Dune Essay Example | Topics and Well Written Essays - 500 words

Dune - Essay Example The Bene Gesserit sisterhood also had superhuman powers, when using melange, a popular spice, to awaken genetic memories of their ancestors. During this backdrop a politcal struggle between three fuedal houses erupt. These houses were the Imperial House Corrino, and two lesser Great Houses, the Atreides and the Harkonnens. Shaddam IV, the Corrino Emperor, felt that Duke Leto Atreides of the Great House Atreides was becoming too popular. Baron Vladimir Harkonnen aided the Emperor in defeating the Atreides. They send the Duke Leto Atreides’ Great House to a planet Arrakis where Melange is grown. After removing the Duke from his planet of power, the evil forces against him attack. When trying to assasinate Baron Vladimir Hakonnen, Duke Leto is killed. After Duke Leto’s death, his son, Paul Atreides, and Paul’s mother, Jessica, escape into the desert. Because of Jessica’s ablities as a Bene Gesserit, plus Paul’s abilities as her son, they join the desert tribal group of the Fremen. Paul becomes the messiah, or political and religious leader, of the Freman. Paul then uses the Freman warriors to take control of Arrakis and the spice trade of the Melange, forcing the Shaddam IV to abdicate so he could become emperor.. The political theme in Dune revolves around a fuedal system like in Medevial Europe. There are Lords, Vassals, and Fiefs. The Lords or nobility are the Three Great Houses, Vassals are the people working for the nobility, and Fiefs are the planets like Arrakis. Colonialism and post colonialism themes run through this novel also. The colonist, Paul Atreides, rallied the natives, Fremen, to overthrough a oppressive government, Shaddam IV. The religious aspect of Dune is intertwined in the political one. By believing in the Missionaria Protectiva, or contrived religious myths, the Freman are convinced that Paul was not only the messiah, but the political leader as

The preaching ministry of Heinrich Bullinger Research Paper

The preaching ministry of Heinrich Bullinger - Research Paper Example Life of a Preacher 5. Highs and Lows of his Life in Zurich 6. Conclusion 1. Introduction Heinrich Bullinger was a well-known Swiss reformer who was the head of the Zurich church as the successor of Huldrych Zwingli. Most researchers show how different he was form the earlier generation of reformers such as Martin Luther and Ulrich Zwingli. Bullinger was rather a consolidator; he added his own perspective to the theology and was a genius to think beyond just gathering the gospel riches that the people of Switzerland craved. Hence, it is believed after being long underestimated, that without him, the shape of theology of England in the late sixteenth and early seventeenth century would have been unimaginable1. Bullinger is known for being one of the most influential theologians in the history and specifically in the Protestant Reformation in the 16th century. The life of Bullinger indicated how he had been raised for priesthood. His father was a Catholic priest and though he was a prie st, he had married, mainly because of the loose enforcement of the vows of celibacy. Bullinger was the youngest of five sons. Bullinger’s parents are not much discussed, but the fact the Bullinger’s father came to confess on the doctrines of the Reformation when he was very old, is known. This may be probably because of the influence of his gifted son2. 2. Early Life Eventually Bullinger started with his formal education in the school of The Brethren of the Common Life in Cleves. While his education, his father gave him no money as he believed that his poverty is necessary for him to develop good habits and responsibilities in his life. However, like Luther, Bullinger was also subjected to sing to earn his living. Bullinger also wanted to enter a Carthusian monastery during his studies, but he was put off against his brother. And he rather set off to Germany to attend the University of Cologne when he was 15 years of age, as his parents expected him to follow the clerg y just as Luther3. Bullinger went through many of the experiences and formations of his life while he was in Germany. It was in Cologne when he started studying about the scholastic theologians of the middle Ages. Soon he became disgusted of them, and rather turned his way to the church fathers, specifically Chrysostom and Augustine. He was involved in the lives of the church fathers and eventually became inspired by their writings, especially by their abundant use of Scripture. Prompted by the determination of the church fathers to ground all their doctrine in God’s Word, Bullinger turned his direction to the study of Scriptures4. Thus, as he involved himself more in the pleasure of reading Scriptures, he went through the writings of Martin Luther and used to be inspired by them greatly. These writings used to revolve throughout Germany at that time and thus Bullinger involved himself immensely in this world. It is these years of study in Germany that Bullinger spent and bec ame one of those whose life was surrounded by the winds of reform that were let loose by Luther5. On returning to Switzerland with his master’s degree in 1522, Bullinger accepted the call by Wolfgung Rupli to teach in the cloister school. As he was already influenced by the thought of Reformation, he taught the monks form the New Testament and from Philip Melanchthon’s Loci Communes, which was considerably the first systematic theology of the Reformation. He also initiated the systematic

