Advertising Strategies Comedy vs. Sexuality free essay sample

Comparison of two different marketing strategies; one based on humor and one on sex. This paper compares two different marketing strategies: humor and sex. The author discusses how comedy prevails over sexuality in advertisements because comedy is more memorable and generally more easily applies to the product. The paper is based on six advertisements, half comedy and half sexuality and spends a section discussing each and its pros and cons. Both humorous and sexual themes are used in advertisements because marketing executives believe these to be the most direct way to sell a product. Marketing executives rely on comedy and sex to sell their products, but while interest may be generated for the ad itself using these methods, interest in the actual product can only be obtained if the comedy or sex is realistically applicable to the product itself. When comparing the two kinds of ads, comedy ads are generally much better at showing applicability than are sexual ads

Free Essays on The Economic And Cultural Impacts Of Polish Immigration Into Chicago From 1860-1920

Without the immigration of the Poles, the city of Chicago would not be what it is today. Polish Americans have given Chicago a unique characteristic that no other city has. The distinctive lifestyle of the Poles and their dedication to hard work has helped transform the city of Chicago into what it is today. During the years from 1870-1899, life for the Poles was difficult and life threatening (Bukowska 7). The Russians took control of Poland after the insurrection of 1863 (â€Å"Where Eastern† 3). Russia tried to destroy the Polish culture by changing the official language of Poland to Russian. The use of the Polish language was restricted, and the Russian language was introduced into Poland’s schools (Bukowska 7). Soon every part of Poland had been transformed into the provinces of the Russian Empire (Bukowska 7). Bound by foreign oppression, many Poles fought on various battlefields for â€Å"our freedom and yours†(Haiman 1). Through out the period from 1860-1920, two million Poles immigrated into the United States because of religious and economic differences in their homeland (Levinson 695). Polish Americans led the immigrant wave to the United States (Reardon 1). A trip to American from northwestern Europe rarely exceeded twelve days (Pacyga 35). Many of the Polish immigrants intended to return to their homeland when the condition improved or when Poland regained its independence. Yet, they seldom returned. Many immigrants followed a chain migration. The main reasons for immigration into the United States were to follow in the footsteps of a family member or a friend who had Kielbasa 2 already immigrated into the US, and another is the fact that many Poles wanted to earn extra money for a specified end (Levinson 696). Polish settlements in the United States reflected that of the economic conditions in Poland. Polish immigrants were poor peasants that came to the United States za chlebem (for bread)(Holli 174). Most of ... Free Essays on The Economic And Cultural Impacts Of Polish Immigration Into Chicago From 1860-1920 Free Essays on The Economic And Cultural Impacts Of Polish Immigration Into Chicago From 1860-1920 Without the immigration of the Poles, the city of Chicago would not be what it is today. Polish Americans have given Chicago a unique characteristic that no other city has. The distinctive lifestyle of the Poles and their dedication to hard work has helped transform the city of Chicago into what it is today. During the years from 1870-1899, life for the Poles was difficult and life threatening (Bukowska 7). The Russians took control of Poland after the insurrection of 1863 (â€Å"Where Eastern† 3). Russia tried to destroy the Polish culture by changing the official language of Poland to Russian. The use of the Polish language was restricted, and the Russian language was introduced into Poland’s schools (Bukowska 7). Soon every part of Poland had been transformed into the provinces of the Russian Empire (Bukowska 7). Bound by foreign oppression, many Poles fought on various battlefields for â€Å"our freedom and yours†(Haiman 1). Through out the period from 1860-1920, two million Poles immigrated into the United States because of religious and economic differences in their homeland (Levinson 695). Polish Americans led the immigrant wave to the United States (Reardon 1). A trip to American from northwestern Europe rarely exceeded twelve days (Pacyga 35). Many of the Polish immigrants intended to return to their homeland when the condition improved or when Poland regained its independence. Yet, they seldom returned. Many immigrants followed a chain migration. The main reasons for immigration into the United States were to follow in the footsteps of a family member or a friend who had Kielbasa 2 already immigrated into the US, and another is the fact that many Poles wanted to earn extra money for a specified end (Levinson 696). Polish settlements in the United States reflected that of the economic conditions in Poland. Polish immigrants were poor peasants that came to the United States za chlebem (for bread)(Holli 174). Most of ...

Midterm Term Paper Example | Topics and Well Written Essays - 750 words

Midterm - Term Paper Example We expect the mean, mode and median for this group to be centered close together. Diagram 2 is the histogram of learn2_4. A glance at it shows extreme skewness to the left. Most of the data points fall left of the mean. Therefore the respondents’ distribution on the opinion that† they should understand some real world applications of statistics, such as in marketing research in order to be properly educated† is representative of a majority of ‘strongly agrees’. Learn2-3 has a higher standard deviation, implying that it also has a higher standard error. More precisely, the deviation from the mean is higher than that of respondents who answered to the ‘attendance as a necessity’ question. It lies in the Agreement region. The mean respondent score lies close to the most frequent answer to the question, that the respondent strongly agrees they are learning statistics for proper education and understanding of statistical

Courts are independent Agrents of social Change Essay

Courts are independent Agrents of social Change - Essay Example There are many sides of the argument when it comes to evaluating the importance of courts as justice institutions. For instance, in as much as they promote justice, equality, and the principles of social justice, there are occasional instances when the established institutions can be taken as being biased. The following discourse is going to delve into the position that the institutions play in social justice. In particular, the analysis seeks to identify whether the courts are systems that bring change as they are supposed to. As legal institutions, courts have been serving their purpose in established and just societies as the setups for offering justice. In addressing the topic under discussion, the paper takes the position that courts are free and independent platforms for introducing change. In addressing the importance of courts in contemporary societies, the discussion is going to refer to the opinions of other authors. For instance, Rahl’s book on democracy is quite relevant in addressing the social justice system amongst humans (1993). In normal democratic systems like in the United States, the system of justice is organised into hierarchies. In the case of America, the ultimate decision when it comes to legal judgements or decisions lies with the Supreme Court. Rahl argues that the court is an institution that should be used to protect the interest of the minorities (1993). This is because the majority can be favoured by established institution policies. In the case of bringing change, courts have been used to protect the interest of the majority. However, this view is also arguable. Change is normally brought through policy formulation. This is normally the jurisdiction of the legislature. However, courts act as legal advisers when it comes to having an interpretation of the constitution. Therefore, even in the interpretation of the constitution, the courts play a role in policy making.

J&S mini supermarket Research Proposal Example | Topics and Well Written Essays - 1000 words

J&S mini supermarket - Research Proposal Example Their main problems lie in the fact that they don't have the resources (enough staff) to offer a good service to their clients. This means that they have not been able to pay attention to building relationships with their customers. Relationship marketing is defined as "a marketing method in which businesses consistently maintain two-way communication with their prospective, current and inactive customers in order to gain a deeper understanding of their needs while delivering personal and compelling marketing throughout their lifecycle"(Vtrenz,2004:4). It involves understanding the customers' needs as they go through their life cycles, and one of its central concepts is customer retention.(Wikipedia, 2005) At J & S, customers are hard to retain because once they have experienced a bad service, they seldom come back. In order to start building relationships with their clients, this business must get to know them; who are their clients, what are their needs. This can be done by several ways. From the basic observation technique (e.g. noticing their shopping patterns); to applying mini surveys while they wait in line to pay. The point is to get to know them better. It is useful to observe things like: With this information, you ... With this information, you might be able to offer valuable services to the clients such as free parking (and/or parking space for bikes), weekly offers and promotions, etc. The point is to design a strategy that fits the customers' lifestyles and needs. Focusing on the customers' needs One of the main things the clients need at this convenient store is to be able to find their products easily. This can be done; first, by re-organizing the store's layout so that the access and flow through the locale is easy. Then, by using clear signs in the aisles and throughout the that help the customers find what they need (and their prices). Customers shouldn't feel left alone in their task of shopping their groceries. It should be made a pleasurable experience instead of a hassle. Hiring new staff for the purpose of aiding and guiding the customer is the most important action to be taken by this convenient store. Their job is to be available to the clients, to have the information about the products, about where they are located, and about new products. They should wear a distinctive uniform, perhaps a good suggestion is that they wear T-shirts or vests with a legend such as "Ask me if you have any questions" or "I'm here to help you". The clerk should salute and ask the client "Did you find all that you were looking for" before they pay, and thank them for shopping there before they leave the store. All these little details count. They will make the customer feel special and it is likely that he/she will return because the service was good and focused on the client. In the store, machines to verify the price should be available at the end of each aisle, and a person should be responsible for checking the aisles for missing prices tags, and misplaced products. Extra

