognition and loyalty in international markets, thus leaving this opportunity and domain to larger firms. Lastly the producer using indirect exports may lack recognition from the end users of the product or service, who are much more familiar with the end product. 6.2.3 The third option open to exporters is to export by establishing strategic partnerships with other organizations or individuals that have complementary skills or capabilities. The partner may often provide the insight, contacts and experience that fill the gap in the organizations export readiness. The advantage is that an alliance with a company selling a complementary product or service can provide the producer with more effective market access, resulting in more foreign sales in less time. A disadvantage may be that the two partners will not achieve synergistic benefits causing a failure in organizations export ventures. It should be noted though that many organizations use both approaches for different foreign markets. Key issues for deciding whether to use direct or indirect exporting are (1) the level of resources in terms of time, capital and managerial expertise that management is willing to commit to international expansion and individual markets;(2) the strategic importance of the foreign market; (3) the nature of the firms products, including the need for after sales support and (4) the availability of capable foreign intermediaries in the target market.(reference 3). 7.0. AN EXPORT STRATEGY As mentioned earlier ,exporting is the strategy of producing in the home country and then selling to buyers in foreign markets or abroad .Organizations that use exporting as a strategy include 3M (the Minnesota Mining and Manufacturing Co.) which makes tape, sand paper and medical products amongst other products. 3M is a major exporter with revenues of over $2billion in exports. Another export success story is FCX (based in west Virginia) systems which makes power converters for the aerospace industry ,this organization generates over half of its $20million in annual sales from exports to more than 50countries(reference 4),a third example would be the Toyota Motor Corporation. The advantages and disadvantages of exporting to the above named organizations are: 7.1. Advantages Organizations can increase sales volume, improve market share and generate profit margins that are often more favorable than in the domestic market. The exporter is able to diversify the customer base, reducing dependence on home markets. For example Toyota is in different regions thus they have a diverse customer base. Economies of scale will increase and therefore reduce the per unit cost of manufacturing. Exporting allows the exporter to minimize risk and maximize flexibility that is compared to other forms of internationalization. If situations necessitate, the firm can quickly withdraw from an export market. As compared to other forms of entry, exporting is a low risk, low cost strategy as it does not require the exporter to establish a physical presence there. Organizations can test potential markets before committing greater resources. The exporter is able to stabilize fluctuations in sales associated with economic cycles or seasonality of demand. For example, a firm can offset declining demand at home due to an economic recession by refocusing efforts toward those countries that are experiencing more robust economic growth. Also the exporter is able to leverage the capabilities and skills of foreign distributors and other business partners located abroad. Lastly the exporting organization is able to develop meaningful foreign relationships abroad. 7.2. Disadvantages Compared to foreign direct investment, the exporter has fewer opportunities to acquire and learn knowledge about customers, competitors and the marketplace. Meaning that it may fail to perceive opportunities and threats. An export strategy will require the organization to acquire new capabilities and dedicate organizational resources to properly conduct export transactions .Firms that are serious about exporting must hire staff with competency in international transactions and foreign languages. Exporting is much more sensitive to tariff and other trade barriers and fluctuations in exchange rates. Many of the pitfalls associated with exporting can be avoided if a company hires an experienced export management company, or export consultant, and if it adopts the appropriate export strategy. (Hill, 2009). 8.0. CONCLUSIONS Firms venturing abroad for the first time usually use exporting as their mode of entry. Exporting is also the entry strategy most favored by small and medium-sized enterprises. But beyond initial entry all types of firms, large and small use exporting regardless of their stage of internationalization. Exporting is the entry strategy responsible for the massive inflows and outflows that constitute global trade. Exporting typically generates substantial foreign exchange earnings for nations. For example in the United States, SMEs account for a great proportion of all U.S exporters. From 1992 to 2004, they represented nearly 100 percent of the growth in the U.S exporter population, swelling from about 108,000 firms in 1992 to over 225,000 firms by 2004. SMEs were responsible for nearly a third of merchandise exports from the United States in 2006.(Cavusgil, Knight, Riesenberger). 9.0. RECOMMENDATIONS Since it is possible to use both direct and indirect exporting simultaneously in different target markets, my recommendation would be to apply either direct or indirect exporting depending on the target markets and the conditions that prevail in those markets. Both methods of exporting can be used successfully.