Contemporary Brand Management Report for EasyJet

Contemporary Brand Management Report for EasyJet Background Overall, the travel market has performed well since 2001, with revenue growth accelerating from 3% in 2002 to 11% in 2004, with total sales for that year being estimated at US$ 549.4 billion. However, some sectors performed better than others, and the share of air transport fell gradually between 1999 and 2003, partly as a result of falling fares due to industry liberalisation and the growth of low-cost airlines. However, sales rose strongly in 2004 as the travel industry recovered and economic conditions were stronger. Indeed, over the period from 1999 to 2004, online sales grew by a spectacular 403%, to reach US$85.2 billion, and the online share of total travel retail sales increased from just 4% in 1999 to almost 16% in 2004. Air transport is by far the largest transportation sector in terms of overall sales, due to its high prices and convenience, with a value share of 58% in 2004. (Global Market Information Database, 2005). As of 2004, no-frills airlines were continuing to expand, although there were signs of a shake-out in the industry as several smaller businesses went bankrupt in 2004, and intense competition has also brought some major US carriers to the brink of bankruptcy. In 2004, Air France Group became the leading airline in the world in terms of value market share, after the merger of Air France with Dutch national carrier KLM. The combined airline now operates a fleet of 550 aircraft, serving 189 destinations in 84 countries, through more than 1,800 flights per day. Air France Group had an estimated market share of 6% in 2004, overtaking the previous market leader, Japan Airlines Co Ltd (JAL), and is thus one of the strongest brands in the market, due to its new European identity, and high level of coverage. (Global Market Information Database, 2005). JAL Group itself was also the result of a merger in 2002 between Japan Airlines and Japan Air System, and its share fell in 2004 to 5%, due to the group’s poor financial performance in that year. Although domestic routes were reported to have performed well in 2004, the slump in the international segment gave rise to a  ¥72.1 billion (US$687 million) operating loss, due to the adverse effects of very low travel confidence in Japan, which prevailed in the first half of fiscal 2004. Nevertheless, JAL continued to increase its leading share in the domestic Japanese market to 43%, well ahead of the number two company, All Nippon Airways, with 34%, due to its strong connections with its country of origin. (Global Market Information Database, 2005). The largest US carrier, AMR, was virtually on a par with JAL in both 2003 and 2004 in terms of value market share, and also saw its share fall slightly, to 5% in 2004. The American airlines all suffered from the events of 11 September 2001 and from the economic downturn, and have continued to perform badly. UAL Corp saw its global share fall from almost 6% in 2001 to just over 4% in 2004, while the share of Delta Airlines fell to 4% over the same period. United Air Lines was the most severely hit of the â€Å"big three† US airlines after 11 September 2001, and was forced to file for Chapter 11 bankruptcy at the end of 2002. However, after undergoing a drastic restructuring programme, the airline had received the necessary financing to emerge from bankruptcy by the end of 2003. All the US airlines are currently experiencing brand identity crises, as the US continues to associate air travel with the spread of international terrorism. The European airlines British Airways (BA) and Deutsche Lufthansa have also experienced mixed fortunes. While the share of BA fell steadily over the review period, to 4% in 2004, that of Lufthansa rose, placing it almost equal with BA, and Lufthansa recorded increased sales and achieved profits in the first quarter of 2004, compared to a loss in the same period of the previous year. (Global Market Information Database, 2005)Both these firms are struggling to compete with the strongly growing no frills airlines, potentially indicating that the national brand reinforcement is no longer enough to build a strong brand in the airline industry, and that something more is needed. Brand Essence Govers and Schoormans (2005) provide one of the best pieces on the concept of brand management, claiming that, beyond their functional utility and purpose, products and series have a symbolic meaning, and parts of this symbolic meaning are accounted for by concepts like brand personality and product-user image, which describe the symbolic meaning associated with the brand or product class. Plummer (1984) also focused strongly on the personality of brands, claiming that