Strategic Management Of Ryanair Commerce Essay

Strategic Management Of Ryanair Commerce Essay Ryanair was set up in 1985 andzz is one of the oldest and most successful low-cost airlines of Europe. In fact, Ryanair was one of the first independent airlines in Ireland. In 2001, many believed that Ryanair was like the Wal-Mart and Southwest Airlines of Europe. Ryanair transformed the Irish air services market where other airlines like Avair failed to compete with the more powerful national carrier Aer Lingus. 2. INTRODUCTRION RYANAIR: The ‘Southwest of European Airlines in 2007 Ryanair, Europes biggest low-fares airline (LFA ) reported its third quarter results for 2007 with net profits dropping 27 percent compared to a net profit of 48 million a year earlier. Ryanair cited poor market conditions, fuel costs (oil prices at $90 a barrel) and concerns on recession in the UK and many other European economies for its current performance and not so strong future profit expectations. With average winter fares dropping almost 5 percent its underlying net profit in the three months to end December fell to 35 million euros ($52 million). Other factors that contributed included doubling of airport charges combined with reduction of winter capacity at Stinted , significant cost increases at Dublin Airport combined with longer sector lengths and staff costs which increased by 18 pct to 67 million euros. Ryanairs net profit figure excluded a one-off gain of 12.1 million euros ($17.99 million) arising from the disposal of 5 Boeing 737-800 aircrafts. 3. CURRENT FACT THAT MAKES RYANAIR SUCCESSFUL * the Worlds favourite airline * 37 bases and 950+ low fare routes across 26 countries, connecting 150 destinations * 210 new Boeing 737-800 aircraft with firm orders for a further 102 new aircraft * employs a team of more than 7 000 people * expects to carry approximately 66 million passengers 4. ENVIRONMNETAL ANALYSIS 4.1 PESTEL ANALYSIS For determining the key issues will be faced by any of internationally growing organisation such as Ryanair, PESTEL analysis plays a key role to highlight the problems in different sectors of competition issues. These factors are mentioned below: 4.1.1 POLITICAL FACTOR * Strengths and pressure of trade unions. * Global Village (I-e Growth and expansion of EU countries). * Terrorism increased number of security measures. * Involvement of environmental organisations is increasing environmental protection charges. * Support of French government to their own national airlines. 4.1.2 ECONOMIC FACTOR * Day by day increase in fuel charges.  · Devaluation of dollar price.  · Increase use of high speed travelling through cars and trains.  · European Union expansion. 4.1.3 SOCIAL FACTOR * Increase in grey market * Increasing travelling lifestyle * Increasing business travelling 4.1.4 TECHNOLOGICAL FACTOR  · Increasing volume of internet advertising.  · Use of satellite TV.  · Environmental friendly cars (Hybrid technology).  · Internet competition. 4.1.5 ENVIRONMENT FACTOR  · Control of noise level.  · Green house / carbon emission effect. 4.1.6 LEGAL FACTOR * Misleading advertisement driving towards increased number of allegations * Illegal subsidies for Airports * Wheelchair charges 4.2 PORTERS FIVE FORCES 4.2.1 BARGAINING POWER OF SUPPLIER (LOW) 1. Boeing is RAs main suppliers 2. Only 2 possible suppliers of planes Boeing and Airbus witching costs from one supplier to the other is high because all mechanics and pilots would have to be retrained. 3. Price of aviation fuel is directly related to the cost of oil (Ryanair controls these through hedging). 4. Regional Airports have little bargaining power as they are heavily dependent on one airline 5. Bigger airports, where Ryanairs competitors operate, have greater bargaining power. Ryanairs policy is to try and avoid these airports. 4.2.2 BUYER POWER (LOW) LOW Bargaining Power of Customers 1. Customers are price sensitive 2. Switching to another airline is relatively simple and is not related to high costs (Internet-all airlines are online) 3. Customers know about the cost of supplying the service 4. No loyalty 4.2.3 THREATS OF NEW ENTRANTS (HIGH) LOW New Entrants 1. Some barriers to entry (restricted number of licenses for air carriers) 2. High capital investment 3. Restricted slot 4.2.4 THREAT OF SUBSTITUTES (HIGH) 1. Fast speed trains running on short hales. 2. New hybrid technology introduced in the new cars which save fuel of holidaymakers and thay can enjoy nice breaks in different countries. 3. Other competitive new European airlines. 4.2.5 COMPETITIVE RIVALERY (MEDIUM) 1. Deregulations and increase in number of new routes will encourage other people carriers/ competitors to fill the gap which indicates the sign of increase in buyer power. 2. New mergers and alliances by big airlines such as British Airways and Iberia. 3. Other big competitors such as Air France and KLM etc. Will attract the customer by gathering the data of frequent flyers and offering them special perks/ discounts to increase their customer loyalty. 4. Various other airlines are thinking to provide comfort and extra services to their premium business passengers. 4.3 INDUSTRY PROFITABILITY 1. High forces are applied on other industrial competitors specially for new entrants as the gap in the industry is already covered by Ryanair and Easyjet after capturing low traffic airports. 2. By easily building a good infrastructure by Ryanair is made difficult for other competitors in industry to setup a new heavy budgeted cost to compete. 4.4 STRATEGIC GROUP ANALYSIS STRATEGIC GROUP Strategic group is the group of firms in an industry following the same or similar strategy along the strategic dimensions. (Page No. 129 Porter 1980) 1. In the light of all points discussed above, it is quite clarified that other strategic groups such as Easy Jet and Flybe are using nearly same kind of techniques to attract market share towards their company. 2. On the other hand, latest merger between British Airways and Iberia will be a new intimation for Ryanair in U.K as they will introduce low packages for American division where Iberia is already effectively working so that is the barrier for Ryanair to grow its market share in American region. 3. Cheap flights already offered by Lufthansa to get the good competition with Ryanair. 4.5 RESOURCED-BASED OF RYANAIR The resource based view does not focus so much on the actual labour and capital deployed by the company, but rather on the way in which these resources are utilised. (Strategic Planning, Prof. Alex Scott 2008) Resources are tangible and intangible assets a firm uses to choose and implement its strategies. Capabilities are the skills a firm uses to bring its resources to bear. The capabilities of the firm are: * Lowest airfare rates * Simple processes (no frills) * Large brand awareness * Clear offer (focuses on particular market segment) * Innovative strategies on cost cutting * Quick turnaround time The resource-based approach uses various terms for different types of resources. Resources include physical resources, human resources, financial resources and intellectual resources. Competences arise from the continual deployment and integration of resources over time and across activities. Core competences are necessary for successful performance. Distinctive capabilities are competences superior to competitors. Taken together these can be regarded as the companys strategic capabilities. 