To Kill a Mockingbird by Harper Lee :: essays research papers fc

The History Behind To Kill A Mockingbird   Ã‚  Ã‚  Ã‚  Ã‚  Nelle Harper Lee’s novel To Kill A Mockingbird has been considered one of the classic works of American literature. To Kill A Mockingbird is the work ever published by Nelle Harper Lee, and it brought her great fame. However, Nelle Harper Lee has published several other articles in popular magazines. Nelle Harper Lee is not an individual who desires to be in the light and little is known about her personal life. At the time it is believed she is possible working on her memoirs. The fictional work of To Kill A Mockingbird plots many elements close to real events in America’s struggle over civil rights.   Ã‚  Ã‚  Ã‚  Ã‚  Scout Finch is the narrator in Lee’s work To Kill A Mockingbird, and the two share many similarities in real life. They both grew up in the 1930 in Alabama towns. Lee’s father was Amasa Lee â€Å"attorney who served in the state legislature in Alabama† (Johnson). Atticus Finch who is Scout’s father was also an attorney and served on the state legislature. They both had an older brother and a young neighbor playmate. Lee’s was Truman Capote and Scouts was Dill.   Ã‚  Ã‚  Ã‚  Ã‚  When Lee was six years old one of the nations most notorious trials was taking place, the Scottsboro Trials. â€Å"On March 25, 1931, a freight train was stopped in Paint Rock, a tiny community in Northern Alabama, and nine young African American men who had been riding the rails were arrested† (Johnson). â€Å"Two white women on the train,   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2 in an apparent effort to avoid prostitution charges, claimed that they had been raped by the black youths and these accusations nearly led to a lynching in Scottsboro, where the youths had been jailed† (Jones Ross). The trails and appeals of these youth gained national attention throughout the 1930’s and, at one point, all but one of the young men was sentenced to death in the Alabama electric chair.   Ã‚  Ã‚  Ã‚  Ã‚  In To Kill A Mockingbird Lee tells the story of a Mr. Tom Robinson who is an African American who is being charged with rape against a white women. Atticus is the lawyer who must defend Robinson in court. In the Scottsboro case a central figure was a heroic judge who overturned a guilty verdict against the young men. The judge went against the public in trying to protect the rights of the African American men. In reading the novel you learn that Atticus arouses anger in the small community when he tries to defend Robinson.

Blinds to Go Company Essay

Executive Summary: The case, based on the company Blinds to Go, emphasizes the importance of staffing in stores as they expand to meet their growth objectives. Being a manufacturer and retailer, with a unique sales model – 100% commission based and focus on customer service gave the company an advantage over its competitors. According to the senior management Quality of staff was paramount and hence their original compensation system motivated best performance and fostered a high energy, sales hungry culture at BTG. To attract more recruits for its expansion phase, the management changed the compensation system from full commission to salary on the recommendation of a newly hired vice president. Sales declined and the overall staff turnover increased. Seeing this the company brought back the old culture and experienced a sales turnaround. This shift also caused another huge turnover in stores. A large percentage of voluntary turnover occurred in the first four months. The higher turnover after eight months was partly due to termination because of sales performance. The biggest challenge the company now faced was understaffing. The need for additional staff was further aggravated due to its continued push for growth and the tight US and Canadian labour markets. Another concern to be addressed was that the company had planned for 80 per cent of its expansion in US where the employees preferred the fixed pay than the company’s commission based pay structure. During this period BTG had tried several recruiting methods with varying degrees of success. With an IPO in the pipeline and plans to add on average 50 stores per year for the next five years, it was critical for the company to come up with a staffing strategy with focus on Quality of the staff and low employee turnover. The Company: Blinds To Go (BTG) was a retail fabricator of window dressings. It was started by David Shiller in 1954 in the Cote-des-Neiges district in Montreal, Canada. From the mid 1970s, BTG focussed on the sale of blinds. It was able to create a production system that reduced the delivery time frame of custom blinds from six to eight weeks to 48 hours. The reduced delivery time led to overwhelming customer response and the business flourished. The firm, realising their unique advantage of being a manufacturer and retailer simultaneously, began expansion by opening stores throughout Canada and US. By June 2000, BTG operated 120 corporate owned stores in North America. BTG expected to add 50 stores per year for the next 5 years, 80 percent of which targeted to US expansion stores. BTG’s business