there are, in reality, two different faces of brand personality, and it is necessary to understand both faces in order to better grasp the totality and power of this useful strategic concept. A brand presents itself to the world in many ways, through the product itself, through its packaging, its name and where it is sold. A brand sold in a supermarket or via the internet, is attempting to communicate something, but the world, on the other hand, interprets the brand through many different filters; through experience, t hrough perceptions, misconceptions, the value systems of the individuals out there in the world, and, of course, all the noise in the system. The two faces of brand personality therefore are input, that is, what advertisers want consumers to think and feel, and out-take, what consumers actually do think and feel, and these two perspectives on brand personality can be expressed in two forms. The first can be seen as the brand personality statement; and the other as the brand personality profiles, which are consumer perceptions of the brand. (de Chernatony and McDonald, 2003) In terms of a brand personality for an airline, this can be vitally important, as few markets are as brutally competitive as the airline market. However, just because the competition is tough, thats no reason to be tough on customers, like many airlines do, as they are convinced that travellers care mainly about price. As a result, many airlines most notably the major U.S. carriers and budget airlines seem to have made cutting costs the top priority at the expense of their service quality, and have built brand personalities around looking to pinch every penny. However, Prokesch, S. E. (1995) claims that it doesnt have to be that way, even in a cutthroat, mass-market business such as air travel. He argues that there are plenty of people who will pay a premium for good service, even among those who travel economy, and points at British Airways’ profits as a key indicator because, while the world airline industry has racked up billions of dollars in losses in the last five years, British Airways has remained solidly profitable on the back of outstanding customer service. EasyJet has taken this lesson to heart, recruiting senior marketers in each of its major European markets in 2004, in order to coincide with its major full-scale brand relaunch that year. The airline, whose previous marketing communications were accused by some of lacking the lustre of its early years, hired dedicated country managers for the UK, France, Germany, Spain and the rest of Europe, who were responsible for putting in place tailored strategies that relate to their markets perceptions of easyJet. (Rogers, Oct 2004) As a result, the airline managed to develop a fresh corporate identity and brand personality, along with its first sonic logo. It also relaunched its website, substantially increased its European advertising budget to back its first UK TV campaign, and changed typography, by removing the .com from most marketing communication and the cartoon style plane from its ads. The 11m euro ( £7.6m) campaign, which ran across Europe, featured the strapline Come on, lets fl y, and was created by Sledge, easyJets first UK ad agency, with media through OMD. This campaign was driven by the belief that although the â€Å"original marketing created lots of noise† it failed to â€Å"define the airlines distinctive attributes.† (Rogers, Oct 2004) As a result, the new campaign was aimed at creating more emotion around the brand, meaning that, although easyJet remained price-driven, it also focused on the all important customer service. This re launch appears to have pushed easyJet away from its previous position, near the foot of the airline industry brand pyramid. Previously viewed as a last resort for travellers who cared only for costs, with no thought to service or comfort, the company performed well, despite previously being one of the UKs most hated brands. However, with fuel prices rising, and cost cutting initiatives only being able to produce a certain amount of return, the firm has repositioned and re branded itself in order to move of the foot of the brand pyramid, leaving this space to Ryanair, and similar budget carriers, and moved itself into the middle market, with the likes of BMI. Although the carrier is still perceived as a long way below BA and the other premium service carriers, its brand re launch has now enabled it to move into the top five in the list of the UK’s preferred airline brands (Curtis, 2004) Positioning Most people have an opinion about easyJet, which is one of its core strengths, built on the back of the budget airline’s initial positioning as a liberator, enabling people to travel more frequently around Europe, with