4.6 ANALYSIS OF CORE COMPETENCIES Threshold Capabilities Resources Competencies Threshold Resources Threshold Competences Tangible Ø Fleer Commonality Ø Quantitative Carrier Services Ø Keep maintaining Low Cost Ø Online Reservation Resources Ø Load Competence Intangible Ø Experienced/ Specialised Management Ø Customer Service Capabilities for Competitive Analysis Unique Resources Core Competences Tangible Ø Flight Frequency Ø Cargo Service Quality Ø Objective to Keep Low customer Fare Ø Provide Good Service of Online Booking/ No Luggage Booking Ø Low Fare Air Carrier in European Industry Intangible Ø Michael OLeary Ø In Flight Customer Care 4.7 USE OF PORTERS VALUE CHAIN MODEL BY RYANAIR RYAN1 4.8 OPPORTUNITIES: Europes bloodbath (again) 4.8.1 RECESSIONARY CONDITIONS SUIT TRUE LCCS BEST The synchronised global economic recession has handed Ryanair and similar carriers near-perfect operating conditions. As Ryanair explains, this recession has encouraged passengers to become much more price sensitive which is why they are switching to Ryanairs low fares and unbeatable customer service over all other competitors. The carriers near term outlook is bloody brilliant, according to Mr OLeary, who has warned, were determined there will be no green shoots of recovery for any of our competitors. In the coming Winter, there will be a bloodbath and we will be causing that bloodbath. The carrier expects a 15-20% reduction in average fares this year to around â‚ ¬32 per passenger. Ryanair is banking on several of its smaller rivals being unable to withstand falls of this magnitude over a sustained period. The resulting rationalisation of capacity would lead to a stabilisation of yields after the bloodbath or so the theory goes. Regardless, Ryanair is in a position to profit handsomely over the next 12 months. Ryanairs CFO, Howard Millar, summed it up; were the only airline in Europe predicting a profit for next year at this point in time. The airline forecasts a profit after tax of between â‚ ¬200 million to â‚ ¬300 million for the year ending 31-Mar-2010. 4.8.2 COLLAPSING AIRCRAFT ORDER BOOKS: Ryanair is also on the offensive for a cheap aircraft deal to cover its requirement for 200-300 aircraft between 2013 and 2016. Talks with Boeing have reportedly been scheduled for late Summer. With its negative net order book this year and a customer that is arguably too big to lose, Boeing may be more willing to deal than Airbus. The US dollar is certainly heading in the right direction for Ryanair at present, with a substantial delivery log. But both manufacturers know Ryanair needs more aircraft to keep its model working next decade and will not be too eager to discount. Contrary to OLearys charge that the aircraft order backlogs of Airbus and Boeing are collapsing, although there has been some churn in orders, the manufacturers still hold the upper hand. 12-18 months from now, it might be a different story. 4.9 THREATS: Distract and conquer 4.9.1 AER LINGUS HOBBLED, LUFTHANSA NEXT? Many analysts view Ryanairs pursuit of Aer Lingus as misguided by delusions of grandeur. It has certainly cost Ryanair dear, with another EUR222.5 million writedown of its investment booked in 2008/09. But Ryanairs total outlay for Aer Lingus shares will be a small price to pay for neutralising what was a well-oiled machine just a few years ago. Thanks to Ryanairs effective interference, Aer Lingus is now leaderless and adrift, discounting aggressively to raise cash to stay in the game. It may not survive the Winter independently. Some sort of rescue possibly involving Ryanair would result in a rationalisation of capacity and a restoration of yields in the LCCs core UK-Ireland markets. That too would help Ryanair, although the carrier would benefit more from simply growing its market even further. The airline posted a net loss of EUR169.2 million for the 12 months ended 31-Mar-2009, compared with a EUR390.7 million net profit a year earlier. Ryanair said it fell into the red chiefly because of a EUR222.5 million accounting write-down on the value of its 29.8% stake in Aer Lingus and higher jet fuel costs. Its pre-exceptionals operating profit was down 74% to EUR144.2 million, producing an operating margin of just under 5% well down on previous form. Ryanair operating profit margin FY06 to FY09 Source: Centre for Asia Pacific Aviation Ryanair The Master of Distraction, OLeary, has now turned his attention to Lufthansa. The German carrier is unlikely to be flattered that Ryanair has identified it as its next biggest threat, but would do well to maintain focused on the delicate task of empire building. If Lufthansa can effectively integrate Austrian Airlines, Brussels Airlines and bmi (plus one or two others), the group will pose a major threat to Ryanairs dominance, particularly as European economic conditions improve. But Ryanairs organic growth is arguably a better bet. 4.9.2 FUEL THREAT NEUTRALISED Surging world oil prices could hamper efforts by many airlines to stem losses this year. After a hedging misstep last year (which contributed to a 59% surge in fuel costs to EUR1.3 billion), Ryanair looks to have got it right, hedging 90% of its fuel requirements for the first three quarters of the current financial year (to 31-Dec-2009) at USD62 per barrel (although there was no word about currency hedging in the report). If oil prices remain at current levels, Ryanair expects its full-year fuel bill will be EUR450 million lower than last year. This factor alone makes its current earnings guidance appear conservative. Over the longer term, Ryanair faces a massive conundrum regarding fuel costs. Unlike McDonalds, Aldi and Ikea, Ryanair is unable to control its fundamental cost line. It may have missed the chance to lock-in fuel prices at low levels (like Southwest did at the start of this decade) for the next few years. The airline faces a medium to long-term margin squeeze as fuel costs rise on a scale it cannot cover with ancillary revenues. http://www.centreforaviation.com/news/2009/06/03/ryanair-swot-analysis-addicted-to-growth-a-great-model-for-bad-times/page1 5. POSITIONING DEFINITION Positioning is the act of designing the companys offering and image to occupy a distinctive place in the mind of the target market. The goal is to locate the brand in the minds of consumers to maximize the potential benefit to the firm. (Marketing Management, Philip Kotler Kevin Lane Keller 2006) RYAN-2 Ryanair has the purest form of low cost airline in Europe. Ryanair boasts many No.1s: †¢ No.1 for passenger traffic- over 23m for 2004 overtaking Easyjet. †¢ No.1 for passenger growth- 50% + this year. †¢ No.1 for European routes (149) and bases (11). †¢ No.1 for customer service delivery- punctuality, flight completion and fewest lost baggage. 6. PORTERS GENERIC STRATEGY So as we can see from the above representation Ryanair is the most radical low cost airline, it * Differs from the closest competitor on the graph (i.e. Easyjet) because it uses secondary airports * To lower its cost base whereas Easyjet does not. Virgin Express is nearly stuck in the middle; it * Still offers seat allocations†¦ Aer Lingus is an interesting case as it has been gradually getting * Closer to the low cost model on its short haul flights. Ryanair comes out as the purest low cost carrier. * Also in appendix is a comparison of Ryanair against other LCC and traditional carriers based on * Some key operational measures. (Revenue, employee/passenger, revenue/employee†¦). 