philosophy was that quality of staff was cardinal than the store location, customer demographics or advertising. The firm established this by experimenting with a store that was locationally disadvantaged and had declining sales. BTG was able to triple the sales of the said store in one month by deploying their ‘A’ management team and trained staff there. The four staff roles in BTG stores were 1. Sales associate 2. Selling Supervisor 3. Assistant Store manager & 4. Store Manager. Sales associates were the junior most employees and their job was to follow a set plan to help walk in customers to make a purchase. Consistent sales performers among them were promoted to selling supervisors, who were assistant store managers in training, or assistant store managers. Assistant store Blinds to Go: Staffing a Retail Expansion Case Analysis SECTION E: Group #5 managers were in charge of the stores in the absence of store managers. The store manager was responsible for overall store operations. The BTG selling process involved a high level of customer interaction, which set a very high level of service expectation. Their emphasis on customer satisfaction and sale closure led to higher volume of orders relative to their retail competition Original Compensation of Retail Staff: The compensation structure at Blinds To Go incentives performance based on number of sales deal closed. The commission based structure fosters the high energy, sales hungry culture at BTG. This structure was believed to be a motivating factor to boost performance. High performers at BTG actually made more money than comparable retail outlet salesman. For Sales Associate the salary structure was a mix of fixed pay and variable pay with $3 – $5 comprising of fixed and 3% of sales as variable component. For Managers/Assistants the salary structure was $10,000 – $15,000/yr as fixed pay with 1.5% to 3% of overall sales as variable pay. Changes in Compensation Structure – 1996: As per the recommendations from a newly hired Vice President of store operations the compensation structure for the store staff was changed from being fully commission based to salaried. Under the new structure, the sales associated were paid Cdn $8 per hour as a fixed component. For the store managers a higher base salary component as compared to the commissions was set. The main focus of the move was to make the compensation more attractive to the prospective hires. Another change being brought was to limit the involvement of store managers in the sale process. All these changes had an adverse effect on the sales figures which showed a decrease of 10 to 30% from 1996 to 1997. The staff turnover increased to 40% from the earlier 15%. Even thought the new pay structure helped in recruiting more hires, it led to the hiring of lower calibre people. The existing good performers did not appreciate the changes, thus affecting their morale and hence their commitment to sales. To counter this adverse effect, the management introduced a variation of the commission based compensation plan in May 1998. The effect of the change could be seen in the 10 to 30% increase in store sales from the previous year. Still the BTG stores experienced a high employee turnover that year. It was probably because of the employees accustomed to fixed pay were leaving the organisation, being dissatisfied from the commission based structure. Analysis of the employee turnover reflected that the highest no of employees left the firm in the first 4 months from their hiring. Most of the new expansion plans were in US. But the people of US were uncomfortable with the 100% commission based pay structure. Thus there was a requirement in the change to the structure to adapt to the US market. Blinds to Go: Staffing a Retail Expansion Case Analysis SECTION E: Group #5 Channels of Recruitment To be able to attract and recruit people who had certain sales driven qualities, several channels of recruitment were harnessed to fill in the job positions. Since BTG was already understaffed and with massive growth plans (50 stores per year ) lined up, we need to analyse the various pros and cons of the channels of recruitment. Employee Referral: Current staffs refer friends and family to BTG which helped company attract candidates already briefed on the company’s ideology. This channel was very effective which is evident by its highest ratio of leads to hire. The success of the ER scheme was partially due to the fact that referrals generally continued employment excited by the opportunity that the friend or family member who is a BTG employee recounted. Though maximum hiring was effected through this channel yet this alone did not currently satisfy BTG’s hiring needs. Internet Sourcing: This is one of the non-store recruitment channels which BTG used in two ways. First, BTG solicited resumes at its blindstogo.com site. Second, DSM’s and recruiters actively searched online jobs sites like Monster.com to contact potential candidates. Currently 12 out of 143 recruits were through this channel. DSM Compensation Readjustment: DSM’s were mainly responsible for store source of recruitment mainly walk-ins and employee referrals. They had to hire 10 new sales