prices more akin to domestic train travel than the traditionally high prices charged by European flag carriers. Also, under the guidance of Stelios Haji-Ioannou it developed as one of the UKs most distinctive brands, with a trademark anti-establishment attitude. However, the sector has seen growing competition from domestic entrants such as Thomsonfly and Continental start-ups such as Wizz, from Eastern Europe, with higher fuel prices are also hitting profits. As a result, in positioning terms, some feel easyJet has been squeezed between airlines such as British Airways and the ultra low-cost Ryanair. (Rogers, Jul 2004) It is as a result of this that EasyJet hired Sledge as its first ad agency to develop the Lets fly positioning, and has recently launched a mult imillion-pound drive aimed at business travellers. (Marketing (UK), 2005) The airline had previously focused its positioning and marketing efforts on holidaymakers, but is now looking to increase its share of the business market, with print, poster and radio advertisements carrying the strapline ‘Youre a business. You work it out.’ (Marketing (UK), 2005). In contrast, it is a different story for one of easyJet’s key competitors: British Airways, for whom it would appear that, no matter how badly the firm performs, the UK public will always remain loyal. BA has a clear lead as Britains favourite airline, and is seventh place in the overall best-loved brands table; however this doesn’t tally with the reality of its declining fortunes, mainly at the hands of the budget airlines, which, with easyJet’s recent rise excluded, fail to make it into the top five airlines. This can be seen as a testament to easyJet’s strength, and successful positioning switch, that it has managed to make it into such list, especially when you compare the years of heritage and investment behind the BA brand, with the new re launch of easyJet. Comparing the easyJet brand, and relative success, to that of Ryanair, anlysts have claimed that: â€Å"both easyJet and Ryanair spotted a gap in the market, but there is a difference between a good-value proposition and being cheap. (Curtis, 2004), and this has been cited as the reason Ryanair failed to make the top five.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Celebrity endorsement The use of celebrities as part of marketing communications strategy is a fairly common practice for major firms in supporting corporate or brand imagery. Firms invest significant monies in juxtaposing brands and organisations with endorser qualities such as attractiveness, likeability, and trustworthiness. They trust that these qualities operate in a transferable way, and, will generate desirable campaign outcomes. But, at times, celebrity qualities may be inappropriate, irrelevant, and undesirable. Several studies have examined consumers response to celebrity endorsements in advertising. Findings show that celebrities make advertisements believable (Kamins et al. 1989) and enhance message recall (Friedman and Friedman 1979). Furthermore, celebrities aid in the recognition of brand names (Petty, Cacioppo, and Schumann 1983), create a positive attitude towards the brand (Kamins et al. 1989), and create a distinct personality for the endorsed brand (McCracken 1989). Ultimately, celebri ty endorsements are believed to generate a greater likelihood of customers choosing the endorsed brand (Heath, McCarthy, and Mothersbaugh 1994) Thus, the use of celebrity endorsements is an advertising strategy that should enhance the marginal value of advertisement expenditures and create brand equity by means of the secondary association of a celebrity with a brand (Keller 1993). However, celebrity endorsements are expensive for the firm, and depending on the status of the celebrity, remuneration could run into millions for several years. A contract may also include a profit sharing plan, with firms often building special and costly advertising campaigns around celebrities. For example, Coca Cola Co. reportedly spent $25 million in an advertising campaign with Bill Cosby as its spokesperson for Coke (Advertising Age 1986), and IBM spent $40 million in an advertising campaign involving MASH actors (Reuters 1987). Overall, the use of celebrities as spokespersons in advertisements constitutes a significant investment in intangible assets by the sponsoring firm, an investment that management hopes to offset with greater future sales revenues and profits. A possible choice of celebrity to endorse easyJet would be Michael Moore, the American author and film maker, renowned for his antiestablishment attitude. Although the signing of Moore would undoubtedly be controversial, and possibly difficult to achieve, easyJet’s image has been founded on being