7. CRITICAL KEY SUCCESS FACTORS †¢ low ticket prices †¢ frequent departures †¢ possibility of advanced reservations (online reservation and luggage bookings) †¢ reliable baggage handling COST REDUCTION STRATEGY †¢ fleet commonality †¢ contracting out services †¢ airport charges and route policies †¢ managed staff costs †¢ productivity and managed marketing costs 7.1 FLEET COMMONALITY †¢ Only one kind of plane (Boeing Planes) †¢ Limits the costs for: Ø Staff training Ø Maintenance services and facility of obtaining spares Ø Facility in scheduling aircraft and crew assignment 7.2 CONTRACTING OUT SERVICES †¢ ancillary revenue 16% of profit (revenue from non-ticket ources) Ø deals with Hertz car rental hotels Ø ticketing handling (phone cards bus tickets) Ø aircraft handling 7.3 AIRPORT CHARGES AND ROUTE POLICIES †¢ no use of travel agents no agency commissions (saves 15% on agency fees) †¢ direct marketing techniques to recruit and retain customers (Effective use of internet sources) †¢ use of secondary and regional airports encourages: Ø no traffic jams Ø fees incomparably lower 7.4 MANAGED STAFF COSTS †¢ modest salary performance related pay structure helps to increases productivity †¢ pilots recruited when being pilot cadets so that will help and encourage them to: Ø work hard Ø take early promotion Ø move on after 10 years to further their careers Ø cabin crew pay for their uniforms to be cleaned that tends to: Ø invest in their own training Ø responsible for passenger safety and ancillary revenues on board 7.5 PRODUCTIVITY AND MANAGED MARKETING COSTS †¢ spend as little as possible †¢ national and regional Irish and UK newspaper, on radio on television †¢ no advertising agency †¢ OLeary himself overseas promotion †¢ simple adverts (No hidden charges onn time of booking) 8. COMPETETIVE ADVANTAGES †¢ one class travel †¢ ticketless boarding †¢ flying to secondary airports †¢ point-to-point flying †¢ in-house marketing †¢ no frills †¢ reduced turnaround times †¢ no refund policy †¢ corporate partnerships (WITH SUPPLIERS) †¢ no cargo service †¢ bargaining power †¢ new aircrafts †¢ owns own fleet †¢ operations denominated in euro †¢ hedge fuel risk †¢ highly successful ancillary service offering †¢ outsourcing of services at international airports †¢ advertising on airplanes †¢ uniform fleet †¢ high productivity †¢ general cost reductions †¢ eliminating seatback pockets †¢ no blankets or pillows †¢ airsickness bags distributed on request †¢ charges larger penalties for overweight luggage 9. BUILDING BLOCKS OF COMPETITIVE ADVANTAGE  · Hills Jones 2007 According to Hills Jones â€Å"Building the internal capabilities that deliver competitive advantage involves and integrated approach all areas of the organisation. These key capabilities involves in context of Ryanair are: 9.1 SUPERIOR EFFICIENCY (HIGH) As the competitive advantage of Ryanair reflects that the marketing strategy in respect of efficiency is very good (i-e Maximum number of flights to maximum destinations in minimum time interval). 9.2 SUPERIOR QUALITY (LOW) The policy of No Frills reflects the quality of customer services as ryanair promise to offer cheap flights but no extras on the top. 9.3 SUPERIOR INNOVATION (LOW) Ryanair is not that much innovative towards customer attraction in respect of giving them good attractive holiday packages, hotel stay or different classes of travelling (i-e Business class). 9.4 SUPERIOR CUSTOMER RESPONSIVENESS (HIGH) Customer responsiveness of ryanair is always high according to current market recession, as they offer cheapest flights to customer and this is the main key towards customer retention. 10. SUSTAINABLE COMPETITIVE ADVANTAGE Ryan Air continues acceleration towards the low cost airline in Europe is manages to maintain its leadership in cost reduction despite the presence of other low cost airlines. The successfulness of competitive advantage of the company include its ability to lower down costs to compete with low fares offered by other competitive carriers while at the same time remains profitable. This is done through: 10.1 FLEET COMMONALITY The airlines fleet is consist of Boeing 737, the most common aircraft being used by most of the carriers at present. Keep using the same aircrafts in the fleet made easy for ryanair to get spares and maintenance services easily. 10.2 CONTRACTING OUT OF SERVICES Other than Dublin Airport where the firm maintains its staff and services, Ryan Air outsources its contracts of aircraft handling, ticketing, baggage handling and other functions to third parties, so it makes easy for ryanair to get cheap competitive rates and make the long term contracts on the said rates. Third party contracts also limit Ryan Airs direct exposure to staff retention responsibilities and potential disputes. 10.3 AIRPORT CHARGES AND ROUTE POLICY Airport charges include landing fees, passenger loading fees, aircraft parking fees and noise surcharges. To make reduction in these particular charges ryanair avoids to use main congested airports and chooses secondary and regional airport destinations which works as effective competitive advantage to increase passengers output. 10.4 STAFF COSTS AND PRODUCTIVITY In order to control employee compensation costs, the firm implements a performance related pay structure. Although the company provides lower labor costs, the employees can earn additional pay or remuneration base on their performance. 10.5 MARKETING COST To reduce marketing costs, ryanair tries to avoid the services of travel agents. If it is necessary to get the travel agent services then it will be getting at lowest possible commission. Main advertisement tools of ryanair are newspapers, radio, television and its company website. 11. FUTURE STRATEGY AND RECOMMENDATIONS 11.1 MERGERS AND ACQUISITIONS Most important corporate level strategy in current economical condition of the world is to use mergers and acquisitions policy if necessary. As ryanair continues growth will help the company to think about to exquisite other companies such as Buzz, in order to improve its capabilities and acquire more competitive advantage. 11.2 STRATEGIC HUMAN RESOURCE MANAGEMENT The human resources of the company are not seen as a potential source of competitive advantage. The company do not seem to value its people. The belief is getting stronger that companys human resources strategy is the most important source of competitive advantage. Companys staff retention policy is the main objective of sustainable competitive advantage. In a fast-changing environment where technological innovations and other strategies can be copied, it is the human resources that bring a sustainable competitive advantage. Ryan Air, in its commitment to low-cost airfare have sacrificed its processes and services, but in the future ryanair will have to think to adopt some effective human resource strategies to make their staff work for them in the long run. REFERENCES 1. http://university-essays.tripod.com/porters_5_forces_analysis.html 2. http://www.slideshare.net/The_E_group/Ryanair-Study-version-7 3. Strategic Planning, Prof. Alex Scott 2008 4. Marketing Management, Philip Kotler Kevin Lane Keller 2006 5. http://www.centreforaviation.com/news/2009/06/03/ryanair-swot-analysis-addicted-to-growth-a-great-model-for-bad-times/page1 6. Clark, Andrew (2004), No How low can they go? The Guardian, June 5, 2004. 7. http://www.eubusiness.com/cgi-bin/item.cgi?id=17503 8. http://www.grin.com/e-book/50631/the-ryan-air-model-success-and-impact-on-the-european-aviation-market 9. http://www.bitterwallet.com/ryanair-immune-from-ad-regulations-while-oft-dilly-dally/12473