associate every month. Their importance in recruitment process is highlighted by the fact that their salary was based on number of new staff selected rather than on sales targets. Currently 16 out of 143 sales associate were recruited through this channel in past two months. BTG Retail Recruiters: They were professional recruiters who were paid @20000/year with a bonus of $150 -$500 for each successful hire. They generate leads through cold calls, networking referrals, colleges, job fairs, Internet and employment centres. Though they had performed sub- optimally in terms of number of number of new recruits, their training had increased to enable to get in at least 4 new recruits per week. Newspaper Advertising: Newspaper channel generated the maximum number of leads but the senior management believed that this medium did not generate the quality of candidates that BTG needed. This channel attracted more of the people who did not meet the desired skills standard and core values expected by BTG in potential candidates. To be able to meet our desired staff requirements, we believe this channel needs to be harnessed to its full potential and complemented by necessary training to new recruits to enable them to meet company’s performance standards. Store Generated Leads: BTG believed in direct store walk-in mode of recruitment as well. It had put â€Å"help wanted† signs on its windows to attract potential candidates to meet its recruitment needs. But this policy was successful only in densely populated areas with high footfall. HR Strategy: Udofia, Vice Chairman BTG, is looking for a strategy that solves all the major issues currently faced by the company, which would include unstaffed stores, staffing for future expansion and high employee turnover. Following are the steps that could be taken by him to achieve its growth objectives: ï‚ · A Robust Training Module: As mentioned, the quality of staff is extremely important in the retailing business. The crunch in the labor market doesn’t give the company a flexibility to choose Blinds to Go: Staffing a Retail Expansion employees on a strict criterion. A training module would help BTG to relax the criterion and increase the number of selected employees by recruiting people who are trainable. In order to keep a check on the quality of the employees, the company can recruit the employees at a trainee level with a fixed pay. The training would be mostly on the Job led by experienced Store Managers. A review system would help these selected candidates to get promoted as Sales Associate. The initial pay as a trainee would be low. But the incentive to get promoted as Sales Associate would drive them to work and learn quickly. Currently we can see that there are large numbers of people who are attracted by the Newspaper Channel and Internet. But the problem is with this medium is that it didn’t generate quality employee. By a robust training module the company would be able to hire trainable people and give them opportunities on the basis of their performance. The Promotion Structure: A scheduled review and internal promotion structure could be followed which attracts the current employees and increases the retention rate. The review can be conducted on at 2 levels, Sales Performance and Soft skills. A feedback mechanism would help the employees to work on the areas they lag. The review can be scheduled every 8 months and every employee can be given an opportunity to get promoted. The internal promotion structure could be leveraged as a tool to advertise. This would attract people who currently don’t want to join at Sales Associate Level. The promotion structure would also help in filling up the vacancies of Supervisors and Managers. Pay Structure: The pay structure for Sales Associate could be revised in a manner as explained below: According to the current pay structure, a Sales Associate is paid $6-$8 per hour or 6% of sales, whichever higher. Clearly it can be seen that the Marginal and the Poor performers are the once who are enjoying the fixed compensation system. In order to motivate them, fixed + variable compensation could be followed for these below par performers. This structure would demotivate the top performers as there will be a reduction in their salaries. So it would not be the best idea to implement this structure for top performers. A benchmark of $10000/sale/week could be set. This would not only motivate them to perform but the company also would overcome the problem of social loafing. The structure is explained below: Marginal-Poor Performers ($10000-/sales/ week) $3 per hour + 3 % of sales Leadership Program: The highly experiences set of Store Managers could be given an option to join the leadership program. Under this program the Senior Employees would take up the responsibility of the training module and help the company attain the level of quality it requires in its workforce. Their compensation could be based on the rate of conversion of trainees to Sales Associate instead of Sales. Increased Stock Options to senior and experienced Store Managers would give them a feel of ownership in the firm which is what an employee needs after serving an organisation for years.