controversial and willing to offend people, especially those in positions of authority, in the pursuit of its ultimate goals, and thus Moore’s backing would help support these ideals, and ensure that they remained at the forefront of easyJet’s branding. However, Moore’s anti-Bush and anti-America rhetoric has often caused him to be at odds with a large portion of the population of the United States, and although easyJet doesn’t operate in the US, this is something to consider, as the firm may wish to expand to the US in the future, and may also have a large number of potential passengers amongst Americans living in Europe. Special Interest: Online Presence EasyJet is often cited as the firm which pioneered many of the innovations that shaped the market for low-cost air travel, and information technology and an online presence has been at the heart of those developments. For example, EasyJet was the first Great Britain carrier to sell tickets online, in April 1998; however launching that first site was relatively straightforward compared to the headaches that the company faces today when managing and updating a live site that handles millions of customers each year. As such, easyJet’s online presence is of vital importance to the company for its future brand management strategies. (Warren, 2003) Indeed, Campaign (UK) (2003) recently reported that EasyJet has appointed OMD Europe to handle its  £3 million online business across European markets including Great Britain, France, Germany, Italy, the Netherlands, Spain and Switzerland. One excellent example of how easyJet is attempting to widen its brand visibility and appeal through the internet is the recent agreement that easyJet entered into with First Choice Inc., seen as being the final nail in the coffin in both companies tenuous relationship with agents. First Choice Inc.’s vertically integrated online accommodation subsidiary, ‘Hotelopia’, will provide rooms in 10,000 hotels across the world through the easyJet web site, with easyJet getting the commission for the booking, although the commercial details of the agreement have not been released. In addition to the financial benefits, this agreement will also enable easyJet to spread its brand image and appeal to a much wider audience, thus increasing the impact of its brand management strategies. (Davern, 2004) References Advertising Age (1986) E. F. Huttons Spokesman Idea a Cos Celebre. p. 1. Campaign (UK) (2003) EasyJet picks OMD Europe for online media business. Issue 43, p. 7. Curtis, J. (2004) Brands we love, brands we hate. Marketing (UK); 9/29/2004, p34. de Chernatony, L. and McDonald, M. (2003) Creating Powerful Brands in Consumer Service and Industrial Markets, 3rd Edition. Oxford: Butterworth Heinemann. Davern, F. (2004) First Choice hops into bed with easyJet. Travel Trade Gazette UK Ireland; Issue 2465, p. 3. Friedman, H. H. and Friedman, L. (1979) Endorser Effectiveness by Product Type. Journal of Advertising Research, p. 63. Global Market Information Database (2005) The World Market for Travel and Tourism. Euromonitor International. Govers, R. C. M. and Schoormans, J. P. L. (2005) Product personality and its influence on consumer preference. Journal of Consumer Marketing; 2005, Vol. 22 Issue 4, p189. Heath, T. B., McCarthy, M. S. and Mothersbaugh D. L. (1994) Spokesperson Fame and Vividness Effects in the Context of Issue-Relevant Thinking: The Moderating Role of Competitive Setting. Journal of Consumer Research; p. 520. Kamins, M. A., Brand, M. J., Hoeke, S. A., and Moe, J. C. (1989) Two-Sided Versus One-Sided Celebrity Endorsements: The Impact on Advertising Effectiveness and Credibility Journal of Advertising; Vol. 18, Issue 2, p. 4. Keller, K. L. (1993) Conceptualizing, Measuring, and Managing Customer-Based Brand Equity. Journal of Marketing; p. 1. Marketing (UK) (2005) EasyJet targets business traffic. 4/27/2005, p. 5. McCracken, G. (1989) Who is the Celebrity Endorser? Cultural Foundations of the Endorsement Process. Journal of Consumer Research; p. 310. Petty, R. E., Cacioppo, J. T. and Schumann, D. (1983) Central and Peripheral Routes to Advertising Effectiveness: The Moderating Role of Involvement. Journal of Consumer Research; p. 135. Plummer, J. T. (1984) How Personality Makes a Difference. Journal of Advertising Research; Vol. 24, Issue 6, p. 27. Prokesch, S. E. (1995) Competing on Customer Service: An Interview with British Airways Sir Colin Marshall. Harvard Business Review; Vol. 73, Issue 6, p. 100. Reuters (1987) April 3. Rogers, D. (Oct 2004) EasyJet relaunches with top-level rejig. Marketing (UK); 10/13/2004, p. 5. Rogers, D. (Jul 2004) EasyJet. Marketing (UK), 7/21/2004, p. 22. Warren, L. (2003) Blazing the easyJet trail. Computer Weekly; 9/30/2003, p. 28.