Major Discoveries in Electrical Communication in the 1800’s Essay

The nineteenth century was a very prolific era of discovery in electrical knowledge and technologies that laid the foundation for modern electrical communication. During this period of time the foundations of modern electrically based technologies were discovered. The nineteenth century began with a debate between Luigi Galvani, and Alessandro Volta regarding the source of electricity in Galvani’s famous frog experiment. These debates lead to the invention of the battery by Volta, and the invention of Volta’s. Volta’s discoveries would lead the way for Ohm’s law several years later. However, before that discovery was made Hans Christian Ørstead discovered electromagnetism, which was then used by Andrà © Marie Amperà ¨ to show that magnetism is electricity. Following the publication of Ohm’s law, Faraday would publish his findings on induction in the 1830’s. That same decade the DC generator, and transformer were invented, and followed in the 1840’s by the invention of AC generator. Communications technologies advanced at an incredible pace. Sà ¶mmering would design the first multi-line telegraph, and Morse would perfect this into a practical single wire design. The work of Charles Wheatstone in telegraphy and Heinrich Hertz in wave theory, paved the way for modern communications. Alexander Graham Bell invented the telephone in 1876. Èdouard Branly would make the contribution of a detector that allowed for the invention of the radio. Guglielmo Marconi and Alexander Stepanovich Popov would develop the first radios. From the invention of the battery to the first intercontinental telegram transmission, the advances in electrical technologies in the 19th century made possible the technological boom of the 20th and 21st centuries in comm... ...ambridge University Press on behalf of The British Society for the History of Science, The British Journal for the History of Science , Vol. 1, No. 1 (Jun., 1962), pp. 31-48, [Online] Available: http://www.jstor.org/stable/4025073 [9] Joost Mertens, Shocks and Sparks: The Voltaic Pile as a Demonstration Device, The University of Chicago Press on behalf of The History of Science Society, Isis Vol. 89, No. 2 (Jun., 1998), pp. 304 [Online] Available: http://www.jstor.org/stable/237757. [10] Herbert W. Meyer, A History of Electricity and Magnetism, The Massachusetts Institute of Technology, 1971, pp. 39, 73, 100, 201. [11] Richard Wolfson, University Physics Second Edition, Pearson, 2012, pp. 453, 454. [12] Dan M. Worrall, David Edward Hughes: Concertinist and Inventor, Papers of the International Concertina Association, Allan Atlas, ed., vol. 4. 2007, pp. 4.

Strategic Market Planning for Social Media Platforms

Over the past several years, social media marketing has been an addition to an increasing number of companies' integrated marketing plans. Firms of all sizes are employing various platforms of this marketing tactic. At the most basic level, social media marketing enables conversations between firms and their customers, as opposed to traditional marketing methods where the firm directs the message. Businesses are beginning to realize that they cannot control these ongoing conversations, but rather, influence them. This trend has resulted in the growth of SocialCorps, â€Å"companies that are learning to take advantage of the power of social media to reshape their relationships with customers and other important audiences.†1 Popular social media sites visited by Internet users include: Facebook, Twitter, YouTube, MySpace, Wikipedia, Flickr, and Digg (Exhibit 1). Of those, the top four social sites used by marketers, in order of popularity, are: Twitter, Blogs, LinkedIn, and Face book. Becoming a SocialCorp allows a company to gain benefits that are otherwise limited with traditional forms of marketing. Such advantages include: unparalleled access to market research, enhanced brand awareness and perception, better engagement with all stakeholders, increased control over the company's marketplace message, and a richer user experience. This paper will explain how various companies have used social media marketing differently to achieve these advantages. Social networking websites are visited by three-quarters of all Internet users2. With the growing popularity of social media usage, many companies believe Web 2.0 marketing is the future3. As social media marketing gains headlines in companies' strategic agendas, astonishing statistics are revealed about the use of this marketing tactic: * Dell estimates that through its various communication channels, the company has two billion â€Å"conversations† with customers every year.4 * 88% of marketers are using social media marketing for their business. Of these, 72% reported that they had been using social media marketing for a few months or less.5 * 79% of the Fortune 100 companies are present and listening, using at least of one of the main social platforms to communicate with their customers.6 * By 2011, online social media advertising in the U.S. will be approximately $2.5 billion.7 From these statistics, it is evident that companies of all sizes are actively using different social platforms to reach their target segments. However, a shift of focus to social media marketing will bring substantial transformation to a company's strategic planning process. As such, this paper will answer a question that companies should ask when engaging in social media marketing: will it be more beneficial to leverage publicly available social media platforms or to build a platform in-house? Will the choice differ between companies, and what are the benefits and risks of either solution? Benefits of Leveraging Established Social Media Platforms The advantages of using an established social media channel over one created in-house are lower production and maintenance costs, quick access to a large established user base, ease of use for the consumer and increased information credibility. Businesses create company-specific marketing campaigns on established social media channels to leverage these benefits in order to engage consumers, increase brand and product/service awareness, reduce customer support costs, and drive revenues. The Ford Fiesta Movement Campaign A successful social media marketing campaign which demonstrated the benefits of using established social media channels was the Fiesta Movement Campaign by Ford. Ford gave 100 participants Ford Fiestas for six months and asked them to complete a different â€Å"mission† every month. These â€Å"agents† delivered dinners from Meals on Wheels, eloped with the help of the Fiesta, and wrestled alligators8 among many other things. Agents were required to document their adventures on Youtube, Flickr, Facebook, and Twitter pages which Ford had created. The Ford Fiesta Movement was considered an extremely successful social media campaign. Agents produced 700 videos which generated 6.5 million views. Photos taken by the agents have accumulated more than 670,000 views. The campaign prompted over 50,000 U.S. consumers to request more information about the car, 97% of which did not already own a Ford vehicle. In the first six days of sales, Ford sold 10,000 units. 9 First, using established social media channels allowed Ford to gain quick access to a large established user-base. Ford's target market for its small European cars is Millennials, those born between 1979 and 1996. It is estimated that 75% of Millennials use social media sites and one in five have uploaded a video of themselves online.10 Ford therefore focused their efforts on the established social media sites, as a large majority of their target market is already using these sites. It was easier for Ford to leverage existing websites instead of working to direct consumers using an in-house social network. Second, Ford was able to benefit from consumers who were already familiar with popular social media websites to build awareness. Ford hand-picked â€Å"agents† in their 20s who had already successfully built an online fan community of their own and who were able to craft a narrative.11 Instead of pitching the idea to agents as the means to a free car, agents were incented to create content for their own benefit to feed their current networks and build their own profiles. In the process, the agents contributed to building Fiesta's brand by helping develop an image of glamour, uniqueness and excitement around the car. Third, Ford created a sense of credibility by using external social media channels on which the content would be harder to control or modify. Ford took a huge risk by taking a â€Å"hands off† approach, telling agents to be completely truthful and agreeing not to edit or censor any information that was posted. This showed consumers that Ford cared about what they had to say which was particularly important at a time when consumers were not happy to be bailing out Amercian automotive companies.12 Allowing agents to freely express their opinions about the car also helped Ford to fix any reported problems or improve functionality based on the agents' suggestions. Key Takeaways Ford used established social media channels to engage consumers and build brand awareness. Using Facebook, Flickr, Twitter and YouTube, Ford was able to gain quick access to its target market with consumers who were already users of these channels. Ford was also able to use specific consumers who were experts with these established channels to attract more viewers as well as raise awareness among the experts' large base of followers. Finally, Ford established its credibility by allowing agents to post whatever they wanted. While Ford took a huge risk by agreeing not to edit the agents' content, it ultimately worked in their favour. Risks of Leveraging Established Social Media Platforms Along with the many strengths of social marketing, there are also many risks that are associated with relying on third party platforms. For one, companies that engage in this medium often experience lack of content control. Second, information gets spread too quickly due to the large user bases of established social media websites. Third, the effectiveness of conventional social media marketing is limited, due to the sheer volume of companies already utilizing this mechanism. Molson Coors Dorm Room Campaign Molson Coors Brewing Company (Molson) is a classic example of how a company underestimated the negative consequences that are associated with traditional social media marketing mediums. Molson is Canada's oldest brewery and the world's fifth largest brewing company. Therefore, it is well-recognized within Canada and has a significant market share in the beer industry. In the past, Molson has experimented with blogs13 and a static corporate website, but has had very little social media presence overall. Recognizing that a large portion of their current target audience utilizes these mediums and wanting to catch up to its competitors, Molson initiated an online media campaign. On October 18th 2007, Molson officially launched its â€Å"Dorm Room† project on the fastest growing social networking site – Facebook. The campaign encouraged Canadian university and college students from ages 19 to 24 to post pictures of themselves partying on campus. The school with the most pictures uploaded would win a trip for five to spend spring break in Cancun, Mexico. An advertisement for this campaign read, â€Å"Be the #1 party school in Canada; show everyone how you and your crew get the party started.†14 According to Molson, the intention of the campaign was to show â€Å"school spirit and sociability;† however, these goals were not reached and the campaign placed Molson under public scrutiny. The nature of the campaign was highly criticized by universities, parents and students because they blamed the company for encouraging binge drinking. Even the front-runner of the contest, Memorial University in St. Johns, stated that the contest made them look bad. Within days, the company received numerous complaints. Several universities – including Queen's, McMaster and St. Francis Xavier – condemned the contest in the Globe and Mail as â€Å"glorifying excessive drinking.†15 As a result of the public backlash, the contest was shut down a week prior to the November 29th deadline. While there are advantages for Molson to engage their customers via social marketing, the message of the â€Å"Dorm Room† campaign was controversial. As a result, this exemplifies how marketing using established social networking mediums can bring significant risks to the brand. First, on Facebook and other traditional social media websites, companies cannot control how much freedom they give to their audience. Users have the freedom to post pictures, messages and videos. However, on in-house websites, companies have the ability to adjust the amount of power they give to the end consumer. Molson did not have the ability to control how much freedom they gave to consumers, allowing consumers to post whatever they wanted and consequently, violating the privacy rights of many individuals. Once a picture was posted, only Molson could remove the picture. Molson was unaware of certain individuals' resistance to having their pictures posted on the site and the campaign generated negative backlash. Even as Molson shut down the contest, they could not ensure that they erased all traces of the pictures posted on the Internet. Second, by using traditional social media websites, the established user base compounds the speed at which information is spread. In Molson's case, pictures spread quickly across Facebook, much to the dismay of many students featured in the photographs. Facebook has over 500 million users who all had access to Molson's pictures. Further, the pictures could be immediately viewed by the members of one's network with the â€Å"tagging† and â€Å"news feed† features. Finally, the effectiveness of conventional social media marketing is limited due to the sheer volume of companies who are already marketing to consumers on these websites. In 2006, U.S. companies spent $920 million on advertising on social media websites. Despite high spending, only 12% of Facebook users have added a brand to their page, and over 75% of Facebook users said they would not purchase a product or service from a brand via their profile page.16 Therefore, social media marketing should not be viewed as an infallible way for companies to promote. The Molson campaign was one of the many campaigns on Facebook and was popularized by the outcry of the public, rather than direct support from its target market. In total, only 200 pictures were uploaded onto Facebook and large universities such as the University of Toronto and Guelph University only submitted 15 photos each (Exhibit 3).17 Key Takeaways By using traditional social media channels, managers might be forced to give up control over the contents to the websites and to their users. In Molson's case, it passed the power to individuals who posted images onto Molson's Facebook campaign page. The company should be wary of the freedom which the users can have when it reengages itself in conventional social media marketing. Also, social media websites have large user bases; this implies that the information found within these sites can travel at an extreme speed. Photos posted on Molson's page were not limited to just Molson's examination but they were available for the entire network. Finally, even though social media websites have gained tremendous popularity and enormous adoption rates, every campaign should be redesigned for each medium in order to stand out from the competitors. Molson failed to capture a large audience with its campaign because Facebook is already saturated with many advertisers. Therefore, Molson needs to establish a creative method to market its campaign when it reengages in using conventional social media websites. In general, social media advertisement can be a phenomenal way to increase brand awareness when it becomes a company's integrated marketing campaign, as long as the associated risks are acknowledged and accounted for. Benefits of Developing In-House Social Media Platforms There are many benefits associated with creating and managing an internal social community. First, a company has the flexibility to display information in the way they intended. Second, keeping a social network in-house also helps bring legitimacy and credibility to the information available on the platform. Finally, creating a separate social media platform allows users to have access to a closed network. Pampers Village Campaign Pampers' slogan, â€Å"every step of the way†18 embodies their overall strategy. Pampers strives both to provide a high-quality product and a supply a service for women throughout their pregnancy and early child rearing years. The company has created and continues to host an online social community, Pampers Village, to facilitate an open network of communication between itself and its customers (Exhibit 4). On the website, parents have access to a breadth of information about the pregnancy process. They also have access to parenting tips and advice as their child ages. Parents have the ability to communicate with both other parents and also with Pampers' panel of â€Å"baby experts.