Accountability: The Key in the Healthcare Environment Essay examples -

Accountability is key in the healthcare environment in that members of a healthcare organization must be responsible for their actions and held accountable by the organization or the consumer. Many significant changes have occurred in healthcare and one of the most noted was the beginning of professional integration between businesses, hospitals and physicians. Solid partnerships have emerged and over time individuals within these successful healthcare organizations have developed mutual understanding and respect for the others profession (Fraschetti & Sugarman, 2009). Leaders and managers in healthcare have used this knowledge to build high-performance teams through various competencies particularly with the skills found in interpersonal competency. Through positive communication, training, mentorship, collaboration and staff empowerment transitional managers and leaders exhibit interpersonal competency skills, which are very effective in the healthcare environment (Guo & Anders on, 2005). Through management’s team building efforts we see high-performance healthcare teams emerge with trust, shared goals and a strong organizational culture that understand the mission and the goals they need to accomplish. Individuals, teams, managers and leaders in a successful organization know and understand their responsibilities and the standard that is expected. Scott (2001) outlines a three-part accountability process that defines what is expected, assists individuals in understanding expectations, and establishes standards and guarantees that are consistent and allow for accountability. Measures and Implementation in the Accountability Process In the United States Navy we are taught the Navy definition of accountability and then ... ...rive. Pivot Health website. Retrieved February 21, 2011, from http://www.pivothealth.com/userfiles/pdf/090701%20Bob%20Fraschetti%20Michael%20Sugarman%20Successful%20Hosiptal-Physician%20Integration%20Trustee.pdf. Guo, K. L. & Anderson, D. (2005). The new health care paradigm: Roles and competencies of leaders in the service line management approach. International Journal of Health Care Quality Assurance, 18(6/7), XII,XIII,XIV,XV,XVI,XVII,XVIII,XIX,XX. Retrieved January 11, 2011, from ABI/INFORM Global. (Document ID: 948775781). Miller, N. (2000). Seeking accountability. Nursing Economics, 18(2), 92. Retrieved March 6, 2011, from ABI/INFORM Global. (Document ID: 52765815). Scott, G. (2001). Accountability for service excellence. Journal of Healthcare Management, 46(3), 152-5. Retrieved March 6, 2011, from ABI/INFORM Global. (Document ID: 73034086).

Good Command for English

Now, the world is becoming smaller than before just because of advancement of technology and knowledge. Every person has different ideas, knowledge and strength and wants to share them with other person. There is no accepted and established common language for all other than English. This is medium language between to languages and cultures. In the course of our business or work, any where in the world, there is always possibility to come across with the people of different languages and cultures and we can simplify this situation with the help of English.We can do nothing, without having a good command of English, if we intend to do something good we like, coming out from our home. A good command of English is very necessary for the progression of my carrier in that by and large it is the most spoken language in the globe. I have a vision to connect to as many people as possible and to share issues with people of different levels and capacities. Should i use Kiswahilli or my Ateso l anguage that some people may have not even hard of?I know quite good English but still admire those best English communicators. Friends i tell you what, i have already registered for the Advanced Business English Diploma and will soon be getting my desire fulfilled. It is extremely important to have a good command of English in almost all spheres of one's working life and otherwise but in your career it gives you more confident in delivering both verbal and written correspondence.