†19 Pampers Village exemplifies many of the benefits associated with hosting an internal social community, as opposed to promoting their brand via established social media platforms such as Facebook and Twitter. First, Pampers Village ensures that Pampers has enormous flexibility in the way data is displayed and how communication is encouraged. On Twitter, or example, messages are limited to 140 characters. Although websites such as Facebook allows more flexibility than Twitter, the pages companies can create nonetheless have preset layouts and formats. Pampers Village is divided into five sections depicting a stage in a child's life. Each section is further divided into categories which discuss various issues a mother may face at that stage. Existing social media websites would not have been the appropriate medium to host Pampers Village on as the display and organization of data would be restricted by the inherent limitations of the existing platform. Second, developing their own social network brings legitimacy to their message. On traditional social networks such as Facebook, Twitter and YouTube, anyone can share their thoughts and claim to be an expert. However, on Pampers Village, there are a variety of experts from the Pampers Parenting Network (PPN) moderating discussions and providing pregnancy and parenting advice. PPN members participate in Q&As, write blogs and articles and post video demonstrations. PPN experts include: Laura Jana, M.D., a widely recognized parenting expert; Lisa Druxman, founder and CEO of Stroller Strides; and Julian Claus-Ehlers, executive chef and expert in healthy eating habits for the family.20 Mothers visiting Pampers Village recognize that they have access to high-quality and credible advice from parenting experts and thus continue to return to the website. Finally, creating a social media platform separates the audience from their traditional network. Mothers have to register to use Pampers Village; however, they can register under whichever name they choose, bringing anonymity to the platform. If Pampers Village was hosted solely on Facebook, the forums likely would not be as active. Forum conversations include, â€Å"Actively trying to start a family,† â€Å"LGBT Parenting†21 and â€Å"Baby Basics.† Mothers would be less likely to be open and honest on these forums if their posts were in full view of their entire social network, as it would be difficult to ensure confidentiality of these discussion posts on traditional social media websites such as Facebook. Pampers Village provides mothers the opportunity to network with other mothers in a closed network. Jodi Allen, North American vice president and general manager for Pampers echoes this sentiment, â€Å"All moms share a common goal — to raise a healthy, happy child. And the great thing about Pampers.com is that moms can connect, bond and chat with other moms all over the globe in real time and share in each other's experiences.†22 Key Takeaways A strong online presence is critical to Pampers' success. â€Å"We leverage Pampers Village to maintain a constant conversation and relationship,† says Zeeshan Shams, category brand manager, baby and toddler care, Procter and Gamble, Canada. â€Å"Our online properties help to keep our brand top of mind.†23 Despite massive competition in the online parenting field, Pampers Village has been largely successful in accessing new mothers. In 2009, Pampers Village generated 20,000 unique visitors per month in Canada.24 It is likely that the Pampers Village concept would not have been as successful if it had been hosted on a traditional social network. The creators of Pampers Village correctly recognized that in order to gain an audience in the online parenting field and consequently learn more about their customers; they needed to create their own social community. The development of a brand new network allowed the company to distribute a wide variety of content in their own format, brought legitimacy to the platform and created a new community where mothers could connect anonymously. The success of Pampers Village illustrates the benefits of taking a risk and developing a new social network. Risks of Developing In-House Social Media Platforms Despite the many benefits that can be gained by developing a unique in-house social media platform or campaign, this approach presents a number of risks and challenges. First, it can sometimes be difficult to engage consumers and draw them to newly created social media websites. Second, in-house social media efforts are likely to require greater maintenance and monitoring. Third, in-house developments demand a greater degree of corporate responsibility than is needed when using publicly available social media platforms. GM Chevy Tahoe Apprentice Campaign In the spring of 2006, General Motors teamed up with Donald Trump's The Apprentice franchise to create a website that allowed contestants to develop their own commercial to promote the new Chevy Tahoe SUV. Their website, ChevyApprentice.com, encouraged participants to design a 30 second digital advertisement by selecting from a variety of pre-set backgrounds, video clips, and theme music that GM had constructed. These user-generated commercials could also include floating text over the images of the creators choosing.25 In addition to having their personal commercial aired on television, the winner and other top contenders had the chance to win a number of big-ticket items, such as a trip to the Major League Baseball All-Star Game.26 Over the course of the contest, thousands of users took the opportunity to share their personal thoughts on the Tahoe. Not surprisingly, the ability to share one's thoughts freely created the perfect opportunity for the anti-SUV crowd to voice their discontent for GM's newest vehicle. Of the 22,000 commercials that were submitted, approximately 4,000 took a negative tone.27 The majority of these submissions were either anti-SUV, promoted a specific cause, defamed a particular group or directly attacked the product (Exhibit 5). For example, some critics pointed fingers at GM for contributing to global warming, as witnessed in an ad that featured shots of the Tahoe zooming through snow, mountains, and desert. Over these clips appeared the phrase â€Å"Global warming isn't a pretty SUV ad. It's a frightening reality.† In another clip, the words â€Å"Yesterday's technology today† appeared over a clip of pumping engine pistons.28 Many of these negative commercials went viral, and could be found everywhere from YouTube to Flickr to specific message boards, such as DemocraticUnderground.org. The Chevy Apprentice campaign highlights many of the risks associated with creating a social media website in-house. First, the biggest risk that companies face in attempting to create their own social media website is attracting traffic to their newly created websites. GM mitigated this risk successfully by launching their campaign on the popular television show, The Apprentice, and leveraged other forms of marketing to generate awareness of their social media website. Ultimately, over 22,000 people were enticed to participate in the campaign. ChevyApprentice.com generated 2.4 million page views, with the average visit lasting more than nine minutes.29 A truly unique platform has the potential to draw consumers if it is able to create a novel social media experience. Second, developing a unique social media website is a large investment, as the company is building a new infrastructure for social interaction from scratch. The company must devote significant resources to maintain the website, as they are solely responsible for managing and storing data, enabling security mechanisms, user identity management, and continual upgrades. A flaw in managing any of these aspects has the potential to hamper the overall success of a social media effort. Third, companies are directly accountable for what happens as a result of their personal social media efforts, as they have the ability to directly control content and how the public can view it. On publicly available platforms such as Facebook, companies can blame negative content posted by consumers on the open-ended nature of these platforms and the lack of control the company has over filtering content. GM did not explicitly state rules for contestants designing an advertisement, which gave consumers the impression that GM was not taking responsibility for the content that is being generated. Further, they did not screen any of the submissions before it became viewable by the general public. After negative submissions surfaced on the website (Exhibit 5), GM did not remove these commercials, specifically stating that they would â€Å"begin screening ads for offensive and inflammatory content but would not remove any material based solely on a negative tone toward the company.†30 Although GM was attempting to maintain their customers' freedom of speech, they did not account for differences in opinions when deciding what was â€Å"offensive,† and were criticized for not monitoring controversial topics in their campaign. Key Takeaways General Motors' Chevy Tahoe Apprentice Campaign provides an excellent example as to how using in-house social media can backfire and lead to negative consumer reactions towards the brand. The debate still continues as to whether or not the GM campaign should be deemed a marketing failure or success. The majority of reviewers have labelled it a social media disaster, based on the negative feedback generated. In contrast, GM and a select handful of reviewers believed that this campaign was a marketing success. GM was pleased that the website was highly trafficked and that over eighty percent of commercials depicted the Tahoe in a favourable light. Overall, the campaign generated significant buzz, which was precisely what GM hoped to achieve.31 Despite these apparent successes, there are certainly efforts GM could have undertaken to avoid some of the negative reactions. The company could have taken a more proactive approach to prevent negative backlashes by screening ads more carefully before they could be viewed by the general public. Perhaps a campaign intended to engage participants to create videos about â€Å"how much they love the Tahoe† would have been a better approach.32 Although this may not have generated as many entries, it would eliminate the participants' ability to demote the brand and introduce controversial topics. A handful of authentic, homemade video submissions would have been a better way to promote the vehicle and generate word of mouth buzz in a positive manner. Conclusion The paper examined campaigns that were successful and unsuccessful in utilizing both established social media platforms or developing platforms in-house. Ultimately, a consensus was not reached regarding which strategy is most effective, as there are numerous considerations to take into account given the context of a company's current position. In order to leverage existing social media platforms, the company's target segment should already be current users of these channels so that quick access to these consumers is gained. Additionally, these consumers must be active users of these platforms so that the company can leverage these users to raise awareness about a specific product or brand. However, managers today should nonetheless recognize that social network marketing is still a novelty. Thus, many companies hoping to â€Å"hop on the social media bandwagon† may opt for using existing platforms as these platforms are inexpensive and familiar to their existing customer base. As the number of companies using existing platforms grows, it becomes increasingly difficult to differentiate a product and brand on these platforms. Lastly, opting for this marketing tactic ultimately forces the company to give up control regarding the content that is being posted on these third party websites. On the other hand, creating and managing an internal social community allows a company to gain both flexibility with the way in which they choose to display information and bring credibility to those information that is being passed onto the consumers. However, if a company chooses to develop an in-house social media platform, attracting consumers towards this platform may prove more difficult since the in-house platform will not be as well-known as traditional social media sites. In-house social media efforts also require greater maintenance and monitoring and the company creating the site holds a greater responsibility for the content posted since they have the ability to control and filter content. For many companies, social media marketing should be used as an integral part of the company's strategic marketing plan. However, with so many strategic options available regarding social media, it is essential for the company to acknowledge that different social media tactics are suitable for different companies, products, and target customers. The most successful social media marketing campaign requires a thorough understanding of the company's customer base and online habits.

Free Essays on Womens History

For centuries, women were considered to be weaker than men. They were thought of as squeamish, and unable to perform tasks requiring muscle or intellect. Therefore, men acquired the â€Å"tougher,† more muscle-related jobs. Because of these views, for many centuries women were left in the home, left with no options but to cook, clean and take care her family. However, over the turn of the 19th century, women began to fight back, rioting and picketing, proclaiming their rights. How Women Were Discriminated Against Being thought of as the weaker sex kept a great majority of from accomplishing many things. Women were not allowed to vote, because men thought of the female to be intellectually inferior to him. In the first several decades of the United States, women were not allowed to own property, make a contract, to sue, or to be sued. In certain work areas a female was not permitted to work more than eight hours or to earn the same wage as a man doing the same job. Women were also unable to hold many professional vocations. A pregnant woman was often denied the option of abortion, unless her life was at stake. Often, when a woman was claimed harassment, people viewed her as crazy, or that she brought it upon herself. In early America young girls and women were also unable to pursue their dreams of an education. Of course, with no education, a lady was ineligible to hold any type of political office. Before women’s suffrage, a woman was practically incapable of doing anything other tha n cooking, cleaning, and taking care of her family. Women’s fight to stop sexual discrimination By 18th century, women had begun to speak up and organize. In 1848, the first women’s rights meeting was held in New York. The main issue was women’s suffrage, or the right for them to vote. For many years, thousands of women fought for the right to vote, among them was Susan B. Anthony, Alice Paul, and Lucretia Mott. â€Å"Some battle for woman s... Free Essays on Womens History Free Essays on Womens History For centuries, women were considered to be weaker than men. They were thought of as squeamish, and unable to perform tasks requiring muscle or intellect. Therefore, men acquired the â€Å"tougher,† more muscle-related jobs. Because of these views, for many centuries women were left in the home, left with no options but to cook, clean and take care her family. However, over the turn of the 19th century, women began to fight back, rioting and picketing, proclaiming their rights. How Women Were Discriminated Against Being thought of as the weaker sex kept a great majority of from accomplishing many things. Women were not allowed to vote, because men thought of the female to be intellectually inferior to him. In the first several decades of the United States, women were not allowed to own property, make a contract, to sue, or to be sued. In certain work areas a female was not permitted to work more than eight hours or to earn the same wage as a man doing the same job. Women were also unable to hold many professional vocations. A pregnant woman was often denied the option of abortion, unless her life was at stake. Often, when a woman was claimed harassment, people viewed her as crazy, or that she brought it upon herself. In early America young girls and women were also unable to pursue their dreams of an education. Of course, with no education, a lady was ineligible to hold any type of political office. Before women’s suffrage, a woman was practically incapable of doing anything other tha n cooking, cleaning, and taking care of her family. Women’s fight to stop sexual discrimination By 18th century, women had begun to speak up and organize. In 1848, the first women’s rights meeting was held in New York. The main issue was women’s suffrage, or the right for them to vote. For many years, thousands of women fought for the right to vote, among them was Susan B. Anthony, Alice Paul, and Lucretia Mott. â€Å"Some battle for woman s...

Interruption of pregnancy or expulsion of the product Essay Example

Interruption of pregnancy or expulsion of the product Essay Example Interruption of pregnancy or expulsion of the product Paper Interruption of pregnancy or expulsion of the product Paper Interruption of pregnancy or expulsion of the product of conception before the fetus is viable is called abortion. The fetus is generally considered to be viable any time after the fifth to sixth month of gestation. The term â€Å"premature labor† is sued when a woman experiences labor after this point in the pregnancy. Abortion is the termination of pregnancy before the embryo or fetus is able to live outside the uterus. In other words, it is the intentional expulsion of a fetus which cannot survive by itself outside of the womb of the mother. In complete abortion the tissues surrounding the embryo or fetus are also expelled. Abortion can occur in a pregnant woman between the time the fertilized egg attaches itself to the wall of the uterus and the time the fetus is 28 weeks old. (After the fetus is 28 weeks old, it may survive outside the uterus). A naturally occurring abortion is called a spontaneous abortion, or commonly, a miscarriage. It usually occurs because the uterus has rejected an abnormal embryo or fetus. Sometimes spontaneous abortion is the result of an injury or disease in the mother. An induced abortion is one that is deliberately performed to terminate a pregnancy. It is called a therapeutic abortion when the life or health of the mother would be endangered if the pregnancy were to continue. For most of the 20th century, abortion was illegal in the United States. In the 1960’s, some states began to allow abortions to be performed under various circumstances. In 1973 the U.S. Supreme Court held in Roe v. Wade that the right of privacy covered a woman’s right to end an unwanted pregnancy in the early stages. This decision caused a controversy over the rights to the mother versus to those of the unborn child. Groups identifying themselves as â€Å"pro-choice† defended a woman’s right to have an abortion. Anti-abortion, or â€Å"pro-life,† groups stated that human life began at the moment of conception and that abortion was thus the taking of a human life. In 1989 the Supreme Court again considered the abortion issue and, while upholding Roe v. Wade, allowed states to impose restrictions on how, when, and where abortions can be performed (see Head, Jeanne E. Does Abortion Access Protect Womens Health? Volume: 19. Issue: 6. June 2004. Many countries have abortion laws similar to those of the United States, and some consider abortion to be a birth control measure. Other countries allow the therapeutic abortions but limit other induced abortions to pregnancies resulting from rape. In some countries, abortion is completely illegal. Colker, Ruth. Abortion Dialogue: Pro-Choice, Pro-Life, and American Law. Indiana University Press. Bloomington, IN. Publication Year: 2002. Mohr, James C. The Origins and Evolution of National Policy, 1800-1900. Oxford University Press. New York, 1999. Pollitt, Katha. Abortion in American History. Volume: 279. Issue: 5. 2001. Rubin, Eva R. Abortion, Politics, and the Courts: Roe v. Wade and Its Aftermath. Greenwood Press. New York, 2001. Head, Jeanne E. Does Abortion Access Protect Womens Health? Volume: 19. Issue: 6. June 2004. Zapka, J., Lemon, S., Peerson, et al. (2001). The silent consumer: Women’s reports and ratings of abortion services. Medical care, 39 (1), 50-60. Robinson, D. (2000). Care of the woman before and after an elective abortion. American Journal for Nursing Practice, 4 (3), 17-29. Williams, G. (2000). Grief after elective abortion. AWHONN Lifelines, 4 (2), 37-40

Financial advocacy in grades 112 Essay Example | Topics and Well Written Essays - 500 words

Financial advocacy in grades 112 - Essay Example Also at the grade level, there are both private and public schools which should be taken as expanding the scope of basic knowledge given to the young children. According to Peterson (2007, a society that seeks for financial responsibility must involve the young people in the decision making that concerns their future. The future decisions are dependent on the way a young person will be able to comprehend the value of the decision being made for his/her welfare. The age, at which the grades covers are receptive to new ideas, therefore the learning would not go to waste i.e. pre-school, nursery school or head start, as well as junior high school (middle school) fits well in the same category. Kindergarten covers age 5-6, grade one covers age 6-7, grade two covers age 7-8, grade three covers age 8-9, grade four covers age 9-10, grade five covers age 10-11 and grade six covers age 11-12.Junior high school and high school are in many places merged in to one consisting of a high school with grades 8-12. The senior public which consists of grades 7 and 8, with ages 12-13, grade eight (freshman year) ages 13-14, grade nine (sopho

3 Questions to case with EPA Essay Example | Topics and Well Written Essays - 750 words

3 Questions to case with EPA - Essay Example EPA had imposed a ban on any manufacture of coffee tables with a glass-top. The news on the ban of the coffee tables posed a threat to the business of Skywalker, a California resident whose main source of income came from the manufacture of coffee tables. Skywalker business was growing fast, but the news on the ban by EPA posed a threat to the booming business. The EPA regulations reached the target group through a short warning statement to the media houses and a comment on EPA website (Jennings 25). After the effective date for implementation of the new regulation regarding the ban, Skywalker could face an arrest and possible prosecution by EPA. After the regulation’s effective date, it is evident that Skywalker had already sold five such coffee tables already banned by EPA. According to the news received by the table mania business owner, Mr. Skywasker, the law took effect from 10 July. Therefore, it is with no reasonable doubts that his store contained the banned items. EPA could either charge, jail or impose sanctions to the violators of the law from its effective date (Jennings 31). Skywalker could face the law since the EPA had a mandate to propose and implement a law after approval by the Congress. According to the US federal government, any proposed regulation by a state agency, becomes law after the congress approves it. However, the complainant can challenge the regulation and avoid the punishment. EPA could face a challenge depending on the administrative authority of the state agencies. The acts by the state agencies have two categories, which are rulemaking depending on the nature of the rules, and adjudicative referring to the right of the accused to hearing (Jennings 240). Skywalker could challenge the EPA regulation on the ban of glass-coffee table in the US appeal court (Jennings 245). In this court, the complainant has a right to have his case listened to giving the facts as to why he thinks the regulation is