IBM: Using Strategy to Build a “Smarter Planet” Essay

1) Pick a company (or a brand, institute, city or government†¦.) which can be a client of IBM and describe three (3) specific benefits the Smarter Planet initiative can provide to the organization. Wal-Mart; (i) By managing and organizing Wal-Mart’s huge database through database management which will be help keep better track of inventory levels, merchandise assortment and product pricing. (ii) Help Wal-Mart better analyze buying behavior through implementation of smart systems. (iii) Increased efficiency and better customer service. 2) Conduct a SWOT analysis for IBM’s Smarter Planet initiative. Strengths; (i) An Internationally recognized company with a very good reputation. (ii) Known for its revolutionary and innovative inventions like the hard disk drive and the ATM. Weaknesses; (i) Pressure to perform and deliver on what IBM has set out to accomplish through the smarter planet initiative. (ii) Because of IBM’s size and considering how long it’s been in business, the company will find it very challenging to make big changes such as a total change from their current commodity-based business to customizable businesses. Opportunities; (i) Growth of markets in developed and third world countries. (ii) Business analytics and optimization. Threats; (i) A strongly competitive industry with very well-known companies like HP and Dell who also cater to large organizations for almost similar purposes. (ii) Shifting from a commodity-based to customizable businesses will be very challenging. 3) What relevant trends to consider for the next three to five years? Customer Trends; (i) The desire for customers to work more efficiently. (ii) The desire for customers to stay updated and connected across technologies. Environmental Trends; (i) Fewer trade barriers. (ii) Growth of developing countries. 4) (a) How can IBM communicate its strategy to companies, cities, and governments? List 3 ways (i) By making Information such as industry reports, statistics and videos available on their website that describes the strategy. (ii) Through a â€Å"Letter from the Chairman† by Sam Palmisano, which shows how the Smarter Planet initiative represented an infusion of intelligence into the way the world actually works. (iii) By using print and television advertising campaigns to communicate IBM’s ability to make the world â€Å"smarter.† (b) How is Watson a part of the communication strategy? Watson is a very strong communication tool. Its exposure on shows like Jeopardy! are a great way to deliver its message about their strategy. 5) What are the benefits of the Smarter Planet initiative to; (a) Society; (i) Help cites, industries and organizations make smarter decisions, the result of which would help cut costs, reduce waste and increase productivity which would in turn making them more profitable and sustainable. (ii) IBM believes that through this initiative, any person or organization â€Å"can now become digitally aware, networked and intelligent.† (b) IBM; (i) Close customer interactions which facilitate better relationships. (ii) Successful implementation of smart solutions will lead to brand loyalty and ultimately increased revenue. (c) How should IBM measure the results of the Smarter Planet Strategy? IBM should measure the results based on how successful the Smarter Planet Strategy has been on an organization after its implementation. For example, by using IBM’s smart solutions to analyze its data, the Memphis Police Department reduced crime by 28 percent. Here we can clearly see that the strategy turned out to be very successful, hence, a great result for IBM.

Into the Woods essays

Into the Woods essays Into the Woods Into the Woods was simply an amazing theatrical performance! The play combined suspense ,excitement, and fascinatingly realistic set design to captivate the audience. Half way through this play I found myself and my classmates thinking Wow! What a play! How could anyone dream up such a crazy idea and turn it into a production? I think this is the first time that I have been taken to this level of astonishment. A kind where it just grabs you and throws you. And it knocks the wind out of you! Steven Sondheim, creator of the play, had obviously mastered the skills needed to make me say this. His style was was like a vinegar in the tomato sauce, a present yet unidentifiable hint, which reminds you of the crafters care. Even if you could not quite grasp it it was there. Something that made it stand out. His good sense of humor and wit and his superior plot development were blended subtly so that it wasnt to conglomerate. But most importantly, his use of well known characters which made the audience feel as though their family was up on ! stage. The characters were extremely realistic and were an ideal image of the thoughts they seemed to discharge. The catalyst of the plot were the main characters which were the baker and his wife, Jack, the witch, Red Riding Hood, the wolf and Cinderella were all major. It is this kind of interdependency that adds so much to this play. It was fascinating to me how much relied upon each characters actions. There was more of a co-operative essence about this play than most. The minor characters in this play( the two princes, the giantess, Rapunzel, Snow White, Sleeping Beauty, and the bakers father) were also well done, which I have found in other plays to be half rate or quickly whipped up to add a twist which really wasnt a twist at all, but something everybody knew ...